Pandox Ab Class B · OMXSTO:PNDX_B
Pandox Ab Class B — Investor Day (May 2017)
36 slides from Pandox Ab Class B's investor day presentation, May 9, 2017
Slide 1: Domestic and solid
Excellence in Hotel Ownership and Operations Domestic and solid Erik Hvesser, SVP Property Management Nordics Pandox Capital Market Day This presentation may contain forward-looking statements. Such statements are based on our current expectations and are subject to risks and uncertainties that coul
Slide 2: Erik Hvesser
Erik Hvesser Solid operational experience Strong hotel property competence Extensive commercial experience EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 3: Agenda
Agenda Business area Nordics Key partners Portfolio composition Business model Strategic agenda EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 4: Film
Film EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 5: Key market characteristics
Key market characteristics EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 6: Domestic demand, capital cities, regional markets
Domestic demand Four capital cities with international demand Strong regional hotel markets Stable demand Lease territory Highly consolidated operator market EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 7: Who are the operators in the lease market?
Who are the operators in the lease market? EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 8: Mainly regional and domestic brands
Mainly regional and domestic brands EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 9: Rooms Hotels
45,000 250 40,000 35,000 200 Rooms Hotels 30,000 150 25,000 20,000 100 15,000 10,000 50 5,000 0 0 Source: Pangea Property Partners, Pandox
Slide 10: Highly consolidated market
Highly consolidated market Mid-market brands and operators Distribution and coverage Loyalty programmes crucial Superior market penetration… …and operational performance EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 11: Pandox has a strong set of lease partners
Pandox has a strong set of lease partners EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 12: Lease partners by hotels and rooms
Partner Hotels Rooms Countries Scandic* 50 10,791 Nordic Choice 12 1,956 Radisson Blu 3 759 Hilton 3 717 Elite 2 452 First 2 403 Best Western 1 103 Meininger 1 225 Restel 1 135 Private 4 676 Total 79 16,217 *After completion of seven new lease agreements in Q2 2017 EXCELLENCE IN HOTEL OWNERSHIP AND
Slide 13: Nordic capital cities with a mix of demand
Nordic capital cities with a mix of demand EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 14: Nordic capital cities
Nordic capital cities • A mix of domestic and international demand Share of national hotel market Source: Pandox estimate EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 15: Nordic capital cities: Stockholm
Nordic capital cities • A mix of domestic and international demand Stockholm • The hotel capital of Scandinavia 30% Share of national hotel market Source: Pandox estimate EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 16: Nordic capital cities: Stockholm, Oslo
Nordic capital cities • A mix of domestic and international demand Stockholm • The hotel capital of Scandinavia Oslo • Major airport hub and domestic meeting market 26% Share of national hotel market Source: Pandox estimate EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 17: Nordic capital cities: Helsinki
Nordic capital cities • A mix of domestic and international demand Stockholm • The hotel capital of Scandinavia Oslo • Major airport hub and domestic meeting market Helsinki • Asian transit destination. Russian trade and tourism 27% Share of national hotel market Source: Pandox estimate EXCELLENCE I
Slide 18: Nordic capital cities: Copenhagen
Nordic capital cities • A mix of domestic and international demand Stockholm • The hotel capital of Scandinavia Oslo • Major airport hub and domestic meeting market Helsinki • Asian transit destination. Russian trade and tourism Copenhagen • A major transfer hub and a big leisure destination Share o
Slide 19: Nordic capital cities: share of Nordic market
Nordic capital cities • A mix of domestic and international demand Stockholm • The hotel capital of Scandinavia Oslo • Major airport hub and domestic meeting market Helsinki • Asian transit destination. Russian trade and tourism Copenhagen 30-40% • A major transfer hub and a big leisure destination
Slide 20: Regional cities with domestic demand
Regional cities with domestic demand EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 21: Major commercial and cultural clusters
Major commercial and cultural clusters • Gothenburg, Malmö/Öresund, Linköping • Bergen, Stavanger, Trondheim • Tampere, Turku, Oulu • Aarhus, Aalborg EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 22: Major commercial and cultural clusters; domestic cities
Major commercial and cultural clusters • Gothenburg, Malmö/Öresund, Linköping • Bergen, Stavanger, Trondheim • Tampere, Turku, Oulu • Aarhus, Aalborg Domestic cities • Karlstad, Sundsvall, Norrköping and Luleå more • Bodö, Tromsö, Kristiansand and more • Kuopio, Kajaani, Jyväskylä and more • Odense,
Slide 23: Regional share of Nordic hotel market
Major commercial and cultural clusters • Gothenburg, Malmö/Öresund, Linköping • Bergen, Stavanger, Trondheim 15-20% • Tampere, Turku, Oulu • Aarhus, Aalborg Domestic cities • Karlstad, Sundsvall, Norrköping and Luleå more • Bodö, Tromsö, Kristiansand and more • Kuopio, Kajaani, Jyväskylä and more 20
Slide 24: Key facts for the Nordic lease portfolio
Key facts for the Nordic lease portfolio EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 25: Key facts for the Nordic lease portfolio
Key facts for the Nordic lease portfolio Number of rooms (of total portfolio) 62% Rental income (of lease portfolio) 68% Market value (of total property market value) 60% As per 31 March, 2017 EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 26: Cash flow driving investments
Cash flow driving investments EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 27: MSEK 900 invested
MSEK 900 MSEK 900 invested in pipeline From listing 75% As of March 31, 2017 60% Nordics Nordics EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 28: Shark One with Scandic Hotels Group
“Shark One” with Scandic Hotels Group 40 hotels 3 countries 4,300 rooms 4,800 bathrooms 1,600 windows 12% Reduced Return on investment + environmental impact Note: Communicated 19 August, 2011 EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 29: Shark One: investment and return
“Shark One” with Scandic Hotels Group 40 hotels 3 countries 4,300 rooms 4,800 bathrooms 1,600 windows 1.6bn 1.0bn 12% Reduced Total investment Pandox’s share Return on investment + environmental impact Note: Communicated 19 August, 2011 EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 30: Shark two with Scandic Hotels Group
“Shark two” with Scandic Hotels Group 19 hotels 4 countries 3,437 rooms Lease extensions Renovation 470m 235m Solid Total Pandox’s Return on investment share investment Note: Communicated 30 June, 2016 EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 31: Elk with Scandic Hotels Group
“Elk” with Scandic Hotels Group 7 hotels 1,434 rooms ”New revenue-based leases signed for 7 Nordic hotels in Operator Activities following repositioning. Investment programme covering public areas, rooms, new F&B concepts etc.” Total investment MSEK 225. Note: Communicated 18 January, 2017 EXCELLENC
Slide 32: Lease extensions with Elite Hotels
Lease extensions with Elite Hotels Elite Park Avenue, Gothenburg 900 sqm meeting and event. 16 new hotel rooms. New F&B concepts and public areas. Renovation of existing premises. Elite Stora Hotellet, Jönköping 34 new hotel rooms. Renovation of existing premises. Total investment MSEK 125 of which
Slide 33: Strategic agenda
Strategic agenda Organic growth Commercial development with our Nordic partners Identify and execute cash-flow driving investments Leverage Pandox’s strategic Nordic position EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 34: The Pandox Model
The Pandox Model EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS
Slide 35: The Pandox Model
Market Marketing Profitability Agreement analysis strategy optimisation optimisation Specific action and activity plan for each hotel PANDOX MODEL A method to maximise cash flow and minimise risk in each hotel investment EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS EXCELLENCE IN HOTEL OWNERSHIP AND
Slide 36: Thank you!
Thank you! EXCELLENCE IN HOTEL OWNERSHIP AND OPERATIONS