INVESTOR PRESENTATION Q3 2014 Cautionary Statements This - - PDF document

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INVESTOR PRESENTATION Q3 2014 Cautionary Statements This - - PDF document

INVESTOR PRESENTATION Q3 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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INVESTOR PRESENTATION

Q3 2014

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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 Interest” 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 Q3 2014 MD&A for details.

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Why Chartwell?

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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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Profile

Geographically Diversified Serving Full Continuum

  • f Care
  • Focus on growth in Canada
  • Narrowing U.S. holdings to Florida, Texas and Colorado

# of Employees # of Suites Owned, Leased and Managed # of Trust Units (000s) Market Cap ($ billions) Revenue ($ millions) Adjusted EBITDA ($ millions)

As at September 30, 2014 12 months ended September 30, 2014

13,314 (1) 29,993 177,182 (2) $1.9 (3) $942.6 $257.8

(1) Canadian employees only (2) Includes Trust Units, Class B Units, Deferred Trust Units, Trust Units issued under LTIP (3) September 30, 2014 closing price was $10.96

Total Canada – 80% Total U.S. – 20%

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Industry Fundamentals

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2014 2015 2016 2021 2026 2031 2036

Projected 75+ Population 2,439,700 2,495,700 2,563,400 3,024,000 3,766,200 4,614,900 5,457,400 Cumulative 75+ Growth from 2014 56,000 123,700 584,300 1,326,500 2,175,200 3,017,700 Average Annual Increase 56,000 67,700 92,120 148,440 169,740 168,500 Source: Statistics Canada, Population Projections for Canada, Provinces, and Territories, 2009 to 2036, Catalogue no. 91-520-X, 2010

Individuals Aged 75 and Older Population Projection

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Industry Fundamentals

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Significant Future Demand in Canada

  • Current supply is approximately 400,000 suites
  • ~ 600,000 new suites are expected to be required by

2036 to meet growing demand

Retirement demand is estimated by applying the current national capture rate of 8.0% (CMHC Seniors Housing Report Canada Highlights, 2014) to 75+ population as reported by Statistics Canada. LTC demand is estimated based on 97.8 beds per 1,000 people aged 75 and over. This estimate represents the 2005-2010 average LTC Beds/Population ratios reported by Statistics Canada in their Residential Care Facilities reports.

Total Supply New Supply

5,000 10,000 15,000 20,000 25,000 30,000 35,000 200,000 400,000 600,000 800,000 1,000,000 1,200,000 2014 2015 2016 2021 2026 2031 2036 Long Term Care Retirement Annual projection for required new supply

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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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Building Sustainable Value

Grow core property portfolio contribution

2.5% in 2014 YTD * 3.0% in 2014 YTD *

NOI 1.2% in 2014 YTD *

* Same property for nine months ended September 30, 2014 compared to the same period of 2013

Maintain and grow

  • ccupancy

Grow revenue Control costs

  • Quality resident

care and services

  • Branding

Making People’s Lives Better

  • Sales

Improved training programs Performance-based compensation

  • Occupancy
  • Ancillary

services program

  • Rate

management and suite turnover

  • Labour relations
  • Centralized

purchasing

  • Energy

management

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Building Sustainable Value

  • Improving Interest Coverage ratios
  • Gradually reducing debt levels

* Nine months ended September 30, 2014 * As at September 30, 2014 Note: Commenced reporting Net Debt to Adjusted EBITDA in 2012 * Nine months ended September 30, 2014

Net Debt to Adjusted EBITDA Ratio Indebtedness Ratio 1.81 1.91 2.03 2.16 2.22

  • 0.5

1.0 1.5 2.0 2.5 2010 2011 2012 2013 2014 YTD * Interest Coverage Ratio

8.7 8.6 8.5

7.0 7.5 8.0 8.5 9.0 2012 2013 2014 YTD * Net Debt to Adjusted EBITDA

57.7% 59.3% 57.9% 56.6% 55.2%

53.0% 54.0% 55.0% 56.0% 57.0% 58.0% 59.0% 60.0% 2010 2011 2012 2013 2014 YTD * Debt to GBV

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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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Building Sustainable Value

2014 YTD

  • Reinvested $29.3 million in improvements to our existing assets
  • Invested $87.4 million in acquisitions
  • Completed $36.8 million of development projects with three other

projects in progress

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Build value of our real estate portfolio

Portfolio and Asset Management Development Acquisitions Market and Industry Research Risk Management

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Building Sustainable Value

Development Case Studies

Chartwell Deerview Retirement Residence – ISL/MC

  • 119 suites
  • $32.3 million development costs
  • Opened February 2014
  • Expected stabilization Q2 2015
  • Expected unlevered cash yield 9.0%

Redevelopment of three LTC communities in Ontario

  • 224 beds
  • $32.5 million development costs
  • Opened Q1 2013 – Q1 2014
  • Actual unlevered cash yield 9.5%

Chartwell L'Unique Phase II - ISL

  • 90 suites
  • $1.4 million mezzanine loan at 10%
  • Expected completion Q2 2015
  • Expected stabilization in Q2 2016
  • Expected to acquire at appraised value on

stabilization

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Financial Performance

Q3 2014 Highlights

Key Performance Indicators Q3 2014 Q3 2013

Increase/ (Decrease) Average occupancy – same property 90.2% 89.9% 0.3pp NOI – same property ($ millions) $64.3 $62.7 $1.6 AFFO ($ millions) $33.9 $32.6 $1.3 AFFO per unit diluted $0.19 $0.18 $0.01 Distributions declared as a percentage of AFFO 70.4% 72.2% (1.8pp)

  • AFFO of 19 cents per unit diluted
  • Same property NOI increased 2.6%
  • Same property portfolio occupancy increased 0.3pp
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Financial Performance

Occupancy

Ontario Retirement Platform

  • Slower pace of new supply and stronger leasing activity

expected to support improving occupancy and NOI growth

Q3 2014 Q3 2013 Increase/(Decrease) $ %

Same property statistics:

NOI ($ millions) $18.4 $18.1 $0.3 1.9% Occupancy 87.0% 87.6% N/A (0.6pp)

89.8% 88.0% 87.6% 88.3% 87.7% 86.4% 87.0% 70% 75% 80% 85% 90% 95% Q1 13 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14

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  • Continuing occupancy and rental rate growth contributed to

the results

  • Positive conditions in most of our markets

Western Canada Platform

Financial Performance

Q3 2014 Q3 2013 Increase/(Decrease) $ %

Same property statistics:

NOI ($ millions) $9.5 $9.3 $0.2 1.7% Occupancy 93.5% 92.0% N/A 1.5pp

Occupancy

91.5% 91.4% 92.0% 92.3% 91.2% 92.4% 93.5% 70% 75% 80% 85% 90% 95% 100% Q1 13 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14

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  • Strong occupancy growth and expense controls
  • Leasing activity remains strong in most of our Quebec

markets

Quebec Platform

Financial Performance

Q3 2014 Q3 2013 Increase/(Decrease) $ %

Same property statistics:

NOI ($ millions) $14.2 $13.5 $0.7 4.9% Occupancy 88.7% 87.5% N/A 1.2pp

87.1% 87.1% 87.5% 88.1% 87.6% 87.2% 88.7% 70% 75% 80% 85% 90% 95% 100% Q1 13 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14

Occupancy

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  • Increased funding and preferred accommodation rates
  • High occupancy
  • Disciplined expense management

Ontario LTC Platform

Financial Performance

Q3 2014 Q3 2013 Increase/(Decrease) $ %

Same property statistics:

NOI ($ millions) $7.2 $7.0 $0.2 2.8% Occupancy 98.8% 98.8% N/A

  • Occupancy

97.7% 98.5% 98.8% 98.6% 98.4% 98.5% 98.8% 70% 75% 80% 85% 90% 95% 100% Q1 13 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14

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  • Rental rate growth and higher ancillary revenues

contributed to NOI growth

  • Increased capital investments expect to further improve

competitiveness of our portfolio

U.S. Platform

Financial Performance

Q3 2014 Q3 2013 Increase/(Decrease) $ %

Same property statistics:

NOI (U.S.$ millions) $15.0 $14.7 $0.3 1.8% Occupancy 88.9% 89.7% N/A (0.8pp)

Occupancy

87.5% 88.6% 89.7% 88.7% 87.4% 88.1% 88.9% 70% 75% 80% 85% 90% 95% 100% Q1 13 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14

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Financial Performance

Total G&A Expenses ($ millions) Percentage of Revenue

  • Lower legal fees and timing of other expenses contributed

to a reduction of G&A costs

Managing G&A Expenses

$6.8 $8.5 $9.9 $8.3 $6.4 2.9% 3.6% 4.2% 3.5% 2.8% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% $0.0 $5.0 $10.0 $15.0 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14

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Financial Performance

  • Early refinancing of some 2014 and 2015 maturities with

long-term debt generates interest savings and reduces refinancing risks

  • U.S. mortgage refinancing strategy is underway

Debt Maturities

At September 30, 2014 At December 31, 2013 Canadian Debt U.S. Debt Combined Combined Fixed Rate Variable Rate Fixed Rate Variable Rate Amount ($millions) 1,287.7 140.6 498.4

  • 1,926.7

2,034.3 Weighted average rate 4.57% 4.44% 5.85%

  • 4.89%

5.02% Average term to maturity (years) 9.5 1.7 1.8

  • 6.9

6.7 * 10% of total Canadian mortgage debt = $142.8 million * 10% of total U.S. mortgage debt = U.S.$44.5 million

Target *