Marriott International Reports Third Quarter 2020 Results
- Third quarter 2020 comparable systemwide constant dollar RevPAR declined 65.9 percent worldwide, 65.4 percent in
North America and 67.4 percent outsideNorth America , compared to the 2019 third quarter; - Third quarter reported diluted EPS totaled
$0.31 , compared to reported diluted EPS of$1.16 in the year-ago quarter. Third quarter adjusted diluted EPS totaled$0.06 , compared to third quarter 2019 adjusted diluted EPS of$1.47 . Third quarter 2020 impairment charges related to COVID-19 impacted reported and adjusted diluted EPS by$0.07 ; - Third quarter reported net income totaled
$100 million , compared to reported net income of$387 million in the year-ago quarter. Third quarter adjusted net income totaled$20 million , compared to third quarter 2019 adjusted net income of$488 million . Third quarter 2020 impairment charges related to COVID-19 impacted reported and adjusted net income by$24 million after-tax; - Adjusted EBITDA totaled
$327 million in the 2020 third quarter, compared to third quarter 2019 adjusted EBITDA of$901 million ; - The company added more than 19,000 rooms globally during the third quarter, including roughly 1,400 rooms converted from competitor brands and approximately 7,600 rooms in international markets. Net rooms grew 3.8 percent from the year-ago quarter;
- At quarter-end, Marriott's worldwide development pipeline totaled nearly 2,900 hotels and more than 496,000 rooms, including roughly 25,000 rooms approved, but not yet subject to signed contracts. Approximately 228,000 rooms in the pipeline were under construction as of the end of the third quarter;
- As of the end of the third quarter, the company's net liquidity totaled approximately
$5.1 billion , representing roughly$1.5 billion in available cash balances, and$3.6 billion of unused borrowing capacity under its revolving credit facility, less$30 million of commercial paper outstanding.
"The Asia Pacific region led deal signings in the third quarter, accounting for more than half of all rooms signed globally, with the vast majority of those rooms in Greater China. During the third quarter, we added more than 19,000 rooms to our system, nearly 70 percent more than were added in the second quarter, achieving 5 percent gross rooms growth in the last 12 months. At quarter-end, approximately 228,000 rooms of our more than 496,000-room pipeline were under construction. Progress on projects under construction largely continues apace around the world, although we have designated a slightly higher number of projects on hold given macroeconomic uncertainty and discussions with our owners. For full year 2020, we now expect 2.5 to 3 percent net rooms growth, including terminations of 1.5 to 2 percent. Assuming progress is made in containing COVID-19, we would expect gross room additions in 2021 to accelerate compared to our expectations for 2020.
"Although the timing of a full recovery remains unpredictable, we are pleased with the significant progress we have made in restructuring and repositioning the company to successfully manage through these challenging times. Financially, we have strengthened our liquidity position, realigned our cost structure, and minimized our cash burn. We have also remained keenly focused on working with our hotel owners and franchisees to significantly reduce hotel level costs and help preserve cash in this extremely low revenue environment. Operationally, we have elevated our health and cleanliness standards to establish trust and credibility with travelers and to enhance the safety and wellbeing of our associates and guests.
"We still have a long road ahead, but this crisis will come to an end, and I believe travel will rebound quickly. I am confident that the many steps we have taken this year, combined with our unrivaled global portfolio, the strength of our brands, and the power of
Third Quarter 2020 Results
Marriott's reported operating income totaled
Adjusted operating income in the 2020 third quarter totaled
Third quarter 2020 adjusted net income totaled
Base management and franchise fees totaled
Incentive management fees totaled
Contract investment amortization for the 2020 third quarter totaled
Owned, leased, and other revenue, net of direct expenses, totaled an
General, administrative, and other expenses for the 2020 third quarter totaled
Restructuring and merger-related charges totaled
Interest expense, net, totaled
Adjusted earnings before interest, taxes, depreciation, and amortization (EBITDA) totaled
Selected Performance Information
The company added 127 new properties (19,064 rooms) to its worldwide lodging portfolio during the 2020 third quarter, including roughly 1,400 rooms converted from competitor brands and approximately 7,600 rooms in international markets. Thirty-one properties (6,066 rooms) exited the system during the quarter. At quarter-end, Marriott's global lodging system totaled roughly 7,600 properties and timeshare resorts, with nearly 1,414,000 rooms.
At quarter-end, the company's worldwide development pipeline totaled 2,899 properties with more than 496,000 rooms, including 1,201 properties with approximately 228,000 rooms under construction and 160 properties with roughly 25,000 rooms approved for development, but not yet subject to signed contracts.
In the 2020 third quarter, worldwide RevPAR declined 65.9 percent (a 65.9 percent decline using actual dollars). North American RevPAR declined 65.4 percent (a 65.4 percent decline using actual dollars), and international RevPAR declined 67.4 percent (a 67.3 percent decline using actual dollars).
Balance Sheet and Liquidity
At quarter-end, Marriott's net debt was
In the third quarter, the company issued
The company's net liquidity was approximately
The company halted share repurchases in February of this year and suspended its quarterly dividend beginning in the second quarter.
COVID-19
Due to the numerous uncertainties associated with COVID-19, Marriott cannot presently estimate the financial impact of this unprecedented situation, which is highly dependent on the severity and duration of the pandemic and its impacts, but expects that COVID-19 will continue to be material to the company's results.
The company expects to provide additional information about the current impact of COVID-19 on its business on its call later this morning.
The telephone dial-in number for the conference call is 706-679-3455 and the conference ID is 5783987. A telephone replay of the conference call will be available from
Note on forward-looking statements: All statements in this press release and the accompanying schedules are made as of
Marriott may post updates about COVID-19 and other matters on its investor relations website at www.marriott.com/investor or Marriott's news center website at www.marriottnewscenter.com. Marriott encourages investors, the media, and others interested in the company to review and subscribe to the information Marriott posts on these websites, which may be material. The contents of these websites are not incorporated by reference into this press release or any report or document Marriott files with the
1 All occupancy and RevPAR statistics are comparable systemwide constant dollar and include hotels that have been temporarily closed due to COVID-19. Unless otherwise stated, all changes refer to year-over-year changes for the comparable period.
IRPR#1
Tables follow
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PRESS RELEASE SCHEDULES |
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TABLE OF CONTENTS |
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QUARTER 3, 2020 |
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Consolidated Statements of Income - As Reported |
A-1 |
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Non-GAAP Financial Measures |
A-3 |
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Total Lodging Products |
A-4 |
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Key Lodging Statistics |
A-7 |
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Adjusted EBITDA |
A-11 |
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Explanation of Non-GAAP Financial and Performance Measures |
A-12 |
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CONSOLIDATED STATEMENTS OF INCOME - AS REPORTED |
||||||||
THIRD QUARTER 2020 AND 2019 |
||||||||
(in millions except per share amounts, unaudited) |
||||||||
As Reported |
As Reported |
Percent |
||||||
Three Months Ended |
Three Months Ended |
Better/(Worse) |
||||||
|
|
Reported 2020 vs. 2019 |
||||||
REVENUES |
||||||||
Base management fees |
$ 87 |
$ 291 |
(70) |
|||||
Franchise fees 1 |
279 |
530 |
(47) |
|||||
Incentive management fees |
31 |
134 |
(77) |
|||||
Gross Fee Revenues |
397 |
955 |
(58) |
|||||
Contract investment amortization 2 |
(48) |
(16) |
(200) |
|||||
Net Fee Revenues |
349 |
939 |
(63) |
|||||
Owned, leased, and other revenue 3 |
116 |
393 |
(70) |
|||||
Cost reimbursement revenue 4 |
1,789 |
3,952 |
(55) |
|||||
Total Revenues |
2,254 |
5,284 |
(57) |
|||||
OPERATING COSTS AND EXPENSES |
||||||||
Owned, leased, and other - direct 5 |
134 |
326 |
59 |
|||||
Depreciation, amortization, and other 6 |
53 |
52 |
(2) |
|||||
General, administrative, and other 7 |
131 |
220 |
40 |
|||||
Restructuring and merger-related charges |
1 |
9 |
89 |
|||||
Reimbursed expenses 4 |
1,683 |
4,070 |
59 |
|||||
Total Expenses |
2,002 |
4,677 |
57 |
|||||
OPERATING INCOME |
252 |
607 |
(58) |
|||||
Gains and other income, net 8 |
2 |
10 |
(80) |
|||||
Interest expense |
(113) |
(100) |
(13) |
|||||
Interest income |
6 |
8 |
(25) |
|||||
Equity in (losses) earnings 9 |
(20) |
2 |
(1,100) |
|||||
INCOME BEFORE INCOME TAXES |
127 |
527 |
(76) |
|||||
Provision for income taxes |
(27) |
(140) |
81 |
|||||
NET INCOME |
$ 100 |
$ 387 |
(74) |
|||||
EARNINGS PER SHARE |
||||||||
Earnings per share - basic |
$ 0.31 |
$ 1.17 |
(74) |
|||||
Earnings per share - diluted |
$ 0.31 |
$ 1.16 |
(73) |
|||||
Basic Shares |
325.9 |
329.9 |
||||||
Diluted Shares |
326.8 |
332.5 |
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1 |
Franchise fees include fees from our franchise agreements, application and relicensing fees, licensing fees from our timeshare, credit card programs, and |
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residential branding fees. |
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2 |
Contract investment amortization includes amortization of capitalized costs to obtain contracts with our owner and franchisee customers, and any related |
|||||||
impairments, accelerations, or write-offs. |
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3 |
Owned, leased, and other revenue includes revenue from the properties we own or lease, termination fees, and other revenue. |
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4 |
Cost reimbursement revenue includes reimbursements from properties for property-level and centralized programs and services that we operate for the benefit of |
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our hotel owners. Reimbursed expenses include costs incurred by Marriott for certain property-level operating expenses and centralized programs and services. |
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5 |
Owned, leased, and other - direct expenses include operating expenses related to our owned or leased hotels, including lease payments and pre-opening expenses. |
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6 |
Depreciation, amortization, and other expenses include depreciation for fixed assets, amortization of capitalized costs incurred to acquire management, franchise, |
|||||||
and license agreements, and any related impairments, accelerations, or write-offs. |
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7 |
General, administrative, and other expenses include our corporate and business segments overhead costs and general expenses. |
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8 |
Gains and other income, net includes gains and losses on the sale of real estate, the sale of joint venture interests and other investments, and adjustments from |
|||||||
other equity investments. |
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9 |
Equity in (loss) earnings include our equity in earnings or losses of unconsolidated equity method investments. |
|
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CONSOLIDATED STATEMENTS OF INCOME - AS REPORTED |
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THIRD QUARTER 2020 AND 2019 |
||||||||
(in millions except per share amounts, unaudited) |
||||||||
As Reported |
As Reported |
Percent |
||||||
Nine Months Ended |
Nine Months Ended |
Better/(Worse) |
||||||
|
|
Reported 2020 vs. 2019 |
||||||
REVENUES |
||||||||
Base management fees |
$ 341 |
$ 882 |
(61) |
|||||
Franchise fees 1 |
876 |
1,505 |
(42) |
|||||
Incentive management fees |
43 |
462 |
(91) |
|||||
Gross Fee Revenues |
1,260 |
2,849 |
(56) |
|||||
Contract investment amortization 2 |
(94) |
(45) |
(109) |
|||||
Net Fee Revenues |
1,166 |
2,804 |
(58) |
|||||
Owned, leased, and other revenue 3 |
445 |
1,186 |
(62) |
|||||
Cost reimbursement revenue 4 |
6,788 |
11,611 |
(42) |
|||||
Total Revenues |
8,399 |
15,601 |
(46) |
|||||
OPERATING COSTS AND EXPENSES |
||||||||
Owned, leased, and other - direct 5 |
527 |
982 |
46 |
|||||
Depreciation, amortization, and other 6 |
275 |
162 |
(70) |
|||||
General, administrative, and other 7 |
579 |
671 |
14 |
|||||
Restructuring and merger-related charges |
5 |
191 |
97 |
|||||
Reimbursed expenses 4 |
6,801 |
12,069 |
44 |
|||||
Total Expenses |
8,187 |
14,075 |
42 |
|||||
OPERATING INCOME |
212 |
1,526 |
(86) |
|||||
Gains and other income, net 8 |
3 |
16 |
(81) |
|||||
Interest expense |
(333) |
(299) |
(11) |
|||||
Interest income |
20 |
20 |
- |
|||||
Equity in (losses) earnings 9 |
(54) |
10 |
(640) |
|||||
(LOSS) INCOME BEFORE INCOME TAXES |
(152) |
1,273 |
(112) |
|||||
Benefit (provision) for income taxes |
49 |
(279) |
118 |
|||||
NET (LOSS) INCOME |
$ (103) |
$ 994 |
(110) |
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(LOSS) EARNINGS PER SHARE |
||||||||
(Loss) Earnings per share - basic |
$ (0.32) |
$ 2.97 |
(111) |
|||||
(Loss) Earnings per share - diluted |
$ (0.32) |
$ 2.95 |
(111) |
|||||
Basic Shares |
325.7 |
334.4 |
||||||
Diluted Shares 10 |
325.7 |
337.2 |
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1 |
Franchise fees include fees from our franchise agreements, application and relicensing fees, licensing fees from our timeshare, credit card programs, and |
|||||||
residential branding fees. |
||||||||
2 |
Contract investment amortization includes amortization of capitalized costs to obtain contracts with our owner and franchisee customers, and any related |
|||||||
impairments, accelerations, or write-offs. |
||||||||
3 |
Owned, leased, and other revenue includes revenue from the properties we own or lease, termination fees, and other revenue. |
|||||||
4 |
Cost reimbursement revenue includes reimbursements from properties for property-level and centralized programs and services that we operate for the benefit of |
|||||||
our hotel owners. Reimbursed expenses include costs incurred by Marriott for certain property-level operating expenses and centralized programs and services. |
||||||||
5 |
Owned, leased, and other - direct expenses include operating expenses related to our owned or leased hotels, including lease payments and pre-opening expenses. |
|||||||
6 |
Depreciation, amortization, and other expenses include depreciation for fixed assets, amortization of capitalized costs incurred to acquire management, franchise, |
|||||||
and license agreements, and any related impairments, accelerations, or write-offs. |
||||||||
7 |
General, administrative, and other expenses include our corporate and business segments overhead costs and general expenses. |
|||||||
8 |
Gains and other income, net includes gains and losses on the sale of real estate, the sale of joint venture interests and other investments, and adjustments from |
|||||||
other equity investments. |
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9 |
Equity in (loss) earnings include our equity in earnings or losses of unconsolidated equity method investments. |
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10 |
Basic and fully diluted weighted average shares outstanding used to calculate (loss) earnings per share for the period in which we had a loss are the same because |
|||||||
inclusion of additional equivalents would be anti-dilutive. |
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NON-GAAP FINANCIAL MEASURES |
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($ in millions except per share amounts) |
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The following table presents our reconciliations of Adjusted operating income, Adjusted operating income margin, Adjusted net income (loss), and Adjusted |
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diluted earnings (loss) per share, to the most directly comparable GAAP measure. Adjusted total revenues is used in the determination of Adjusted operating |
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income margin. |
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Three Months Ended |
Nine Months Ended |
||||||||||||
Percent |
Percent |
||||||||||||
|
|
Better/ |
|
|
Better/ |
||||||||
2020 |
2019 |
(Worse) |
2020 |
2019 |
(Worse) |
||||||||
Total revenues, as reported |
$ 2,254 |
$ 5,284 |
$ 8,399 |
$ 15,601 |
|||||||||
Less: Cost reimbursement revenue |
(1,789) |
(3,952) |
(6,788) |
(11,611) |
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Adjusted total revenues** |
465 |
1,332 |
1,611 |
3,990 |
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Operating income, as reported |
252 |
607 |
212 |
1,526 |
|||||||||
Less: Cost reimbursement revenue |
(1,789) |
(3,952) |
(6,788) |
(11,611) |
|||||||||
Add: Reimbursed expenses |
1,683 |
4,070 |
6,801 |
12,069 |
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Add: Restructuring and merger-related charges |
1 |
9 |
5 |
191 |
|||||||||
Adjusted operating income ** |
147 |
734 |
-80% |
230 |
2,175 |
-89% |
|||||||
Operating income margin |
11% |
11% |
3% |
10% |
|||||||||
Adjusted operating income margin ** |
32% |
55% |
14% |
55% |
|||||||||
Net income (loss), as reported |
100 |
387 |
(103) |
994 |
|||||||||
Less: Cost reimbursement revenue |
(1,789) |
(3,952) |
(6,788) |
(11,611) |
|||||||||
Add: Reimbursed expenses |
1,683 |
4,070 |
6,801 |
12,069 |
|||||||||
Add: Restructuring and merger-related charges |
1 |
9 |
5 |
191 |
|||||||||
Income tax effect of above adjustments |
25 |
(26) |
(20) |
(148) |
|||||||||
Adjusted net income (loss)** |
$ 20 |
$ 488 |
-96% |
$ (105) |
$ 1,495 |
-107% |
|||||||
Diluted earnings (loss) per share, as reported |
$ 0.31 |
$ 1.16 |
$ (0.32) |
$ 2.95 |
|||||||||
Adjusted diluted earnings (loss) per share** |
$ 0.06 |
$ 1.47 |
-96% |
$ (0.32) |
$ 4.43 |
-107% |
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** |
Denotes non-GAAP financial measures. Please see pages A-12 and A-13 for information about our reasons for providing these alternative financial measures and |
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the limitations on their use. |
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TOTAL LODGING PRODUCTS |
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As of |
||||||
|
|
Total Worldwide |
||||
Units |
Rooms |
Units |
Rooms |
Units |
Rooms |
|
Managed |
752 |
237,107 |
1,255 |
324,089 |
2,007 |
561,196 |
Marriott Hotels |
115 |
62,210 |
176 |
51,626 |
291 |
113,836 |
Marriott Hotels Serviced Apartments |
- |
- |
1 |
154 |
1 |
154 |
Sheraton |
28 |
23,609 |
191 |
64,360 |
219 |
87,969 |
Courtyard |
232 |
36,900 |
105 |
22,878 |
337 |
59,778 |
Westin |
41 |
22,349 |
71 |
21,720 |
112 |
44,069 |
JW Marriott |
20 |
12,192 |
61 |
22,692 |
81 |
34,884 |
Renaissance |
25 |
11,051 |
58 |
18,109 |
83 |
29,160 |
The Ritz-Carlton |
38 |
11,404 |
62 |
16,008 |
100 |
27,412 |
The Ritz-Carlton Serviced Apartments |
- |
- |
5 |
713 |
5 |
713 |
Le Méridien |
2 |
160 |
74 |
20,856 |
76 |
21,016 |
Four Points |
1 |
134 |
76 |
20,041 |
77 |
20,175 |
Residence Inn |
107 |
16,199 |
6 |
701 |
113 |
16,900 |
W Hotels |
24 |
6,911 |
31 |
8,148 |
55 |
15,059 |
The Luxury Collection |
5 |
2,236 |
51 |
9,242 |
56 |
11,478 |
Gaylord Hotels |
6 |
9,918 |
- |
- |
6 |
9,918 |
St. Regis |
10 |
1,968 |
34 |
7,819 |
44 |
9,787 |
St. Regis Serviced Apartments |
- |
- |
1 |
70 |
1 |
70 |
Aloft |
1 |
330 |
40 |
9,047 |
41 |
9,377 |
AC Hotels by Marriott |
5 |
901 |
68 |
8,323 |
73 |
9,224 |
Delta Hotels |
25 |
6,770 |
1 |
360 |
26 |
7,130 |
Fairfield by Marriott |
7 |
1,539 |
34 |
5,478 |
41 |
7,017 |
SpringHill Suites |
30 |
4,896 |
- |
- |
30 |
4,896 |
Marriott Executive Apartments |
- |
- |
33 |
4,814 |
33 |
4,814 |
Autograph Collection |
8 |
2,094 |
14 |
2,200 |
22 |
4,294 |
Protea Hotels |
- |
- |
33 |
4,043 |
33 |
4,043 |
EDITION |
4 |
1,209 |
7 |
1,488 |
11 |
2,697 |
TownePlace Suites |
17 |
1,947 |
- |
- |
17 |
1,947 |
Element |
1 |
180 |
7 |
1,421 |
8 |
1,601 |
Moxy |
- |
- |
5 |
887 |
5 |
887 |
Tribute Portfolio |
- |
- |
5 |
453 |
5 |
453 |
Bulgari |
- |
- |
5 |
438 |
5 |
438 |
Franchised |
4,663 |
670,374 |
657 |
134,448 |
5,320 |
804,822 |
Courtyard |
816 |
108,706 |
88 |
16,264 |
904 |
124,970 |
Fairfield by Marriott |
1,041 |
96,991 |
26 |
4,523 |
1,067 |
101,514 |
Residence Inn |
737 |
87,980 |
12 |
1,474 |
749 |
89,454 |
Marriott Hotels |
222 |
70,148 |
59 |
16,928 |
281 |
87,076 |
Sheraton |
158 |
47,465 |
65 |
18,676 |
223 |
66,141 |
SpringHill Suites |
449 |
51,708 |
- |
- |
449 |
51,708 |
TownePlace Suites |
431 |
43,526 |
- |
- |
431 |
43,526 |
Westin |
89 |
29,964 |
23 |
7,171 |
112 |
37,135 |
Autograph Collection |
111 |
22,074 |
62 |
12,258 |
173 |
34,332 |
Four Points |
159 |
24,027 |
55 |
8,722 |
214 |
32,749 |
Renaissance |
62 |
17,823 |
28 |
7,691 |
90 |
25,514 |
Aloft |
129 |
18,775 |
19 |
3,100 |
148 |
21,875 |
AC Hotels by Marriott |
66 |
11,102 |
35 |
6,269 |
101 |
17,371 |
Moxy |
21 |
4,149 |
45 |
9,002 |
66 |
13,151 |
Delta Hotels |
48 |
10,612 |
7 |
1,706 |
55 |
12,318 |
The Luxury Collection |
11 |
2,794 |
47 |
8,702 |
58 |
11,496 |
Le Méridien |
19 |
4,320 |
16 |
4,225 |
35 |
8,545 |
JW Marriott |
13 |
5,947 |
6 |
1,624 |
19 |
7,571 |
Element |
52 |
6,954 |
2 |
293 |
54 |
7,247 |
Tribute Portfolio |
23 |
4,027 |
17 |
1,947 |
40 |
5,974 |
Protea Hotels |
- |
- |
37 |
2,961 |
37 |
2,961 |
Design Hotels |
5 |
853 |
6 |
761 |
11 |
1,614 |
The Ritz-Carlton |
1 |
429 |
- |
- |
1 |
429 |
Bulgari |
- |
- |
1 |
85 |
1 |
85 |
Marriott Executive Apartments |
- |
- |
1 |
66 |
1 |
66 |
|
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TOTAL LODGING PRODUCTS |
||||||
As of |
||||||
|
|
Total Worldwide |
||||
Units |
Rooms |
Units |
Rooms |
Units |
Rooms |
|
Owned/Leased |
26 |
6,483 |
40 |
9,161 |
66 |
15,644 |
Courtyard |
19 |
2,814 |
4 |
894 |
23 |
3,708 |
|
2 |
1,308 |
5 |
1,631 |
7 |
2,939 |
Sheraton |
- |
- |
4 |
1,830 |
4 |
1,830 |
|
2 |
779 |
2 |
665 |
4 |
1,444 |
|
- |
- |
7 |
1,168 |
7 |
1,168 |
Westin |
1 |
1,073 |
- |
- |
1 |
1,073 |
Renaissance |
1 |
317 |
2 |
505 |
3 |
822 |
Autograph Collection1 |
- |
- |
7 |
705 |
7 |
705 |
The Ritz-Carlton |
- |
- |
2 |
550 |
2 |
550 |
|
- |
- |
1 |
496 |
1 |
496 |
The Luxury Collection2 |
- |
- |
4 |
417 |
4 |
417 |
|
1 |
192 |
1 |
140 |
2 |
332 |
St. Regis |
- |
- |
1 |
160 |
1 |
160 |
Residences |
60 |
6,318 |
35 |
2,919 |
95 |
9,237 |
The |
35 |
4,064 |
11 |
938 |
46 |
5,002 |
W Residences |
10 |
1,089 |
5 |
519 |
15 |
1,608 |
St. Regis Residences |
8 |
703 |
7 |
598 |
15 |
1,301 |
Bulgari Residences |
- |
- |
5 |
514 |
5 |
514 |
|
3 |
266 |
- |
- |
3 |
266 |
The Luxury Collection Residences |
2 |
151 |
3 |
115 |
5 |
266 |
|
- |
- |
1 |
108 |
1 |
108 |
Autograph Collection Residences |
- |
- |
1 |
62 |
1 |
62 |
Sheraton Residences |
- |
- |
1 |
50 |
1 |
50 |
EDITION Residences |
2 |
45 |
- |
- |
2 |
45 |
Le Méridien Residences |
- |
- |
1 |
15 |
1 |
15 |
Timeshare* |
72 |
18,905 |
19 |
3,850 |
91 |
22,755 |
Grand Total |
5,573 |
939,187 |
2,006 |
474,467 |
7,579 |
1,413,654 |
*Timeshare property and room counts are included on this table in their geographical locations. For external reporting purposes, these counts are captured in the Corporate segment. |
||||||
1Includes five properties acquired when we purchased |
||||||
2 Includes two properties acquired when we purchased |
|
||||||
TOTAL LODGING PRODUCTS |
||||||
As of |
||||||
|
|
Total Worldwide |
||||
Total Systemwide |
Units |
Rooms |
Units |
Rooms |
Units |
Rooms |
Luxury |
185 |
51,921 |
352 |
82,001 |
537 |
133,922 |
|
33 |
18,139 |
68 |
24,812 |
101 |
42,951 |
The Ritz-Carlton |
39 |
11,833 |
64 |
16,558 |
103 |
28,391 |
The |
35 |
4,064 |
11 |
938 |
46 |
5,002 |
|
- |
- |
5 |
713 |
5 |
713 |
The Luxury Collection1 |
16 |
5,030 |
102 |
18,361 |
118 |
23,391 |
The Luxury Collection Residences |
2 |
151 |
3 |
115 |
5 |
266 |
|
26 |
7,690 |
33 |
8,813 |
59 |
16,503 |
W Residences |
10 |
1,089 |
5 |
519 |
15 |
1,608 |
St. Regis |
10 |
1,968 |
35 |
7,979 |
45 |
9,947 |
St. Regis Residences |
8 |
703 |
7 |
598 |
15 |
1,301 |
|
- |
- |
1 |
70 |
1 |
70 |
EDITION |
4 |
1,209 |
7 |
1,488 |
11 |
2,697 |
EDITION Residences |
2 |
45 |
- |
- |
2 |
45 |
Bulgari |
- |
- |
6 |
523 |
6 |
523 |
Bulgari Residences |
- |
- |
5 |
514 |
5 |
514 |
Full-Service |
994 |
348,411 |
930 |
260,987 |
1,924 |
609,398 |
|
339 |
133,666 |
240 |
70,185 |
579 |
203,851 |
|
- |
- |
1 |
108 |
1 |
108 |
|
- |
- |
1 |
154 |
1 |
154 |
Sheraton |
186 |
71,074 |
260 |
84,866 |
446 |
155,940 |
Sheraton Residences |
- |
- |
1 |
50 |
1 |
50 |
Westin |
131 |
53,386 |
94 |
28,891 |
225 |
82,277 |
|
3 |
266 |
- |
- |
3 |
266 |
Renaissance |
88 |
29,191 |
88 |
26,305 |
176 |
55,496 |
Autograph Collection2 |
119 |
24,168 |
83 |
15,163 |
202 |
39,331 |
Autograph Collection Residences |
- |
- |
1 |
62 |
1 |
62 |
Le Méridien |
21 |
4,480 |
90 |
25,081 |
111 |
29,561 |
Le Méridien Residences |
- |
- |
1 |
15 |
1 |
15 |
|
73 |
17,382 |
8 |
2,066 |
81 |
19,448 |
|
6 |
9,918 |
- |
- |
6 |
9,918 |
Tribute Portfolio |
23 |
4,027 |
22 |
2,400 |
45 |
6,427 |
|
- |
- |
34 |
4,880 |
34 |
4,880 |
|
5 |
853 |
6 |
761 |
11 |
1,614 |
Limited-Service |
4,322 |
519,950 |
705 |
127,629 |
5,027 |
647,579 |
Courtyard |
1,067 |
148,420 |
197 |
40,036 |
1,264 |
188,456 |
Fairfield by Marriott |
1,048 |
98,530 |
60 |
10,001 |
1,108 |
108,531 |
|
845 |
104,371 |
19 |
2,315 |
864 |
106,686 |
SpringHill Suites |
479 |
56,604 |
- |
- |
479 |
56,604 |
Four Points |
160 |
24,161 |
131 |
28,763 |
291 |
52,924 |
TownePlace Suites |
448 |
45,473 |
- |
- |
448 |
45,473 |
Aloft |
130 |
19,105 |
59 |
12,147 |
189 |
31,252 |
|
71 |
12,003 |
103 |
14,592 |
174 |
26,595 |
Moxy |
21 |
4,149 |
50 |
9,889 |
71 |
14,038 |
Element |
53 |
7,134 |
9 |
1,714 |
62 |
8,848 |
|
- |
- |
77 |
8,172 |
77 |
8,172 |
Timeshare* |
72 |
18,905 |
19 |
3,850 |
91 |
22,755 |
Grand Total |
5,573 |
939,187 |
2,006 |
474,467 |
7,579 |
1,413,654 |
*Timeshare property and room counts are included on this table in their geographical locations. For external reporting purposes, these counts are captured in the Corporate segment. |
||||||
1 Includes two properties acquired when we purchased |
||||||
2Includes five properties acquired when we purchased |
|
||||||||||
KEY LODGING STATISTICS |
||||||||||
In Constant $ |
||||||||||
|
||||||||||
Three Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Brand |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-75.0% |
20.6% |
-59.1% |
pts. |
|
-3.3% |
|||
The Ritz-Carlton |
|
-63.0% |
27.2% |
-44.4% |
pts. |
|
-2.6% |
|||
|
|
-81.5% |
20.1% |
-60.1% |
pts. |
|
-26.0% |
|||
Composite North American Luxury1 |
|
-72.0% |
22.4% |
-54.4% |
pts. |
|
-3.9% |
|||
|
|
-85.4% |
16.7% |
-62.1% |
pts. |
|
-31.0% |
|||
Sheraton |
|
-88.9% |
13.8% |
-68.2% |
pts. |
|
-34.3% |
|||
Westin |
|
-83.2% |
19.6% |
-61.0% |
pts. |
|
-30.9% |
|||
Composite North American Premium2 |
|
-84.9% |
16.6% |
-62.6% |
pts. |
|
-27.9% |
|||
North American Full-Service3 |
|
-81.2% |
17.8% |
-61.0% |
pts. |
|
-16.9% |
|||
Courtyard |
|
-73.8% |
28.0% |
-46.2% |
pts. |
|
-30.6% |
|||
|
|
-53.8% |
48.6% |
-33.5% |
pts. |
|
-21.9% |
|||
Composite North American Limited-Service4 |
|
-67.7% |
33.4% |
-43.5% |
pts. |
|
-25.5% |
|||
North American - All5 |
|
-78.0% |
22.9% |
-55.3% |
pts. |
|
-24.9% |
|||
|
||||||||||
Three Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Brand |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-74.6% |
22.3% |
-56.9% |
pts. |
|
-9.8% |
|||
The Ritz-Carlton |
|
-64.2% |
26.8% |
-45.7% |
pts. |
|
-3.1% |
|||
|
|
-81.5% |
20.1% |
-60.1% |
pts. |
|
-26.0% |
|||
Composite North American Luxury1 |
|
-72.7% |
22.9% |
-54.6% |
pts. |
|
-7.6% |
|||
|
|
-77.8% |
22.7% |
-52.8% |
pts. |
|
-26.3% |
|||
Sheraton |
|
-79.2% |
23.2% |
-53.5% |
pts. |
|
-31.2% |
|||
Westin |
|
-78.9% |
23.4% |
-55.4% |
pts. |
|
-28.8% |
|||
Composite North American Premium2 |
|
-77.0% |
23.5% |
-53.0% |
pts. |
|
-25.3% |
|||
North American Full-Service3 |
|
-76.3% |
23.4% |
-53.2% |
pts. |
|
-22.4% |
|||
Courtyard |
|
-64.2% |
37.3% |
-38.3% |
pts. |
|
-27.5% |
|||
|
|
-45.0% |
58.9% |
-23.7% |
pts. |
|
-22.9% |
|||
Fairfield by Marriott |
|
-51.5% |
46.8% |
-29.3% |
pts. |
|
-21.2% |
|||
Composite North American Limited-Service4 |
|
-55.0% |
46.3% |
-31.5% |
pts. |
|
-24.3% |
|||
North American - All5 |
|
-65.4% |
37.0% |
-40.3% |
pts. |
|
-27.6% |
|||
1 |
||||||||||
2 |
||||||||||
and Le Méridien. Systemwide also includes Tribute Portfolio. |
||||||||||
3 Includes Composite North American Luxury and Composite North American Premium. |
||||||||||
4 Includes Courtyard, |
||||||||||
and |
||||||||||
5 Includes North American Full-Service and Composite North American Limited-Service. |
|
||||||||||
KEY LODGING STATISTICS |
||||||||||
In Constant $ |
||||||||||
|
||||||||||
Three Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Region |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-24.5% |
62.6% |
-9.6% |
pts. |
|
-12.9% |
|||
Rest of |
|
-76.9% |
24.3% |
-51.2% |
pts. |
|
-27.9% |
|||
|
|
-52.4% |
45.0% |
-28.7% |
pts. |
|
-22.1% |
|||
|
|
-78.2% |
16.7% |
-44.8% |
pts. |
|
-19.9% |
|||
|
|
-81.9% |
18.0% |
-62.5% |
pts. |
|
-19.1% |
|||
|
|
-61.6% |
25.8% |
-40.0% |
pts. |
|
-2.0% |
|||
International - All1 |
|
-65.7% |
33.6% |
-39.3% |
pts. |
|
-25.5% |
|||
Worldwide2 |
|
-72.2% |
28.6% |
-46.7% |
pts. |
|
-26.9% |
|||
|
||||||||||
Three Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Region |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-25.6% |
61.4% |
-10.0% |
pts. |
|
-13.4% |
|||
Rest of |
|
-73.1% |
25.4% |
-49.8% |
pts. |
|
-20.5% |
|||
|
|
-53.8% |
42.9% |
-30.5% |
pts. |
|
-21.0% |
|||
|
|
-82.0% |
14.7% |
-45.0% |
pts. |
|
-26.8% |
|||
|
|
-78.6% |
20.8% |
-58.7% |
pts. |
|
-18.0% |
|||
|
|
-62.4% |
25.3% |
-40.7% |
pts. |
|
-2.1% |
|||
International - All1 |
|
-67.4% |
30.7% |
-41.9% |
pts. |
|
-22.8% |
|||
Worldwide2 |
|
-65.9% |
35.1% |
-40.8% |
pts. |
|
-26.4% |
|||
1 Includes |
||||||||||
2 Includes North American - All and International - All. |
|
||||||||||
KEY LODGING STATISTICS |
||||||||||
In Constant $ |
||||||||||
|
||||||||||
Nine Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Brand |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-64.2% |
28.6% |
-51.0% |
pts. |
|
-0.3% |
|||
The Ritz-Carlton |
|
-56.6% |
31.6% |
-43.1% |
pts. |
|
2.6% |
|||
|
|
-68.6% |
27.3% |
-49.0% |
pts. |
|
-12.3% |
|||
Composite North American Luxury1 |
|
-61.0% |
29.4% |
-47.5% |
pts. |
|
1.9% |
|||
|
|
-68.6% |
26.9% |
-50.7% |
pts. |
|
-9.5% |
|||
Sheraton |
|
-71.7% |
25.5% |
-53.0% |
pts. |
|
-12.8% |
|||
Westin |
|
-69.0% |
27.7% |
-50.3% |
pts. |
|
-13.0% |
|||
Composite North American Premium2 |
|
-69.1% |
26.5% |
-51.0% |
pts. |
|
-9.5% |
|||
North American Full-Service3 |
|
-66.6% |
27.1% |
-50.3% |
pts. |
|
-4.7% |
|||
Courtyard |
|
-63.7% |
30.9% |
-41.6% |
pts. |
|
-14.9% |
|||
|
|
-48.5% |
47.4% |
-32.8% |
pts. |
|
-13.0% |
|||
Composite North American Limited-Service4 |
|
-58.9% |
35.5% |
-39.6% |
pts. |
|
-13.1% |
|||
North American - All5 |
|
-64.8% |
29.8% |
-46.8% |
pts. |
|
-9.7% |
|||
|
||||||||||
Nine Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Brand |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-63.2% |
28.5% |
-49.6% |
pts. |
|
0.8% |
|||
The Ritz-Carlton |
|
-57.5% |
31.0% |
-43.9% |
pts. |
|
2.5% |
|||
|
|
-68.6% |
27.3% |
-49.0% |
pts. |
|
-12.3% |
|||
Composite North American Luxury1 |
|
-61.6% |
29.2% |
-47.6% |
pts. |
|
1.0% |
|||
|
|
-64.8% |
29.2% |
-45.1% |
pts. |
|
-10.6% |
|||
Sheraton |
|
-66.0% |
29.7% |
-43.7% |
pts. |
|
-15.9% |
|||
Westin |
|
-65.5% |
30.0% |
-46.5% |
pts. |
|
-12.0% |
|||
Composite North American Premium2 |
|
-64.6% |
29.7% |
-44.9% |
pts. |
|
-11.0% |
|||
North American Full-Service3 |
|
-64.0% |
29.6% |
-45.2% |
pts. |
|
-9.1% |
|||
Courtyard |
|
-58.4% |
36.6% |
-36.5% |
pts. |
|
-16.9% |
|||
|
|
-42.7% |
54.6% |
-25.1% |
pts. |
|
-16.2% |
|||
Fairfield by Marriott |
|
-50.8% |
42.0% |
-30.3% |
pts. |
|
-15.3% |
|||
Composite North American Limited-Service4 |
|
-51.5% |
43.4% |
-31.5% |
pts. |
|
-16.3% |
|||
North American - All5 |
|
-57.7% |
37.8% |
-37.0% |
pts. |
|
-16.3% |
|||
1 |
||||||||||
2 |
||||||||||
and Le Méridien. Systemwide also includes Tribute Portfolio. |
||||||||||
3 Includes Composite North American Luxury and Composite North American Premium. |
||||||||||
4 Includes Courtyard, |
||||||||||
and |
||||||||||
5 Includes North American Full-Service and Composite North American Limited-Service. |
|
||||||||||
KEY LODGING STATISTICS |
||||||||||
In Constant $ |
||||||||||
|
||||||||||
Nine Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Region |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-49.2% |
41.2% |
-27.1% |
pts. |
|
-15.9% |
|||
Rest of |
|
-63.3% |
30.6% |
-42.5% |
pts. |
|
-12.4% |
|||
|
|
-56.8% |
36.4% |
-34.1% |
pts. |
|
-16.2% |
|||
|
|
-57.8% |
25.7% |
-38.0% |
pts. |
|
4.4% |
|||
|
|
-73.9% |
22.9% |
-51.7% |
pts. |
|
-15.1% |
|||
|
|
-50.5% |
34.2% |
-32.0% |
pts. |
|
-4.2% |
|||
International - All1 |
|
-61.0% |
32.2% |
-37.9% |
pts. |
|
-15.2% |
|||
Worldwide2 |
|
-63.1% |
31.1% |
-42.0% |
pts. |
|
-13.3% |
|||
|
||||||||||
Nine Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Region |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-49.8% |
40.6% |
-27.2% |
pts. |
|
-16.1% |
|||
Rest of |
|
-62.1% |
31.0% |
-41.8% |
pts. |
|
-11.0% |
|||
|
|
-57.1% |
35.7% |
-34.7% |
pts. |
|
-15.3% |
|||
|
|
-60.9% |
24.2% |
-37.7% |
pts. |
|
0.0% |
|||
|
|
-72.0% |
23.9% |
-49.3% |
pts. |
|
-14.2% |
|||
|
|
-51.0% |
33.6% |
-32.4% |
pts. |
|
-3.6% |
|||
International - All1 |
|
-62.1% |
30.6% |
-39.0% |
pts. |
|
-13.8% |
|||
Worldwide2 |
|
-59.0% |
35.7% |
-37.6% |
pts. |
|
-15.6% |
|||
1 Includes |
||||||||||
2 Includes North American - All and International - All. |
|
||||||||||
NON-GAAP FINANCIAL MEASURES |
||||||||||
ADJUSTED EBITDA |
||||||||||
($ in millions) |
||||||||||
Fiscal Year 2020 |
||||||||||
First |
Second |
Third |
Total |
|||||||
Net income (loss), as reported |
$ 31 |
$ (234) |
$ 100 |
$ (103) |
||||||
Cost reimbursement revenue |
(3,797) |
(1,202) |
(1,789) |
(6,788) |
||||||
Reimbursed expenses |
3,877 |
1,241 |
1,683 |
6,801 |
||||||
Interest expense |
93 |
127 |
113 |
333 |
||||||
Interest expense from unconsolidated joint ventures |
3 |
1 |
12 |
16 |
||||||
(Benefit) provision for income taxes |
(12) |
(64) |
27 |
(49) |
||||||
Depreciation and amortization |
150 |
72 |
53 |
275 |
||||||
Contract investment amortization |
25 |
21 |
48 |
94 |
||||||
Depreciation classified in reimbursed expenses |
26 |
27 |
27 |
80 |
||||||
Depreciation and amortization from unconsolidated joint ventures |
7 |
16 |
3 |
26 |
||||||
Share-based compensation |
41 |
50 |
49 |
140 |
||||||
Restructuring and merger-related (recoveries) charges |
(2) |
6 |
1 |
5 |
||||||
Adjusted EBITDA ** |
$ 442 |
$ 61 |
$ 327 |
$ 830 |
||||||
Change from 2019 Adjusted EBITDA ** |
-46% |
-94% |
-64% |
-69% |
||||||
Fiscal Year 2019 |
||||||||||
First |
Second |
Third |
Fourth |
Total |
||||||
Net income, as reported |
$ 375 |
$ 232 |
$ 387 |
$ 279 |
$ 1,273 |
|||||
Cost reimbursement revenue |
(3,756) |
(3,903) |
(3,952) |
(3,988) |
(15,599) |
|||||
Reimbursed expenses |
3,892 |
4,107 |
4,070 |
4,370 |
16,439 |
|||||
Interest expense |
97 |
102 |
100 |
95 |
394 |
|||||
Interest expense from unconsolidated joint ventures |
2 |
1 |
3 |
2 |
8 |
|||||
Provision for income taxes |
57 |
82 |
140 |
47 |
326 |
|||||
Depreciation and amortization |
54 |
56 |
52 |
179 |
341 |
|||||
Contract investment amortization |
14 |
15 |
16 |
17 |
62 |
|||||
Depreciation classified in reimbursed expenses |
30 |
29 |
33 |
29 |
121 |
|||||
Depreciation and amortization from unconsolidated joint ventures |
7 |
8 |
5 |
9 |
29 |
|||||
Share-based compensation |
40 |
50 |
47 |
49 |
186 |
|||||
Gain on asset dispositions |
- |
- |
(9) |
(134) |
(143) |
|||||
Restructuring and merger-related (recoveries) charges |
9 |
173 |
9 |
(53) |
138 |
|||||
Adjusted EBITDA ** |
$ 821 |
$ 952 |
$ 901 |
$ 901 |
$ 3,575 |
|||||
** |
Denotes non-GAAP financial measures. Please see pages A-12 and A-13 for information about our reasons for providing these alternative financial measures and |
|||||||||
the limitations on their use. |
EXPLANATION OF NON-GAAP FINANCIAL AND PERFORMANCE MEASURES
In our press release and schedules, and on the related conference call, we report certain financial measures that are not required by, or presented in accordance with,
Adjusted Operating Income and Adjusted Operating Income Margin. Adjusted operating income and Adjusted operating income margin exclude cost reimbursement revenue, reimbursed expenses, and restructuring and merger-related (recoveries) charges. Adjusted operating income margin reflects Adjusted operating income divided by Adjusted total revenues. We believe that these are meaningful metrics because they allow for period-over-period comparisons of our ongoing operations before these items and for the reasons further described below.
Adjusted Net Income/Loss and Adjusted Diluted Earnings/Loss Per Share. Adjusted net income/loss and Adjusted diluted EPS reflect our net income/loss and diluted earnings/loss per share excluding the impact of cost reimbursement revenue, reimbursed expenses, restructuring and merger-related (recoveries) charges, and the income tax effect of these adjustments. We calculate the income tax effect of the adjustments using an estimated tax rate applicable to each adjustment. We believe that these measures are meaningful indicators of our performance because they allow for period-over-period comparisons of our ongoing operations before these items and for the reasons further described below.
Adjusted Earnings Before Interest Expense, Taxes, Depreciation and Amortization ("Adjusted EBITDA"). Adjusted EBITDA reflects net income/loss excluding the impact of the following items: cost reimbursement revenue and reimbursed expenses, interest expense, depreciation (including depreciation classified in "Reimbursed expenses," as discussed below), amortization, and benefit (provision) for income taxes, restructuring and merger-related (recoveries) charges, and share-based compensation expense for all periods presented. When applicable, Adjusted EBITDA also excludes gains and losses on asset dispositions made by us or by our joint venture investees.
In our presentations of Adjusted operating income and Adjusted operating income margin, Adjusted net income/loss, Adjusted diluted EPS and Adjusted EBITDA, we exclude charges incurred under our restructuring plans that we initiated beginning in the 2020 second quarter to achieve cost savings in response to the decline in lodging demand caused by COVID-19 and transition costs associated with the Starwood merger, which we record in the "Restructuring and merger-related charges" caption of our Income Statements, to allow for period-over period comparisons of our ongoing operations before the impact of these items. We exclude cost reimbursement revenue and reimbursed expenses, which relate to property-level and centralized programs and services that we operate for the benefit of our hotel owners. We do not operate these programs and services to generate a profit over the contract term, and accordingly, when we recover the costs that we incur for these programs and services from our hotel owners, we do not seek a mark-up. For property-level services, our owners typically reimburse us at the same time that we incur expenses. However, for centralized programs and services, our owners may reimburse us before or after we incur expenses, causing timing differences between the costs we incur and the related reimbursement from hotel owners in our operating and net income. Over the long term, these programs and services are not designed to impact our economics, either positively or negatively. Because we do not retain any such profits or losses over time, we exclude the net impact when evaluating period-over-period changes in our operating results.
We believe that Adjusted EBITDA is a meaningful indicator of our operating performance because it permits period-over-period comparisons of our ongoing operations before these items and facilitates our comparison of results before these items with results from other lodging companies. We use Adjusted EBITDA to evaluate companies because it excludes certain items that can vary widely across different industries or among companies within the same industry. For example, interest expense can be dependent on a company's capital structure, debt levels, and credit ratings. Accordingly, the impact of interest expense on earnings can vary significantly among companies. The tax positions of companies can also vary because of their differing abilities to take advantage of tax benefits and because of the tax policies of the jurisdictions in which they operate. As a result, effective tax rates and provisions for income taxes can vary considerably among companies. Our Adjusted EBITDA also excludes depreciation and amortization expense which we report under "Depreciation, amortization, and other" as well as depreciation classified in "Reimbursed expenses" and "Contract investment amortization" in our Consolidated Statements of Income (our "Income Statements"), because companies utilize productive assets of different ages and use different methods of both acquiring and depreciating productive assets. Depreciation classified in "Reimbursed expenses" reflects depreciation of Marriott-owned assets, for which we receive cash from owners to reimburse the company for its investments made for the benefit of the system. These differences can result in considerable variability in the relative costs of productive assets and the depreciation and amortization expense among companies. We exclude share-based compensation expense in all periods presented to address the considerable variability among companies in recording compensation expense because companies use share-based payment awards differently, both in the type and quantity of awards granted.
EXPLANATION OF NON-GAAP FINANCIAL AND PERFORMANCE MEASURES
RevPAR. In addition to the foregoing non-GAAP financial measures, we present Revenue per
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SOURCE
Connie Kim, Corporate Relations, (301) 380-4028, connie.kim@marriott.com; Jackie Burka McConagha, Investor Relations, (301) 380-5126, jackie.burka@marriott.com; Betsy Dahm, Investor Relations, (301) 380-3372, betsy.dahm@marriott.com