INVESTOR PRESENTATION Q2 2014 Cautionary Statements This - - PDF document
INVESTOR PRESENTATION Q2 2014 Cautionary Statements This - - PDF document
INVESTOR PRESENTATION Q2 2014 Cautionary Statements This presentation contains forward-looking information that reflects the current expectations, estimates and projections of management about the future results, performance, achievements,
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Making People’s Lives Better
Cautionary Statements
This presentation contains forward-looking information that reflects the current expectations, estimates and projections of management about the future results, performance, achievements, prospects or opportunities for Chartwell and the seniors housing industry. The words “plans”, “expects”, “does not expect”, “is expected”, “budget”, “scheduled”, “estimates”, “intends”, “anticipates”, “does not anticipate”, “projects”, “believes” or variations of such words and phrases or statements to the effect that certain actions, events or results “may”, “will”, “could”, “would”, “might”, “occur”, “be achieved” or “continue” and similar expressions identify forward-looking statements. Forward-looking statements are based upon a number of assumptions and are subject to a number of known and unknown risks and uncertainties, many of which are beyond our control, and that could cause actual results to differ materially from those that are disclosed in or implied by such forward-looking statements. While we anticipate that subsequent events and developments may cause our views to change, we do not intend to update this forward-looking information, except as required by applicable securities laws. This forward-looking information represents our views as of the date of this presentation and such information should not be relied upon as representing our views as of any date subsequent to the date
- f this document. We have attempted to identify important factors that could cause actual results,
performance or achievements to vary from those current expectations or estimates expressed or implied by the forward-looking information. However, there may be other factors that cause results, performance or achievements not to be as expected or estimated and that could cause actual results, performance or achievements to differ materially from current expectations. There can be no assurance that forward-looking information will prove to be accurate, as actual results and future events could differ materially from those expected or estimated in such statements. Accordingly, readers should not place undue reliance on forward-looking information. These factors are not intended to represent a complete list of the factors that could affect us. See "Risks and Uncertainties" in our 2013 MD&A and risk factors highlighted in materials filed with the securities regulatory authorities in Canada from time to time, including but not limited to our most recent Annual Information Form. Non-GAAP Measures In this document we use a number of performance measures that are not generally accepted accounting principles (“GAAP”) such as Funds from Operations (“FFO”), Adjusted Funds from Operations (“AFFO”), Net Operating Income (“NOI”), “Same Property NOI,” “Same Property Revenue,” “Same Property Direct Operating Expenses,” “G&A Expenses as a percentage of Revenue,” “Interest Coverage Ratio,” “Indebtedness Ratio,” “Net Debt to Adjusted EBITDA Ratio,” “Chartwell’s Interests” and any related per unit amounts to measure, compare and explain the operating results and financial performance of the Trust (collectively, the “Non-GAAP Measures”). These Non-GAAP Measures do not have any standardized meaning prescribed by International Financial Reporting Standards (“IFRS”) and, therefore, may not be comparable to similar measures presented by other publicly- traded entities. Please refer to the “Non-GAAP Measures” section of our Q2 2014 MD&A for details.
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Making People’s Lives Better
Why Chartwell?
- 1. Unmatched national operating platform
- 2. Well-located and maintained real estate portfolio
- 3. Significant long-term growth potential
- Demographic trends = more demand
- Government fiscal constraints = more private pay demand
- Fragmented industry = consolidation opportunities
- 4. Strong earnings growth potential
- 1% growth in occupancy or rate = 3 cents growth in AFFO
- 5. Improving financial position and lower interest
costs on refinancing = reduced portfolio risk
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Making People’s Lives Better
Profile
Geographically Diversified Serving Full Continuum
- f Care
- Focus on growth in Canada
- Narrowing U.S. holdings to Florida, Texas and Colorado
# of Suites Owned, Leased and Managed # of Trust Units (000s) Market Cap ($ billions) Revenue ($ millions) Adjusted EBITDA ($ millions)
As at June 30, 2014 12 months ended June 30, 2014
30,577 (1) 176,893 (2) $1.9 (3) $947.1 $258.3
(1) Includes suites in properties classified as assets held for sale (2) Includes Trust Units, Class B Units, Deferred Trust Units, Trust Units issued under LTIP (3) June 30, 2014 closing price was $10.84
Ontario, 36% Quebec, 30% Other U.S., 8% Colorado, 4% Florida, 7% T exas, 4% Alberta, 3% British Columbia, 8%
Total Canada – 77% Total U.S. – 23%
Independent Living, 4% Independent Supported Living, 75% Assisted Living, 4% Memory Care, 1% Long T erm Care, 16%
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Making People’s Lives Better
Building Sustainable Value
Grow core property portfolio contribution Maintain a strong financial position Improve quality and efficiency of
- ur corporate
support services Build value of
- ur real
estate portfolio
Strategic Priorities
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Making People’s Lives Better
Building Sustainable Value
Grow core property portfolio contribution
2.4% in 2014 YTD * 3.2% in 2014 YTD*
NOI 0.5% in 2014 YTD*
* Same property for six months ended June 30, 2014 compared to the same period of 2013
Maintain and grow
- ccupancy
Grow revenue Control costs
- Quality resident
care and services
54% very satisfied residents in 2013, 52% in 2012
- Branding
Making People’s Lives Better
- Sales
Improved training programs Performance-based compensation
- Knowing our
customer
- Occupancy
- Ancillary
services program
- Rate
management and suite turnover
- Labour relations
- Centralized
purchasing
- Energy
management
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Making People’s Lives Better
2014 2013
Net debt to adjusted EBITDA ratio (1) 8.6 8.5 Interest coverage ratio (2) 2.14 2.17 Indebtedness ratio (3) 56.2% 56.6% Weighted average interest rate (4) 4.92% 5.02% Average term to maturity (4) 7.1yrs 6.7yrs
(1) Based on June 30, 2014 and 2013 Net Debt balances and Adjusted EBITDA for the 12-month periods ended June 30, 2014 and 2013 (2) For the six-month periods ended June 30, 2014 and 2013 (3) As at June 30, 2014 and December 31, 2013, including convertible debentures (4) Mortgage portfolio as at June 30, 2014 and December 31, 2013
Building Sustainable Value
Maintain a strong financial position
- Mortgage refinancing program generates interest savings
and extends maturities
- Adjusting for non-recurring items, interest coverage in 2014
YTD would have been 2.17
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Making People’s Lives Better
Blog Website Social Media Search Engine Optimization and Marketing Chartwell Contact Centre 2010 – Labour cost management tool 2011 – Budgeting and forecasting system 2012 – Consolidation and reporting system 2013 – Core financial system 2013 – Prospect management system 2013 – Standardized IT infrastructure rollout 2013 – Capital budget system 2014 – Procurement and payment system 2014 – Fixed assets management and reporting system
Building Sustainable Value
Improve quality and efficiency of our corporate support services
Continuing investments in IT initiatives Online presence strategy
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Making People’s Lives Better
Building Sustainable Value
Build value of our real estate portfolio
Completed acquisitions of interests in four retirement residences and a medical office building in Ontario and Quebec for $87.4 million Completed development of one retirement residence in Ontario with two other projects in progress for completion in 2014 and 2015 Completed sales of interests in 19 non-core properties in Ontario and U.S. for $225.2 million
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Making People’s Lives Better
Financial Performance
Q2 2014 Highlights
Key Performance Indicators Q2 2014 Q2 2013
Increase/ (Decrease) Average occupancy – same property 89.3% 89.6% (0.3pp) NOI – same property ($ millions) $62.4 $63.3 ($0.9) AFFO ($ millions) $31.9 $32.3 ($0.4) AFFO per unit diluted $0.18 $0.18
- Distributions declared as a
percentage of AFFO 74.9% 72.6% 2.3pp
- AFFO of 18 cents per unit diluted
- Same property NOI decreased 1.3%
- Same property portfolio occupancy decreased 0.3pp
- Expect improving performance in the second half of 2014
driven by stronger leasing activities and realization of the benefits of centralized procurement initiatives and lower utility costs
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Making People’s Lives Better
Financial Performance
86.4% 87.7% 88.3% 87.6% 88.0% 70 75 80 85 90 95 100 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14
Occupancy
Ontario Retirement Platform
- Continued competitive pressures, utility and real estate
taxes impacted results
- Slower pace of new supply and stronger leasing activity
expected to support improving occupancy and NOI growth
Q2 2014 Q2 2013 Increase/(Decrease) $ %
Same property statistics:
NOI ($ millions) $17.7 $18.7 ($1.0) (5.1%) Occupancy 86.4% 88.0% N/A (1.6pp)
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Making People’s Lives Better Occupancy
92.4% 91.2% 92.3% 92.0% 91.4% 70 75 80 85 90 95 100 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14
- Continuing occupancy and rental rate growth contributed to
the results
- Positive conditions in most of our markets
Western Canada Platform
Financial Performance
Q2 2014 Q2 2013 Increase/(Decrease) $ %
Same property statistics:
NOI ($ millions) $9.1 $8.8 $0.3 4.3% Occupancy 92.4% 91.4% N/A 1.0pp
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Making People’s Lives Better
87.2% 87.6% 88.1% 87.5% 87.1% 70 75 80 85 90 95 100 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14
Occupancy
- Higher utilities and real estate taxes impacted results
- Strong leasing expected to support improving occupancy
and NOI growth in the second half of 2014
Quebec Platform
Financial Performance
Q2 2014 Q2 2013 Increase/(Decrease) $ %
Same property statistics:
NOI ($ millions) $12.9 $13.1 ($0.2) (1.4%) Occupancy 87.2% 87.1% N/A 0.1pp
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Making People’s Lives Better Occupancy
- Increased funding and preferred accommodation rates
- High occupancy
- Disciplined expense management
98.5% 98.6% 98.7% 98.4% 98.5% 70 75 80 85 90 95 100 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14
Ontario LTC Platform
Financial Performance
Q2 2014 Q2 2013 Increase/(Decrease) $ %
Same property statistics:
NOI ($ millions) $7.3 $7.2 $0.1 1.3% Occupancy 98.5% 98.5% N/A
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Making People’s Lives Better Occupancy
88.6% 89.7% 88.7% 87.4% 88.1% 70 75 80 85 90 95 100 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14
- Short-term move-in incentives, higher staffing costs and
lower occupancies impacted results
- Expect improving performance in the remainder of 2014
U.S. Platform
Financial Performance
Q2 2014 Q2 2013 Increase/(Decrease) $ %
Same property statistics:
NOI (U.S. $ millions) $15.3 $15.5 ($0.2) (1.2%) Occupancy 88.1% 88.6% N/A (0.5pp)
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Making People’s Lives Better
Financial Performance
Total G&A Expenses ($ millions) Percentage of Revenue
- Higher legal fees related to the settled litigation in the U.S.
added $0.4 million of G&A expenses in Q2 2014
Managing G&A Expenses
$7.8 $6.8 $8.5 $9.9 $8.3 3.4% 2.9% 3.6% 4.2% 3.5% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% $0 $5 $10 $15
Q2 13 Q3 13 Q4 13 Q1 14 Q2 14
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Making People’s Lives Better
Financial Performance
- Early refinancing of some 2014 and 2015 maturities with
long-term debt generate interest savings and reduce refinancing risks
Debt Maturities
At June 30, 2014 At December 31, 2013 Canadian Debt U.S. Debt Combined Combined Fixed Rate Variable Rate Fixed Rate Variable Rate Amount ($millions) 1,265.6 150.1 476.9
- 1,892.6
2,034.3 Weighted average rate 4.62% 4.47% 5.85%
- 4.92%
5.02% Average term to maturity (years) 9.8 0.8 2.0
- 7.1
6.7 * 10% of total Canadian mortgage debt = $141.6 million * 10% of total U.S. mortgage debt = U.S.$44.7 million
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Making People’s Lives Better
Outlook
Growth in core property portfolio contribution
New brand rollout Focus on occupancy, ancillary services and cost control Broader assisted living options Growth from lease-up properties
Maintaining a strong financial position
Prudent distributions policy Reducing debt leverage over time Extending mortgage terms Staggering debt maturities
Improvements in quality and efficiency
- f our corporate
support services
IT investments Online presence Streamlined supply chain processes
Building value of our real estate portfolio
Ongoing asset management programs in Canada and the U.S. Strong development pipeline Acquisition opportunities Divesting non-core assets
Strategic Priorities
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Making People’s Lives Better
Industry Fundamentals
Source: Care Planning Partners Inc.
Significant Future Demand in Canada
Required Inventory Growth
2014 2015 2016 2021 2026 2031 2036 Retirement (suites) 7,688 7,688 7,688 29,850 57,197 92,291 101,907 Long Term Care (beds) 22,301 7,434 7,434 28,056 53,729 88,492 97,202 29,989 15,122 15,122 57,906 110,926 180,783 199,109