Playa Hotels & Resorts BV — Investor Presentation (September 2018)
20 slides from Playa Hotels & Resorts BV's investor presentation, Sep 17, 2018
Slide 1: Playa Hotels & Resorts: Branding All-Inclusive
Playa Hotels & Resorts: Branding All-Inclusive September 2018 Exhibit 99.2
Slide 2: Forward-Looking Statements
Forward-Looking Statements This presentation contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Forward-looking statements relate to expectations, beliefs, projections, future plans and strategie
Slide 3: Playa & Hilton Strategic Agreement
Playa & Hilton Strategic Agreement Playa and Hilton have executed a Strategic Agreement providing a framework for their joint operation within the all-inclusive segment, with the initial plan to convert the following Playa-owned resorts to all-inclusive Hiltons: The Royal Playa del Carmen, Mexico (5
Slide 4: Playa & Hilton Benefits Of Branding
Playa & Hilton Benefits Of Branding Hilton’s selection of Playa as its strategic partner in the development and management of all-inclusive Hiltons throughout the Caribbean, Mexico and Latin America reflects its confidence and conviction in Playa’s best-in-class stewardship of all-inclusive resorts
Slide 5: Playa & Hilton Strategic Agreement
Playa & Hilton Strategic Agreement This new relationship with Hilton: Significantly expands Playa’s total addressable market and allows Playa to greatly increase the number of resorts it can operate in each market, thereby enhancing Playa’s ability to potentially capture additional transactions and
Slide 6: Creating Value Through Branding Partnerships – Case Studies
Branding partnerships have helped deliver substantial growth to Playa’s performance and significant runway remains for the “All-Inclusive” model Includes Hyatt Ziva Cancún, Hyatt Zilara Cancún, Hyatt Ziva Los Cabos & Hyatt Ziva Puerto Vallarta. ADR & RevPAR calculated Year-to-Date as of 12/31/2013 a
Slide 7: Strategic Hilton Development Agreement Hilton Playa del Carmen
Strategic Hilton Development Agreement Hilton Playa del Carmen, an All-Inclusive Resort
Slide 8: Hilton Playa del Carmen, Rebranding & Renovation Plan
Hilton Playa del Carmen, an All-Inclusive Resort Rebranding & Renovation Plan Rebranding & Renovation The resort will be re-branded as an all-inclusive Hilton Hotel & Resort on November 1, 2018 Conversion and renovation will be completed in three phases from November 2018 to November 2019 Current es
Slide 9: Rebranding & Renovation Timeline
Rebranding & Renovation Timeline 2018 Phase #2 July 2019 – September 2019: 182 guestrooms located on the Southern section of the property will be renovated French, Mexican and beach restaurants Spa (addition of new treatment rooms) 2019 Phase #1 May 2019 – July 2019: 187 guestrooms located on the No
Slide 10: Hilton La Romana
Hilton La Romana, an All-Inclusive Resort
Slide 11: Hilton La Romana, Rebranding & Renovation Plan
Hilton La Romana, an All-Inclusive Resort Rebranding & Renovation Plan Rebranding & Renovation The resort will be re-branded as an all-inclusive Hilton Hotel & Resort in November 2018, at which time, Playa will begin to manage the resort The conversion and renovation will take approximately a year a
Slide 12: Rebranding & Renovation Timeline
Rebranding & Renovation Timeline 2018 Phase #2 March 2019 – November 2019: The West side of the resort will be closed for renovations Renovation of 412 rooms Addition of 22 swim-up rooms Renovations of F&B outlets: Seaside Grill, Italian & French Restaurant Teens Club & New Kids Club Family VIP loun
Slide 13: Strong branded presence in leading destinations in Mexico and the Caribbean
Strong branded presence in leading destinations with more than 20 hotels in Mexico and the Caribbean Brands (by rooms) (1) Owned & Managed by Playa Managed by AMResorts Jamaica Los Cabos Puerto Vallarta Cancún / Riviera Maya Punta Cana La Romana Brand Distribution After Conversion of THE Royal Playa
Slide 14: Vision 2021 – Challenges & Opportunities
Vision 2021 – Challenges & Opportunites Key Challenges & Opportunities Near-term construction & rebranding disruption Recent transition from Mark Travel to lower cost and direct business Continued rate softness and discounting among our competitive set in Cancun & The Riviera Maya is a headwind to A
Slide 15: Vision 2021 – Changes To EBITDA Outlook
Vision 2021 – Changes To EBITDA Outlook Scenario Analysis We are updating our multi-year outlook due to the near-term material disruption that will occur during the two conversions to all-inclusive Hiltons. This outlook is effective only as of today, and represents the current estimated growth traje
Slide 16: Vision 2021 - Quantifying Today's Growth Strategy
Includes Playa properties, Sagicor acquired properties, 3rd Party Management Contracts and Corporate Expense Initial costs and disruption associated with the conversion of the Dreams La Romana into the Hilton All-Inclusive and the internalization of management Disruption from conversion and renovati
Slide 17: Vision 2021 - Today's Growth Strategy: Other Project Assumptions
Hyatt Ziva & Zilara Cap Cana Hilton Playa del Carmen, an All-Inclusive Resort Hilton La Romana, an All-Inclusive Resort Hyatt Zilara Cancún Hyatt Ziva Cancún Hilton Rose Hall Jewel Grande / Hyatt Ziva Palmyra Estimated Year 2017 - 2019 2019 2019 2019 - 2020 2019 2019 2019 - 2020 Renovation Expansion
Slide 18: Appendix
Appendix
Slide 19: Definition of Adjusted EBITDA
Definition of Adjusted EBITDA We define EBITDA, a non-U.S. GAAP financial measure, as net income or loss, determined in accordance with U.S. GAAP, for the period presented, before interest expense, income tax and depreciation and amortization expense. We define Adjusted EBITDA, a non-U.S. GAAP finan
Slide 20: Reconciliation of EBITDA & Adjusted EBITDA For Playa Only
Reconciliation of EBITDA & Adjusted EBITDA For Playa Only
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