Q3 2019 Investor Presentation CAUTIONARY STATEMENTS This - - PDF document
Q3 2019 Investor Presentation CAUTIONARY STATEMENTS This - - PDF document
Q3 2019 Investor Presentation CAUTIONARY STATEMENTS This presentation contains forward-looking information that reflects the current expectations, estimates and projections of management about the future performance and opportunities for
CAUTIONARY STATEMENTS
This presentation contains forward-looking information that reflects the current expectations, estimates and projections of management about the future performance and opportunities for Chartwell and the seniors housing industry. The words “plans,” “expects,” “scheduled,” “estimates,” “intends,” “anticipates,” “projects,” “believes” or variations of such words and phrases or statements to the effect that certain actions, events or results “may,” “will,” “could,” “might” occur and other 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 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. Accordingly, readers should not place undue reliance on forward-looking information. See the "Risks and Uncertainties" section in our 2018 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. In this document we use a number of performance measures that are not defined in generally accepted accounting principles (“GAAP”) such as Net Operating Income (“NOI”), Funds from Operations (“FFO”), Internal Funds from Operations (“IFFO”), IFFO per unit (“IFFOPU”), “Adjusted Resident Revenue”, “Adjusted EBITDA”, “Net Debt to Adjusted EBITDA Ratio”, “Debt to Capitalization”, “Liquidity”, “Imputed Cost of Debt”, “Lease-up-Losses”, “Adjusted Development Costs”, “Unlevered Yield”, “Stabilized NOI” “Adjusted NOI”, and any related per unit amounts to measure, compare and explain the operating results and financial performance of the Trust (collectively, the “Non-GAAP Financial Measures”). These Non-GAAP Financial Measures do not have standardized meanings prescribed by GAAP and, therefore, may not be comparable to similar measures used by other issuers. The Real Property Association of Canada (“REALPAC”) issued white papers with recommendations for calculations of FFO, Adjusted Funds from Operations (“AFFO”), and Adjusted Cash Flow from Operations (“ACFO”) (the “REALPAC Guidance”). Our FFO definition is substantially consistent with the definition adopted by REALPAC. Please refer to the “Additional Information on Non-GAAP Financial Measures” section of our Q3 2019 MD&A for details. In this document we use various financial metrics and ratios in our disclosure of financial covenants such as “Interest Coverage Ratio”, “Indebtedness Percentage”, “Unencumbered Property Asset Value”. These metrics are calculated in accordance with the definitions contained in our credit agreements and the trust indenture governing our outstanding debentures, and may be described using terms which differ from standardized meanings prescribed by GAAP. These metrics may not be comparable to similar metrics used by other issuers. Please refer to the “Liquidity and Capital Resources – Financial Covenants” section of our Q3 2019 MD&A for details.
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Member of S&P/TSX Composite Index since 2005 $3.2 Billion (1)
Market Capitalization
Largest Canadian Owner/Operator 209 / 31,030 (2)
Communities / Suites & Beds
Significant Employer ~15,000
Employees
Revenue $987.1 Million (3) Adjusted EBITDA $290.1 Million (3) High Occupancy Rates 89.6% (4) Interest Coverage Ratio 3.2 (3) Net Debt to Adjusted EBITDA 8.1 (3) Debt to Capitalization 42.4% (1)
CHARTWELL AT A GLANCE
(1) Trust Unit price $14.72 at September 30, 2019. (2) Includes development properties and Batimo Inc. (“Batimo”) development properties under management as at September 30, 2019. (3) Rolling twelve months ended September 30, 2019. (4) Same property portfolio for the quarter ended September 30, 2019.
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WHY CHARTWELL?
1. Exceptional corporate culture and governance 2. Winning customer focused business strategy 3. Unmatched execution capability through national
- perating platform
4. Significant industry long-term growth potential
Demographic trends = more demand Government fiscal constraints = more private pay demand Fragmented industry = consolidation opportunities
5. Solid financial position and investment grade credit
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WHAT’S OUR WHY
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CORPORATE SOCIAL RESPONSIBILITY
Resident Experience
Employee Engagement
Corporate Governance Community Investment Environmental Stewardship
Our CSR program benchmarks commitments and progress in five key areas:
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PROFILE – STRONG GOVERNANCE
Board Members Relevant Experience Tenure on Chartwell’s Board Michael D. Harris1,4 (Chair) Senior business advisor at Fasken Martineau Du Moulin LLP Director of Canaccord Genuity Group Inc., Colliers International Group Inc., Route 1 Inc. Former Premier of Ontario 15 Lise Bastarache1,2,3 Director of Laurentian Bank of Canada Director of Otéra Capital Former RBC Executive 14 Ann Davis1,2,3 (Chair, Audit Committee) Director of Women’s College Hospital Foundation Director of Canada Guaranty Mortgage Insurance Company, Canadian Investor Protection Fund Former partner of KPMG 2 Andre Kuzmicki1,3 (Chair, Investment Committee) Director of Dorsay Development Corporation Former Executive Director of the Brookfield Centre in Real Estate, Schulich School of Business, York University 14 Jamie Scarlett1,4,5 Former Chief Legal Officer at Hydro One Inc. Former Senior Partner of Torys LLP New Sharon Sallows1,3,4 Trustee RioCan REIT Director, Home Capital Group Inc. and AIMCO Former principal at Ryegate Capital Corporation 9 Huw Thomas1,2,4 (Chair, CG&N Committee)
Director of Dollarama Former CEO of SmartCentres REIT 7
- W. Brent Binions
See management team page 15
Globe and Mail Board Games 2018 - Ranked #7 in the Country (Top Real Estate and Healthcare Company)
1 Independent 2 Member of the Audit Committee 3 Member of the Investment Committee 4 Member of the Compensation, Governance and Nominating Committee (“CG&N”) 5 Elected to Chartwell’s Board on May 16, 20197
Name & Title Past Experience Tenure with Chartwell Industry Experience Past President of the Ontario Long Term Care Association and a past Vice President
- f the Ontario Residential Care Association
15 37 Prior to joining Chartwell, was a Senior Manager with KPMG LLP 15 15 Prior to joining Chartwell, held progressive positions over a 21 year career at the Ontario Long Term Care Association, including six years as their Executive Director 11 32 Prior to joining Chartwell, held various positions at Retirement Residences REIT including Senior Vice President of Finance and Director of Corporate Accounting 12 19 Prior to joining Chartwell, practiced corporate and securities law at Torys LLP 11 11
1 Also on the Board of Directors. Only non-independent board member.- W. Brent Binions1
President and Chief Executive Officer Vlad Volodarski Chief Financial Officer & Chief Investment Officer
100 years of collective industry experience
Karen Sullivan Chief Operating Officer Sheri Harris Chief Administrative Officer Jonathan M. Boulakia Chief Legal Officer
PROFILE - EXPERIENCED EXECUTIVE TEAM
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BUSINESS STRATEGY
In 2023, we will achieve in our retirement residences, Employee Engagement of 55% (highly engaged), Resident Satisfaction of 67% (very satisfied) and Same Property Occupancy of 95% to drive strong IFFOPU growth by providing exceptional resident experiences through personalized services in our upscale and mid-market residences in urban and suburban locations.
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(1) Same property Retirement Operations, as defined in each year.
Resident Satisfaction
51% 53% 58% 63% 67% 0% 10% 20% 30% 40% 50% 60% 70% 2016 2017 2018 2019 2023 Target
Retirement Same Property Occupancy (1)
40% 41% 47% 48% 55% 0% 10% 20% 30% 40% 50% 60% 2016 2017 2018 2019 2023 Target 92.6% 91.9% 90.5% 95.0% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 2016 2017 2018 2023 Target
Very Satisfied
BUSINESS STRATEGY
Employee Engagement Highly Engaged
BUSINESS STRATEGY
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BUSINESS STRATEGY
Exceptional Resident Experience through Personalized Services
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BUSINESS STRATEGY – OUR PROPERTIES
Leader in each of its markets (3)
Province Share of Market
Ontario 16% Quebec 7% British Columbia 7% Alberta 12%
- Urban and Suburban
- Upscale and Mid Market
- Own, Operate, Build
- Leader in four most populous provinces
By Ownership (1) (2)
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By Geographic Location (1)
(1) Based on number of suites/beds as at September 30, 2019 at Chartwell’s share of ownership interest. Excluding development properties and development properties managed for Batimo. (2) Minimum ownership of partially-owned properties is 45%. (3) Ratio of Chartwell-operated suites to total retirement suites inventory as reported by CMHC in their Seniors’ Housing Report - Canada’s Highlights (2019).
INDUSTRY PROFILE
Chartwell’s Portfolio by Level of Care (1)
Independent Supportive Living (ISL) & Independent Living (IL) Assisted Living (AL) & Memory Care (MC) Long Term Care (LTC) Level of Care:
Low to medium Medium to high Very high
Target Resident:
More active, healthy seniors Seniors with some cognitive and/or physical impairments Seniors with acute cognitive and/or physical impairments requiring higher levels of daily personal care
Service Offering:
Activities, transportation, security Availability of meals, housekeeping, basic assistance with daily living ISL/IL services + Care services and specific MC programming included 24-hour registered nursing care or supervision
Funding:
Predominantly private pay Mostly private pay Predominantly government funded
Regulations:
Mostly consumer protection Mostly consumer protection Heavily regulated
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(1) Composition of suites/beds at Chartwell’s share of ownership interest at September 30, 2019.
INDUSTRY PROFILE
Source: Statistics Canada, Population Projections for Canada, Provinces, and Territories, 2009 to 2036, Catalogue no. 91-520-X. Retirement demand is estimated by applying the current national penetration rate of 8.98% (CMHC Seniors Housing Report Canada) 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 LTC Beds/Population ratios reported by Statistics Canada in their Residential Care Facilities reports.
- Current supply is ~ 425,000 suites
- ~ 600,000 new suites are required by 2036
Total Supply Required Annual Supply
Significant Future Demand in Canada
Projected Aged 75 and over Population, 2018-2036, Canada 100,000 200,000 300,000 400,000 500,000 600,000 2019 2021 2026 2031 2036 Long Term Care Retirement
- 1,000,000
2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 2019 2021 2026 2031 2036
Projected Aged 75 and over Population, 2019-2036, Canada
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INDUSTRY PROFILE
- 2,000
4,000 6,000 8,000 10,000 12,000 14,000 16,000 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038
Retirement Suites Demand in Chartwell Markets (1)
(1) Additional annual demand for retirement suites in Ontario, Quebec, Alberta, British Columbia.
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- Total suites required to 2038 is approximately 247,000
INDUSTRY PROFILE
Canadian Supply Concentration
Largest Retirement Operators
- No. of Properties
Operated
(1)
- No. of Suites
Operated
(2)
1 Chartwell Retirement Residences 169 24,568 2 Revera Inc. 111 12,692 3 Sélection Retraite 40 10,202 4 Le Groupe Maurice 28 7,885 5 Cogir 35 7,856 6 Groupe Savoie 14 5,646 7 All Seniors Care 30 4,568 8 Amica Mature Lifestyles & Baybridge 30 4,053 9 Sienna Senior Living 36 4,032 10 Verve Senior Living 28 3,866 11 Atria Senior Living 29 3,376 12 Seasons Retirement Communities 20 2,264 13 Shannex Inc. 13 2,088 14 Retirement Concepts 18 1,948 15 Schlegel Villages 8 1,920 15 Largest Operators’ Share of Total Suites 39%
(1) Excludes properties under development. Includes managed properties for third-parties and excludes U.S. holdings. (2) Includes only IL, AL and MC suites within the above-noted properties. Also includes some LTC (Western LTC homes are reported under Retirement segment ). Source: CBRE Limited and Company Reports, Q4 2018
Largest Long Term Care Operators
- No. of Properties
Operated
(1)
- No. of Suites
Operated
(2)
1 Extendicare Inc. 104 13,865 2 Revera Inc. 74 9,123 3 Sienna Senior Living 52 7,932 4 Chartwell Retirement Residences 28 3,692 5 Schlegel Villages 18 2,642 6 Park Place Seniors Living 20 2,130 7 Retirement Concepts 17 1,918 8 Shannex Inc. 21 1,781 9 Rykka Care Centres 11 1,689 10 Jarlette Health Care 14 1,486 11 Omni Health Care 18 1,475 12 Good Samaritan Society 13 1,444 13 Group Champlain 13 1,412 14 Caressant Care 15 1,247 15 Steeves & Rozema 7 928 15 Largest Operators’ Share of Total Suites 26%
(1) Excludes properties under development; Includes managed properties for third-parties and excludes U.S. holdings. (2) Includes only LTC units within the above noted properties Source: CBRE Limited and Company Reports, Q4 2018
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7.3 6.9 7.8 8.1
2016 2017 2018 2019 49.3 45.0 49.3 50.0 2016 2017 2018 2019 40.3% 35.4% 43.4% 42.4% 2016 2017 2018 2019 3.7 3.5 3.2 3.2 2016 2017 2018 2019
Demonstrated ability to rationalize capital structure Net Debt to Adjusted EBITDA (3) Debt to Capitalization (5) Indebtedness Percentage (4) Interest Coverage Ratio (3)
(1) Includes cash and available credit facilities. (2) Represents value of 36 properties. (3) Rolling 12 months ended September 30, 2019 for 2019 and 12 months ended December 31, for periods 2016-2018; includes proforma adjustments. (4) As at the end of September for 2019 and as at the end of December, for periods 2016-2018; includes proforma adjustments. (5) At market value of Trust Units as of September 30, 2019.
BBB(l) rated by DBRS
- Liquidity (1) of $384.5 million
- Unencumbered Assets Value (2) of $744.3 million
FINANCIAL POSITION AND CREDIT METRICS
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- 72% of total mortgages are CMHC insured.
Mortgage Portfolio
At September 30, 2019 At December 31, 2018 Fixed Rate Variable Rate Total Total Principal amount ($000s) 1,890,985 57,280 1,948,265 1,836,904 Weighted average interest rate 3.68% 3.55% 3.68% 3.80% Average term to maturity (years) 6.9 2.0 6.8 7.1
Debt Maturities
FINANCIAL POSITION AND CREDIT METRICS
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* 10% of total principal debt = $232.4 million
BUILDING SUSTAINABLE VALUE
Build Value of our Real Estate Portfolio
22019 YTD
Portfolio and Asset Management Development Acquisitions Market and Industry Research Risk Management
Development pipeline of 1,005 suites with four projects (359 suites) in construction and four projects (646 suites) in pre-construction. Options to acquire interests in development projects by Batimo are expected to add another 2,741 suites to our portfolio over time.
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- Improving portfolio by selling older assets and buying/building newer,
high-quality assets.
- Since 2013, the average age of suites acquired/developed is 7.8 years.
- Since 2013, the average age of suites sold is 23.2 years.
BUILDING SUSTAINABLE VALUE
2013 2014 2015 2017 2018 2018 2019 YTD Suites Acquired/Developed Suites Sold
718 1,381 539 1,957 1,637 5,537 461 400 1,305 250 937 609 739 178
Average Age of Assets Acquired/Developed vs. Sold
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- 5.0
10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0 2013 2014 2015 2016 2017 2018 2019
Acquisitions/Developments Sold
BUILDING SUSTAINABLE VALUE
Highlights of Development Pipeline Projects in Construction
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(1) Calculated at Chartwell’s ownership interest in the project. (2) Non-GAAP; The definition of this metric and the discussion of its significance can be found on page 5 of the MD&A. (3) Non-GAAP; represents the total of estimated Development Costs and estimated Lease-up-Losses and Imputed Cost of Debt. (4) As of the date of the Q3 2019 MD&A. (5) Redevelopment of the 83-suite residence to a 172-suite residence. Chartwell owns a 50% interest in this project.
Project Location Suites / Beds Suite Type Estimated Development Cost (1) ($ millions) Estimated Lease-up-Losses and Imputed Cost of Debt (1)(2) ($millions) Estimated Adjusted Development Costs (1)(3) ($millions) Adjusted Development Costs incurred as at September 30, 2019 (1)(2) ($millions) Expected Completion Date Expected Stabilized Occupancy Date Reservations (4) Expected Stabilized Occupancy (%) Estimated Stabilized NOI (1)(2) ($millions) Expected Unlevered Yield (2)
Chartwell Thunder Bay Senior Townhomes
Thunder Bay, ON
9 IL 3.8 0.1 3.9 2.9 Q4 2019 Q4 2019 100% 100% 0.3 7.7% Chartwell Guildwood Retirement Residence (5)
Scarborough, ON
172 IL/ISL/ MC 37.7 4.7 42.4 11.0 Q1 2021 Q3 2023 68% 92% 3.0 7.1% Chartwell Meadowbrook Retirement Residence
Lively, ON
56 IL/ISL 25.7 1.8 27.5 7.2 Q2 2020 Q3 2021 55% 93% 1.9 6.9% Chartwell Montgomery Village
Orangeville, ON
122 ISL 44.0 3.6 47.6 4.2 Q2 2021 Q4 2022
- 93%
3.4 7.1% 359 111.2 10.2 121.4 25.3 8.6 7.1%
BUILDING SUSTAINABLE VALUE
Highlights of Development Pipeline Projects in Pre-Construction
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(1) Calculated at Chartwell’s ownership interest in the project. (2) Non-GAAP; The definition of this metric and the discussion of its significance can be found at the beginning on page 5 of the MD&A. (3) Non-GAAP; represents the total of estimated Development Costs and estimated Lease-up-Losses and Imputed Cost of Debt. (4) Chartwell owns a 50% interest in this project. (5) We filed an application with the Ontario Ministry of Long Term Care (the “MLTC”) to redevelop the existing 100-bed Class C LTC and 40-suite retirement residence into a 192-bed LTC residence. The MLTC agreed to provide the additional 92 licensed LTC beds. The retirement
- perations have been discontinued at this location, and demolition of this section of the building has been completed. The existing LTC
- perations are expected to continue during the redevelopment. Estimated stabilized NOI for this project includes expected capital funding
subsidy receipts.
Project Location Suites / Beds Suite Type Estimated Development Cost (1) ($ millions) Estimated Lease-up-Losses and Imputed Cost of Debt (1)(2) ($millions) Estimated Adjusted Development Costs (1)(3) ($millions) Adjusted Development Costs incurred as at September 30, 2019 (1)(2) ($millions) Expected Construction Commencement Date Expected Completion Date Expected Stabilized Occupancy Date Expected Stabilized Occupancy (%) Estimated Stabilized NOI (1)(2) ($millions) Expected Unlevered Yield (2)
Chartwell Ridgepointe Retirement Residence
Kamloops, BC
90 ISL 26.3 2.0 28.3 2.2 Q4 2019 Q4 2021 Q4 2022 97% 1.9 6.7% Chartwell Royalcliffe Retirement Community (4)
London, ON
163 IL/MC 32.5 3.2 35.7 1.9 Q1 2020 Q2 2022 Q1 2024 93% 2.4 6.7% Chartwell Wynfield Retirement Community
Oshawa, ON
201 IL/MC 75.5 7.3 82.8 7.5 Q1 2020 Q4 2022 Q2 2024 97% 5.7 6.9% Chartwell Ballycliffe LTC (5)
Ajax, ON
192 LTC 46.7 2.3 49.0 3.9 Q1 2020 Q1 2023 Q2 2023 100% 3.5 7.1% 646 181.0 14.8 195.8 15.5 13.5 6.9%
BUILDING SUSTAINABLE VALUE
(1) Current project status is defined where ‘O’ means ‘Operating’, ‘C’ means ‘Construction’ and ‘P’ means ‘Pre-Construction.
Highlights of Batimo Acquisition Pipeline
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In Q1 2020, expect to acquire interests in two projects that achieved stabilized occupancy. These properties are valued at approximately $130.5 million at 100% ownership interest. Welltower may participate in the acquisition of one of these properties.
Project Location Suites / Beds Suite Type Current Project Status (1) Actual / Expected Completion Date Actual / Expected Stabilized Occupancy Date Chartwell L’Unique III
- St. Eustache, QC
163 ISL O March 2017 Q3 2019 Chartwell Le Prescott Vaudreuil, QC 324 ISL O June 2017 Q1 2020 Chartwell Le Montcalm Candiac, QC 283 ISL O September 2017 Q3 2021 Chartwell Le St-Gabriel Longueuil, QC 345 ISL / AL O May 2018 Q3 2019 Chartwell Le Teasdale II Terrebonne, QC 221 ISL O October 2018 Q2 2020 Chartwell Greenfield Park Greenfield Park, QC 368 ISL / AL O June 2019 Q2 2021 Chartwell L’Envol Cap Rouge, QC 360 ISL / AL O September 2019 Q3 2021 Chartwell Atwater Montreal, QC 316 ISL / AL / MC C Q2 2021 Q2 2024 Chartwell Trait-Carré Quebec City, QC 361 ISL / AL C Q4 2020 Q4 2022 2,741
HISTORICAL TRENDS
Adjusted Resident Revenue
($ millions)
Proven track record of profitable growth
Source: Company disclosure. Includes Chartwell’s proportionate share of equity accounted joint ventures. (1) CAGR – Compound Annual Growth Rate (2) Note: In 2015 Chartwell sold its U.S portfolio of 35 properties
750.6 874.5 922.7 927.8 750.1 (2) 834.7 877.4 939.3 2011 2012 2013 2014 2015 2016 2017 2018 202.3 246.4 256.9 260.1 206.5 (2) 250.7 262.9 280.3 2011 2012 2013 2014 2015 2016 2017 2018
EBITDA
($ millions)
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96.4 124.2 133.5 143.0 146.3 172.6 182.5 193.4 2011 2012 2013 2014 2015 2016 2017 2018
HISTORICAL TRENDS
Same property portfolio as defined in each year
FFO
($ millions)
Same property portfolio performance
(1) CAGR – Compound Annual Growth Rate
25 2011 2012 2013 2014 2015 2016 2017 2018 2019 YTD Occupancy % 90.3% 90.3% 89.8% 90.3% 91.9% 93.6% 93.0% 91.7% 90.0% Adjusted NOI (YOY % growth) 1.8% 3.7% 1.2% 1.8% 1.9% 6.6% 4.3% 3.3% 1.7% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 80.0% 82.0% 84.0% 86.0% 88.0% 90.0% 92.0% 94.0%
NOI (YOY % Growth) Occupancy %
HISTORICAL TRENDS
* Effective for the March 31, 2019 distribution paid on April 15, 2019.
Distributions
$0.5400 $0.5508 $0.5618 $0.5760 $0.5880 $0.6000 March 2014 March 2015 March 2016 March 2017 March 2018 March 2019 *
2% 2% 2.5% 2% 2.1%
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Q3 2019 HIGHLIGHTS
Q3 2019 Q3 2018 Increase/ (Decrease)
Net income/(loss) ($ millions) ($0.8) $9.1 ($9.9) FFO ($ millions) $53.6 $53.3 $0.3 FFO per unit $0.25 $0.25
- Average occupancy – same property
89.6% 91.0% (1.4pp) Adjusted NOI – same property ($ millions) $73.7 $72.5 $1.2
- Same property adjusted NOI increased by 1.7% in Q3 2019 and 2019
YTD.
- FFO per unit of $0.25 and $0.68 in Q3 2019 and 2019 YTD,
respectively, and are consistent with Q3 2018 and 2018 YTD.
- Strong development pipeline of eight projects (1,005 suites). Lease-up
- f the recently completed projects progressing well.
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- Adjusted NOI increased $0.5 million or 1.4%, primarily driven by rental rate
increases in line with competitive market conditions, partially offset by lower
- ccupancies, higher staffing costs and office and general expenses.
Q3 2019 Q3 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $36.6 $36.1 $0.5 1.4% Occupancy 83.9% 85.9% N/A (2.0pp)
ONTARIO RETIREMENT PLATFORM
Occupancy
28 88.1% 88.4% 87.8% 85.6% 85.9% 86.7% 86.0% 84.3% 83.9% 70% 75% 80% 85% 90% 95% 100% Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19
ONTARIO RETIREMENT PLATFORM
Retirement Suites Demand in Ontario (1)
(1) Additional annual demand for retirement suites in Ontario. Calculated applying current penetration rate of 5.5% to total population of peopleaged 75 and older.
- 500
1,000 1,500 2,000 2,500 3,000 3,500 4,000 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038
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- Total suites required to 2038 is approximately 66,891
- Adjusted NOI increased $0.6 million or 4.6%, primarily due to rental rate
increases in line with competitive market conditions, partially offset by lower
- ccupancies and higher staffing costs.
Q3 2019 Q3 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $13.7 $13.1 $0.6 4.6% Occupancy 95.2% 96.2% N/A (1.0pp)
Occupancy
WESTERN CANADA PLATFORM
30 96.9% 97.1% 96.3% 95.9% 96.2% 96.3% 95.3% 95.0% 95.2% 70% 75% 80% 85% 90% 95% 100% Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19
WESTERN CANADA PLATFORM
Retirement Suites Demand in Alberta (1)
(1) Additional annual demand for retirement suites in Alberta. Calculated applying current penetration rate of 5.7% to total population of peopleaged 75 and older.
- 250
500 750 1,000 1,250 1,500 1,750 2,000 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038
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- Total suites required to 2038 is approximately 23,216
WESTERN CANADA PLATFORM
Retirement Suites Demand in British Columbia (1)
(1) Additional annual demand for retirement suites in British Columbia. Calculated applying current penetration rate of 8.3% to total population ofpeople aged 75 and older.
- 250
500 750 1,000 1,250 1,500 1,750 2,000 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038
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- Total suites required to 2038 is approximately 34,769
Occupancy
- Adjusted NOI decreased $0.1 million or 0.6%, primarily due to higher staffing
costs, office and general expenses and lower occupancies, partially offset by rental rate increases in line with competitive market conditions and lower property tax expenses as a result of a successful appeal of certain prior years’ assessments. Q3 2019 Q3 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $15.8 $15.9 ($0.1) (0.6%) Occupancy 90.7% 92.3% N/A (1.6pp)
QUEBEC PLATFORM
33 92.9% 93.2% 92.3% 92.0% 92.3% 92.3% 91.4% 90.9% 90.7% 70% 75% 80% 85% 90% 95% 100% Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19
QUEBEC PLATFORM
Retirement Suites Demand in Quebec (1)
(1) Additional demand for retirement suites in Quebec. Calculated applying current penetration rate of 17.9% to total population of people aged 75and older.
- 1,000
2,000 3,000 4,000 5,000 6,000 7,000 8,000 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038
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- Total suites required to 2038 is approximately 121,810
Occupancy
- Adjusted NOI increased 2.5% primarily due to higher preferred accommodation
revenue and lower repairs and maintenance expenses. Q3 2019 Q3 2018 Increase/(Decrease) $ % Same property statistics: Adjusted NOI ($ millions) $7.5 $7.3 $0.2 2.5% Occupancy 98.8% 98.4% N/A 0.4pp
ONTARIO LTC PLATFORM
35 98.7% 98.7% 97.7% 98.4% 98.4% 98.5% 98.4% 98.7% 98.8% 70% 75% 80% 85% 90% 95% 100% Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19