NASHVILLE,
Tenn.----Feb. 12, 2013-- Ryman Hospitality Properties, Inc. (NYSE: RHP)
today reported financial results for the fourth quarter and full year
ended December 31, 2012. The Company completed the
restructuring of its assets and operations to facilitate its
qualification as a real estate investment trust (“REIT”) and is
electing to be taxed as a REIT for the year ending December 31,
2013. Beginning October 1, 2012, Marriott
International, Inc. assumed the management of the day-to-day
operations of the Company’s Gaylord Hotels properties and certain of
the Company’s attractions.
Colin V. Reed, chairman, chief executive
officer and president of the Company, stated, “2012 was a
transformative year for our company, as we transferred the management
of our hotel properties and certain attractions, as well as their
employees, to Marriott and streamlined and positioned the
Company to elect REIT status for the year ending December 31,
2013. We are pleased with how these processes unfolded, and
particularly with how our partnership with Marriott has
progressed. Additionally, this quarter we established an ongoing
dividend policy and announced the approval of a share repurchase
program, which we believe is currently the appropriate strategic use of
capital for our business.”
Reed continued, “We are pleased with how our business
performed, especially in light of the massive changes that we drove in
the fourth quarter from both a systems and personnel perspective, and
the negative impact of Hurricane Sandy. In fact, after excluding REIT
conversion costs, 2012 was a record year in profitability for our
company, as measured by Consolidated Cash Flow, or CCF, as defined
below.”
Highlights include:
- Beginning in the fourth quarter of
2012, the retail operations at Gaylord Opryland, Gaylord National, and
Gaylord Texan were outsourced to a third party retailer. As a result,
the Company began receiving lease payments rather than full retail
revenue and associated expense, thus lowering revenues on a
consolidated basis and for each affected property.(1)
Consolidated revenue for the fourth quarter of 2012 of $266.3
million was slightly favorable compared to the prior-year
quarter consolidated revenue of $265.5 million, as
adjusted to reflect the elimination of $3.9 million in
retail revenues from the prior-year period from functions that were
outsourced in 2012, or a 1.1 percent decrease from prior-year quarter
consolidated revenue of $269.4 million without such
adjustment. Consolidated revenue for the full year 2012 was $986.6
million, an increase of 4.0 percent over $948.2 million
of consolidated revenue in the prior year, as adjusted for retail
revenues, or a 3.6 percent increase over prior year consolidated
revenue of $952.1 million without such adjustment.
- The Hospitality segment, which
includes Gaylord Opryland, Gaylord Palms, Gaylord Texan, Gaylord
National and the Inn at Opryland
(formerly the Radisson Hotel at Opryland)
delivered total revenue of $249.0 million in the fourth
quarter of 2012, an increase of 0.4 percent compared to $248.1
million of total revenue in the prior-year quarter, adjusted
for retail revenues, or a decrease of 1.2 percent from the prior-year
quarter total revenue of $252.0 million without such
adjustment. For the full year 2012, total Hospitality segment revenue
was $916.0 million, an increase of 3.8 percent from
prior year total segment revenue of $882.7 million, as
adjusted for retail revenues, or an increase of 3.3 percent from the
prior year total segment revenue of $886.6 million
without such adjustment.
- Revenue per available room2
(“RevPAR”) for the Hospitality segment during the fourth quarter of
2012 was down 0.6 percent compared to RevPAR during the fourth quarter
of 2011. Total revenue per available room3 (“Total RevPAR”)
for the fourth quarter of 2012 declined 3.5 percent compared to Total
RevPAR during the fourth quarter of 2011, or 2.0 percent adjusted for
retail revenues. For the full year 2012, Hospitality segment RevPAR
increased 2.5 percent over the prior year to $123.81.
Total RevPAR for the full year 2012 increased 1.8 percent compared to
Total RevPAR for the full year 2011, or 2.3 percent adjusted for retail
revenues. Total RevPAR for the Hospitality segment for the fourth
quarter of 2012 included attrition and cancellation fees of $1.9
million collected during the quarter compared to $3.3
million collected in the prior-year quarter. For the full year
2012 attrition and cancellation fee collections totaled $6.4
million compared to $9.2 million in the prior
year.
- Loss from continuing operations
was $14.9 million, or $0.32 per fully
diluted share (based on 46.2 million weighted average shares
outstanding) in the fourth quarter of 2012 compared to income from
continuing operations of $5.1 million, or $0.10
per fully diluted share, in the prior-year quarter (based on 49.1
million weighted average shares outstanding). Loss from continuing
operations for the fourth quarter of 2012 includes $44.2 million
in pretax expenses related to the Company’s conversion to a REIT and
the impact of a $20 million pretax gain on the sale of
brand rights to Marriott. Income from continuing operations
in the fourth quarter of 2011 included a non-cash pre-tax charge of $4.7
million to dispose of fixed assets related to the development
of new resort pools and a room renovation at Gaylord Palms. For the
full year 2012, loss from continuing operations including REIT
conversion costs was $26.6 million, or $0.56
per diluted share (based on 47.6 million weighted average shares
outstanding), compared to income from continuing operations of $10.1
million in the full year 2011, or $0.20 per
diluted share (based on 49.8 million weighted average shares
outstanding). REIT conversion costs for the full year 2012 were $102.0
million. Income from continuing operations for the full year
2011 included a non-cash pre-tax charge of $8.2 million
to dispose of fixed assets related to the development of new resort
pools and a room renovation at Gaylord Palms.
- Adjusted EBITDA4 was $61.2
million in the fourth quarter of 2012, excluding REIT
conversion costs of $44.2 million and base management
fees of $4.3 million, compared to $54.4 million
in the prior-year quarter. For the full year 2012, Adjusted EBITDA was $232.2
million, excluding REIT conversion costs of $102.0
million and base management fees of $4.3 million,
compared to $204.8 million in the prior year.
- Consolidated Cash Flow5
(“CCF”) was $63.0 million in the fourth quarter of
2012, adjusted to exclude cash-based REIT conversion costs of $31.2
million and base management fees of $4.3 million
for the quarter. Including cash-based REIT conversion costs and base
management fees, CCF was $27.5 million in the fourth
quarter of 2012 compared to $59.6 million in the same
period last year. CCF for the full year 2012, excluding cash-based REIT
conversion costs of $67.9 million and base management
fees of $4.3 million, was $243.0 million,
which was an increase of 11.9 percent over the prior year CCF of $217.2
million. CCF for the full year 2012, including cash-based REIT
conversion costs and base management fees, decreased by 21.4 percent to
$170.7 million compared to $217.2
million in the same period last year.
- Gross advance group bookings in
the fourth quarter of 2012 for all future periods were 640,831 room
nights, a decrease of 12.8 percent compared to the same period last
year. Net of attrition and cancellations, advance group bookings in the
fourth quarter of 2012 for all future periods were 463,884 room nights,
a decrease of 20.9 percent compared to the same period last year. Net
advance bookings for the fourth quarter of 2012 were impacted by 8,397
room nights of cancellations directly attributed to Hurricane Sandy.
Reed continued, “Despite the massive transformation our
Company went through we ended 2012 within our guidance range for CCF of
$235 - $245 million, which excluded REIT
conversion expenses and base management fees.
“In the fourth quarter we booked over 640,000 gross room
nights, and over 463,000 net room nights. Although these levels reflect
a decline compared to the fourth quarter of 2011, when considering that
last year’s comparable period was a record-setting bookings quarter, as
well as the continued disruption for our hotels’ sales team as they
integrated into the Marriott system, we were encouraged by
this production. For 2012 as a whole, we and Marriott
booked over 1,940,000 gross room nights, an improvement over a very
strong 2011, and a number we are very proud of given how much change
our company encountered during the second half of the year.”
Segment Operating Results
Hospitality
Key components of the Company’s hospitality segment
performance in the fourth quarter and full-year of 2012 include:
- RevPAR for the Hospitality segment
declined 0.6 percent to $123.40 in the fourth quarter
of 2012 compared to $124.12 in the prior-year quarter.
Total RevPAR for the Hospitality segment decreased 3.5 percent to $334.28
in the fourth quarter of 2012 compared to $346.50 in
the prior-year quarter, or 2.0 percent compared to prior-year quarter
Total RevPAR of $341.13 as adjusted for retail revenues
as described above. Hospitality segment RevPAR increased 2.5 percent to
$123.81 for the full year of 2012 compared to $120.77
for the full year of 2011. Hospitality segment Total RevPAR increased
1.8 percent to $310.21 for the full year of 2012
compared to $304.58 for the full year of 2011, or 2.3
percent compared to prior year Total RevPAR of $303.23
as adjusted for retail revenues.
- Hospitality segment Adjusted CCF
increased 0.3 percent in the fourth quarter of 2012 to $67.8
million, excluding base management fees of $4.2 million,
compared to $67.6 million in the prior year quarter.
Hospitality segment Adjusted CCF Margin was flat at 27.2
percent in the fourth quarter of 2012, excluding base management fees,
compared to Hospitality segment Adjusted CCF margin of 27.2 percent for
the same period last year, as adjusted for retail revenues. Full year
2012 Hospitality segment Adjusted CCF increased 8.8 percent to $270.2
million, excluding base management fees, compared to $248.3
million for full year 2011. Hospitality segment Adjusted CCF
Marginincreased 1.4 percentage points to 29.5 percent for the full year
of 2012, excluding base management fees, compared to Hospitality
segment Adjusted CCF Margin of 28.1 percent for the full year of 2011,
as adjusted for retail revenues. Hospitality segment and individual
hotel properties’ CCF and CCF Margin figures are presented in this
release as adjusted to exclude the effect of base management fees in
the fourth quarter of 2012. Supplemental pages present both the
adjusted figures as well as CCF and CCF Margins calculated without the
adjustments for base management fees.
- Attrition for our Hospitality
segment that occurred for groups that traveled in the fourth quarter of
2012 was 12.5 percent of the agreed-upon room block, compared to 8.9
percent for the same period in 2011. In-the-year, for-the-year
cancellations in the fourth quarter of 2012 for the Hospitality segment
totaled 17,416 room nights (8,397 room nights of which are attributed
to Hurricane Sandy), compared to 9,738 in the same period of 2011.
Attrition and cancellation fee collections for the Hospitality segment
totaled $1.9 million in the fourth quarter of 2012,
compared to $3.3 million for the same period in 2011.
Hospitality segment attrition that occurred for groups that traveled in
the full year 2012 was 8.3 percent of the agreed-upon room block
compared to 8.7 percent for the full year 2011. Hospitality segment
in-the-year, for-the-year cancellations for the full year 2012 totaled
63,142 room nights (including 8,397 room night impact from Hurricane
Sandy) compared to 67,177 for the full year 2011. Attrition and
cancellation fee collections totaled $6.4 million for
the full year of 2012, compared to $9.2 million for the
full year 2011.
At the property level, Gaylord Opryland generated revenue of $80.4
million in the fourth quarter of 2012, a 6.6 percent decrease
compared to the prior-year quarter of $86.0 million, or
a decrease of 3.7 percent compared to $83.5 million of
revenue in the prior-year quarter after the adjustment to reflect the
elimination of $2.6 million of retail revenues at the
hotel from the prior-year period that were outsourced in 2012. This
decrease was driven primarily by a decline in corporate group business
as compared to 2011. It is important to note that the fourth quarter of
2011 represented Gaylord Opryland’s best performance on record for both
CCF and CCF Margin driven by a very favorable corporate group mix. In
fact, October 2011 was the highest single month CCF
performance on record for the hotel. As such, fourth quarter 2012 had a
very difficult comparison. Occupancy for the fourth quarter of 2012
decreased 1.2 percentage points to 72.3 percent compared to 73.5
percent for the prior-year quarter. Average Daily Rate (“ADR”) during
the fourth quarter of 2012 increased 0.9 percent to $163.80,
compared to $162.38 in the prior-year quarter, as a
result of higher transient rates that offset the decline in corporate
group rooms for the quarter. RevPAR in the fourth quarter of 2012
decreased 0.8 percent to $118.40 compared to $119.31
in the prior-year quarter. Total RevPAR decreased 6.6 percent for the
fourth quarter of 2012 from $324.57 to $303.21, or a
decrease of 3.7 percent from $314.79 as adjusted for
retail revenues. The declines in outside the room spend on food and
beverage resulted from less corporate group business. The hotel’s
Adjusted CCF for the fourth quarter of 2012, excluding base management
fees of $1.4 million, was $21.8 million
a 6.6 percent decrease compared to $23.4 million in the
prior-year quarter. Adjusted CCF Margin, excluding base management
fees, was 27.1 percent in the fourth quarter of 2012, a decrease of 0.9
percentage points from the prior-year quarter, as adjusted for retail
revenues. Full year 2012 revenue was $288.7 million, a
1.1 percent decrease compared to prior year revenue of $291.8
million, or a decrease of 0.2 percent compared to prior year
revenue of $289.2 million as adjusted for retail
revenues. Occupancy for the full year 2012 was 72.9 percent, compared
to 72.8 percent for the full year 2011. ADR for the full year 2012
increased 1.7 percent to $156.18, compared to $153.54
in the prior year. RevPAR for the full year 2012 increased 1.9 percent
to $113.83, compared to $111.76 in the
prior year. Total RevPAR for the full year 2012 decreased 1.4 percent
from $277.61 to $273.69, or a decrease of 0.5 percent
from $275.14 as adjusted for retail revenues. Full year
2012 Adjusted CCF, excluding base management fees of $1.4
million, decreased 2.8 percent to $85.0 million,
compared to $87.4 million in the prior year, resulting
in a 29.4 percent Adjusted CCF Margin, a 0.8 percentage point decrease
compared to the prior year, as adjusted for retail revenues.
Gaylord Palms posted revenue of $43.5 million
in the fourth quarter of 2012, an 8.9 percent increase compared to $39.9
million in the prior-year quarter driven by an increase in ADR
and food and beverage revenue. Occupancy for the fourth quarter of 2012
decreased 9.6 percentage points from the prior-year quarter to 67.9
percent. Room nights in the fourth quarter of 2011 included 17,617 room
nights out-of-service for renovations. ADR for the fourth quarter of
2012 increased 11.4 percent to $171.21, compared to $153.65
in the prior-year quarter, driven by an increase across all customer
segments. Fourth quarter 2012 RevPAR decreased 2.3 percent to $116.27,
compared to $119.03 in the prior-year quarter, driven
by the decrease in occupancy. Total RevPAR in the fourth quarter of
2012 decreased 5.9 percent to $336.27, compared to $357.23
in the prior-year quarter. Adjusted CCF in the fourth quarter of 2012
increased 26.1 percent to $9.7 million, after excluding
base management fees of $0.7 million, compared to $7.7
million in the prior-year quarter, despite an approximately $1.3
million negative impact from Hurricane Sandy. Adjusted CCF
Margin for the fourth quarter of 2012, excluding base management fees,
increased 3.1 percentage points to 22.3 percent, compared to 19.2
percent in the prior-year quarter. Room nights for the full year 2012
include 10,934 room nights out-of-service for renovations, and full
year 2011 included 23,960 room nights out-of-service for renovations.
For the full year, 2012 occupancy increased 3.7 percentage points to
77.6 percent, compared to 73.9 percent in 2011, and ADR increased to $166.67,
compared to $155.09 for full year 2011. Full year 2012
RevPAR increased 12.8 percent to $129.28, compared to $114.58
in the full year of 2011, driven by the increase in ADR across all
customer segments. In the full year of 2012, Total RevPAR increased
13.2 percent to $346.78, compared to $306.31
in the full year 2011. Full year 2012 revenue of $174.7 million
represents a 16.6 percent increase compared to $149.9 million
in the prior year. Adjusted CCF increased 45.4 percent to $51.7
million for the full year 2012, after excluding base management
fees of $0.7 million, compared to $35.6 million
in the prior year, resulting in an Adjusted CCF Margin of 29.6 percent,
a 5.9 percentage point increase compared to 23.7 percent in the full
year 2011. The Gaylord Palms successful year is attributed to a
combination of an improving lodging market in Orlando and the
completed rooms renovation and enhanced amenities such as the sports
bar, new resort pool, and events lawn area.
Gaylord Texan posted revenue of $60.8 million
in the fourth quarter of 2012, a 3.7 percent increase compared to the
prior-year quarter of $58.7 million, or an increase of
5.0 percent compared to $57.9 million of revenue in the
prior-year quarter after the adjustment to reflect the elimination of $0.7
million in retail revenues from the prior-year period that were
outsourced in 2012. This increase was driven partially by an increase
in food and beverage revenue. Occupancy for the fourth quarter of 2012
increased by 3.7 percentage points to 78.1 percent compared to 74.4
percent in the fourth quarter of 2011. ADR decreased 4.2 percent to $177.12
in the fourth quarter of 2012 compared to $184.89 in
the prior-year quarter, driven by an increase in lower-rated transient
room nights. RevPAR in the fourth quarter of 2012 increased 0.5 percent
to $138.26 compared to $137.52 in the
prior-year quarter. Total RevPAR increased 3.7 percent in the fourth
quarter of 2012 from $422.09 to $437.59, or an increase
of 5.0 percent from $416.82 as adjusted for retail
revenues. The increase was driven by an increase in food and beverage
revenue. Banquet revenue was strong due to higher banquet spending by
groups during the quarter and favorable capture of local traffic to the
property’s holiday program offerings. The hotel’s Adjusted CCF in the
fourth quarter of 2012, excluding base management fees of $1.1
million, increased to $20.2 million, compared
to $19.4 million in the prior-year quarter. Adjusted
CCF Margin for the fourth quarter of 2012, excluding base management
fees, was 33.3 percent, a 0.2 percentage point decrease from 33.5
percent in the prior-year quarter, as adjusted for retail revenues.
Full year 2012 revenue was $200.2 million, a 1.0
percent decrease compared to prior year revenue of $202.3
million, or a decrease of 0.7 percent compared to prior year
revenue of $201.6 million as adjusted for retail
revenues. Occupancy for the full year 2012 was 74.8 percent and
represented a 0.9 percentage point decline compared to 75.7 percent in
2011. ADR for the full year 2012 decreased 2.9 percent to $173.06
from $178.32 in 2011. RevPAR in the full year of 2012
decreased 4.2 percent to $129.38, compared to $135.03
in the prior year. Total RevPAR for the full year 2012 decreased 1.3
percent from $366.89 to $362.07, or a decrease of 1.0
percent from $365.56 as adjusted for retail revenues.
Full year 2012 Adjusted CCF, excluding base management fees, decreased
5.6 percent to $63.5 million, compared to $67.3
million in the prior year, resulting in a 31.7 percent Adjusted
CCF Margin, a 1.7 percentage point decrease compared to the prior year,
as adjusted for retail revenues. In 2011, the Gaylord Texan recorded
its best CCF and CCF Margin performance on record as it benefited from
the impact of the Super Bowl in February 2011 and solid
group performance throughout the year driving increases in ADR,
occupancy, and subsequent outside-the-room spend, which made a
particularly difficult comparison.
Gaylord National generated revenue of $61.9 million
in the fourth quarter of 2012, a 4.7 percent decrease compared to the
prior-year quarter of $65.0 million, or a decrease of
3.8% compared to $64.3 million of revenue in the
prior-year quarter after the adjustment to reflect the elimination of $0.6
million in retail revenues from the prior-year period that were
outsourced in 2012. This decrease was driven by the decline in
occupancy resulting from lower group business and the impact of
Hurricane Sandy. Occupancy for the fourth quarter of 2012 was down 5.1
percentage points to 61.8 percent compared to the prior-year quarter,
impacted by Hurricane Sandy which ultimately resulted in approximately
4,000 room cancellations. ADR increased 8.6 percent in the fourth
quarter of 2012 to $216.73 compared to $199.65
in the prior year quarter. RevPAR in the fourth quarter of 2012 was
flat at $133.88 compared to $133.54 in
the prior-year quarter, as the increase in ADR offset the occupancy
decline. Total RevPAR declined 4.7 percent from $353.78 to
$337.21 in the fourth quarter of 2012, or a decrease of 3.8
percent from $350.42 as adjusted for retail revenues.
The decrease was driven by a decline in food and beverage particularly
in banquets due to a group mix shift to less association business as
compared to 2011. The hotel’s Adjusted CCF, excluding base management
fees of $1.0 million, decreased 7.2 percent to $14.9
million in the fourth quarter of 2012, compared to $16.0
million in the prior-year quarter, driven by an approximately $1.5
million negative impact from Hurricane Sandy. Adjusted CCF
Margin, excluding base management fees, decreased 0.8 percentage points
to 24.1 percent in the fourth quarter of 2012 compared to 24.9 percent
in the prior-year quarter, as adjusted for retail revenues. Revenue for
the full year of 2012 was $242.4 million, a 3.1 percent
increase compared to prior year revenue of $235.1 million,
or an increase of 3.4 percent compared to prior year revenues of $234.5
million as adjusted for retail revenues. Occupancy for the full
year was 68.9 percent, which was flat compared to occupancy of 68.8
percent in 2011. Full year 2012 ADR increased 3.4 percent to $202.24
compared to $195.66 in 2011. RevPAR in the full year
2012 increased 3.6 percent to $139.33 compared to $134.52
in the prior year. Total RevPAR for the full year 2012 increased 2.8
percent from $322.72 to $331.78, or an increase of 3.1
percent from $321.87 as adjusted for retail revenues.
Total RevPAR for the full year 2012 was positively impacted by the
increase in RevPAR and outside-the-room spending. Full year 2012
Adjusted CCF, after excluding base management fees of $1.0
million, increased 18.8 percent to $66.9 million,
compared to $56.3 million in the prior year, resulting
in a 27.6 percent Adjusted CCF Margin, a 3.6 percentage point increase
from the prior year, as adjusted for retail revenues.
Reed continued, “This was a strong year across our
properties, as we delivered increases in RevPAR, Total RevPAR and ADR
compared to 2011. I am particularly proud of the record level of
profitability our Hospitality segment produced during this past year.
This performance is especially noteworthy given the time and energy
required at the property level to ensure a smooth transition process
over the past two quarters.
“In the fourth quarter our properties performed steadily,
though we felt the impact of Hurricane Sandy in the form of cancelled
group room nights and lost revenue. Gaylord Palms had a particularly
strong quarter, posting solid increases in revenue and CCF in spite of
an approximately $1.3 million profit impact as a result
of the storm. Gaylord Opryland and Gaylord National also performed
solidly, however each faced exceptionally difficult comparisons to the
fourth quarter in 2011. Gaylord Texan delivered solid increases in
revenue, occupancy and Total RevPAR in the quarter.”
Opry and Attractions
Opry and Attractions segment revenue remained flat at $17.3
million in the fourth quarter of 2012. The segment’s CCF
increased to $4.3 million in the fourth quarter of
2012, from $3.7 million in the prior-year quarter. For
the full year of 2012, the segment’s CCF increased to $18.5
million, from $14.5 million in the prior year,
which was its best performance on record.
Corporate and Other
Corporate and Other operating loss totaled $19.0
million in the fourth quarter of 2012 compared to an operating
loss of $16.0 million in the same period last year.
Corporate and Other CCF in the fourth quarter of 2012 was a loss of $9.1
million, compared to a loss of $11.4 million in
the same period last year as the Company began to realize some of the
cost benefits of a smaller corporate organization. For the full year
2012, Corporate and Other CCF was a loss of $44.9 million,
compared to a loss of $44.7 million in 2011.
Real Estate Investment Trust (REIT)
Conversion
The Company has segregated all REIT conversion costs from
normal operations and reported these amounts as REIT conversion costs
in the accompanying financial information. During the fourth quarter of
2012, the Company incurred $44.2 million of costs
associated with this conversion. These costs include noncash impairment
charges ($12.0 million), professional fees ($2.7
million), employment and severance costs ($14.3 million),
and various other transition costs ($15.2 million). For
the full-year 2012, the Company incurred approximately $102.0
million in costs related to the REIT conversion, including
noncash impairment charges and stock option expense. Excluding noncash
impairment costs and stock option expense related to the conversion,
the Company incurred $31.2 million and $67.9
million in REIT conversion costs during the fourth quarter and
full year 2012, respectively.
On December 21, 2012, the Company paid a
special dividend in the amount of $6.84 per share of
common stock, or an aggregate of approximately $309.8 million
in connection with its plan to qualify as a REIT for federal income tax
purposes effective as of January 1, 2013. Stockholders
of record had the option to elect to receive payment of the special
dividend in cash or shares of common stock, with the total amount of
cash payable to stockholders limited to a maximum of 20 percent, or
approximately $62.0 million, of the special dividend.
Cash elections exceeded the amount of cash available for distribution,
and, therefore, the available cash was prorated among those
stockholders that elected to receive cash, and the remainder of the
special dividend was paid in shares of common stock. The Company paid
an aggregate of approximately $62.0 million and issued
approximately 6.7 million new shares of common stock in connection with
the payment of the special dividend.
The Company estimates that it will incur federal income taxes
of between $4 million to $7 million for tax year 2012.
This estimate includes the impact associated with the receipt of the $210
million purchase price in the Marriott sale
transaction and other transactions related to the REIT conversion, net
of remaining net operating losses and credit carryforwards.
Development Update
As disclosed previously, the Company will no longer view
independent, large-scale development of resort and convention hotels as
a means of growth. As a result of its decision to convert to a REIT, in
connection with the preparation of its quarterly financial statements,
the Company recorded an impairment charge of $6.9 million
to write off capitalized costs associated with the previous development
project in Aurora,
Colorado. While it continues to view Aurora as a
viable market, the Company has concluded that if and when the Company’s
participation in the project moves forward, the project should proceed
under the direction and leadership of an unrelated third party who will
most likely use its own resources to complete the project. As such, the
Company does not believe that it will be able to realize its previous
investment in the project.
Dividend Policy and Share Repurchase
Program
On December 17, 2012, the Company announced
that its Board of Directors had approved its current dividend policy
pursuant to which the Company plans to pay a quarterly cash dividend to
stockholders in an amount equal to on an annualized basis at least 50%
of Adjusted Funds from Operations (AFFO), as defined by the Company or
100% of REIT taxable income on an annual basis, whichever is greater.
The declaration, timing and amount of dividends will be determined by
future action of the Company’s Board of Directors, and the dividend
policy may be altered at any time by the Company’s Board of Directors.
The Company simultaneously announced that its Board of
Directors had authorized a share repurchase program for up to $100
million of the Company's common stock using cash on hand and
borrowings under the revolving credit line of its $925 million
credit facility. The repurchases are intended to be implemented through
open market transactions on U.S. exchanges or in privately negotiated
transactions, in accordance with applicable securities laws, and any
market purchases will be made during open trading window periods or
pursuant to any applicable Rule 10b5-1 trading plans. The timing,
prices, and sizes of repurchases will depend upon prevailing market
prices, general economic and market conditions and other
considerations. The repurchase program does not obligate the Company to
acquire any particular amount of stock.
Liquidity
As of December 31, 2012, the Company had
long-term debt outstanding, including current portion, of $1,031.9
million and unrestricted cash of $97.2 million.
At December 31, 2012, $380.0 million of
borrowings were undrawn under the Company’s $925.0 million
credit facility, and the lending banks had issued $8.0 million
in letters of credit, which left $372.0 million of
availability under the credit facility. On January 17, 2013,
the Company redeemed its remaining 6.75% senior notes at par at a cost
of $152.2 million, which was funded using operational
cash flow and borrowings under the revolving credit line of the
Company’s $925 million credit facility.
Company to Provide Outlook at
Upcoming Investor and Analyst Day
The Company will provide its outlook for 2013 at its Investor
and Analyst Day on Friday, February 15th. The event
will take place at Gaylord National Resort and Convention
Center, just outside of Washington, DC in National
Harbor, MD. The presentation portion of the event will begin
at 9 a.m. Eastern Standard Time (EST). Investors
can view and listen to the presentation over the Internet at www.rymanhp.com.
To listen to the live event, please go to the Investor Relations
section of the website (Investor Relations/Presentations, Earnings, and
Webcasts) at least 15 minutes prior to the call to register, download
and install any necessary audio software. For those who cannot listen
to the live broadcast, a replay will be available shortly after the
call and will run for at least 30 days.
Webcast and Replay
Ryman Hospitality
Properties will hold a conference call to discuss this release
today at 10:00 a.m. ET. Investors can listen to the
conference call over the Internet at www.rymanhp.com.
To listen to the live call, please go to the Investor Relations section
of the website (Investor Relations/Presentations, Earnings, and
Webcasts) at least 15 minutes prior to the call to register, download
and install any necessary audio software. For those who cannot listen
to the live broadcast, a replay will be available shortly after the
call and will run for at least 30 days.
About Ryman Hospitality Properties, Inc.:
Ryman Hospitality
Properties, Inc. (NYSE: RHP), is a REIT for federal income tax
purposes, specializing in group-oriented, destination hotel assets in
urban and resort markets. The Company’s owned assets include a network
of four upscale, meetings-focused resorts totaling 7,797 rooms that are
managed by world-class lodging operator Marriott International,
Inc. under the Gaylord Hotels brand. Other owned assets managed
by Marriott International, Inc. include Gaylord Springs
Golf Links, the Wildhorse Saloon, the General Jackson Showboat
and The Inn at Opryland, a 303-room overflow
hotel adjacent to Gaylord Opryland. The Company also owns and operates
a number of media and entertainment assets, including the Grand Ole
Opry (opry.com), the legendary weekly showcase of country music’s
finest performers for nearly 90 years; the Ryman Auditorium,
the storied former home of the Grand Ole Opry located in downtown Nashville; and WSM-AM,
the Opry’s radio home. For additional information about Ryman Hospitality Properties,
visit www.rymanhp.com.
Cautionary Note Regarding
Forward-Looking Statements
This press release contains statements as to the Company’s
beliefs and expectations of the outcome of future events that are
forward-looking statements as defined in the Private Securities
Litigation Reform Act of 1995. You can identify these statements by the
fact that they do not relate strictly to historical or current facts.
Examples of these statements include, but are not limited to,
statements regarding the effect of the Company’s election of REIT
status, the amount of conversion or other costs relating to the
restructuring transactions, the expected approach to making dividend
payments, the board’s ability to alter the dividend policy at any time,
plans to engage in common stock repurchase transactions and the timing
and form of such transactions, development and acquisition plans and
other business or operational issues. These forward-looking statements
are subject to risks and uncertainties that could cause actual results
to differ materially from the statements made. These include the risks
and uncertainties associated with economic conditions affecting the
hospitality business generally, the geographic concentration of the
Company’s hotel properties, business levels at the Company’s hotels,
the effect of the Company’s election to be taxed as a REIT for federal
income tax purposes effective for the year ending December 31,
2013, the Company’s ability to remain qualified as a REIT, the
Company’s ability to execute its strategic goals as a REIT, the effects
of business disruption related to the Marriott management
transition and the REIT conversion, the Company’s ability to realize
cost savings and revenue enhancements from the REIT conversion and the Marriott
transaction, the Company’s ability to generate cash flows to support
dividends, future board determinations regarding the timing and amount
of dividends and changes to the dividend policy, which could be made at
any time, the determination of Adjusted Funds from Operations and REIT
taxable income, and the Company’s ability to borrow funds pursuant to
its credit agreements and to refinance indebtedness. Other factors that
could cause operating and financial results to differ are described in
the filings made from time to time by the Company with the U.S.
Securities and Exchange Commission (SEC) and include
the risk factors described in the Company’s Annual Report on Form 10-K
for the fiscal year ended December 31, 2011 and our
Quarterly Reports on Form 10-Q for the fiscal quarters ended March
31, 2012, June 30, 2012, and September
30, 2012. The Company does not undertake any obligation to
release publicly any revisions to forward-looking statements made by it
to reflect events or circumstances occurring after the date hereof or
the occurrence of unanticipated events.
1Under Marriott International, Inc.’s
management of Gaylord Opryland, Gaylord Texan, and Gaylord National,
the retail operations of such hotels was outsourced to a third party
retailer in the fourth quarter of 2012. The properties now receive
rental lease payments rather than full retail revenue and associated
expense. The net impact of this change lowered overall retail revenue
for each affected property. During the fourth quarter of 2012 and full
year 2012 the change resulted in revenue decreases of approximately $3.6
million (Gaylord Opryland–$2.2 million, Gaylord Texan–$0.7
million, and Gaylord National–$0.6 million). The change impacted
consolidated revenue and Hospitality segment and property revenue and
CCF Margin, which is computed based on revenue, but did not
significantly impact other measures (e.g., Adjusted EBITDA and CCF). To
enable period-over-period comparison, we have included adjusted prior
period revenue figures to reflect the elimination in the fourth quarter
of retail revenues from operations that have been outsourced in the
2012 period. No adjustments were made to the Gaylord Palms results due
to the fact that during all periods presented retail operations were
outsourced at that property.
2The Company calculates revenue per available room
(“RevPAR”) for its hotels by dividing room revenue by room nights
available to guests for the period.
3The Company calculates total revenue per available
room (“Total RevPAR”) for its hotels by dividing the sum of room
revenue, food & beverage, and other ancillary services revenue by
room nights available to guests for the period. Total RevPAR for the
fourth quarter of 2012 and full year 2012 was impacted by outsourcing
of retail operations and resulting elimination of retail revenue as
explained in footnote 1 above.
4Adjusted EBITDA (defined as earnings before
interest, taxes, depreciation, amortization, as well as certain unusual
items) is a non-GAAP financial measure which is used herein because we
believe it allows for a more complete analysis of operating performance
by presenting an analysis of operations separate from the earnings
impact of capital transactions and without certain items that do not
impact our ongoing operations such as gains on the sale of assets. In
accordance with generally accepted accounting principles, these items
are not included in determining our operating income. The information
presented should not be considered as an alternative to any measure of
performance as promulgated under accounting principles generally
accepted in the
United States (such as operating income, net income, or cash
from operations), nor should it be considered as an indicator of
overall financial performance. Adjusted EBITDA does not fully consider
the impact of investing or financing transactions, as it specifically
excludes depreciation and interest charges, which should also be
considered in the overall evaluation of our results of operations. Our
method of calculating Adjusted EBITDA may be different from the method
used by other companies and therefore comparability may be limited. A
reconciliation of Adjusted EBITDA to net income (loss) is presented in
the Supplemental Financial Results contained in this press release.
5As discussed in footnote 4 above, Adjusted EBITDA
is used herein as essentially operating income/(loss) plus depreciation
and amortization. Consolidated Cash Flow (which is used in this release
as that term is defined in the Indentures governing the Company’s
former 6.75 percent senior notes) is a non-GAAP financial measure which
also excludes the impact of impairment charges, preopening costs, the
non-cash portion of the Florida
ground lease expense, stock option expense, the non-cash gains and
losses on the disposal of certain fixed assets, and adds (subtracts)
other gains (losses). The Consolidated Cash Flow measure has been one
of the principal tools used by management in evaluating the operating
performance of the Company’s business. The calculation of these amounts
as well as a reconciliation of those amounts to net income (loss) or
segment operating income (loss) is included as part of the Supplemental
Financial Results contained in this press release. CCF Margin is
defined as CCF divided by revenue. Adjusted CCF has also been
presented, which excludes base management fees and, for the
consolidated CCF calculation, REIT conversion costs.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
RYMAN HOSPITALITY PROPERTIES,
INC. AND SUBSIDIARIES
|
CONDENSED CONSOLIDATED
STATEMENTS OF OPERATIONS
|
Unaudited
|
(In thousands, except per share
data)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three
Months Ended |
|
|
Twelve
Months Ended |
|
|
|
|
Dec. 31, |
|
|
Dec. 31, |
|
|
|
|
2012 |
|
|
2011 |
|
|
2012 |
|
|
2011 |
Revenues |
|
|
|
$ |
266,321 |
|
|
|
$ |
269,399 |
|
|
|
$ |
986,594 |
|
|
|
$ |
952,144 |
|
Operating
expenses: |
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating costs |
|
|
|
|
161,884 |
|
|
|
|
163,949 |
|
|
|
|
570,905 |
|
|
|
|
566,390 |
|
Selling, general
and administrative |
|
|
|
|
43,091 |
|
|
|
|
50,471 |
|
|
|
|
182,253 |
|
|
|
|
179,301 |
|
Management fees |
|
|
|
|
4,337 |
|
|
|
|
- |
|
|
|
|
4,337 |
|
|
|
|
-
|
|
REIT conversion
costs |
|
|
|
|
44,165 |
|
|
|
|
-
|
|
|
|
|
101,964
|
|
|
|
|
-
|
|
Casualty loss |
|
|
|
|
139 |
|
|
|
|
595 |
|
|
|
|
858 |
|
|
|
|
1,225 |
|
Preopening costs
|
|
|
|
|
-
|
|
|
|
|
22
|
|
|
|
|
340 |
|
|
|
|
408 |
|
Depreciation and amortization |
|
|
|
|
37,302 |
|
|
|
|
34,594 |
|
|
|
|
130,691 |
|
|
|
|
125,289 |
|
Operating income (loss) |
|
|
|
|
(24,597 |
) |
|
|
|
19,768 |
|
|
|
|
(4,754 |
) |
|
|
|
79,531 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest
expense, net of amounts capitalized |
|
|
|
|
(14,633 |
) |
|
|
|
(14,412 |
) |
|
|
|
(58,582 |
) |
|
|
|
(74,673 |
) |
Interest income |
|
|
|
|
3,051 |
|
|
|
|
2,772 |
|
|
|
|
12,307 |
|
|
|
|
12,460 |
|
Income from
unconsolidated companies |
|
|
|
|
-
|
|
|
|
|
- |
|
|
|
|
109
|
|
|
|
|
1,086 |
|
Other
gains and (losses), net |
|
|
|
|
20,000 |
|
|
|
|
(422 |
) |
|
|
|
22,251 |
|
|
|
|
(916 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss)
before income taxes |
|
|
|
|
(16,179 |
) |
|
|
|
7,706 |
|
|
|
|
(28,669 |
) |
|
|
|
17,488 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(Provision) benefit for income taxes and discontinued operations |
|
|
|
|
1,236 |
|
|
|
|
(2,651 |
) |
|
|
|
2,034 |
|
|
|
|
(7,420 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss)
from continuing operations |
|
|
|
|
(14,943 |
) |
|
|
|
5,055 |
|
|
|
|
(26,635 |
) |
|
|
|
10,068 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income
(loss) from discontinued operations, net of taxes |
|
|
|
|
(9 |
) |
|
|
|
48 |
|
|
|
|
(9 |
) |
|
|
|
109 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
income (loss) |
|
|
|
$ |
(14,952 |
) |
|
|
$ |
5,103 |
|
|
|
$ |
(26,644 |
) |
|
|
$ |
10,177 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic net
income (loss) per share:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss)
from continuing operations |
|
|
|
$ |
(0.32 |
) |
|
|
$ |
0.10 |
|
|
|
$ |
(0.56 |
) |
|
|
$ |
0.21 |
|
Income
from discontinued operations, net of taxes |
|
|
|
|
-
|
|
|
|
|
0.01
|
|
|
|
|
-
|
|
|
|
|
-
|
|
Net
income (loss) |
|
|
|
$ |
(0.32 |
) |
|
|
$ |
0.11 |
|
|
|
$ |
(0.56 |
) |
|
|
$ |
0.21 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Fully
diluted net income (loss) per share:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss)
from continuing operations |
|
|
|
$ |
(0.32 |
) |
|
|
$ |
0.10 |
|
|
|
$ |
(0.56 |
) |
|
|
$ |
0.20 |
|
Income
from discontinued operations, net of taxes |
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
|
-
|
|
Net
income (loss) |
|
|
|
$ |
(0.32 |
) |
|
|
$ |
0.10 |
|
|
|
$ |
(0.56 |
) |
|
|
$ |
0.20 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted
average common shares for the period:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic |
|
|
|
|
46,201 |
|
|
|
|
48,411 |
|
|
|
|
47,602 |
|
|
|
|
48,351 |
|
Fully-diluted |
|
|
|
|
46,201 |
|
|
|
|
49,127 |
|
|
|
|
47,602 |
|
|
|
|
49,783 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
RYMAN
HOSPITALITY PROPERTIES, INC. AND SUBSIDIARIES |
|
|
|
|
|
|
|
|
CONDENSED
CONSOLIDATED BALANCE SHEETS |
Unaudited |
(In
thousands) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Dec.
31, |
|
Dec.
31, |
|
|
|
|
|
2012 |
|
2011 |
ASSETS |
|
|
|
|
Current assets: |
|
|
|
|
|
Cash
and cash equivalents - unrestricted |
|
$ |
97,170 |
|
$ |
44,388 |
|
Cash
and cash equivalents - restricted |
|
|
6,210 |
|
|
1,150 |
|
Trade receivables, net |
|
|
55,343 |
|
|
41,939 |
|
Deferred income taxes |
|
|
10,688 |
|
|
8,641 |
|
Other current assets |
|
|
41,834 |
|
|
48,538 |
|
Total current assets |
|
|
211,245 |
|
|
144,656 |
|
|
|
|
|
|
|
|
Property and equipment, net of accumulated depreciation |
|
|
2,148,999 |
|
|
2,209,127 |
Notes receivable, net of current portion |
|
|
138,975 |
|
|
142,567 |
Long-term deferred financing costs |
|
|
11,347 |
|
|
15,947 |
Other long-term assets |
|
|
32,245 |
|
|
50,713 |
Long-term assets of discontinued operations |
|
|
328 |
|
|
390 |
|
|
|
|
|
|
|
|
|
Total assets
|
|
$ |
2,543,139 |
|
$ |
2,563,400 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
LIABILITIES
AND STOCKHOLDERS' EQUITY |
|
|
|
|
Current liabilities: |
|
|
|
|
|
Current portion of long-term debt and capital lease obligations (a) |
|
$ |
130,358 |
|
$ |
755 |
|
Accounts payable and accrued liabilities |
|
|
218,224 |
|
|
168,975 |
|
Current liabilities of discontinued operations |
|
|
237 |
|
|
186 |
|
Total current liabilities |
|
|
348,819 |
|
|
169,916 |
|
|
|
|
|
|
|
|
Long-term debt and capital lease obligations, net of current portion |
|
|
901,505 |
|
|
1,073,070 |
Deferred income taxes |
|
|
99,626 |
|
|
108,219 |
Deferred management rights proceeds |
|
|
186,346 |
|
|
-
|
Other
long-term liabilities |
|
|
152,794 |
|
|
166,209 |
Long-term liabilities of discontinued operations |
|
|
451 |
|
|
451 |
Stockholders' equity |
|
|
853,598 |
|
|
1,045,535 |
|
|
|
|
|
|
|
|
|
Total liabilities and stockholders' equity |
|
$ |
2,543,139 |
|
$ |
2,563,400 |
|
|
|
|
|
|
(a) |
Reflects a portion of the
Company's $360 million 3.75% Convertible Notes being classified as
current at December 31, 2012 as a result of their convertibility at
that time. These notes were not convertible at December 31, 2011.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
RYMAN HOSPITALITY PROPERTIES,
INC. AND SUBSIDIARIES
|
SUPPLEMENTAL FINANCIAL RESULTS
|
Unaudited
|
(in thousands, except operating
metrics)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjusted Earnings Before
Interest, Taxes,
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation and
Amortization ("Adjusted EBITDA")
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
and Consolidated Cash Flow
("CCF") reconciliation:
|
|
|
|
|
Three Months Ended Dec. 31, |
|
Twelve Months Ended Dec. 31, |
|
|
|
|
|
2012 |
|
2011 |
|
2012 |
|
2011 |
|
|
|
|
|
|
$ |
|
|
Margin |
|
|
$ |
|
|
Margin |
|
|
$ |
|
|
Margin |
|
|
$ |
|
|
Margin |
Consolidated
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue (b) |
|
|
|
|
$ |
266,321 |
|
|
100.0 |
% |
|
$ |
269,399 |
|
|
100.0 |
% |
|
$ |
986,594 |
|
|
100.0 |
% |
|
$ |
952,144 |
|
|
100.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income
(loss) |
|
|
|
|
$ |
(14,952 |
) |
|
-5.6
|
% |
|
$ |
5,103 |
|
|
1.9 |
% |
|
$ |
(26,644 |
) |
|
-2.7
|
% |
|
$ |
10,177 |
|
|
1.1 |
% |
(Income) loss
from discontinued operations, net of taxes |
|
|
|
|
|
9 |
|
|
0.0 |
% |
|
|
(48 |
) |
|
0.0 |
% |
|
|
9 |
|
|
0.0 |
% |
|
|
(109 |
) |
|
0.0 |
% |
Provision
(benefit) for income taxes |
|
|
|
|
|
(1,236 |
) |
|
-0.5 |
% |
|
|
2,651 |
|
|
1.0 |
% |
|
|
(2,034 |
) |
|
-0.2 |
% |
|
|
7,420 |
|
|
0.8 |
% |
Other (gains)
and losses, net |
|
|
|
|
|
(20,000 |
) |
|
-7.5 |
% |
|
|
422 |
|
|
0.2 |
% |
|
|
(22,251 |
) |
|
-2.3
|
% |
|
|
916 |
|
|
0.1 |
% |
Income from
unconsolidated companies |
|
|
|
|
|
-
|
|
|
0.0
|
% |
|
|
-
|
|
|
0.0
|
% |
|
|
(109 |
) |
|
0.0 |
% |
|
|
(1,086 |
) |
|
-0.1
|
% |
Interest
expense, net |
|
|
|
|
|
11,582 |
|
|
4.3 |
% |
|
|
11,640 |
|
|
4.3 |
% |
|
|
46,275 |
|
|
4.7 |
% |
|
|
62,213 |
|
|
6.5 |
% |
Operating
income (loss) |
|
|
|
|
|
(24,597 |
) |
|
-9.2
|
% |
|
|
19,768 |
|
|
7.3 |
% |
|
|
(4,754 |
) |
|
-0.5
|
% |
|
|
79,531 |
|
|
8.4 |
% |
Depreciation & amortization |
|
|
|
|
|
37,302 |
|
|
14.0 |
% |
|
|
34,594 |
|
|
12.8 |
% |
|
|
130,691 |
|
|
13.2 |
% |
|
|
125,289 |
|
|
13.2 |
% |
Adjusted EBITDA |
|
|
|
|
|
12,705 |
|
|
4.8 |
% |
|
|
54,362 |
|
|
20.2 |
% |
|
|
125,937 |
|
|
12.8 |
% |
|
|
204,820 |
|
|
21.5 |
% |
Preopening costs
|
|
|
|
|
|
-
|
|
|
0.0
|
% |
|
|
22 |
|
|
0.0 |
% |
|
|
340 |
|
|
0.0 |
% |
|
|
408 |
|
|
0.0 |
% |
Impairment
charges |
|
|
|
|
|
12,004 |
|
|
4.5 |
% |
|
|
332 |
|
|
0.1 |
% |
|
|
33,291 |
|
|
3.4 |
% |
|
|
332 |
|
|
0.0 |
% |
Other non-cash
expenses |
|
|
|
|
|
1,427 |
|
|
0.5 |
% |
|
|
4,050 |
|
|
1.5 |
% |
|
|
5,706 |
|
|
0.6 |
% |
|
|
8,409 |
|
|
0.9 |
% |
Stock option
expense |
|
|
|
|
|
1,346 |
|
|
0.5 |
% |
|
|
860 |
|
|
0.3 |
% |
|
|
3,176 |
|
|
0.3 |
% |
|
|
3,252 |
|
|
0.3 |
% |
Other gains and
(losses), net |
|
|
|
|
|
20,000 |
|
|
7.5 |
% |
|
|
(422 |
) |
|
-0.2 |
% |
|
|
22,251 |
|
|
2.3 |
% |
|
|
(916 |
) |
|
-0.1
|
% |
(Gain)
loss on sales of assets |
|
|
|
|
|
(20,000 |
) |
|
-7.5
|
% |
|
|
422 |
|
|
0.2 |
% |
|
|
(20,000 |
) |
|
-2.0
|
% |
|
|
917 |
|
|
0.1 |
% |
CCF (b) |
|
|
|
|
$ |
27,482 |
|
|
10.3 |
% |
|
$ |
59,626 |
|
|
22.1 |
% |
|
$ |
170,701 |
|
|
17.3 |
% |
|
$ |
217,222 |
|
|
22.8 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hospitality
segment (a)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue (b) |
|
|
|
|
$ |
249,005 |
|
|
100.0 |
% |
|
$ |
252,027 |
|
|
100.0 |
% |
|
$ |
916,041 |
|
|
100.0 |
% |
|
$ |
886,634 |
|
|
100.0 |
% |
Operating
income |
|
|
|
|
|
35,803 |
|
|
14.4 |
% |
|
|
34,313 |
|
|
13.6 |
% |
|
|
149,870 |
|
|
16.4 |
% |
|
|
130,531 |
|
|
14.7 |
% |
Depreciation
& amortization |
|
|
|
|
|
26,366 |
|
|
10.6 |
% |
|
|
30,567 |
|
|
12.1 |
% |
|
|
107,343 |
|
|
11.7 |
% |
|
|
109,521 |
|
|
12.4 |
% |
Preopening costs
|
|
|
|
|
|
- |
|
|
0.0 |
% |
|
|
22 |
|
|
0.0 |
% |
|
|
340 |
|
|
0.0 |
% |
|
|
408 |
|
|
0.0 |
% |
Other non-cash
expenses |
|
|
|
|
|
1,427 |
|
|
0.6 |
% |
|
|
2,407 |
|
|
1.0 |
% |
|
|
5,706 |
|
|
0.6 |
% |
|
|
6,766 |
|
|
0.8 |
% |
Stock option
expense |
|
|
|
|
|
- |
|
|
0.0 |
% |
|
|
264 |
|
|
0.1 |
% |
|
|
461 |
|
|
0.1 |
% |
|
|
1,040 |
|
|
0.1 |
% |
Other gains and
(losses), net |
|
|
|
|
|
- |
|
|
0.0 |
% |
|
|
(206 |
) |
|
-0.1 |
% |
|
|
2,251 |
|
|
0.2 |
% |
|
|
(655 |
) |
|
-0.1
|
% |
Loss on
sales of assets |
|
|
|
|
|
-
|
|
|
0.0
|
% |
|
|
206 |
|
|
0.1 |
% |
|
|
-
|
|
|
0.0
|
% |
|
|
656 |
|
|
0.1 |
% |
CCF (b) |
|
|
|
|
$ |
63,596 |
|
|
25.5 |
% |
|
$ |
67,573 |
|
|
26.8 |
% |
|
$ |
265,971 |
|
|
29.0 |
% |
|
$ |
248,267 |
|
|
28.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Opry and
Attractions segment (a)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
$ |
17,309 |
|
|
100.0 |
% |
|
$ |
17,342 |
|
|
100.0 |
% |
|
$ |
70,463 |
|
|
100.0 |
% |
|
$ |
65,386 |
|
|
100.0 |
% |
Operating
income |
|
|
|
|
|
2,935 |
|
|
17.0 |
% |
|
|
2,039 |
|
|
11.8 |
% |
|
|
13,215 |
|
|
18.8 |
% |
|
|
8,760 |
|
|
13.4 |
% |
Depreciation
& amortization |
|
|
|
|
|
1,294 |
|
|
7.5 |
% |
|
|
1,293 |
|
|
7.5 |
% |
|
|
5,119 |
|
|
7.3 |
% |
|
|
5,261 |
|
|
8.0 |
% |
Other non-cash
expenses |
|
|
|
|
|
-
|
|
|
0.0
|
% |
|
|
360 |
|
|
2.1 |
% |
|
|
-
|
|
|
0.0
|
% |
|
|
360 |
|
|
0.6 |
% |
Stock
option expense |
|
|
|
|
|
35 |
|
|
0.2 |
% |
|
|
48 |
|
|
0.3 |
% |
|
|
126 |
|
|
0.2 |
% |
|
|
167 |
|
|
0.3 |
% |
CCF |
|
|
|
|
$ |
4,264 |
|
|
24.6 |
% |
|
$ |
3,740 |
|
|
21.6 |
% |
|
$ |
18,460 |
|
|
26.2 |
% |
|
$ |
14,548 |
|
|
22.2 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Corporate
and Other segment (a)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
$ |
7 |
|
|
|
|
$ |
30 |
|
|
|
|
$ |
90 |
|
|
|
|
$ |
124 |
|
|
|
Operating loss |
|
|
|
|
|
(19,031 |
) |
|
|
|
|
(15,989 |
) |
|
|
|
|
(65,017 |
) |
|
|
|
|
(58,535 |
) |
|
|
Depreciation
& amortization |
|
|
|
|
|
9,642 |
|
|
|
|
|
2,734 |
|
|
|
|
|
18,229 |
|
|
|
|
|
10,507 |
|
|
|
Other non-cash
expenses |
|
|
|
|
|
- |
|
|
|
|
|
1,283 |
|
|
|
|
|
- |
|
|
|
|
|
1,283 |
|
|
|
Stock option
expense |
|
|
|
|
|
338 |
|
|
|
|
|
548 |
|
|
|
|
|
1,842 |
|
|
|
|
|
2,045 |
|
|
|
Other gains and
(losses), net |
|
|
|
|
|
20,000 |
|
|
|
|
|
(216 |
) |
|
|
|
|
20,000 |
|
|
|
|
|
(261 |
) |
|
|
(Gain)
loss on sales of assets |
|
|
|
|
|
(20,000 |
) |
|
|
|
|
216 |
|
|
|
|
|
(20,000 |
) |
|
|
|
|
261 |
|
|
|
CCF |
|
|
|
|
$ |
(9,051 |
) |
|
|
|
$ |
(11,424 |
) |
|
|
|
$ |
(44,946 |
) |
|
|
|
$ |
(44,700 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REIT
Conversion Costs (a)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating loss |
|
|
|
|
$ |
(44,165 |
) |
|
|
|
$ |
-
|
|
|
|
|
$
|
(101,964 |
) |
|
|
|
$ |
-
|
|
|
|
Impairment
charges |
|
|
|
|
|
12,004 |
|
|
|
|
|
-
|
|
|
|
|
|
33,291
|
|
|
|
|
|
-
|
|
|
|
Stock
option expense |
|
|
|
|
|
973 |
|
|
|
|
|
-
|
|
|
|
|
|
747
|
|
|
|
|
|
-
|
|
|
|
CCF |
|
|
|
|
$ |
(31,188 |
) |
|
|
|
$ |
-
|
|
|
|
|
$ |
(67,926 |
) |
|
|
|
$ |
-
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Casualty
Loss (a)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Casualty loss |
|
|
|
|
$ |
(139 |
) |
|
|
|
$ |
(595 |
) |
|
|
|
$ |
(858 |
) |
|
|
|
$ |
(1,225 |
) |
|
|
Insurance proceeds |
|
|
|
|
|
-
|
|
|
|
|
|
-
|
|
|
|
|
|
-
|
|
|
|
|
|
-
|
|
|
|
Operating loss |
|
|
|
|
|
(139 |
) |
|
|
|
|
(595 |
) |
|
|
|
|
(858 |
) |
|
|
|
|
(1,225 |
) |
|
|
Impairment charges |
|
|
|
|
|
-
|
|
|
|
|
|
332
|
|
|
|
|
|
-
|
|
|
|
|
|
332
|
|
|
|
CCF |
|
|
|
|
$ |
(139 |
) |
|
|
|
$ |
(263 |
) |
|
|
|
$ |
(858 |
) |
|
|
|
$ |
(893 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a)
Individual segments exclude effect of REIT Conversion Costs and
Casualty Loss, which is shown separately. |
|
|
(b)
For figures reflecting adjustments to retail revenue and adjustments to
CCF and CCF Margin to exclude base management fees, as described in
this release, see below under "Reconciliation of Adjusted Results." |
|
|
RYMAN
HOSPITALITY PROPERTIES, INC. AND SUBSIDIARIES |
SUPPLEMENTAL
FINANCIAL RESULTS |
Unaudited |
(in
thousands, except operating metrics) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended Dec. 31, |
|
|
Twelve Months Ended Dec. 31, |
|
|
|
|
|
|
|
2012 |
|
|
2011 |
|
|
2012 |
|
|
2011 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
HOSPITALITY OPERATING METRICS: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hospitality
Segment
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
|
|
|
|
69.5 |
% |
|
|
|
72.2 |
% |
|
|
|
72.6 |
% |
|
|
|
72.2 |
% |
Average daily
rate (ADR) |
|
|
|
|
|
|
$ |
177.48 |
|
|
|
$ |
171.85 |
|
|
|
$ |
170.48 |
|
|
|
$ |
167.27 |
|
RevPAR |
|
|
|
|
|
|
$ |
123.40 |
|
|
|
$ |
124.12 |
|
|
|
$ |
123.81 |
|
|
|
$ |
120.77 |
|
OtherPAR |
|
|
|
|
|
|
$ |
210.88 |
|
|
|
$ |
222.38 |
|
|
|
$ |
186.40 |
|
|
|
$ |
183.81 |
|
Total RevPAR |
|
|
|
|
|
|
$ |
334.28 |
|
|
|
$ |
346.50 |
|
|
|
$ |
310.21 |
|
|
|
$ |
304.58 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue (a) |
|
|
|
|
|
|
$ |
249,005 |
|
|
|
$ |
252,027 |
|
|
|
$ |
916,041 |
|
|
|
$ |
886,634 |
|
CCF (a) |
|
|
|
|
|
|
$ |
63,596 |
|
|
|
$ |
67,573 |
|
|
|
$ |
265,971 |
|
|
|
$ |
248,267 |
|
CCF Margin (a) |
|
|
|
|
|
|
|
25.5 |
% |
|
|
|
26.8 |
% |
|
|
|
29.0 |
% |
|
|
|
28.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gaylord
Opryland
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
|
|
|
|
72.3 |
% |
|
|
|
73.5 |
% |
|
|
|
72.9 |
% |
|
|
|
72.8 |
% |
Average daily
rate (ADR) |
|
|
|
|
|
|
$ |
163.80 |
|
|
|
$ |
162.38 |
|
|
|
$ |
156.18 |
|
|
|
$ |
153.54 |
|
RevPAR |
|
|
|
|
|
|
$ |
118.40 |
|
|
|
$ |
119.31 |
|
|
|
$ |
113.83 |
|
|
|
$ |
111.76 |
|
OtherPAR |
|
|
|
|
|
|
$ |
184.81 |
|
|
|
$ |
205.26 |
|
|
|
$ |
159.86 |
|
|
|
$ |
165.85 |
|
Total RevPAR |
|
|
|
|
|
|
$ |
303.21 |
|
|
|
$ |
324.57 |
|
|
|
$ |
273.69 |
|
|
|
$ |
277.61 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue (a) |
|
|
|
|
|
|
$ |
80,393 |
|
|
|
$ |
86,043 |
|
|
|
$ |
288,693 |
|
|
|
$ |
291,781 |
|
CCF (a) |
|
|
|
|
|
|
$ |
20,451 |
|
|
|
$ |
23,376 |
|
|
|
$ |
83,581 |
|
|
|
$ |
87,396 |
|
CCF Margin (a) |
|
|
|
|
|
|
|
25.4 |
% |
|
|
|
27.2 |
% |
|
|
|
29.0 |
% |
|
|
|
30.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gaylord
Palms (b)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
|
|
|
|
67.9 |
% |
|
|
|
77.5 |
% |
|
|
|
77.6 |
% |
|
|
|
73.9 |
% |
Average daily
rate (ADR) |
|
|
|
|
|
|
$ |
171.21 |
|
|
|
$ |
153.65 |
|
|
|
$ |
166.67 |
|
|
|
$ |
155.09 |
|
RevPAR |
|
|
|
|
|
|
$ |
116.27 |
|
|
|
$ |
119.03 |
|
|
|
$ |
129.28 |
|
|
|
$ |
114.58 |
|
OtherPAR |
|
|
|
|
|
|
$ |
220.00 |
|
|
|
$ |
238.20 |
|
|
|
$ |
217.50 |
|
|
|
$ |
191.73 |
|
Total RevPAR |
|
|
|
|
|
|
$ |
336.27 |
|
|
|
$ |
357.23 |
|
|
|
$ |
346.78 |
|
|
|
$ |
306.31 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue (a) |
|
|
|
|
|
|
$ |
43,455 |
|
|
|
$ |
39,916 |
|
|
|
$ |
174,662 |
|
|
|
$ |
149,859 |
|
CCF (a) |
|
|
|
|
|
|
$ |
8,938 |
|
|
|
$ |
7,671 |
|
|
|
$ |
51,003 |
|
|
|
$ |
35,590 |
|
CCF Margin (a) |
|
|
|
|
|
|
|
20.6 |
% |
|
|
|
19.2 |
% |
|
|
|
29.2 |
% |
|
|
|
23.7 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gaylord
Texan
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
|
|
|
|
78.1 |
% |
|
|
|
74.4 |
% |
|
|
|
74.8 |
% |
|
|
|
75.7 |
% |
Average daily
rate (ADR) |
|
|
|
|
|
|
$ |
177.12 |
|
|
|
$ |
184.89 |
|
|
|
$ |
173.06 |
|
|
|
$ |
178.32 |
|
RevPAR |
|
|
|
|
|
|
$ |
138.26 |
|
|
|
$ |
137.52 |
|
|
|
$ |
129.38 |
|
|
|
$ |
135.03 |
|
OtherPAR |
|
|
|
|
|
|
$ |
299.33 |
|
|
|
$ |
284.57 |
|
|
|
$ |
232.69 |
|
|
|
$ |
231.86 |
|
Total RevPAR |
|
|
|
|
|
|
$ |
437.59 |
|
|
|
$ |
422.09 |
|
|
|
$ |
362.07 |
|
|
|
$ |
366.89 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue (a) |
|
|
|
|
|
|
$ |
60,830 |
|
|
|
$ |
58,675 |
|
|
|
$ |
200,235 |
|
|
|
$ |
202,310 |
|
CCF (a) |
|
|
|
|
|
|
$ |
19,194 |
|
|
|
$ |
19,420 |
|
|
|
$ |
62,442 |
|
|
|
$ |
67,268 |
|
CCF Margin (a) |
|
|
|
|
|
|
|
31.6 |
% |
|
|
|
33.1 |
% |
|
|
|
31.2 |
% |
|
|
|
33.2 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gaylord
National
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
|
|
|
|
61.8 |
% |
|
|
|
66.9 |
% |
|
|
|
68.9 |
% |
|
|
|
68.8 |
% |
Average daily
rate (ADR) |
|
|
|
|
|
|
$ |
216.73 |
|
|
|
$ |
199.65 |
|
|
|
$ |
202.24 |
|
|
|
$ |
195.66 |
|
RevPAR |
|
|
|
|
|
|
$ |
133.88 |
|
|
|
$ |
133.54 |
|
|
|
$ |
139.33 |
|
|
|
$ |
134.52 |
|
OtherPAR |
|
|
|
|
|
|
$ |
203.33 |
|
|
|
$ |
220.24 |
|
|
|
$ |
192.45 |
|
|
|
$ |
188.20 |
|
Total RevPAR |
|
|
|
|
|
|
$ |
337.21 |
|
|
|
$ |
353.78 |
|
|
|
$ |
331.78 |
|
|
|
$ |
322.72 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue (a) |
|
|
|
|
|
|
$ |
61,922 |
|
|
|
$ |
64,966 |
|
|
|
$ |
242,379 |
|
|
|
$ |
235,113 |
|
CCF (a) |
|
|
|
|
|
|
$ |
13,861 |
|
|
|
$ |
16,049 |
|
|
|
$ |
65,846 |
|
|
|
$ |
56,292 |
|
CCF Margin (a) |
|
|
|
|
|
|
|
22.4 |
% |
|
|
|
24.7 |
% |
|
|
|
27.2 |
% |
|
|
|
23.9 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The Inn
at Opryland (c)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
|
|
|
|
59.4 |
% |
|
|
|
63.7 |
% |
|
|
|
61.7 |
% |
|
|
|
62.6 |
% |
Average daily
rate (ADR) |
|
|
|
|
|
|
$ |
102.67 |
|
|
|
$ |
96.21 |
|
|
|
$ |
103.70 |
|
|
|
$ |
98.24 |
|
RevPAR |
|
|
|
|
|
|
$ |
60.99 |
|
|
|
$ |
61.31 |
|
|
|
$ |
63.99 |
|
|
|
$ |
61.52 |
|
OtherPAR |
|
|
|
|
|
|
$ |
25.28 |
|
|
|
$ |
25.75 |
|
|
|
$ |
26.83 |
|
|
|
$ |
21.95 |
|
Total RevPAR |
|
|
|
|
|
|
$ |
86.27 |
|
|
|
$ |
87.06 |
|
|
|
$ |
90.82 |
|
|
|
$ |
83.47 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue (a) |
|
|
|
|
|
|
$ |
2,405 |
|
|
|
$ |
2,427 |
|
|
|
$ |
10,072 |
|
|
|
$ |
7,571 |
|
CCF (a) |
|
|
|
|
|
|
$ |
1,152 |
|
|
|
$ |
1,057 |
|
|
|
$ |
3,099 |
|
|
|
$ |
1,721 |
|
CCF Margin (a) |
|
|
|
|
|
|
|
47.9 |
% |
|
|
|
43.6 |
% |
|
|
|
30.8 |
% |
|
|
|
22.7 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) For figures reflecting
adjustments to retail revenue and adjustments to CCF and CCF Margin to
exclude base management fees, as described in this release, see below
under "Reconciliation of Adjusted Results."
|
|
(b) Excludes 123 and 10,934 room
nights that were taken out of service during the three months and
twelve months ended December 31, 2012, respectively, and 17,617 and
23,960 room nights taken out of service during the three months and
twelve months ended December 31, 2011, respectively, as a result of a
rooms renovation program at Gaylord Palms.
|
|
(c) Includes
other hospitality revenue and expense. |
|
|
|
|
|
|
|
|
|
|
|
|
|
RYMAN
HOSPITALITY PROPERTIES, INC. AND SUBSIDIARIES |
RECONCILIATION
OF ADJUSTED RESULTS |
Unaudited |
(in
thousands, except operating metrics) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended Dec. 31, |
|
|
Twelve Months Ended Dec. 31, |
|
|
|
|
|
|
|
2012 |
|
2011 |
|
|
2012 |
|
2011 |
Consolidated: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
266,321 |
|
|
$ |
269,399 |
|
|
|
$ |
986,594 |
|
|
$ |
952,144 |
|
Less:
Retail Inventory Adjustment |
|
|
|
|
|
|
|
-
|
|
|
|
(3,940 |
) |
|
|
|
-
|
|
|
|
(3,940 |
) |
Adjusted Revenue
|
|
|
|
|
|
|
$ |
266,321 |
|
|
$ |
265,459 |
|
|
|
$ |
986,594 |
|
|
$ |
948,204 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjusted EBITDA |
|
|
|
|
|
|
$ |
12,705 |
|
|
$ |
54,362 |
|
|
|
$ |
125,937 |
|
|
$ |
204,820 |
|
Add: Base
Management Fee |
|
|
|
|
|
|
|
4,337 |
|
|
|
-
|
|
|
|
|
4,337
|
|
|
|
-
|
|
Add: REIT
Conversion Costs |
|
|
|
|
|
|
|
44,165 |
|
|
|
-
|
|
|
|
|
101,964
|
|
|
|
-
|
|
Revised Adjusted
EBITDA |
|
|
|
|
|
|
$ |
61,207 |
|
|
$ |
54,362 |
|
|
|
$ |
232,238 |
|
|
$ |
204,820 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total CCF |
|
|
|
|
|
|
$ |
27,482 |
|
|
$ |
59,626 |
|
|
|
$ |
170,701 |
|
|
$ |
217,222 |
|
Add: Base
Management Fee |
|
|
|
|
|
|
|
4,337 |
|
|
|
-
|
|
|
|
|
4,337
|
|
|
|
-
|
|
Add: REIT
Conversion Costs |
|
|
|
|
|
|
|
31,188 |
|
|
|
-
|
|
|
|
|
67,926
|
|
|
|
-
|
|
Adjusted CCF |
|
|
|
|
|
|
$ |
63,007 |
|
|
$ |
59,626 |
|
|
|
$ |
242,964 |
|
|
$ |
217,222 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hospitality
Segment: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
249,005 |
|
|
$ |
252,027 |
|
|
|
$ |
916,041 |
|
|
$ |
886,634 |
|
Less:
Retail Inventory Adjustment |
|
|
|
|
|
|
|
-
|
|
|
|
(3,940 |
) |
|
|
|
-
|
|
|
|
(3,940 |
) |
Adjusted Revenue
|
|
|
|
|
|
|
$ |
249,005 |
|
|
$ |
248,087 |
|
|
|
$ |
916,041 |
|
|
$ |
882,694 |
|
Available Room Nights |
|
|
|
|
|
|
|
744,893 |
|
|
|
727,246 |
|
|
|
|
2,952,934 |
|
|
|
2,910,959 |
|
Adjusted Total
RevPAR |
|
|
|
|
|
|
$ |
334.28 |
|
|
$ |
341.13 |
|
|
|
$ |
310.21 |
|
|
$ |
303.23 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total CCF |
|
|
|
|
|
|
$ |
63,596 |
|
|
$ |
67,573 |
|
|
|
$ |
265,971 |
|
|
$ |
248,267 |
|
Add:
Base Management Fee |
|
|
|
|
|
|
|
4,208 |
|
|
|
-
|
|
|
|
|
4,208
|
|
|
|
-
|
|
Adjusted CCF |
|
|
|
|
|
|
$ |
67,804 |
|
|
$ |
67,573 |
|
|
|
$ |
270,179 |
|
|
$ |
248,267 |
|
CCF Margin |
|
|
|
|
|
|
|
25.5 |
% |
|
|
26.8 |
% |
|
|
|
29.0 |
% |
|
|
28.0 |
% |
Adjusted CCF
Margin |
|
|
|
|
|
|
|
27.2 |
% |
|
|
27.2 |
% |
|
|
|
29.5 |
% |
|
|
28.1 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gaylord
Opryland: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
80,393 |
|
|
$ |
86,043 |
|
|
|
$ |
288,693 |
|
|
$ |
291,781 |
|
Less:
Retail Inventory Adjustment |
|
|
|
|
|
|
|
-
|
|
|
|
(2,592 |
) |
|
|
|
-
|
|
|
|
(2,592 |
) |
Adjusted Revenue
|
|
|
|
|
|
|
$ |
80,393 |
|
|
$ |
83,451 |
|
|
|
$ |
288,693 |
|
|
$ |
289,189 |
|
Available Room
Nights |
|
|
|
|
|
|
|
265,144 |
|
|
|
265,099 |
|
|
|
|
1,054,812 |
|
|
|
1,051,065 |
|
Adjusted Total
RevPAR |
|
|
|
|
|
|
$ |
303.21 |
|
|
$ |
314.79 |
|
|
|
$ |
273.69 |
|
|
$ |
275.14 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total CCF |
|
|
|
|
|
|
$ |
20,451 |
|
|
$ |
23,376 |
|
|
|
$ |
83,581 |
|
|
$ |
87,396 |
|
Add:
Base Management Fee |
|
|
|
|
|
|
|
1,375 |
|
|
|
-
|
|
|
|
|
1,375
|
|
|
|
-
|
|
Adjusted CCF |
|
|
|
|
|
|
$ |
21,826 |
|
|
$ |
23,376 |
|
|
|
$ |
84,956 |
|
|
$ |
87,396 |
|
CCF Margin |
|
|
|
|
|
|
|
25.4 |
% |
|
|
27.2 |
% |
|
|
|
29.0 |
% |
|
|
30.0 |
% |
Adjusted CCF
Margin |
|
|
|
|
|
|
|
27.1 |
% |
|
|
28.0 |
% |
|
|
|
29.4 |
% |
|
|
30.2 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gaylord Palms: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
43,455 |
|
|
$ |
39,916 |
|
|
|
$ |
174,662 |
|
|
$ |
149,859 |
|
Less:
Retail Inventory Adjustment |
|
|
|
|
|
|
|
-
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
-
|
|
Adjusted Revenue |
|
|
|
|
|
|
$ |
43,455 |
|
|
$ |
39,916 |
|
|
|
$ |
174,662 |
|
|
$ |
149,859 |
|
Available Room
Nights |
|
|
|
|
|
|
|
129,228 |
|
|
|
111,736 |
|
|
|
|
503,662 |
|
|
|
489,232 |
|
Adjusted Total
RevPAR |
|
|
|
|
|
|
$ |
336.27 |
|
|
$ |
357.23 |
|
|
|
$ |
346.78 |
|
|
$ |
306.31 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total CCF |
|
|
|
|
|
|
$ |
8,938 |
|
|
$ |
7,671 |
|
|
|
$ |
51,003 |
|
|
$ |
35,590 |
|
Add:
Base Management Fee |
|
|
|
|
|
|
|
733 |
|
|
|
-
|
|
|
|
|
733
|
|
|
|
-
|
|
Adjusted CCF |
|
|
|
|
|
|
$ |
9,671 |
|
|
$ |
7,671 |
|
|
|
$ |
51,736 |
|
|
$ |
35,590 |
|
CCF Margin |
|
|
|
|
|
|
|
20.6 |
% |
|
|
19.2 |
% |
|
|
|
29.2 |
% |
|
|
23.7 |
% |
Adjusted CCF
Margin |
|
|
|
|
|
|
|
22.3 |
% |
|
|
19.2 |
% |
|
|
|
29.6 |
% |
|
|
23.7 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gaylord Texan: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
60,830 |
|
|
$ |
58,675 |
|
|
|
$ |
200,235 |
|
|
$ |
202,310 |
|
Less:
Retail Inventory Adjustment |
|
|
|
|
|
|
|
-
|
|
|
|
(732 |
) |
|
|
|
-
|
|
|
|
(732 |
) |
Adjusted Revenue
|
|
|
|
|
|
|
$ |
60,830 |
|
|
$ |
57,943 |
|
|
|
$ |
200,235 |
|
|
$ |
201,578 |
|
Available Room
Nights |
|
|
|
|
|
|
|
139,012 |
|
|
|
139,012 |
|
|
|
|
553,026 |
|
|
|
551,419 |
|
Adjusted Total
RevPAR |
|
|
|
|
|
|
$ |
437.59 |
|
|
$ |
416.82 |
|
|
|
$ |
362.07 |
|
|
$ |
365.56 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total CCF |
|
|
|
|
|
|
$ |
19,194 |
|
|
$ |
19,420 |
|
|
|
$ |
62,442 |
|
|
$ |
67,268 |
|
Add:
Base Management Fee |
|
|
|
|
|
|
|
1,050 |
|
|
|
-
|
|
|
|
|
1,050
|
|
|
|
-
|
|
Adjusted CCF |
|
|
|
|
|
|
$ |
20,244 |
|
|
$ |
19,420 |
|
|
|
$ |
63,492 |
|
|
$ |
67,268 |
|
CCF Margin |
|
|
|
|
|
|
|
31.6 |
% |
|
|
33.1 |
% |
|
|
|
31.2 |
% |
|
|
33.2 |
% |
Adjusted CCF
Margin |
|
|
|
|
|
|
|
33.3 |
% |
|
|
33.5 |
% |
|
|
|
31.7 |
% |
|
|
33.4 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gaylord
National: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
61,922 |
|
|
$ |
64,966 |
|
|
|
$ |
242,379 |
|
|
$ |
235,113 |
|
Less:
Retail Inventory Adjustment |
|
|
|
|
|
|
|
-
|
|
|
|
(617 |
) |
|
|
|
-
|
|
|
|
(617 |
) |
Adjusted Revenue
|
|
|
|
|
|
|
$ |
61,922 |
|
|
$ |
64,349 |
|
|
|
$ |
242,379 |
|
|
$ |
234,496 |
|
Available Room
Nights |
|
|
|
|
|
|
|
183,632 |
|
|
|
183,632 |
|
|
|
|
730,536 |
|
|
|
728,540 |
|
Adjusted Total
RevPAR |
|
|
|
|
|
|
$ |
337.21 |
|
|
$ |
350.42 |
|
|
|
$ |
331.78 |
|
|
$ |
321.87 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total CCF |
|
|
|
|
|
|
$ |
13,861 |
|
|
$ |
16,049 |
|
|
|
$ |
65,846 |
|
|
$ |
56,292 |
|
Add:
Base Management Fee |
|
|
|
|
|
|
|
1,037 |
|
|
|
-
|
|
|
|
|
1,037
|
|
|
|
-
|
|
Adjusted CCF |
|
|
|
|
|
|
$ |
14,898 |
|
|
$ |
16,049 |
|
|
|
$ |
66,883 |
|
|
$ |
56,292 |
|
CCF Margin |
|
|
|
|
|
|
|
22.4 |
% |
|
|
24.7 |
% |
|
|
|
27.2 |
% |
|
|
23.9 |
% |
Adjusted CCF
Margin |
|
|
|
|
|
|
|
24.1 |
% |
|
|
24.9 |
% |
|
|
|
27.6 |
% |
|
|
24.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Inn at
Opryland (and Other Hospitality): |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
2,405 |
|
|
$ |
2,427 |
|
|
|
$ |
10,072 |
|
|
$ |
7,571 |
|
Less:
Retail Inventory Adjustment |
|
|
|
|
|
|
|
-
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
-
|
|
Adjusted Revenue |
|
|
|
|
|
|
$ |
2,405 |
|
|
$ |
2,427 |
|
|
|
$ |
10,072 |
|
|
$ |
7,571 |
|
Available Room
Nights |
|
|
|
|
|
|
|
27,876 |
|
|
|
27,876 |
|
|
|
|
110,898 |
|
|
|
90,705 |
|
Adjusted Total
RevPAR |
|
|
|
|
|
|
$ |
86.27 |
|
|
$ |
87.06 |
|
|
|
$ |
90.82 |
|
|
$ |
83.47 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total CCF |
|
|
|
|
|
|
$ |
1,152 |
|
|
$ |
1,057 |
|
|
|
$ |
3,099 |
|
|
$ |
1,721 |
|
Add:
Base Management Fee |
|
|
|
|
|
|
|
14 |
|
|
|
-
|
|
|
|
|
14
|
|
|
|
-
|
|
Adjusted CCF |
|
|
|
|
|
|
$ |
1,166 |
|
|
$ |
1,057 |
|
|
|
$ |
3,113 |
|
|
$ |
1,721 |
|
CCF Margin |
|
|
|
|
|
|
|
47.9 |
% |
|
|
43.6 |
% |
|
|
|
30.8 |
% |
|
|
22.7 |
% |
Adjusted CCF
Margin |
|
|
|
|
|
|
|
48.5 |
% |
|
|
43.6 |
% |
|
|
|
30.9 |
% |
|
|
22.7 |
% |
|