Q2 2014 Conference Call August 8, 2014 Cautionary Statements This - - PowerPoint PPT Presentation

q2 2014 conference call
SMART_READER_LITE
LIVE PREVIEW

Q2 2014 Conference Call August 8, 2014 Cautionary Statements This - - PowerPoint PPT Presentation

Q2 2014 Conference Call August 8, 2014 Cautionary Statements This presentation contains forward-looking information that reflects the current expectations, estimates and projections of management about the future results, performance,


slide-1
SLIDE 1

Q2 2014 Conference Call

August 8, 2014

slide-2
SLIDE 2

2

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

  • f this presentation and such information should not be relied upon as representing our views as of any date subsequent to the date of 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

  • ur Q2 2014 MD&A for details.
slide-3
SLIDE 3

3

Making People’s Lives Better

Building Sustainable Value

Strategic Priorities

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

slide-4
SLIDE 4

4

Making People’s Lives Better

Affinity programs and Partners Day National resident referral program Fall national advertising campaign Enhanced social media presence Strategies to increase leads:  Website  Call centre  Phone system Strategies to increase permanent move-ins:  Sales training focused on purposeful follow-up  DRS ability to listen to sales calls and coach Sales Consultants  Enhanced hiring and performance management of Sales Consultants

Occupancy

Effectiveness of marketing and sales processes

Sales Marketing

slide-5
SLIDE 5

5

Making People’s Lives Better

Operations Initiatives

To provide a happier, healthier and more fulfilled life experience for seniors

Driving additional care revenue Enhanced ancillary care services National purchasing contracts New resident satisfaction survey with comparative benchmarks Final pieces of

  • perational

reorganization in place

slide-6
SLIDE 6

FINANCIAL REVIEW

Financial Review

slide-7
SLIDE 7

7

Making People’s Lives Better

Solid Financial Performance

  • 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

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

slide-8
SLIDE 8

8

Making People’s Lives Better

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 Occupancy

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)

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

slide-9
SLIDE 9

9

Making People’s Lives Better

Western Canada Platform

  • Continuing occupancy and rental rate growth contributed to the results
  • Positive conditions in most of our markets

Occupancy

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

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

slide-10
SLIDE 10

10

Making People’s Lives Better

Quebec Platform

  • Higher utilities and real estate taxes impacted results
  • Strong leasing expected to support improving occupancy and NOI growth in the second half of

2014 Occupancy

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

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

slide-11
SLIDE 11

11

Making People’s Lives Better

Ontario LTC Platform

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

Occupancy

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

  • 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

slide-12
SLIDE 12

12

Making People’s Lives Better

U.S. Platform

  • Short-term move-in incentives, higher staffing costs and lower occupancies impacted results
  • Expect improving performance in the remainder of 2014

Occupancy

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)

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

slide-13
SLIDE 13

13

Making People’s Lives Better

Financial Performance

Percentage of Revenue

  • Higher legal fees related to the settled litigation in the U.S. added $0.4 million of G&A expense

in Q2 2014

Managing G&A Expenses

Total G&A Expenses ($ millions)

$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

slide-14
SLIDE 14

Outlook

slide-15
SLIDE 15

15

Making People’s Lives Better

Outlook

Strategic Priorities

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

slide-16
SLIDE 16

Q3 2012 Conference Call

November 14, 2012

Q2 2014 Conference Call

August 8, 2014