Apple Hospitality Reit, Inc. · NYSE:APLE
Apple Hospitality Reit — Investor Presentation (May 2026)
47 slides from Apple Hospitality Reit's investor presentation, May 29, 2026
Slide 1: Investor Presentation May 2026
MAY 2026 • NYSE:APLE INVESTOR PRESENTATION Exhibit 99.1
Slide 2: Forward-Looking Statements
FORWARD-LOOKING STATEMENTS Certain statements made in this presentation are forward-looking statements. These forward-looking statements include statements regarding our intent, belief or current expectations and are based on various assumptions. These statements involve substantial risks and uncert
Slide 3: Company Profile and Proven Investment Strategy
Note: Hotel portfolio statistics as of May 4, 2026. Market categorization based on STR designation. Average Effective Age represents years since hotels were built or last renovated. Average actual age of hotels is 18 years. The Tripadvisor® rating is based on lifetime scores for the Apple Hospitalit
Slide 4: Key performance and shareholder return highlights
See following pages for reconciliation to actual revenue and net income. Annualized distribution of $0.96 per common share represents an annual yield of approximately 7.1%, based on April 30, 2026, closing price of $13.47. Note: Statistics above compare the Company's performance with the performance
Slide 5: Mission and Values
VALUES Hospitality – We are thoughtful in our interactions with others and know that strong, caring relationships are the core of our industry. Resolve – We are passionate about the work we do and are steadfast in our commitment to our shareholders. Excellence – We are driven to succeed and improve
Slide 6: Proven Investment Strategy
PROVEN INVESTMENT STRATEGY Concentrate on Upscale, rooms-focused hotels Efficient operating model yields higher margins Resilient group business Scale ownership minimizes relative G&A load and provides fixed cost efficiencies Unparalleled access to data and operational expertise Align with the best
Slide 7: Q1 2026 Key Takeaways
Q1 2026 KEY TAKEAWAYS OPERATING PERFORMANCE EXCEEDED EXPECTATIONS Comparable Hotels RevPAR +2.2% Same Store Hotels RevPAR +2.8% Same Store Hotels Adjusted Hotel EBITDA +4.2% with 30 bps margin expansion Excluding markets that benefited from wildfire-recovery business in Southern California and from
Slide 8: First Quarter 2026 Performance at a Glance
YEAR-OVER-YEAR PERFORMANCE ($ in thousands except statistical data and per share amounts) First Quarter 2026 Performance at a Glance Note: Comparable Hotels is defined as the 216 hotels owned and held for use by the Company as of March 31, 2026. For hotels acquired during the periods noted, the Comp
Slide 9: Efficient Operations: EBITDA Margin and RevPAR Comparison
Upscale/Rooms-Focused Full Year 2025 Hotel EBITDA Margin and RevPAR Comparison Upper Upscale/Full-Service EFFICIENT OPERATIONS COURTYARD CYPRESS ANAHEIM/ORANGE COUNTY Source: Company filings. Assumptions may vary by company. See explanation and reconciliation of Adjusted Hotel EBITDA to net income i
Slide 10: Net Debt to EBITDA Comparison
Upscale/Rooms-Focused Net Debt to TTM EBITDA Ratio at March 31, 2026 Upper Upscale/Full-Service NET DEBT TO EBITDA COMPARISON RESIDENCE INN PHOENIX NORTH/HAPPY VALLEY Source: Company filings. Assumptions may vary by company. See explanation and reconciliation of Adjusted EBITDA to net income include
Slide 11: Comparable Hotels Operating Trends
- +1% -2% -4% -1% - +1% -3% -3% -2% -3% - -2% +1% +6% % Change in RevPAR Compared to Same Period of Prior Year COMPARABLE HOTELS OPERATING TRENDS Note: Comparable Hotels is defined as the 216 hotels owned and held for use by the Company as of March 31, 2026. For hotels acquired during the periods no
Slide 12: Comparable Hotels Occupancy Trends
Occupancy COMPARABLE HOTELS OCCUPANCY TRENDS Note: Comparable Hotels is defined as the 216 hotels owned and held for use by the Company as of March 31, 2026. For hotels acquired during the periods noted, the Company has included, as applicable, results of those hotels for periods prior to the Compan
Slide 13: Weekday vs. Weekend Occupancy
Source: Data provided by STR for hotels owned by the Company for the periods noted and may differ from actual results achieved. Weekday occupancy includes Sunday through Thursday nights, and weekend occupancy includes Friday and Saturday nights. WEEKDAY VS. WEEKEND OCCUPANCY Occupancy Monthly Data W
Slide 14: Portfolio Poised for Continued Outperformance
PORTFOLIO POISED FOR CONTINUED OUTPERFORMANCE Select-service hotels franchised with industry-leading brands provide strong value proposition and have proven appeal with broadest group of business and leisure customers Resilient demand with favorable year-over-year, government travel comparisons Broa
Slide 15: Positioned for Outperformance Across Cycles
High margins combined with low CapEx needs results in strong free cash flow Broad geographic diversification enhances portfolio stability Strong value proposition for business and leisure guests drives resilient demand Low debt means less volatility Low supply growth favorably shifts risk and growth
Slide 16: Scale Ownership of Rooms-Focused Hotels with Broad Consumer Appeal
SCALE OWNERSHIP OF ROOMS-FOCUSED HOTELS WITH BROAD CONSUMER APPEAL 39 2 30 27 33 8 10 8 10 3 34 4 1 4 1 Note: Number of hotels the Company owns by brand as of May 4, 2026. hotels in portfolio hotels in portfolio hotels in portfolio hotels in portfolio hotels in portfolio hotels in portfolio hotels i
Slide 17: Benefits of Branded Select-Service Hotels
BENEFITS OF BRANDED SELECT-SERVICE HOTELS Total revenue primarily derived from rooms sold Ability to cross-utilize associates to maximize efficiencies High margins Fewer outlets to manage Less public space to maintain Resilient group business Efficient Operating Model Broad Consumer Appeal Maximize
Slide 18: Broad Geographic Diversification
BROAD GEOGRAPHIC DIVERSIFICATION Broad geographic diversification provides exposure to wide variety of demand generators Markets benefit from a mix of business and leisure demand Portfolio benefits from both large corporate negotiated and small and midmarket local negotiated business demand Low depe
Slide 19: Market Strategy
MARKET STRATEGY HIGH-DENSITY SUBURBAN Properties ideally located in upscale submarkets with attractive cost structures that benefit from a broad mix of business and leisure demand generators and resilient group business. With proximity to an array of guest amenities and conveniences, these locations
Slide 20: Strong Operating Margins
STRONG OPERATING MARGINS APLE has a proven record of maximizing operating margins across economic cycles APLE is well positioned to maximize efficiencies and drive profitability: Broad consumer appeal allows for optimization of business mix to drive ADR and RevPAR growth Rooms-focused hotels are inh
Slide 21: Limited Near-Term Impact from New Supply
LIMITED NEAR-TERM IMPACT FROM NEW SUPPLY New construction starts have meaningfully decreased since onset of pandemic with anticipated delays in completion Approximately 57% of our hotels do not have any exposure to new projects currently under construction within a five-mile radius National supply g
Slide 22: Industry-Leading Asset Management
INDUSTRY-LEADING ASSET MANAGEMENT Analytical, data-driven asset management to maximize property-level performance Scale to negotiate attractive national contracts Strategic revenue management to optimize mix of business and maximize bottom-line performance Strong regional and national third-party op
Slide 23: Proprietary Management Agreement Structure
PROPRIETARY MANAGEMENT AGREEMENT STRUCTURE RESIDENCE INN TUSTIN ORANGE COUNTY Our unique management company contract structure better aligns owner and operator to maximize performance in all market environments. APLE’s Management Company Contract Structure Industry Standard Structure Variable Manage
Slide 24: Strong Balance Sheet & Liquidity Position
Debt Composition(1) STRONG BALANCE SHEET & LIQUIDITY POSITION Based on balances and hotels owned as of March 31, 2026, excluding unamortized debt issuance costs. Excludes yearly amortization. Interest rate includes effect of interest rate swaps and SOFR rate in effect at March 31, 2026. Debt Maturit
Slide 25: Effective Portfolio Management & Strategic Growth
EFFECTIVE PORTFOLIO MANAGEMENT & STRATEGIC GROWTH HAMPTON INN & SUITES PORTLAND-PEARL DISTRICT Opportunistic Dispositions Strategic Growth Reduce exposure to lower growth markets Dispose of hotels where strong operating efficiencies are harder to achieve Optimize capital reinvestment program through
Slide 26: Value Creation Through Disciplined Capital Allocation
VALUE CREATION THROUGH DISCIPLINED CAPITAL ALLOCATION AND PORTFOLIO MANAGEMENT Pre-COVID Portfolio Dispositions Acquisitions(1) Comparable Portfolio Number of Hotels(2) 230 39 24 215 Average Hotel Age(3) 14 years 18 years 4 years 18 years Average Guest Room Count 128 107 170 136 RevPAR(4) $105 $67 $
Slide 27: Acquisitions and Dispositions Since the Pandemic
24 hotels purchased for approximately $1.2 billion(1) 16 acquisitions not open or stabilized in 2019 Our acquisition and disposition activity since the start of the pandemic has optimized our portfolio by lowering the average age of our assets, reducing near-term CapEx and increasing exposure to mar
Slide 28: Acquisition Under Contract: AC Hotel Anchorage
OVERVIEW 160-room(2) AC Hotel by Marriott ® under development in Anchorage, Alaska, for an anticipated total purchase price of $65.5 million, or approximately $409,000 per key Ideally located in Anchorage near the Company’s Embassy Suites by Hilton Anchorage and Home2 Suites by Hilton Anchorage/Midt
Slide 29: Acquisitions Under Contract: Las Vegas
OVERVIEW 237-room(1) AC Hotel by Marriott® and 160-room(1) Residence Inn by Marriott® to be developed in Las Vegas, Nevada, for an anticipated total purchase price of $143.7 million, or approximately $362,000 per key The hotels will be developed on the land the Company owns adjacent to its SpringHil
Slide 30: Apple REIT Companies Transaction History
Apple REIT Companies Transaction History 1999 –May 4, 2026 458 TOTAL HOTELS ACQUIRED 242 TOTAL HOTELS SOLD 216 CURRENT HOTEL PORTFOLIO 4 REITS SOLD IN 3 TRANSACTIONS 4 REITS MERGED TO FORM CURRENT APLE MORE THAN 25-YEAR TRACK RECORD OF HOTEL TRANSACTIONS Note: Hotel transactions by the various Apple
Slide 31: Well-Maintained Portfolio
WELL-MAINTAINED PORTFOLIO HOMEWOOD SUITES HUNTSVILLE-VILLAGE OF PROVIDENCE The Tripadvisor® rating is based on lifetime scores for the Apple Hospitality portfolio of hotels through March 31, 2026. Average Effective Age represents years since hotels were built or last renovated. Average actual age of
Slide 32: U.S. Hotel Forecast
U.S. HOTEL FORECAST U.S. Hotel Forecast HOME2 SUITES NASHVILLE VANDERBILT, TN Source: STR; © 2026 CoStar Group; Tourism Economics. Published January 2026. 2025 Actual 2026 Forecast 2027 Forecast Occupancy 62.3% 62.1% 62.2% ADR Change (YOY) +0.9% +1.0% +1.3% RevPAR Change (YOY) -0.3% +0.6% +1.4%
Slide 33: Corporate Responsibility Initiatives
AC HOTEL PITTSBURGH DOWNTOWN CORPORATE RESPONSIBILITY INITIATIVES We own one of the largest and most geographically diverse portfolios of rooms-focused hotels in the United States and are dedicated to making a positive impact on the many communities our hotels serve. We are mindful of our environmen
Slide 34: Environmental Stewardship
ENVIRONMENTAL STEWARDSHIP Apple Hospitality is committed to enhancing and incorporating sustainability opportunities into our investment and asset management strategies, with a focus on minimizing our environmental impact through reductions in energy and water usage and through improvements in waste
Slide 35: Social Responsibility
SOCIAL RESPONSIBILITY Apple Hospitality REIT has always been firmly committed to strengthening communities through charitable giving, by volunteering our time and talents, and by participating in the many philanthropic programs important to our employees and leaders within our industry, including ou
Slide 36: Board of Directors and Governance
Board of Directors with Effective Experience Glade M. Knight – Executive Chairman Founder, Apple Hospitality REIT; Former Chairman/CEO, Cornerstone Realty NYSE: TCR Justin G. Knight – Director Chief Executive Officer, Apple Hospitality REIT Glenn W. Bunting – Director President, GB Corporation Jon A
Slide 37: Appendix
APPENDIX RESIDENCE INN SAN DIEGO OCEANSIDE
Slide 38: Hotels Acquired Since Beginning of 2020
24 Hotels Acquired Since Beginning of 2020 Brand Location Rooms Date Opened Date Acquired Purchase Price Hampton Inn & Suites(1)(2) Cape Canaveral, FL 116 April 2020 April 2020 $46.7 million Home2 Suites(1)(2) Cape Canaveral, FL 108 April 2020 April 2020 Hyatt House(1)(2) Tempe, AZ 105 August 2020 A
Slide 39: Hotels Sold Since Beginning of 2020
41 Hotels Sold Since Beginning of 2020 Brand Location Rooms Age at Time of Sale Date Sold Sales Price SpringHill Suites Sanford, FL 105 20 yrs January 2020 $13.0 million SpringHill Suites Boise, ID 230 25 yrs February 2020 $32.0 million Hampton Inn & Suites Tulare, CA 86 12 yrs December 2020 $10.3 m
Slide 40: Comparable Hotels Quarterly Operating Metrics and Statistical Data
Comparable Hotels Quarterly Operating Metrics and Statistical Data (Unaudited) (in thousands, except statistical data) 2025 2026 Q1 Q2 Q3 Q4 Q1 Operating income (Actual) $50,859 $84,851 $72,497 $49,597 $48,013 Operating margin % (Actual) 15.5% 22.1% 19.4% 15.2% 14.2% Comparable Hotels Total Revenue
Slide 41: Same Store Hotels Quarterly Operating Metrics and Statistical Data
SAME STORE Hotels Quarterly Operating Metrics and Statistical Data (Unaudited) (in thousands, except statistical data) Represents revenue from the New York Property, which from the second half of 2023 through the first quarter of 2025 was considered lease revenue from a lease to a third-party hotel
Slide 42: Reconciliation of Net Income to EBITDA and Adjusted Hotel EBITDA
RECONCILIATION OF NET INCOME TO EBITDA, EBITDAre, ADJUSTED EBITDAre AND ADJUSTED HOTEL EBITDA THE FOLLOWING TABLE RECONCILES THE COMPANY’S GAAP NET INCOME TO EBITDA, EBITDAre, ADJUSTED EBITDAre AND ADJUSTED HOTEL EBITDA ON A QUARTERLY BASIS FOR 2025 AND 2026 (Unaudited) (in thousands) 2025 2026 Q1 Q
Slide 43: Reconciliation of Net Income to FFO and MFFO
RECONCILIATION OF NET INCOME TO FFO AND MFFO THE FOLLOWING TABLE RECONCILES THE COMPANY’S GAAP NET INCOME TO FFO and MFFO ON A QUARTERLY BASIS FOR 2025 and 2026 (Unaudited) (in thousands, except per share amounts) Effective January 1, 2026, in calculating MFFO, the Company began to exclude share-bas
Slide 44: Definitions
DEFINITIONS HYATT PLACE JACKSONVILLE AIRPORT Non-GAAP Financial Measures The Company considers the following non-GAAP financial measures useful to investors as key supplemental measures of its operating performance: Funds from Operations (“FFO”); Modified FFO (“MFFO”); Earnings Before Interest, Inco
Slide 45: Definitions Continued
DEFINITIONS CONTINUED HAMPTON INN & SUITES PHOENIX DOWNTOWN FFO and MFFO The Company calculates and presents FFO in accordance with standards established by Nareit, which defines FFO as net income (loss) (computed in accordance with GAAP), excluding gains and losses from the sale of certain real est
Slide 46: Trademark Information
TRADEMARK INFORMATION “AC Hotels by Marriott®,” “Aloft Hotels®,” “Courtyard by Marriott®,” “Fairfield by Marriott®,” “Fairfield Inn by Marriott®,” “Fairfield Inn & Suites by Marriott®,” “Marriott® Hotels,” “Residence Inn by Marriott®,” “SpringHill Suites by Marriott®,” and “TownePlace Suites by Marr
Slide 47: Apple Hospitality REIT, Inc. contact details
Apple Hospitality REIT, Inc. 814 East Main Street Richmond, VA 23219 (804) 344-8121 info@applehospitalityreit.com www.applehospitalityreit.com COURTYARD VIRGINIA BEACH OCEANFRONT/SOUTH
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