Xenia Hotels & Resorts, Inc. · NYSE:XHR
Xenia Hotels & Resorts — Q1 2025 Earnings Presentation
33 slides from Xenia Hotels & Resorts's earnings presentation, May 2, 2025
Slide 1: Investor Presentation
Investor Presentation May 2025
Slide 2: Forward-Looking Statements
Forward-Looking Statements This presentation has been prepared by Xenia Hotels & Resorts, Inc. (the “Company” or “Xenia”) solely for informational purposes. This presentation contains, and our responses to various questions from investors may include, “forward-looking statements” within the meaning
Slide 3: Investment Highlights
INVESTMENT INVESTMENT Diverse & High-Quality Portfolio HIGHLIGHTS HIGHLIGHTS 30 luxury and upper-upscale hotels and resorts primarily in Top 25 markets and key leisure destinations Transformative Renovation of Grand Hyatt Scottsdale Resort Significant long-term growth driver Strong Balance Sheet & F
Slide 4: Portfolio Overview
Portfolio Overview Park Hyatt Aviara 3 Hyatt Regency Grand Resort, CypressGolf Club & Spa – Orlando, FL – Carlsbad, CA
Slide 5: Portfolio Composition
Portfolio Composition Portfolio Characteristics Diversified Branding 1 Key Portfolio Statistics 2 • Focused on Uniquely Positioned Luxury and Upper Upscale Hotels & Resorts 3% 2% 2% 30 • Primarily located in Top 25 U.S. Hotels Lodging Markets and Key Leisure 7% 8,868 Destinations • 100% Luxury and U
Slide 6: Geographic Diversification
Geographic Diversification • The Sunbelt No single market contributed Hotels and resorts located across 22 • Key leisure destinations more than 17% of 2024 EBITDA1 unique lodging markets including: • Select gateway markets • Markets with limited near-term supply growth Portland, OR: 4% Washington, D
Slide 7: Demand Segment Diversification
Demand Segment Diversification Well-positioned Portfolio, Greater than 70% Business Transient and Group Mix SIGNIFICANT CONTRIBUTIONS FROM BUSINESS TRANSIENT AND/OR GROUP ESTIMATED HISTORICAL DEMAND MIX1 • Fairmont Pittsburgh • Grand Bohemian Hotel Orlando, SIGNIFICANT CONTRIBUTIONS FROM LEISURE Aut
Slide 8: Aligned with High Quality Brands
Aligned with High Quality Brands All Properties are Brand Affiliated Aligned with best-in-class hotel brands that provide a relevant “Brand Promise” to consumers Advantages of Branded Hotels • Superior revenue channels • Proven guest loyalty programs • Strength of marketing and advertising platforms
Slide 9: Portfolio Evolution Toward Higher Quality
Portfolio Evolution Toward Higher Quality Strategic capital allocation over past eleven years delivers superior portfolio Since 20141 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Listing2 3 Hotels3 1 Hotel 4 Hotels 4 Hotels4 1 Hotel 1 Hotel 14 Hotels Acquisitions - - - - - $245M $136M $615
Slide 10: Top Markets
Top Markets Long-Term Growth Potential in Several Historically Significant Markets FY 20241 FY 20231 FY 20192 Hotel EBITDA Hotel EBITDA Hotel EBITDA Market3 State (%) (%) (%) Houston TX 17% 15% 10% Orlando FL 17% 15% 10% San Diego CA 8% 8% 4% Atlanta GA 8% 8% 5% Nashville TN 6% 5% - San Francisco/Sa
Slide 11: Recent Activity: Fairmont Dallas Disposition
Recent Activity: Fairmont Dallas Disposition Disposition Rationale Prudent Capital Allocation The property needed significant and disruptive near-term capital needs. Approximately $80 million of near-term capital expenditure was expected to remain competitive in the market. The upcoming renovation o
Slide 12: Additional Recent Activity
Additional Recent Activity Land Acquisition at Hyatt Regency Santa Clara » In March, the Company acquired the fee simple interest in the land underlying Hyatt Regency Santa Clara for $25 million. » The ground lease provided for a combination of base and percentage rent that amounted to $1.4 million
Slide 13: Strong Portfolio Attributes vs. Lodging REIT Peers
Strong Portfolio Attributes vs. Lodging REIT Peers Diverse collection of properties, driven primarily by group and business transient • Demand mix: 2/3 Transient (majority business), 1/3 group • Revenue mix: 57% rooms, 43% F&B and other Marriott Woodlands Waterway Hotel & Convention Center Superior
Slide 14: Long-Term Growth Drivers
Long-Term Growth Drivers GRAND HYATT SCOTTSDALE RESORT Transformative renovation and upbranding expected to drive growth in the near-term and through stabilization Incremental EBITDA contributions from multiple recently RETURN ON RECENT CAPEX completed major capital projects in Orlando, Salt Lake Ci
Slide 15: Transformative Renovation of Grand Hyatt Scottsdale Resort
Transformative Renovation of Grand Hyatt Scottsdale Resort 14 Grand Hyatt Scottsdale Resort– Scottsdale, AZ
Slide 16: Transformative Renovation and Upbranding to Grand Hyatt
Transformative Renovation and Upbranding to Grand Hyatt Investment Thesis Maximize Investment Through Creation of Grand Hyatt Luxury Resort Transformative renovation and upbranding to Grand Hyatt maximizes value of a strategic asset and increases the hotel’s ability to compete with a top- tier compa
Slide 17: Reconcepting and Redesign of All Food & Beverage Venues
Reconcepting and Redesign of All Food & Beverage Venues (in Collaboration with Chef Richard Blais) Transformative Renovation and Upbranding to Grand Hyatt 16
Slide 18: Transformative Renovation and Upbranding to Grand Hyatt
Transformative Renovation and Upbranding to Grand Hyatt Lobby and Spa Arrival Court Spa Avania Lobby Entrance Spa Avania 17
Slide 19: Transformative Renovation and Upbranding to Grand Hyatt
Transformative Renovation and Upbranding to Grand Hyatt Adult and Family Pool Adult Pool Family Pool Adult Pool Family Pool 18
Slide 20: Transformative Renovation and Upbranding to Grand Hyatt
Transformative Renovation and Upbranding to Grand Hyatt Guest Rooms and F&B Outlets Hospitality Suite La Zozzona Hospitality Suite Tiki Taka 19
Slide 21: Transformative Renovation and Upbranding to Grand Hyatt
Transformative Renovation and Upbranding to Grand Hyatt Meeting Space Renovation and Expansion Meeting Space Entrance Pre-Function Space Meeting Space Entrance Arizona Ballroom Expansion & Renovation 20
Slide 22: Transformation Drives RevPAR Growth
Transformative Renovation and Upbranding to Grand Hyatt TRANSFORMATION DRIVES REVPAR GROWTH Upon stabilization, the hotel is expected to achieve RevPAR of approximately $300 Pandemic Reno Impact & » RevPAR Index to climb approximately 10% from 2022 upon stabilization Recovery $300.00 » Closing perfo
Slide 23: Strong Balance Sheet & Favorable Outlook
Strong Balance Sheet & Favorable Outlook 22 W Nashville – Nashville, TN
Slide 24: Balance Sheet Overview
Balance Sheet Overview As of March 31, 2025 Liquidity Unrestricted Cash1&2 Line of Credit Availability3 Total Liquidity2 ~$113M $500M ~$613M Debt Summary Debt Mix Balance as of Rate Type Rate Maturity 3/31/25 Mortgage Loans $213M Grand Bohemian Hotel Orlando Fixed 4.53% 3/1/2026 53.0 Property Marrio
Slide 25: Balance Sheet Overview
Balance Sheet Overview Debt Maturity Profile as of March 31, 2025 Leverage1 Mortgages ~5.4x Conservative balance sheet leverage with continued strengthening expected Term Loan LOC Availability Leverage Ratio Senior Notes Healthy Balance of Fixed vs. Floating $500 77% Optimal balance of fixed and $32
Slide 26: Recent Trends and Near-Term Outlook
Recent Trends and Near-Term Outlook1 • Recent Same-Property2 statistics: • 1Q25 RevPAR increased 6.3% vs. 1Q24 with Occupancy up 180 bps and ADR up 3.6% • 1Q25 Hotel EBITDA3 increased 10.5% and Hotel EBITDA margin3 increased 42 bps vs. 1Q24 Renaissance Atlanta Waverly Hotel & Convention Center– Atla
Slide 27: Near-Term Outlook – Guidance
Near-Term Outlook – Guidance1 Current FY 2025 Guidance Variance to Prior Guidance $ in millions, except per share amounts Low High Low High Net Income $43 $69 $34 $40 Same-Property (30 Hotel) RevPAR Change (vs. 2024)2 2.50% 6.50% (1.00)% -% Adjusted EBITDAre $235 $261 $(9) $(3) Adjusted FFO $152 $17
Slide 28: Experienced Management
Experienced Management 27 The Ritz-Carlton, Pentagon City – Arlington, VA
Slide 29: Experienced Management Team
Experienced Management Team 120+ EXECUTIVE TEAM experience in hotel real estate 160+ ASSET MANAGEMENT Hyatt Regency Grand Cypress – Orlando, FL experience in hospitality 220+ PROJECT MANAGEMENT experience in capital projects 28
Slide 30: Executive Team with Extensive Track Record
Executive Team with Extensive Track Record Senior Executive Team has an average of 30 years of hotel experience and an average tenure of 12 years with Xenia • Senior Executives have decades of experience in the hotel industry and have managed through a number of previous industry downturns • Senior
Slide 31: Non-GAAP Financial Measures
Non-GAAP Financial Measures The Company considers the following non-GAAP financial measures to be useful to investors as key supplemental measures of operating performance: EBITDA, EBITDAre, Adjusted EBITDAre, Same- Property Hotel EBITDA, Same-Property Hotel EBITDA Margin, FFO, Adjusted FFO, and Adj
Slide 32: Non-GAAP Financial Measures
Non-GAAP Financial Measures FFO and Adjusted FFO The Company calculates FFO in accordance with standards established by Nareit, as amended in the 2018 Restatement White Paper, which defines FFO as net income or loss (calculated in accordance with GAAP), excluding real estate-related depreciation, am
Slide 33: Xenia Hotels & Resorts
XENIA HOTELS & RESORTS
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