November Leaders Huddle

November Leaders Huddle

SLTO Leaders Huddle

November

GM Opening Remarks

• Westbank project updates

• Budget process

• Final Push! Focusing on Balanced Score Card Success

• Todays Agenda: Learn about key prioritizes and initiatives from operational areas

2

Financial Performance

Financial Results October 2021

Year to Date - October

October 2021

For the year 2021

For the Year 2020

Last

Last Year

Actual vs

Description

2021

2021

2020

Current Forecast

Last

Actual

Budget

Budget

Forecast

Budget

Actual

Budget

Actual

Forecast

1,232

959

1,299

270

(68) Rooms

6,048

8,890

5,707

8,000

7,466

11,599

6,147

242

177

335

28

(93) F & B - Banquet

849

1,389

1,076

1,284

1,218

2,336

1,078

570

424

353

174

218 F & B - Outlets

2,769

2,847

2,785

3,634

3,365

3,570

2,982

73

86

63

26

10 Others

494

489

340

646

669

620

472

2,117

1,646

2,050

497

67 Gross Operating Revenue

10,161

13,615

9,908

13,564

12,717

18,125

10,679

285

301

332

113

47 Rooms

1,611

2,180

2,036

2,236

2,211

2,849

2,206

608

490

710

165

101 F & B

2,778

3,909

3,810

3,894

3,705

5,406

3,905

48

61

71

13

23 Other Operating Dept.

280

402

454

423

437

543

481

941

853

1,112

291

172 Total Departmental Expenses

4,669

6,492

6,299

6,552

6,353

8,798

6,593

1,176

793

937

206

238 Departmental Contribution

5,492

7,123

3,608

7,011

6,364

9,327

4,086

272

284

311

139

39 Administration & General

1,778

2,331

2,342

2,374

2,369

2,980

2,708

187

197

229

99

41 Adv. & Business Promotion

950

1,666

1,216

1,290

1,315

2,093

1,304

136

143

137

90

1 Maintenance

855

1,257

1,022

1,145

1,169

1,541

1,092

70

46

52

69

(18) Utilities

561

688

617

710

663

813

679

665

669

728

396

64 Total Undistributed Expenses 302 GOP Before Management Fee

4,144

5,942

5,196

5,519

5,516

7,427

5,784

511

124

209

(190)

1,348

1,181

(1,588)

1,492

848

1,900

(1,697)

20

15

22

5

2 Management Fees

102

143

94

134

125

190

92

491

108

188

(194)

304 GOP After Management Fee

1,246

1,038

(1,681)

1,358

723

1,710

(1,789)

(92)

(92)

(102)

(101)

11 Property & Land Tax

(927)

(1,024)

(1,027)

(1,111)

(1,111)

(1,229)

(1,229)

(16)

(23)

(16)

(7)

(0) Property Insurance

(204)

(159)

(186)

(249)

(256)

(191)

(204)

(108)

(114)

(118)

(108)

10 Total Non-Operating Income/(Expenses)

(1,234)

(1,183)

(1,204)

(1,463)

(1,469)

(1,420)

(1,377)

383

(6)

69

(303)

314 EBITDA

12

(145)

(2,885)

(104)

(746)

290

(3,166)

-

-

-

-

- Replacement Reserves

-

-

-

-

-

-

-

383

(6)

69

(303)

314 EBITDA less Replacement Reserves

12

(145)

(2,885)

(104)

(746)

290

(3,166)

(33)

(40)

(70)

(56)

38 Depreciation & Amortisation

(482)

(687)

(556)

(562)

(590)

(828)

(656)

4

0

1

1

3 Interest Income

6

13

32

6

2

15

34

(29)

(40)

(69)

(55)

41 Net Other Income/(Expenses)

(476)

(675)

(524)

(556)

(588)

(813)

(622)

355

(46)

0

(357)

354 Net Income after Tax

(464)

(820)

(3,409)

(661)

(1,334)

(523)

(3,788)

45.4%

37.2%

47.6%

8.5%

(2.3%) Occupancy - Available Rooms (%)

21.8%

32.3%

20.4%

24.8%

23.2%

35.2%

18.3%

434

413

431

497

3 ADR

451

444

450

438

437

442

451

197

153

205

42

(8) RevPar

98

143

92

109

101

156

83

76.9%

68.6%

74.4%

58.2%

2.4% Rooms Dept. Profit %

73.4%

75.5%

64.3%

72.1%

70.4%

75.4%

64.1%

25.2%

18.3%

(3.2%)

18.3%

28.3% F&B Dept. Profit %

23.2%

7.7%

1.3%

20.8%

19.2%

8.5%

3.8%

55.6%

48.2%

45.7%

41.5%

9.8% Dept. Contribution %

54.1%

52.3%

36.4%

51.7%

50.0%

51.5%

38.3%

31.4%

40.7%

35.5%

79.6%

4.1% Undistributed Expenses %

40.8%

43.6%

52.4%

40.7%

43.4%

41.0%

54.2%

23.2%

6.6%

9.2% (39.1%)

14.1% GOP % After Management Fee

12.3%

7.6% (17.0%)

10.0%

5.7%

9.4% (16.8%)

835

831

1,088

272

253 TOTAL LABOUR COST

4,409

6,486

5,831

6,270

6,188

8,708

6,109

4

39.5%

50.5%

53.1%

54.6%

13.6% TOTAL LABOUR COST %

43.4%

47.6%

58.9%

46.2%

48.7%

48.0%

57.2%

142

142

142

63

0 Number of FTEs

83

111

97

93

94

118

88

Forecast

Competitive Performance – Running 28 Days

6

2019 Shangri-La Group. All Rights Reserved.

Forecast Outlook - November

Occupancy 46%

Weekends at 60%-68% occupancy Group base mid-week throughout the month

Potential upside in occupancy with last minute group

•

•

•

ADR: $403

•

•

Revenue: $1.13M

•

7

2019 Shangri-La Group. All Rights Reserved.

OTB Statistics - November

Corporate Production

Comp 1% Transient 10% Segmentation

Key Takeaways

Room Nights

Rate Code

• Transient/Pkg/OTA = 28% • Corporate 25% • Group 35%

Packages 6%

Corporate 25%

CENT (Entertainment)

108

Other 0%

CPP (Canada Pension Plan)

54 43 36 35 19 19 18 18 15 15 12 10 10

NEGOMA (Ontario Medica Assn)

• Entertainment top corporate producer

CENT-C (Entertainment)

OTA 12%

NEGCBRE (CBRE)

LINDT (Lindt & Sprungli) NEGDYM (Dymon Group)

• Expect transient to build throughout the month

Luxury Consortia 11%

FRESH (Joe Fresh/Loblaws) NEGCNA (Canaccord Financial) NEGODA (Ontario Dental Assn)

Group 35%

NEGQPG (Quadreal) CIMG (Canada Life)

KINGSTOWN (Mayor Kingstown) NEGBKS (Blackstone Group)

NEGLLS (Navacord) NEGLUL (Lululemon) OTHSPJ (Special Rates) NEGBE1 (Bell Canada)

9 8 6 5 5

NEGBKN (Bentall GreenOak)

8

2019 Shangri-La Group. All Rights Reserved.

Forecast Outlook - December

Occupancy 33%

outside of holiday weeks

with eased restrictions

•

ADR: $402

Dec 22-26 low occupancy period of ~20%

•

•

Revenue: $826K

•

Upside potential on NYE

•

Midweek occ. 35% - 40%

•

9

2019 Shangri-La Group. All Rights Reserved.

Food and Beverage

Food & Beverage Happenings…

New Lobby Lounge Menu • Date: November 12 th , 2021 onwards • Featuring Chef Tom Brodi’s creations Nutcracker Afternoon Tea • Date: November 18 th onwards • Thursdays-Sundays • Seating Times: 12pm, 12:30pm, 2pm, 2:30pm, 4pm, 4:30pm • CAD 98++

Winter Cocktail menu launch

Festive Season in the Making…

11

New Menu Launch - Chef Tom Brodi

TOP FEATURES:

Jalapeño Blue Cheese Sausage Roll Red pepper jelly

Wolfhead Smoked Salmon Field greens, potato bread, confit garlic oil, chive sour-cream Hand-Thrown Egg Noodle Dumpling Turkey confit, leeks, triple crunch mustard, cream, Gouda

Local and Fresh Canadian inspired Cuisine

12

Housekeeping

Housekeeping

• Focus on increasing % completion for VI-APP UV light inspections

• Reinstating decorative pillows and bed throw

• Brainstorming how we can elevate rune down service- noteworthy element

• Bringing back fresh plant/floral in suites

• NEW Bathorium products launching soon!

14

Security & Engineering

Security Update

• Power Shut-down

• See Something, Say Something!

• Emergency Number

• What to look for?

• Awareness Test

16

2019 Shangri-La Group. All Rights Reserved.

17

Performance Monitor: Guest Experience

Our Guests Engagement Scores (13% of BSC) Three key metrics to directly measure our success in delighting our valued guests

1

2

3

COMPSET INDEX SCORE (ONLINE REVIEWS)

AVG PROBLEM HANDLING SCORE (POST STAY SURVEY)

OVERALL STAY EXPERIENCE SCORE (POST STAY SURVEY)

19

Overall Stay Experience

Refers to the % of guests who rated full score of “5” based on the “Overall Experience” question in post stay surveys.

• Stable OSE performance from March to July with scores overachieving target between 75-78% • Decrease in August to 59% (-13% pts) mainly impacted by decline in Breakfast (-5% pts) and Arrival/Departure (-7% pts) key drivers • Saw an increase to 77% in September (+17% pts) • Our people remains the highest positive key driver impacting OSE 95% YTD (+2% pts above global average) • Form Key driver project teams for BITE and FL15

70.7 %

OSE Top box score YTD

50.0% 55.0% 60.0% 65.0% 70.0% 75.0% 80.0% 85.0% 90.0% 95.0% 100.0%

-4.9% vs Target -5.1% vs FY2020

69.2 %

OSE Top box score YTD Families

-5.8% vs Target -2.8% vs FY2020

Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21

20

OSE Top Box

Family Segment

Target

Overall Stay Experience

Refers to the % of guests who rated full score of “5” based on the “Overall Experience” question in post stay surveys.

Focus on converting 80% ratings to top box excellent scores • Evoke EXCELLENT ratings through Departure verbiage guidelines or written card with gift • Implement further engagement with family guests on site-YourVoice, CORE guests' program, Stay quality check during breakfast • Develop meaningful and small guest delight gestures for FO and F&B (Breakfast) to use

5.21% 2.08%

7.67%

14.02%

71.02%

• 75% were couples or families

71.0 %

14.0 %

89.3 %

100 80 60 40 20

• 56% experienced a stay defect

Average Score

Rated Top Box

Rated 80 out of 100

21

Compset Index Performance Score (Online Reviews)

Hotel YTD Performance Score / Competitor Set YTD Average Performance Score (Online Reviews Only)

• Since our dip in August, we have been trending upwards avg +3%pts MOM and now performing better then compset in Nov • YTD Hazelton consistently leading, followed by FS and St.Regis in close 2 nd • Feedback cards in billfolds from AT and at Bar

Compset Index Score 0.96

Hotel YTD Performance Score / Competitor Set YTD Average Performance Score (Online Reviews Only

-4.0% vs Target -3.0% vs FY2020

22

Problem Handling Avg Score (Post Stay Survey)

Average of all Ratings under Satisfaction with Problem Handling

• Since August we have been trending downwards in problem handling scores which could be due to a lot of new colleagues on board since then. • Build colleague skillset to handle guest complaints - classroom workshop for L5 • Further engagement with guests on site-YourVoice, Stay quality check during breakfast • Focus on minimizing reoccurring guest defects – weekly DR3 meetings

5.21% 2.08%

7.67%

of families experienced a problem YTD 23.3 %

Average problem handling score for families YTD 54.8 %

of guests experienced a problem YTD 21.2 %

Average problem handling score YTD 59.7 %

14.02%

71.02%

100 80 60 40 20

+8.6 vs FY2020

-10.8% vs Target -5.2 vs FY2020

-5.9% vs Target -0.6 vs FY2020

+6.8 vs FY2020

23

Report generated on: Oct 21

Forbes Travel Guide and AAA

• In October received our Forbes QA with score of 82.2 (-2.8% below target) Service 76.8% Facility 97.1% (+3.9%)

• 3 days of on-site learning with Ms. Gina Taylor with 12 Depts. In attendance

• Its Inspector Season!- Now until Jan

KEY AREAS OF FOCUS 1. Guest Name Usage 2. Genuine sense of interest

3. Thoughtfulness and anticipatory service 4. Note worthy or distinctively impressive elements

• AAA (5 Diamond) facilities inspection completed in October with 100% score

24 • Awaiting service inspection for 5 Diamond

Sales and Events

Sales & Events

Key Sales highlights •

Key Updates on Team Structure • Jack & Daniela resignations. 2 Vac Positions • Responsibilities: Maisie (Groups & Corporate) & Rohit (Entertainment & Lux Leisure) • Maisie’s transition to corporate sales • Timone Cooper started with us

$128,000 worth of Luxury

• $125,000 worth of Film & Production • $101,000 worth of Groups Business • $196,000 worth of corporate business • $176,000 events business

Banquets Forecast

26

2019 Shangri-La Group. All Rights Reserved.

Marketing

Marketing

Wedding Website

•

Bathorium

•

National Ballet of Canada partnership

•

28

Human Resources

Human Resources

Recruitment

•

Vaccination status

•

PDRs

•

CSR

•

30

Q&A

31

SLTO Leaders Huddle

November