Marriott International Reports Second Quarter 2020 Results
- Second quarter 2020 comparable systemwide constant dollar RevPAR declined 84.4 percent worldwide, 83.6 percent in
North America and 86.7 percent outsideNorth America ; - Second quarter reported diluted loss per share totaled
$0.72 , compared to reported diluted EPS of$0.69 in the year-ago quarter. Second quarter adjusted diluted loss per share totaled$0.64 , compared to second quarter 2019 adjusted diluted EPS of$1.56 . Second quarter 2020 impairment charges and bad debt expense related to COVID-19 impacted reported and adjusted diluted loss per share by$0.19 and$0.17 , respectively; - Second quarter reported net loss totaled
$234 million , compared to reported net income of$232 million in the year-ago quarter. Second quarter adjusted net loss totaled$210 million , compared to second quarter 2019 adjusted net income of$525 million . Second quarter 2020 impairment charges and bad debt expense related to COVID-19 impacted reported and adjusted net loss by$61 million after-tax and$54 million after-tax, respectively; - Adjusted EBITDA totaled
$61 million in the 2020 second quarter, compared to second quarter 2019 adjusted EBITDA of$952 million . Second quarter 2020 adjusted EBITDA included$36 million of bad debt expense related to COVID-19; - The company added more than 11,400 rooms globally during the second quarter, including roughly 2,000 rooms converted from competitor brands and approximately 4,700 rooms in international markets. Net rooms grew 4.1 percent from a year ago;
- At quarter-end, Marriott's worldwide development pipeline totaled nearly 3,000 hotels and approximately 510,000 rooms, including roughly 28,000 rooms approved, but not yet subject to signed contracts. Over 230,000 rooms in the pipeline were under construction as of the end of the second quarter;
- As of the end of the second quarter, the company's net liquidity totaled approximately
$4.4 billion , representing roughly$2.3 billion in cash and cash equivalents, and$2.9 billion of unused borrowing capacity under its revolving credit facility, less$0.8 billion of commercial paper outstanding.
"
"The improvement we have seen in
"Over the last few months, we have moved quickly and decisively to mitigate the impact of COVID-19 on our business. We have implemented measures to help our owners manage through the crisis and strengthened our financial position by increasing our liquidity, extending our average debt maturity, and reducing our cash outlays significantly.
"Our pipeline remains strong with approximately 510,000 rooms, 45 percent of which are under construction. We are gratified to see owners continuing to choose our brands. In the first half of the year, we signed 30 percent more deals in the
"While the full recovery from COVID-19 will clearly take time, the current trends we are seeing reinforce our view that when people feel safe traveling, demand returns quickly. My thoughts continue to be with all who have been impacted by the pandemic."
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.
Second Quarter 2020 Results
Marriott's reported operating loss totaled
Adjusted operating loss in the 2020 second quarter totaled
Second quarter 2020 adjusted net loss totaled
Base management and franchise fees totaled
Incentive management fees totaled
Contract investment amortization for the 2020 second quarter totaled
Owned, leased, and other revenue, net of direct expenses, totaled a
Depreciation, amortization, and other expenses for the 2020 second quarter totaled
General, administrative, and other expenses for the 2020 second quarter totaled
Restructuring and merger-related charges totaled
Interest expense, net, totaled
Equity in losses for the second quarter totaled
Adjusted earnings before interest, taxes, depreciation, and amortization (EBITDA) totaled
Selected Performance Information
The company added 75 new properties (11,407 rooms) to its worldwide lodging portfolio during the 2020 second quarter, including roughly 2,000 rooms converted from competitor brands and approximately 4,700 rooms in international markets. Eleven properties (2,669 rooms) exited the system during the quarter. At quarter-end, Marriott's global lodging system totaled roughly 7,500 properties and timeshare resorts, with nearly 1,401,000 rooms.
At quarter-end, the company's worldwide development pipeline totaled 2,997 properties with approximately 510,000 rooms, including 1,240 properties with over 230,000 rooms under construction and 164 properties with roughly 28,000 rooms approved for development, but not yet subject to signed contracts.
In the 2020 second quarter, worldwide RevPAR declined 84.4 percent (an 84.6 percent decline using actual dollars). North American RevPAR declined 83.6 percent (an 83.6 percent decline using actual dollars), and international RevPAR declined 86.7 percent (an 87.1 percent decline using actual dollars).
Balance Sheet and Liquidity
At quarter-end, Marriott's total debt was
In the second quarter, the company issued
In
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 5581216. 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
IRPR#1
Tables follow
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PRESS RELEASE SCHEDULES |
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TABLE OF CONTENTS |
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QUARTER 2, 2020 |
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Consolidated Statements of Income - As Reported |
A-1 |
|||
Non-GAAP Financial Measures |
A-3 |
|||
Total Lodging Products |
A-4 |
|||
Key Lodging Statistics |
A-7 |
|||
Adjusted EBITDA |
A-11 |
|||
Explanation of Non-GAAP Financial and Performance Measures |
A-12 |
|
||||||
CONSOLIDATED STATEMENTS OF INCOME - AS REPORTED |
||||||
SECOND 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 |
$ 40 |
$ 309 |
(87) |
|||
Franchise fees 1 |
182 |
525 |
(65) |
|||
Incentive management fees |
12 |
165 |
(93) |
|||
Gross Fee Revenues |
234 |
999 |
(77) |
|||
Contract investment amortization 2 |
(21) |
(15) |
(40) |
|||
Net Fee Revenues |
213 |
984 |
(78) |
|||
Owned, leased, and other revenue 3 |
49 |
418 |
(88) |
|||
Cost reimbursement revenue 4 |
1,202 |
3,903 |
(69) |
|||
Total Revenues |
1,464 |
5,305 |
(72) |
|||
OPERATING COSTS AND EXPENSES |
||||||
Owned, leased, and other - direct 5 |
121 |
331 |
63 |
|||
Depreciation, amortization, and other 6 |
72 |
56 |
(29) |
|||
General, administrative, and other 7 |
178 |
229 |
22 |
|||
Restructuring and merger-related charges |
6 |
173 |
97 |
|||
Reimbursed expenses 4 |
1,241 |
4,107 |
70 |
|||
Total Expenses |
1,618 |
4,896 |
67 |
|||
OPERATING (LOSS) INCOME |
(154) |
409 |
(138) |
|||
Gains and other income, net 8 |
5 |
1 |
400 |
|||
Interest expense |
(127) |
(102) |
(25) |
|||
Interest income |
8 |
6 |
33 |
|||
Equity in (losses) earnings 9 |
(30) |
- |
* |
|||
(LOSS) INCOME BEFORE INCOME TAXES |
(298) |
314 |
(195) |
|||
Benefit (provision) for income taxes |
64 |
(82) |
178 |
|||
NET (LOSS) INCOME |
$ (234) |
$ 232 |
(201) |
|||
(LOSS) EARNINGS PER SHARE |
||||||
(Loss) earnings per share - basic |
$ (0.72) |
$ 0.70 |
(203) |
|||
(Loss) earnings per share - diluted |
$ (0.72) |
$ 0.69 |
(204) |
|||
Basic Shares |
325.6 |
333.8 |
||||
Diluted Shares 10 |
325.6 |
336.4 |
* |
Calculated percentage is not meaningful. |
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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. |
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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 |
|||||||||
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. |
|||||||||
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. |
|||||||||
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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CONSOLIDATED STATEMENTS OF INCOME - AS REPORTED |
||||||
SECOND QUARTER 2020 AND 2019 |
||||||
(in millions except per share amounts, unaudited) |
||||||
As Reported |
As Reported |
Percent |
||||
Six Months Ended |
Six Months Ended |
Better/(Worse) |
||||
|
|
Reported 2020 vs. 2019 |
||||
REVENUES |
||||||
Base management fees |
$ 254 |
$ 591 |
(57) |
|||
Franchise fees 1 |
597 |
975 |
(39) |
|||
Incentive management fees |
12 |
328 |
(96) |
|||
Gross Fee Revenues |
863 |
1,894 |
(54) |
|||
Contract investment amortization 2 |
(46) |
(29) |
(59) |
|||
Net Fee Revenues |
817 |
1,865 |
(56) |
|||
Owned, leased, and other revenue 3 |
329 |
793 |
(59) |
|||
Cost reimbursement revenue 4 |
4,999 |
7,659 |
(35) |
|||
Total Revenues |
6,145 |
10,317 |
(40) |
|||
OPERATING COSTS AND EXPENSES |
||||||
Owned, leased, and other - direct 5 |
393 |
656 |
40 |
|||
Depreciation, amortization, and other 6 |
222 |
110 |
(102) |
|||
General, administrative, and other 7 |
448 |
451 |
1 |
|||
Restructuring and merger-related charges |
4 |
182 |
98 |
|||
Reimbursed expenses 4 |
5,118 |
7,999 |
36 |
|||
Total Expenses |
6,185 |
9,398 |
34 |
|||
OPERATING (LOSS) INCOME |
(40) |
919 |
(104) |
|||
Gains and other income, net 8 |
1 |
6 |
(83) |
|||
Interest expense |
(220) |
(199) |
(11) |
|||
Interest income |
14 |
12 |
17 |
|||
Equity in (losses) earnings 9 |
(34) |
8 |
(525) |
|||
(LOSS) INCOME BEFORE INCOME TAXES |
(279) |
746 |
(137) |
|||
Benefit (provision) for income taxes |
76 |
(139) |
155 |
|||
NET (LOSS) INCOME |
$ (203) |
$ 607 |
(133) |
|||
(LOSS) EARNINGS PER SHARE |
||||||
(Loss) earnings per share - basic |
$ (0.63) |
$ 1.80 |
(135) |
|||
(Loss) earnings per share - diluted |
$ (0.63) |
$ 1.79 |
(135) |
|||
Basic Shares |
325.5 |
336.7 |
||||
Diluted Shares 10 |
325.5 |
339.6 |
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 expensesinclude 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. |
||||||||||
9 |
Equity in (loss) earnings include our equity in earnings or losses of unconsolidated equity method investments. |
||||||||||
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) |
|||||||||||
The following table presents our reconciliations of Adjusted operating (loss) income, Adjusted operating (loss) income margin, Adjusted net (loss) income, and Adjusted diluted (loss) earnings per share, to the most directly comparable GAAP measure. Adjusted total revenues is used in the determination of Adjusted operating (loss) income margin. |
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Three Months Ended |
Six Months Ended |
||||||||||
Percent |
Percent |
||||||||||
|
|
Better/ |
|
|
Better/ |
||||||
2020 |
2019 |
(Worse) |
2020 |
2019 |
(Worse) |
||||||
Total revenues, as reported |
$ 1,464 |
$ 5,305 |
$ 6,145 |
|
|||||||
Less: Cost reimbursement revenue |
(1,202) |
(3,903) |
(4,999) |
(7,659) |
|||||||
Adjusted total revenues** |
262 |
1,402 |
1,146 |
2,658 |
|||||||
Operating (loss) income, as reported |
(154) |
409 |
(40) |
919 |
|||||||
Less: Cost reimbursement revenue |
(1,202) |
(3,903) |
(4,999) |
(7,659) |
|||||||
Add: Reimbursed expenses |
1,241 |
4,107 |
5,118 |
7,999 |
|||||||
Add: Restructuring and merger-related charges |
6 |
173 |
4 |
182 |
|||||||
Adjusted operating (loss) income ** |
(109) |
786 |
-114% |
83 |
1,441 |
-94% |
|||||
Operating (loss) income margin |
-11% |
8% |
-1% |
9% |
|||||||
Adjusted operating (loss) income margin ** |
-42% |
56% |
7% |
54% |
|||||||
Net (loss) income, as reported |
(234) |
232 |
(203) |
607 |
|||||||
Less: Cost reimbursement revenue |
(1,202) |
(3,903) |
(4,999) |
(7,659) |
|||||||
Add: Reimbursed expenses |
1,241 |
4,107 |
5,118 |
7,999 |
|||||||
Add: Restructuring and merger-related charges |
6 |
173 |
4 |
182 |
|||||||
Income tax effect of above adjustments |
(21) |
(84) |
(45) |
(122) |
|||||||
Adjusted net (loss) income ** |
$ (210) |
$ 525 |
-140% |
$ (125) |
$ 1,007 |
-112% |
|||||
Diluted (loss) earnings per share, as reported |
$ (0.72) |
$ 0.69 |
$ (0.63) |
$ 1.79 |
|||||||
Adjusted diluted (loss) earnings per share** |
$ (0.64) |
$ 1.56 |
-141% |
$ (0.38) |
$ 2.97 |
-113% |
** |
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. |
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TOTAL LODGING PRODUCTS |
||||||
As of |
||||||
|
|
Total Worldwide |
||||
Units |
Rooms |
Units |
Rooms |
Units |
Rooms |
|
Managed |
761 |
240,275 |
1,257 |
323,978 |
2,018 |
564,253 |
|
119 |
64,049 |
177 |
51,890 |
296 |
115,939 |
|
- |
- |
1 |
154 |
1 |
154 |
Sheraton |
28 |
23,609 |
190 |
64,098 |
218 |
87,707 |
|
- |
- |
1 |
212 |
1 |
212 |
Courtyard |
233 |
37,020 |
104 |
22,705 |
337 |
59,725 |
Westin |
42 |
22,861 |
71 |
21,786 |
113 |
44,647 |
|
18 |
11,210 |
59 |
22,108 |
77 |
33,318 |
Renaissance |
28 |
12,019 |
59 |
18,312 |
87 |
30,331 |
The Ritz-Carlton |
39 |
11,538 |
61 |
15,928 |
100 |
27,466 |
|
- |
- |
5 |
713 |
5 |
713 |
Le Méridien |
3 |
570 |
75 |
20,844 |
78 |
21,414 |
Four Points |
1 |
134 |
79 |
20,498 |
80 |
20,632 |
|
108 |
16,498 |
6 |
701 |
114 |
17,199 |
|
24 |
6,902 |
31 |
8,148 |
55 |
15,050 |
The Luxury Collection |
5 |
2,236 |
51 |
9,241 |
56 |
11,477 |
|
6 |
9,918 |
- |
- |
6 |
9,918 |
St. Regis |
10 |
1,968 |
34 |
7,819 |
44 |
9,787 |
|
- |
- |
1 |
70 |
1 |
70 |
Aloft |
1 |
330 |
40 |
9,193 |
41 |
9,523 |
|
5 |
901 |
68 |
8,323 |
73 |
9,224 |
|
25 |
6,770 |
1 |
360 |
26 |
7,130 |
Fairfield by Marriott |
7 |
1,539 |
33 |
5,335 |
40 |
6,874 |
SpringHill Suites |
30 |
4,896 |
- |
- |
30 |
4,896 |
|
- |
- |
33 |
4,756 |
33 |
4,756 |
Autograph Collection |
7 |
1,970 |
15 |
2,321 |
22 |
4,291 |
|
- |
- |
35 |
4,270 |
35 |
4,270 |
EDITION |
4 |
1,209 |
6 |
1,282 |
10 |
2,491 |
TownePlace Suites |
17 |
1,948 |
- |
- |
17 |
1,948 |
Element |
1 |
180 |
7 |
1,421 |
8 |
1,601 |
Moxy |
- |
- |
4 |
599 |
4 |
599 |
Tribute Portfolio |
- |
- |
5 |
453 |
5 |
453 |
Bulgari |
- |
- |
5 |
438 |
5 |
438 |
Franchised |
4,570 |
657,347 |
644 |
131,261 |
5,214 |
788,608 |
Courtyard |
807 |
107,588 |
87 |
16,074 |
894 |
123,662 |
Fairfield by Marriott |
1,022 |
95,184 |
25 |
4,187 |
1,047 |
99,371 |
|
727 |
86,781 |
12 |
1,473 |
739 |
88,254 |
|
220 |
69,314 |
58 |
16,707 |
278 |
86,021 |
Sheraton |
158 |
47,465 |
65 |
18,403 |
223 |
65,868 |
SpringHill Suites |
440 |
50,699 |
- |
- |
440 |
50,699 |
TownePlace Suites |
416 |
42,005 |
- |
- |
416 |
42,005 |
Westin |
88 |
29,452 |
24 |
7,436 |
112 |
36,888 |
Autograph Collection |
105 |
21,127 |
65 |
12,612 |
170 |
33,739 |
Four Points |
158 |
23,948 |
53 |
8,474 |
211 |
32,422 |
Renaissance |
58 |
16,657 |
28 |
7,691 |
86 |
24,348 |
Aloft |
124 |
18,160 |
18 |
2,977 |
142 |
21,137 |
|
63 |
10,614 |
34 |
5,973 |
97 |
16,587 |
Moxy |
21 |
4,149 |
38 |
7,685 |
59 |
11,834 |
|
47 |
10,447 |
6 |
1,067 |
53 |
11,514 |
The Luxury Collection |
11 |
2,565 |
46 |
8,601 |
57 |
11,166 |
Le Méridien |
18 |
3,910 |
17 |
4,240 |
35 |
8,150 |
|
12 |
5,643 |
6 |
1,624 |
18 |
7,267 |
Element |
48 |
6,527 |
2 |
293 |
50 |
6,820 |
Tribute Portfolio |
22 |
3,942 |
15 |
1,840 |
37 |
5,782 |
|
- |
- |
38 |
3,059 |
38 |
3,059 |
|
4 |
741 |
5 |
694 |
9 |
1,435 |
The Ritz-Carlton |
1 |
429 |
- |
- |
1 |
429 |
Bulgari |
- |
- |
1 |
85 |
1 |
85 |
|
- |
- |
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 Collection 1 |
- |
- |
7 |
705 |
7 |
705 |
The Ritz-Carlton |
- |
- |
2 |
550 |
2 |
550 |
|
- |
- |
1 |
496 |
1 |
496 |
The Luxury Collection 2 |
- |
- |
4 |
417 |
4 |
417 |
|
1 |
192 |
1 |
140 |
2 |
332 |
St. Regis |
- |
- |
1 |
160 |
1 |
160 |
Residences |
61 |
6,334 |
34 |
3,099 |
95 |
9,433 |
The |
36 |
4,080 |
11 |
938 |
47 |
5,018 |
W Residences |
10 |
1,089 |
5 |
519 |
15 |
1,608 |
St. Regis Residences |
8 |
703 |
7 |
598 |
15 |
1,301 |
|
3 |
266 |
1 |
264 |
4 |
530 |
Bulgari Residences |
- |
- |
4 |
448 |
4 |
448 |
The Luxury Collection Residences |
2 |
151 |
3 |
112 |
5 |
263 |
|
- |
- |
1 |
108 |
1 |
108 |
Autograph Collection Residences |
- |
- |
1 |
62 |
1 |
62 |
Sheraton Residences |
- |
- |
1 |
50 |
1 |
50 |
EDITION Residences |
2 |
45 |
- |
- |
2 |
45 |
Timeshare* |
72 |
18,905 |
19 |
3,850 |
91 |
22,755 |
Grand Total |
5,490 |
929,344 |
1,994 |
471,349 |
7,484 |
1,400,693 |
*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 |
184 |
50,547 |
346 |
80,960 |
530 |
131,507 |
|
30 |
16,853 |
66 |
24,228 |
96 |
41,081 |
The Ritz-Carlton |
40 |
11,967 |
63 |
16,478 |
103 |
28,445 |
The |
36 |
4,080 |
11 |
938 |
47 |
5,018 |
|
- |
- |
5 |
713 |
5 |
713 |
The Luxury Collection 1 |
16 |
4,801 |
101 |
18,259 |
117 |
23,060 |
The Luxury Collection Residences |
2 |
151 |
3 |
112 |
5 |
263 |
|
26 |
7,681 |
33 |
8,813 |
59 |
16,494 |
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 |
6 |
1,282 |
10 |
2,491 |
EDITION Residences |
2 |
45 |
- |
- |
2 |
45 |
Bulgari |
- |
- |
6 |
523 |
6 |
523 |
Bulgari Residences |
- |
- |
4 |
448 |
4 |
448 |
Full-Service |
985 |
347,785 |
934 |
261,097 |
1,919 |
608,882 |
|
341 |
134,671 |
240 |
70,228 |
581 |
204,899 |
|
- |
- |
1 |
108 |
1 |
108 |
|
- |
- |
1 |
154 |
1 |
154 |
Sheraton |
186 |
71,074 |
259 |
84,331 |
445 |
155,405 |
Sheraton Residences |
- |
- |
1 |
50 |
1 |
50 |
|
- |
- |
1 |
212 |
1 |
212 |
Westin |
131 |
53,386 |
95 |
29,222 |
226 |
82,608 |
|
3 |
266 |
1 |
264 |
4 |
530 |
Renaissance |
87 |
28,993 |
89 |
26,508 |
176 |
55,501 |
Autograph Collection 2 |
112 |
23,097 |
87 |
15,638 |
199 |
38,735 |
Autograph Collection Residences |
- |
- |
1 |
62 |
1 |
62 |
Le Méridien |
21 |
4,480 |
92 |
25,084 |
113 |
29,564 |
|
72 |
17,217 |
7 |
1,427 |
79 |
18,644 |
|
6 |
9,918 |
- |
- |
6 |
9,918 |
Tribute Portfolio |
22 |
3,942 |
20 |
2,293 |
42 |
6,235 |
|
- |
- |
34 |
4,822 |
34 |
4,822 |
|
4 |
741 |
5 |
694 |
9 |
1,435 |
Limited-Service |
4,249 |
512,107 |
695 |
125,442 |
4,944 |
637,549 |
Courtyard |
1,059 |
147,422 |
195 |
39,673 |
1,254 |
187,095 |
|
836 |
103,471 |
19 |
2,314 |
855 |
105,785 |
Fairfield by Marriott |
1,029 |
96,723 |
58 |
9,522 |
1,087 |
106,245 |
SpringHill Suites |
470 |
55,595 |
- |
- |
470 |
55,595 |
Four Points |
159 |
24,082 |
132 |
28,972 |
291 |
53,054 |
TownePlace Suites |
433 |
43,953 |
- |
- |
433 |
43,953 |
Aloft |
125 |
18,490 |
58 |
12,170 |
183 |
30,660 |
|
68 |
11,515 |
102 |
14,296 |
170 |
25,811 |
Moxy |
21 |
4,149 |
42 |
8,284 |
63 |
12,433 |
|
- |
- |
80 |
8,497 |
80 |
8,497 |
Element |
49 |
6,707 |
9 |
1,714 |
58 |
8,421 |
Timeshare* |
72 |
18,905 |
19 |
3,850 |
91 |
22,755 |
Grand Total |
5,490 |
929,344 |
1,994 |
471,349 |
7,484 |
1,400,693 |
*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 |
||||
|
|
-93.8% |
6.1% |
-76.8% |
pts. |
|
-15.1% |
|||
The Ritz-Carlton |
|
-89.9% |
8.3% |
-67.3% |
pts. |
|
-7.1% |
|||
|
|
-95.1% |
5.8% |
-73.8% |
pts. |
|
-31.8% |
|||
Composite North American Luxury1 |
|
-93.0% |
6.5% |
-72.4% |
pts. |
|
-14.0% |
|||
|
|
-94.0% |
6.5% |
-74.2% |
pts. |
|
-24.8% |
|||
Sheraton |
|
-94.0% |
7.9% |
-74.2% |
pts. |
|
-37.4% |
|||
Westin |
|
-93.7% |
7.0% |
-73.9% |
pts. |
|
-27.3% |
|||
Composite North American Premium2 |
|
-94.5% |
6.0% |
-74.4% |
pts. |
|
-26.8% |
|||
North American Full-Service3 |
|
-94.0% |
6.1% |
-74.0% |
pts. |
|
-22.2% |
|||
Courtyard |
|
-89.1% |
12.3% |
-64.4% |
pts. |
|
-32.1% |
|||
|
|
-72.1% |
30.5% |
-52.5% |
pts. |
|
-24.0% |
|||
Composite North American Limited-Service4 |
|
-83.8% |
17.4% |
-61.5% |
pts. |
|
-26.5% |
|||
North American - All5 |
|
-91.7% |
9.8% |
-69.9% |
pts. |
|
-32.0% |
|||
|
||||||||||
Three Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Brand |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-94.2% |
4.7% |
-76.0% |
pts. |
|
-1.3% |
|||
The Ritz-Carlton |
|
-90.3% |
7.9% |
-68.3% |
pts. |
|
-6.5% |
|||
|
|
-95.1% |
5.8% |
-73.8% |
pts. |
|
-31.8% |
|||
Composite North American Luxury1 |
|
-93.3% |
5.9% |
-72.8% |
pts. |
|
-10.7% |
|||
|
|
-91.1% |
9.4% |
-68.0% |
pts. |
|
-26.7% |
|||
Sheraton |
|
-89.8% |
12.6% |
-64.5% |
pts. |
|
-37.7% |
|||
Westin |
|
-92.2% |
9.2% |
-70.4% |
pts. |
|
-32.7% |
|||
Composite North American Premium2 |
|
-91.2% |
9.9% |
-67.7% |
pts. |
|
-31.0% |
|||
North American Full-Service3 |
|
-91.6% |
9.4% |
-68.3% |
pts. |
|
-30.7% |
|||
Courtyard |
|
-83.9% |
18.2% |
-58.5% |
pts. |
|
-32.4% |
|||
|
|
-64.0% |
40.2% |
-41.9% |
pts. |
|
-26.6% |
|||
Fairfield by Marriott |
|
-75.3% |
25.3% |
-50.6% |
pts. |
|
-26.0% |
|||
Composite North American Limited-Service4 |
|
-75.6% |
26.6% |
-51.5% |
pts. |
|
-28.2% |
|||
North American - All5 |
|
-83.6% |
19.6% |
-58.4% |
pts. |
|
-34.7% |
1 |
|||||||||
2 |
|||||||||
3 Includes Composite North American Luxury and Composite North American Premium. |
|||||||||
4 Includes Courtyard, |
|||||||||
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 |
||||
|
|
-59.2% |
36.5% |
-31.7% |
pts. |
|
-23.7% |
|||
Rest of |
|
-89.0% |
13.1% |
-57.6% |
pts. |
|
-40.6% |
|||
|
|
-75.0% |
25.5% |
-43.8% |
pts. |
|
-32.1% |
|||
|
|
-95.1% |
5.7% |
-56.9% |
pts. |
|
-46.9% |
|||
|
|
-98.0% |
2.8% |
-75.3% |
pts. |
|
-44.4% |
|||
|
|
-77.3% |
17.8% |
-45.2% |
pts. |
|
-19.6% |
|||
International - All1 |
|
-84.5% |
17.5% |
-52.1% |
pts. |
|
-38.2% |
|||
Worldwide2 |
|
-88.6% |
13.9% |
-60.5% |
pts. |
|
-38.8% |
|||
|
||||||||||
Three Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Region |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-60.3% |
35.5% |
-32.2% |
pts. |
|
-24.3% |
|||
Rest of |
|
-88.1% |
13.7% |
-57.5% |
pts. |
|
-38.1% |
|||
|
|
-76.5% |
24.3% |
-45.3% |
pts. |
|
-32.7% |
|||
|
|
-95.3% |
5.8% |
-55.9% |
pts. |
|
-50.3% |
|||
|
|
-97.2% |
3.8% |
-73.0% |
pts. |
|
-42.6% |
|||
|
|
-78.0% |
17.2% |
-45.8% |
pts. |
|
-19.3% |
|||
International - All1 |
|
-86.7% |
14.9% |
-54.9% |
pts. |
|
-37.7% |
|||
Worldwide2 |
|
-84.4% |
18.2% |
-57.4% |
pts. |
|
-35.3% |
1 Includes |
||||||||||
2 Includes North American - All and International - All. |
|
||||||||||
KEY LODGING STATISTICS |
||||||||||
In Constant $ |
||||||||||
|
||||||||||
Six Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Brand |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-59.5% |
32.7% |
-46.8% |
pts. |
|
-1.4% |
|||
The Ritz-Carlton |
|
-54.0% |
33.8% |
-42.6% |
pts. |
|
4.0% |
|||
|
|
-61.7% |
31.0% |
-43.4% |
pts. |
|
-8.2% |
|||
Composite North American Luxury1 |
|
-56.4% |
32.9% |
-44.2% |
pts. |
|
2.2% |
|||
|
|
-60.6% |
31.9% |
-44.8% |
pts. |
|
-5.2% |
|||
Sheraton |
|
-62.4% |
31.3% |
-45.1% |
pts. |
|
-8.1% |
|||
Westin |
|
-61.5% |
31.9% |
-44.8% |
pts. |
|
-7.3% |
|||
Composite North American Premium2 |
|
-61.1% |
31.4% |
-44.9% |
pts. |
|
-5.4% |
|||
North American Full-Service3 |
|
-59.6% |
31.7% |
-44.8% |
pts. |
|
-2.6% |
|||
Courtyard |
|
-58.9% |
32.3% |
-39.4% |
pts. |
|
-8.8% |
|||
|
|
-45.7% |
46.9% |
-32.4% |
pts. |
|
-8.2% |
|||
Composite North American Limited-Service4 |
|
-54.6% |
36.6% |
-37.8% |
pts. |
|
-7.7% |
|||
North American - All5 |
|
-58.5% |
33.3% |
-42.5% |
pts. |
|
-5.4% |
|||
|
||||||||||
Six Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Brand |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-58.1% |
31.6% |
-45.9% |
pts. |
|
2.7% |
|||
The Ritz-Carlton |
|
-54.7% |
33.1% |
-43.1% |
pts. |
|
4.1% |
|||
|
|
-61.7% |
31.0% |
-43.4% |
pts. |
|
-8.2% |
|||
Composite North American Luxury1 |
|
-56.7% |
32.3% |
-44.1% |
pts. |
|
2.4% |
|||
|
|
-58.4% |
32.4% |
-41.2% |
pts. |
|
-5.6% |
|||
Sheraton |
|
-58.8% |
33.0% |
-38.7% |
pts. |
|
-10.4% |
|||
Westin |
|
-58.7% |
33.3% |
-42.1% |
pts. |
|
-6.5% |
|||
Composite North American Premium2 |
|
-58.3% |
32.7% |
-40.8% |
pts. |
|
-6.2% |
|||
North American Full-Service3 |
|
-57.9% |
32.7% |
-41.1% |
pts. |
|
-5.0% |
|||
Courtyard |
|
-55.4% |
36.3% |
-35.7% |
pts. |
|
-11.5% |
|||
|
|
-41.4% |
52.3% |
-25.9% |
pts. |
|
-12.4% |
|||
Fairfield by Marriott |
|
-50.4% |
39.5% |
-30.8% |
pts. |
|
-11.7% |
|||
Composite North American Limited-Service4 |
|
-49.6% |
41.9% |
-31.5% |
pts. |
|
-11.8% |
|||
North American - All5 |
|
-53.9% |
38.1% |
-35.4% |
pts. |
|
-11.0% |
1 |
|||||||||
2 |
|||||||||
3 Includes Composite North American Luxury and Composite North American Premium. |
|||||||||
4 Includes Courtyard, |
|||||||||
5 Includes North American Full-Service and Composite North American Limited-Service. |
|
||||||||||
KEY LODGING STATISTICS |
||||||||||
In Constant $ |
||||||||||
|
||||||||||
Six Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Region |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-61.4% |
30.6% |
-34.9% |
pts. |
|
-17.4% |
|||
Rest of |
|
-56.6% |
33.4% |
-38.0% |
pts. |
|
-7.4% |
|||
|
|
-58.8% |
31.9% |
-36.3% |
pts. |
|
-11.9% |
|||
|
|
-50.5% |
29.9% |
-34.3% |
pts. |
|
6.4% |
|||
|
|
-68.3% |
25.5% |
-45.9% |
pts. |
|
-11.2% |
|||
|
|
-45.7% |
38.3% |
-27.8% |
pts. |
|
-6.2% |
|||
International - All1 |
|
-58.4% |
31.5% |
-36.8% |
pts. |
|
-9.8% |
|||
Worldwide2 |
|
-58.4% |
32.3% |
-39.5% |
pts. |
|
-7.7% |
|||
|
||||||||||
Six Months Ended |
||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Region |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
2020 |
vs. 2019 |
||||
|
|
-61.8% |
30.1% |
-34.9% |
pts. |
|
-17.5% |
|||
Rest of |
|
-56.6% |
33.6% |
-38.1% |
pts. |
|
-7.5% |
|||
|
|
-58.7% |
31.9% |
-36.5% |
pts. |
|
-11.4% |
|||
|
|
-53.2% |
28.9% |
-34.2% |
pts. |
|
2.3% |
|||
|
|
-67.5% |
25.5% |
-44.4% |
pts. |
|
-10.6% |
|||
|
|
-45.9% |
37.8% |
-28.0% |
pts. |
|
-5.8% |
|||
International - All1 |
|
-59.2% |
30.5% |
-37.4% |
pts. |
|
-9.1% |
|||
Worldwide2 |
|
-55.3% |
35.9% |
-36.0% |
pts. |
|
-10.5% |
1 Includes |
||||||||||
2 Includes North American - All and International - All. |
|
|||||||||
NON-GAAP FINANCIAL MEASURES |
|||||||||
ADJUSTED EBITDA |
|||||||||
($ in millions) |
|||||||||
Fiscal Year 2020 |
|||||||||
First |
Second |
Total |
|||||||
Net (loss) income, as reported |
$ 31 |
$ (234) |
$ (203) |
||||||
Cost reimbursement revenue |
(3,797) |
(1,202) |
(4,999) |
||||||
Reimbursed expenses |
3,877 |
1,241 |
5,118 |
||||||
Interest expense |
93 |
127 |
220 |
||||||
Interest expense from unconsolidated joint ventures |
3 |
1 |
4 |
||||||
(Benefit) provision for income taxes |
(12) |
(64) |
(76) |
||||||
Depreciation and amortization |
150 |
72 |
222 |
||||||
Contract investment amortization |
25 |
21 |
46 |
||||||
Depreciation classified in reimbursed expenses |
26 |
27 |
53 |
||||||
Depreciation and amortization from unconsolidated joint ventures |
7 |
16 |
23 |
||||||
Share-based compensation |
41 |
50 |
91 |
||||||
Restructuring and merger-related charges |
(2) |
6 |
4 |
||||||
Adjusted EBITDA ** |
$ 442 |
$ 61 |
$ 503 |
||||||
Change from 2019 Adjusted EBITDA ** |
-46% |
-94% |
-72% |
||||||
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 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/Loss and Adjusted Operating Income/Loss Margin. Adjusted operating income/loss and Adjusted operating income/loss margin exclude cost reimbursement revenue, reimbursed expenses, and restructuring and merger-related charges. Adjusted operating income/loss margin reflects Adjusted operating income/loss 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 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 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/loss and Adjusted operating income/loss margin, Adjusted net income/loss, Adjusted diluted EPS and Adjusted EBITDA, we exclude restructuring charges incurred as a result of 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