DiamondRock Hospitality Company Annual Report 2009

Plain-text annual report

DIAMONDROCK HOSPITALITY 2009 ANNUAL REPORT THE FRENCHMAN’S REEF AND MORNING STAR MARRIOTT BEACH RESORT OVERLOOKS THE PICTURESQUE CHARLOTTE AMALIE HARBOR. the lo gdgge at sonoma sssas lt lake city marriott downtown vail marriott mountain tt resort & spa torrance ar south baayyyaaaa mararriiiiotototott conradd chicaagooo a chicago chica aa marrrrrriott downww town oooaoak br oooook hills mmmam rriottttttttt griggg ffin gan marrrriotttttttt teeeaa w w westin b wateaa rfrrrorront bosbos onnnon st ro courtytytyard manhanhnhnh ttaa anaatt n eastst ststtt mmidtmidtmidtmidtowowowow yy courty rd mmardrdyy manha ttthtfifthth avavavenue ttaa antt bethhesdh aaaaa maaarrir ott suites luxury hotel business hotel destination resort conference center select service urban hotel lo s angeles rport ss angeles s ai ma rrrriott maamamarriotttttt atlantnnn att alphaaretahaaaa ta westin atatatlanta tt nooorrtr h nnrennnnnnnaissance wawawaw veaa rlyll virgin islands frenchman’s reef ’ marriott orla dnddo aioo rport ma rrrriott renaissance worthington renennaissance austin THE DIAMONDROCK PORTFOLIO OUR HOTELS ARE LOCATED IN KEY GATEWAY CITIES AND DESTINATION RESORTS. DiamondRock Hospitality has been built on the following cornerstones: HIGH QUALITY URBAN AND CONSERVATIVE DESTINATION RESORT CAPITAL FOCUSED BRANDED STRUCTURE HOTEL REAL ESTATE PROFESSIONAL, THOUGHTFUL ASSET EXPERIENCED MANAGEMENT MANAGEMENT TEAM We are a lodging focused real estate company that owns a portfolio of 20 premium hotels and resorts that contain approximately 9,600 guestrooms. Our vision is to be the premier allocator of capital in the lodging industry. Our hotels are concen- trated in key gateway cities and in destination resort locations and are all operated under a brand owned by one of the leading global lodging brand companies (Marriott International, Inc., Starwood Hotels & Resorts Worldwide, Inc. or Hilton Worldwide). COVER PHOTOS CLOCKWISE (FROM TOP LEFT): THE CONRAD CHICAGO, LOCATED IN THE HEART OF DOWNTOWN CHICAGO; J.W.’S STEAKHOUSE IN THE LAX MARRIOTT; THE WESTIN BOSTON WATERFRONT ATTACHED TO THE 516,000 SQUARE FOOT BOSTON CONVENTION & EXHIBITION CENTER; THE RECENTLY REINVENTED LOBBY BAR OF THE CHICAGO MARRIOTT DOWNTOWN MAGNIFICENT MILE. DiamondRock Hospitality 2009 1 TO OUR FELLOW SHAREHOLDERS THE PAST YEAR WAS REMARKABLE FOR BOTH THE LODGING INDUSTRY AND DIAMONDROCK HOSPITALITY COMPANY. It was an extremely chal- lenging year for the US travel industry. Beginning in late 2008, the prospect of a severe economic downturn and a concomitant negative outlook for fundamentals resulted in a precipitous decline in lodging company share prices, including DiamondRock. The decisive actions of our management team and the forward- looking nature of the market contributed to the dra- matic increase in our share price during 2009, resulting in a total return of more than 70%, albeit signiﬁ cantly below our peak share price in 2007. Having weathered what we hope is the worst of the recent economic storm, DiamondRock is well positioned for future growth. We expect to achieve our growth objectives through the cyclical recovery of our existing portfolio and by acquisitions, as we deploy our investment capac- ity derived from our conservative balance sheet. INDUSTRY OVERVIEW & DIAMONDROCK FUNDAMENTALS The lodging industry is cyclical and planning for the volatility of lodging downturns is part of our fundamental business model. However, the breadth and depth of the recent recession was unprecedented in modern times, as was its impact on 2009 lodging fundamentals. Demand for hotel rooms declined by a staggering 5.8 percentage points as supply peaked in this cycle at 3.2 percent — well above its historical average. This supply/ demand imbalance resulted in industry revenue per available room (“RevPAR”) declining approxi- mately 17 percent from 2008. The 2009 RevPAR decline represented the most signiﬁ cant decline in over almost 80 years and double the decline expe- rienced in 2001 after the terrorist attack of 9/11. Our portfolio performed better than its com- petition within their respective hotel markets as represented by gaining close to 5 percentage points of market share during 2009. However, our hotels were not immune to the downturn as our portfolio RevPAR declined 17.6%. In light of the decline, we were pleased that our asset managers — work- ing in concert with the hotel operators — were 2 DiamondRock Hospitality 2009 DIAMONDROCK IS POSITIONED TO TAKE ADVANTAGE OF ACQUISITION OPPORTUNITIES. able to put in place rigorous cost containment plans to minimize our proﬁ t margin declines to only 520 basis points. DIAMONDROCK’S 2009 ACTION PLAN Our management team was early to recognize the severity of the economic downturn and for- mulated an aggressive action plan to mitigate the impact of the downturn. We entered 2009 with a clear and focused plan to enhance liquidity and create a durable balance sheet, both of which were critical to achieve our long-term strategic objec- tives of not only surviving economic downturns but positioning the Company to thrive during the recovery periods. With a multi-pronged action plan, we sought to eliminate all corporate debt (primarily consisting of outstanding borrowings on the corporate line of credit), address all near- term debt maturities, and compile signiﬁ cant cor- porate cash for acquisitions. We executed our 2009 action plan as follows: ■ First, we demonstrated leadership of our lodg- ing peers by being the ﬁ rst lodging real estate investment trust to issue equity with a highly oversubscribed offering in April. This offering was followed up by two successive controlled equity offerings. In total, the Company raised approximately $205 million in net proceeds from the sale of equity in 2009. ■ Second, we were able to secure a new debt ﬁ nancing on one of our New York City hotels GUESTS OF THE WESTIN BOSTON WATERFRONT ENJOY OUR NEWLY ADDED AMENITIES; CITY BAR AND M.J. O’CONNORS IRISH PUB. from a life insurance company during an incred- ibly difﬁ cult ﬁ nancing environment. should enter its growth phase over the next two years. Although demand recovery may be more ■ Lastly, we took advantage of the Internal Revenue Service Revenue Procedure 2009–15 that allowed us to pay 90% of our $0.33 dividend in stock. Although we believe that paying a cash dividend is an important component of our total shareholder returns, the unique cir- cumstances in 2009 warranted paying the divi- dend predominantly in common stock. Our elec- tion allowed us to retain approximately $37 million of cash. muted than a typical recov- ery, we expect new supply to remain constrained as a result of the lack of devel- opment ﬁ nancing and the fact that hotels appear to be trading at a discount to replacement cost. Our port- folio is likely to be a prime beneﬁ ciary of this cyclical recovery as our hotels are high quality, well located, and enhanced by global brands such as Marriott, Renaissance, Westin, and Conrad Hilton. THE STYLISH LOBBY OF THE FRENCHMAN’S REEF AND MORNING STAR MARRIOTT BEACH RESORT. As a result of this proactive action plan, we raised approximately $250 million of new capital, achieved a 30% reduction in net debt, increased our unrestricted cash position to approximately $177 million and addressed all of our debt matur- ities until late 2014. With no corporate debt and half of our portfolio unencumbered by any form of debt, DiamondRock ended 2009 with one of the most durable balance sheets in the industry. THE FUTURE AND OUR GROWTH POTENTIAL We are optimistic about the long-term prospects for the lodging industry, generally, and, more spe- ciﬁ cally, the prospects for DiamondRock going forward. If history is a guide, the lodging cycle We believe that we are entering an excellent hotel acquisition environ- ment. DiamondRock remained disciplined through the last cycle and has not purchased a hotel in over three years. We expect signiﬁ cant distress to set in as hotel owners throughout North America are experi- encing the difﬁ cult combination of excessive leverage and signiﬁ cant declines in operating cash ﬂ ow. In addition to taking advantage of this “buyers’ market”, DiamondRock plans to leverage its unique sourcing relationship with Marriott International to help uncover off-market deals. We will continue to work diligently to uncover and seize opportunities as they become available to us. Regards, MARK W. BRUGGER CHIEF EXECUTIVE OFFICER WILLIAM W. MCCARTEN CHAIRMAN OF THE BOARD 4 DiamondRock Hospitality 2009 UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 Form 10-K ¥ n ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2009 OR TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission file number 001-32514 DIAMONDROCK HOSPITALITY COMPANY (Exact Name of Registrant as Specified in Its Charter) Maryland (State or Other Jurisdiction of Incorporation or Organization) 6903 Rockledge Drive, Suite 800 Bethesda, Maryland (Address of Principal Executive Offices) 20-1180098 (I.R.S. Employer Identification Number) 20817 (Zip Code) Registrant’s telephone number, including area code: (240) 744-1150 Securities registered pursuant to Section 12(b) of the Act: Title of Each Class Name of Exchange on Which Registered Common Stock, $.01 par value New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ¥ No n Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes n No ¥ Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ¥ No n Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes n No n Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ¥ Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act. (Check one): Large accelerated filer ¥ Non-accelerated filer n Smaller reporting company n Accelerated filer n Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange (Do not check if a smaller reporting company) Act). Yes n No ¥ The aggregate market value of the common equity held by non-affiliates of the Registrant (assuming for these purposes, but without conceding, that all executive officers and Directors are “affiliates” of the Registrant) as of June 19, 2009, the last business day of the Registrant’s most recently completed second fiscal quarter, was $697.7 million (based on the closing sale price of the Registrant’s Common Stock on that date as reported on the New York Stock Exchange). The registrant had 128,163,717 shares of its $0.01 par value common stock outstanding as of February 26, 2010. Documents Incorporated by Reference Proxy Statement for the registrant’s 2010 Annual Meeting of Stockholders, to be filed with the Securities and Exchange Commission not later than 120 days after December 31, 2009, is incorporated by reference in Part III herein. DIAMONDROCK HOSPITALITY COMPANY INDEX PART I Item 1. Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 1A. Risk Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 1B. Unresolved Staff Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 2. Legal Proceedings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 3. Submission of Matters to a Vote of Security Holders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 4. PART II Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Selected Financial Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 6. Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations . . . Item 7a. Quantitative and Qualitative Disclosures About Market Risk . . . . . . . . . . . . . . . . . . . . . . . . . Item 8. Financial Statements and Supplementary Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Changes in and Disagreements with Accountants on Accounting and Financial Disclosure . . . Item 9. Item 9A. Controls and Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 9B. Other Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PART III Item 10. Directors and Executive Officers of the Registrant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 11. Executive Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Item 12. Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 13. Certain Relationships and Related Transactions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Principal Accounting Fees and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Item 14. Page 3 10 28 29 43 43 43 46 49 68 69 69 69 69 69 69 69 69 69 Item 15. Exhibits and Financial Statement Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 PART IV 2 SPECIAL NOTE ABOUT FORWARD-LOOKING STATEMENTS Certain statements in this Annual Report on Form 10-K, other than purely historical information, including estimates, projections, statements relating to our business plans, objectives and expected operating results, and the assumptions upon which those statements are based, are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. These forward-looking statements generally are identified by the words “believes,” “project,” “expects,” “anticipates,” “estimates,” “intends,” “strategy,” “plan,” “may,” “will,” “would,” “will be,” “will continue,” “will likely result,” and similar expressions. Forward- looking statements are based on current expectations and assumptions that are subject to risks and uncertainties which may cause actual results to differ materially from the forward-looking statements. A detailed discussion of these and other risks and uncertainties that could cause actual results and events to differ materially from such forward-looking statements is included in Item 1A “Risk Factors” of this Annual Report on Form 10-K. We undertake no obligation to update or revise publicly any forward-looking statements, whether as a result of new information, future events or otherwise. References in this Annual Report on Form 10-K to “we,” “our,” “us” and “the Company” refer to DiamondRock Hospitality Company, including as the context requires, DiamondRock Hospitality Limited Partnership, as well as our other direct and indirect subsidiaries. Item 1. Business Overview PART I We are a lodging-focused real estate company that, as of February 26, 2010, owns a portfolio of 20 premium hotels and resorts that contain approximately 9,600 guestrooms. We are an owner, as opposed to an operator, of hotels. As an owner, we receive all of the operating profits or losses generated by our hotels, after we pay fees to the hotel manager, which are based on the revenues and profitability of the hotels. Our vision is to be the premier allocator of capital in the lodging industry. Our mission is to deliver long- term shareholder returns through a combination of dividends and long-term capital appreciation. Our strategy is to utilize disciplined capital allocation and focus on acquiring, owning, and measured recycling of high quality, branded lodging properties in North America with superior long-term growth prospects and high barrier-to-entry for new supply. In addition, we are committed to enhancing the value of our platform by being open and transparent in our communications with investors, monitoring our corporate overhead and following sound corporate governance practices. Consistent with our strategy, we continue to focus on opportunistically investing in premium full-service hotels and, to a lesser extent, premium urban limited-service hotels located throughout North America. Our portfolio of 20 hotels is concentrated in key gateway cities and in destination resort locations and are all operated under a brand owned by one of the leading global lodging brand companies (Marriott International, Inc. (“Marriott”), Starwood Hotels & Resorts Worldwide, Inc. (“Starwood”) or Hilton Worldwide (“Hilton”)). We differentiate ourselves from our competitors because of our adherence to three basic principles: (cid:129) high-quality urban- and destination resort-focused branded hotel real estate; (cid:129) conservative capital structure; and (cid:129) thoughtful asset management. High Quality Urban and Destination Resort Focused Branded Real Estate We own 20 premium hotels and resorts in North America. These hotels and resorts are primarily categorized as upper upscale as defined by Smith Travel Research and are generally located in high barrier-to-entry markets with multiple demand generators. 3 Our properties are concentrated in five key gateway cities (New York City, Los Angeles, Chicago, Boston and Atlanta) and in destination resort locations (such as the U.S. Virgin Islands and Vail, Colorado). We believe that gateway cities and destination resorts will achieve higher long-term growth because they are attractive business and leisure destinations. We also believe that these locations are better insulated from new supply due to relatively high barriers-to-entry, including expensive construction costs and limited prime hotel development sites. We believe that higher quality lodging assets create more dynamic cash flow growth and superior long- term capital appreciation. In addition, a core tenet of our strategy is to leverage global hotel brands. We strongly believe in the value of powerful global brands because we believe that they are able to produce incremental revenue and profits compared to similar unbranded hotels. Dominant global hotel brands typically have very strong reservation and reward systems and sales organizations, and all of our hotels are operated under a brand owned by one of the top global lodging brand companies (Marriott, Starwood or Hilton) and all but two of our hotels are managed by the brand company directly. Generally, we are interested in owning hotels that are currently operated under, or can be converted to, a globally recognized brand. Conservative Capital Structure Since our formation in 2004, we have been committed to a flexible capital structure with prudent leverage. During 2004 though early 2007, we took advantage of the low interest rate environment by fixing our interest rates for an extended period of time. Moreover, during the peak years (2006 and 2007) in the commercial real estate market, we maintained low financial leverage by funding several of our acquisitions with proceeds from the issuance of equity. This capital markets strategy allowed us to maintain a balance sheet with a moderate amount of debt as the lodging cycle began to decline. During the peak years, we believed, and present events have confirmed, that it is not prudent to increase the inherent risk of a highly cyclical business through a highly levered capital structure. We prefer a relatively simple but efficient capital structure. We have not invested in joint ventures and have not issued any operating partnership units or preferred stock. We endeavor to structure our hotel acquisitions so that they will not overly complicate our capital structure; however, we will consider a more complex transaction if we believe that the projected returns to our stockholders will significantly exceed the returns that would otherwise be available. We have always strived to operate our business with prudent leverage. Our corporate goals and objectives for 2009, a year that experienced a significant industry downturn, were focused on preserving and enhancing our liquidity. Based on a comprehensive action plan, we took a number of steps to achieve that goal, as follows: (cid:129) We completed a follow-on public offering of our common stock during the second quarter of 2009. The net proceeds to us, after deduction of offering costs, were approximately $82.1 million. (cid:129) We initiated two separate $75 million controlled equity offering programs, raising net proceeds as of December 31, 2009 of $123.1 million through the sale of 16.1 million shares of our common stock at an average price of $7.72 per share. (cid:129) We repaid the entire $57 million outstanding on our senior unsecured credit facility during 2009. As of December 31, 2009 we have no outstanding borrowings on our senior unsecured credit facility. (cid:129) We refinanced the mortgage on our Courtyard Manhattan/Midtown East hotel with a $43.0 million secured loan from Massachusetts Mutual Life Insurance Company, which matures on October 1, 2014. (cid:129) We repaid the $27.9 million loan secured by the Griffin Gate Marriott with corporate cash during the fourth quarter of 2009. The loan was scheduled to mature on January 1, 2010. 4 (cid:129) We repaid the $5 million loan secured by the Bethesda Marriott Suites with corporate cash during the fourth quarter of 2009. The mortgage debt was scheduled to mature in July 2010. (cid:129) We paid 90% of our 2009 dividend in shares of our common stock, as permitted by the Internal Revenue Service’s Revenue Procedure 2009-15, as amplified and superseded by Revenue Procedure 2010-12, which preserved approximately $37 million of corporate cash. (cid:129) We focused on minimizing capital spending during 2009. Our 2009 capital expenditures were $24.7 million, of which only $4.6 million was funded from corporate cash and the balance funded from escrow reserves. As a result of the steps listed above, we achieved our 2009 goal to preserve and enhance our liquidity and decreased our net debt by 30 percent in 2009. As of December 31, 2009, we have $177.4 million of unrestricted corporate cash. We believe that we maintain a reasonable amount of fixed interest rate mortgage debt with no maturities until late 2014. As of February 25, 2010, we have $785.9 million of mortgage debt outstanding with a weighted average interest rate of 5.9 percent and a weighted average maturity date of approximately 6 years. In addition, we currently have ten hotels unencumbered by debt and no corporate-level debt outstanding. Thoughtful Asset Management We believe that we are able to create significant value in our portfolio by utilizing our management team’s extensive experience and our innovative asset management strategies. Our senior management team has an established broad network of hotel industry contacts and relationships, including relationships with hotel owners, financiers, operators, project managers and contractors and other key industry participants. In the current economic environment, we believe that our extensive lodging experience, our network of industry relationships and our asset management strategies position us to minimize the impact of declining revenues on our hotels. In particular, we are focused on controlling our property-level and corporate expenses, as well as working closely with our managers to optimize the mix of business at our hotels in order to maximize potential revenue. Our property-level cost containment efforts include the implementation of aggressive contingency plans at each of our hotels. The contingency plans include controlling labor expenses, eliminating hotel staff positions, adjusting food and beverage outlet hours of operation and not filling open positions. In addition, our strategy to significantly renovate many of the hotels in our portfolio from 2006 to 2008 resulted in the flexibility to significantly curtail our planned capital expenditures for 2009 and 2010. We use our broad network of hotel industry contacts and relationships to maximize the value of our hotels. Under the regulations governing REITs, we are required to engage a hotel manager that is an eligible independent contractor through one of our subsidiaries to manage each of our hotels pursuant to a management agreement. Our philosophy is to negotiate management agreements that give us the right to exert significant influence over the management of our properties, annual budgets and all capital expenditures (all, to the extent permitted under the REIT rules), and then to use those rights to continually monitor and improve the performance of our properties. We cooperatively partner with the managers of our hotels in an attempt to increase operating results and long-term asset values at our hotels. In addition to working directly with the personnel at our hotels, our senior management team also has long-standing professional relationships with our hotel managers’ senior executives, and we work directly with these senior executives to improve the performance of our portfolio. We believe we can create significant value in our portfolio through innovative asset management strategies such as rebranding, renovating and repositioning. We are committed to regularly evaluating our portfolio to determine if we can employ these value-added strategies at our hotels. Our Company We commenced operations in July 2004. Since our formation, we have sought to be open and transparent in our communications with investors, to monitor our corporate overhead and to follow sound corporate governance practices. We believe that we have the among the most transparent disclosure in the industry, 5 consistently going beyond the minimum legal requirements and industry practice; for example, we provide quarterly operating performance data on each of our hotels enabling our investors to evaluate our successes and our failures. In addition, we have been able to acquire and finance our hotels, asset manage them, complete over $225 million of capital expenditures on time and on budget, and comply with the complex accounting and legal requirements of a public company with fewer than 20 employees. Finally, we believe that we have implemented sound corporate governance practices in that we have an active and majority- independent Board of Directors that is elected annually by a majority of our stockholders, we do not have any substantial corporate or statutory anti-takeover devices and our directors and officers own a meaningful amount of our stock. As of December 31, 2009, we owned 20 hotels that contained 9,586 hotel rooms, located in the following markets: Atlanta, Georgia (3); Austin, Texas; Boston, Massachusetts; Chicago, Illinois (2); Fort Worth, Texas; Lexington, Kentucky; Los Angeles, California (2); New York, New York (2); Northern California; Oak Brook, Illinois; Orlando, Florida; Salt Lake City, Utah; Washington D.C.; St. Thomas, U.S. Virgin Islands; and Vail, Colorado. Our Relationship with Marriott Investment Sourcing Relationship We have an investment sourcing relationship with Marriott, a leading worldwide hotel brand, franchise and management company. Pursuant to this relationship, Marriott has provided us with an early opportunity to bid on hotel acquisition and investment opportunities known to Marriott. Historically, this relationship has generated a number of additional acquisition opportunities, with many of the opportunities being “off-market” transactions, meaning that they are not made generally available to other real estate investment companies. However, we have not entered into a binding agreement or commitment setting forth the terms of this investment sourcing relationship. As a result, we cannot assure you that our investment sourcing relationship with Marriott will continue or not be modified. Our senior management team periodically meets with senior representatives of Marriott to explore how to further our investment sourcing relationship in order to maximize the value of the relationship to both parties. We have not acquired any hotels in over three years. In early 2007, we concluded that the market to acquire hotels became too robust and we suspended our acquisition activities. In 2009, there were limited opportunities to acquire hotels due to the uncertainty of the depth and length of the recession, the difficulty of obtaining hotel financing, the reluctance of owners to sell hotels in a weak market and the willingness of lenders or servicers to grant extensions and modifications to existing loans. We believe that the current market conditions indicate that it is prudent to aggressively pursue hotel acquisition opportunities. We are actively monitoring the acquisition market and believe our investment sourcing relationship with Marriott will prove to be valuable. Key Money and Yield Support Marriott has contributed to us certain amounts in exchange for the right to manage hotels we have acquired or the completion of certain brand enhancing capital projects. We refer to these amounts as “key money.” Marriott has provided us with key money of approximately $22 million in the aggregate in connection with our acquisitions of six of our hotels and the renovations of certain hotels. In addition, Marriott has provided us with operating cash flow guarantees for certain hotels and has funded shortfalls of actual hotel operating income compared to a negotiated target net operating income. We refer to these guarantees as “yield support.” Marriott provided us with a total of $3.7 million of yield support for the Oak Brook Hills Marriott Resort, Orlando Airport Marriott and SpringHill Suites Atlanta Buckhead, all of which we earned during fiscal years 2006 and 2007. We are not entitled to any further yield support at any of our hotels. 6 Investment in DiamondRock In connection with our July 2004 private placement and our 2005 initial public offering, Marriott purchased an aggregate of 4.4 million shares of our common stock at the same purchase price as all other investors. Marriott has since sold all of its shares in DiamondRock. Our Corporate Structure We conduct our business through a traditional umbrella partnership REIT, or UPREIT, in which our hotels are owned by subsidiaries of our operating partnership, DiamondRock Hospitality Limited Partnership. We are the sole general partner of our operating partnership and currently own, either directly or indirectly, all of the limited partnership units of our operating partnership. We have the ability to issue limited partnership units to third parties in connection with acquisitions of hotel properties. In order for the income from our hotel investments to constitute “rents from real properties” for purposes of the gross income test required for REIT qualification, we must lease each of our hotels to a wholly-owned subsidiary of our taxable REIT subsidiary, or TRS, or an unrelated third party. We currently lease all of our domestic hotels to TRS lessees. In turn our TRS lessees must engage a third party management company to manage the hotels. However, we may structure our properties which are not subject to U.S. federal income tax differently from the structures we use for our U.S. properties. For example, the Frenchman’s Reef & Morning Star Marriott Beach Resort (“Frenchman’s Reef”) is held by a United States Virgin Islands corporation, which we have elected to be a TRS. The following chart shows our corporate structure as of the date of this report: DiamondRock Hospitality Company 100% (direct and indirect) DiamondRock Hospitality Limited Partnership (our operating partnership) 100% Bloodstone TRS, Inc. (our taxable REIT subsidiary) 100% Subsidiaries Owning Hotels 100% Subsidiaries Leasing Hotels (our TRS Lessees) Leases Management Agreements Hotel Management Companies, including Marriott International, Inc. or one or more wholly owned subsidiaries of Marriott Environmental Matters Under various federal, state and local environmental laws and regulations, a current or previous owner, operator or tenant of real estate may be required to investigate and clean up hazardous or toxic substances or petroleum product releases or threats of releases at such property and may be held liable to a government entity or to third parties for property damage and for investigation, clean-up and monitoring costs incurred by such parties in connection with the actual or threatened contamination. These laws typically impose clean-up responsibility and liability without regard to fault, or whether or not the owner, operator or tenant knew of or caused the presence of the contamination. The liability under these laws may be joint and several for the full amount of the investigation, clean-up and monitoring costs incurred or to be incurred or actions to be 7 undertaken, although a party held jointly and severally liable may obtain contributions from other identified, solvent, responsible parties of their fair share toward these costs. These costs may be substantial and can exceed the value of the property. The presence of contamination, or the failure to properly remediate contamination, on a property may adversely affect the ability of the owner, operator or tenant to sell or rent that property or to borrow funds using such property as collateral and may adversely impact our investment in that property. Federal regulations require building owners and those exercising control over a building’s management to identify and warn, via signs and labels, of potential hazards posed by workplace exposure to installed asbestos-containing materials and potential asbestos-containing materials in their building. The regulations also set forth employee training, record keeping and due diligence requirements pertaining to asbestos-containing materials and potential asbestos-containing materials. Significant fines can be assessed for violation of these regulations. Building owners and those exercising control over a building’s management may be subject to an increased risk of personal injury lawsuits by workers and others exposed to asbestos-containing materials and potential asbestos-containing materials as a result of these regulations. The regulations may affect the value of a building containing asbestos-containing materials and potential asbestos-containing materials in which we have invested. Federal, state and local laws and regulations also govern the removal, encapsulation, disturbance, handling and disposal of asbestos-containing materials and potential asbestos-containing materials when such materials are in poor condition or in the event of construction, remodeling, renovation or demolition of a building. Such laws may impose liability for improper handling or a release to the environment of asbestos-containing materials and potentially asbestos-containing materials and may provide for fines to, and for third parties to seek recovery from, owners or operators of real estate facilities for personal injury or improper work exposure associated with asbestos-containing materials and potential asbestos-containing materials. Prior to closing any property acquisition, we obtain Phase I environmental assessments in order to attempt to identify potential environmental concerns at the properties. These assessments are carried out in accordance with an appropriate level of due diligence and will generally include a physical site inspection, a review of relevant federal, state and local environmental and health agency database records, one or more interviews with appropriate site-related personnel, review of the property’s chain of title and review of historic aerial photographs and other information on past uses of the property. We may also conduct limited subsurface investigations and test for substances of concern where the results of the Phase I environmental assessments or other information indicates possible contamination or where our consultants recommend such procedures. We cannot assure you that these assessments will discover every environmental condition that may be present on a property. We believe that our hotels are in compliance, in all material respects, with all federal, state and local environmental ordinances and regulations regarding hazardous or toxic substances and other environmental matters, the violation of which could have a material adverse effect on us. We have not received written notice from any governmental authority of any material noncompliance, liability or claim relating to hazardous or toxic substances or other environmental matters in connection with any of our present properties. Competition The hotel industry is highly competitive and our hotels are subject to competition from other hotels for guests. Competition is based on a number of factors, including convenience of location, brand affiliation, price, range of services, guest amenities, and quality of customer service. Competition is specific to the individual markets in which our properties are located and will include competition from existing and new hotels operated under brands in the full-service, select-service and extended-stay segments. We believe that properties flagged with a Marriott, Starwood or Hilton brand will enjoy the competitive advantages associated with their operations under such brand. These national brands reservation systems and national advertising, marketing and promotional services combined with the strong management expertise they provide enable our properties to perform favorably in terms of both occupancy and room rates relative to other brands and non-branded hotels. These brands guest loyalty programs generate repeat guest business that might otherwise go to competing hotels. Increased competition may have a material adverse effect on occupancy, ADR and RevPAR 8 or may require us to make capital improvements that we otherwise would not undertake, which may result in decreases in the profitability of our hotels. We face competition for the acquisition of hotels from institutional pension funds, private equity funds, REITs, hotel companies and others who are engaged in the acquisition of hotels. Some of these competitors have substantially greater financial and operational resources than we have and may have greater knowledge of the markets in which we seek to invest. This competition may reduce the number of suitable investment opportunities offered to us and increase the cost of acquiring our targeted hotel investments. Employees We currently employ 18 full-time employees. We believe that our relations with our employees are good. None of our employees is a member of any union; however, the employees of our hotel managers at the Courtyard Manhattan/Fifth Avenue, Frenchman’s Reef & Morning Star Marriott Beach Resort and the Westin Boston Waterfront Hotel are currently represented by labor unions and are subject to collective bargaining agreements. Legal Proceedings We are not involved in any material litigation nor, to our knowledge, is any material litigation pending or threatened against us, other than routine litigation arising out of the ordinary course of business or which is expected to be covered by insurance and not expected to have a material adverse impact on our business, financial condition or results of operations. Regulation Our properties must comply with Title III of the Americans with Disabilities Act, or ADA, to the extent that such properties are “public accommodations” as defined by the ADA. The ADA may require removal of structural barriers to access by persons with disabilities in certain public areas of our properties where such removal is readily achievable. We believe that our properties are in substantial compliance with the ADA and that we will not be required to make substantial capital expenditures to address the requirements of the ADA. However, noncompliance with the ADA could result in imposition of fines or an award of damages to private litigants. The obligation to make readily achievable accommodations is an ongoing one, and we will continue to assess our properties and to make alterations as appropriate in this respect. Insurance We carry comprehensive liability, fire, extended coverage, earthquake, business interruption and rental loss insurance covering all of the properties in our portfolio under a blanket policy. In addition, we carry earthquake and terrorism insurance on our properties in an amount and with deductibles, which we believe are commercially reasonable. We do not carry insurance for generally uninsured losses such as loss from riots, war or acts of God. Certain of the properties in our portfolio are located in areas known to be seismically active or subject to hurricanes and we believe we have appropriate insurance for those risks, although they are subject to higher deductibles than ordinary property insurance. Most of our hotel management agreements provide that we are responsible for obtaining and maintaining property insurance, business interruption insurance, flood insurance, earthquake insurance (if the hotel is located in an “earthquake prone zone” as determined by the U.S. Geological Survey) and other customary types of insurance related to hotels and the hotel manager is responsible for obtaining general liability insurance, workers’ compensation and employer’s liability insurance. Available Information We maintain an internet website at the following address: www.drhc.com. The information on our website is neither part of nor incorporated by reference in this Annual Report on Form 10-K. 9 We make available on or through our website certain reports and amendments to those reports that we file with or furnish to the Securities and Exchange Commission, or SEC, in accordance with the Securities Exchange Act of 1934, as amended, or Exchange Act. These include our Annual Reports on Form 10-K, our quarterly reports on Form 10-Q, our current reports on Form 8-K and exhibits and amendments to these reports, and Section 16 filings. We make this information available on our website free of charge as soon as reasonably practicable after we electronically file the information with, or furnish it to, the SEC. Item 1A. Risk Factors The following risk factors and other information included in this Annual Report on Form 10-K should be carefully considered. The risks and uncertainties described below are not the only ones that we face. Additional risks and uncertainties not presently known to us or that we may currently deem immaterial also may impair our business operations. If any of the following risks occur, our business, financial condition, operating results and cash flows could be adversely affected. Risks Related to the Recession and Credit Crisis The lack of availability and terms of financing have adversely affected the amounts, sources and costs of capital available to us. The ownership of hotels is very capital intensive. We finance the acquisition of our hotels with a mixture of equity and long-term debt while we traditionally finance renovations and operating needs with cash provided from operations or with borrowings from our corporate credit facility. Typically, when we acquire a hotel, we seek a five to ten year loan secured by a mortgage on the hotel. These loans have a large balloon payment due at their maturity. Generally, we find it more efficient to place a significant amount of debt on a small number of our hotels and we try to keep a significant number of our hotels unencumbered. With the exception of borrowings under our corporate credit facility in the ordinary course of operating our business, we have only borrowed money to refinance existing debt or to acquire new hotels. In the current economic environment, it is very difficult for most companies, especially for companies in cyclical industries such as lodging, to borrow money. Over the last 10 years, a significant percentage of hotel loans were made by lenders who quickly sold such loans to securitized lending vehicles, such as commercial mortgage backed security (CMBS) pools. The market for new CMBS issuances has significantly declined, with such lenders making very few loans, significantly shrinking the available debt capital available to hotel owners. In addition, the remaining lenders have also significantly reduced their lending as financial institutions delever and suffer losses on their existing lending portfolios. The current economic environment has severely constrained the credit markets resulting in the bankrupt- cies and mergers of large financial institutions and significant investment in and control by government bodies of financial institutions to avoid further liquidity and bank failures. If one or more of the financial institutions that support our existing credit facility fails, we may not be able to find a replacement, which would negatively impact our ability to borrow under the credit facility. The scarcity of debt capital has limited the market for buying and selling hotels. The scarcity of capital has limited the market for buying and selling hotels. Currently, buyers of hotels are finding it extremely difficult to borrow. Even if they are able to obtain debt, lenders are lending lesser amounts and are requiring more restrictive terms and conditions. As a result of the difficulties in the debt markets, buyers have less ability to pay the purchase prices that sellers are seeking. This has resulted in a sizeable gap between the prices sellers ask for hotels and the prices buyers are able to pay for hotels. We believe that other owners of hotels might be reluctant to offer their hotels for sale in the market. As a result, we may not be able to carry out our long-term growth strategy of acquiring hotels at attractive prices. 10 Our liquidity strategy may cause stockholder dilution and reduce our funds from operations in the future. One of our core strategies is to maintain a conservative capital structure with sufficient liquidity to cover debt service, fund the cost of our corporate overhead and make acquisitions when they become available. In 2009, we raised approximately $205 million through sales of our common stock and we paid 90% of our 2009 dividend in shares of our common stock. In 2010, we will evaluate a number of possible options to maintain liquidity, including: (cid:129) paying a portion of our dividend in common stock, (cid:129) selling one or more hotels, (cid:129) incurring property-level debt or (cid:129) issuing common stock. There can be no assurance we will be able to achieve any element of this liquidity strategy and each of the options that we are evaluating may have adverse consequences. If we reduce the cash portion of our dividend through paying a portion of our 2010 dividend in the form of common stock there may be negative consequence to our stockholders. Under IRS Revenue Procedure 2010-12 (amplifying and superseding Revenue Procedure 2009-15), up to 90% of any such taxable dividend for 2010 and 2011 could be payable in our common stock. Taxable stockholders receiving such dividends will be required to include the full amount of the dividend in income to the extent of our current and accumulated earnings and profits for federal income tax purposes. As a result, a U.S. stockholder may be required to pay tax with respect to such dividend in the amount exceeding the cash received, if any, in the dividend. If a U.S. stockholder sells the stock it receives as a dividend in order to pay this tax, the sales proceeds may be less than the amount included in income with respect to the dividend, depending on the market price of our stock at the time of the sale. Furthermore, with respect to non-U.S. stockholders, we may be required to withhold U.S. tax with respect to such dividends, including in respect of all or a portion of such dividend that is payable in stock. In addition, if a significant number of our stockholders determine to sell shares of our stock in order to pay taxes owed on dividends, it may put downward pressure on the trading price of our stock. Furthermore, issuing shares of stock in connection with our 2010 dividend may result in substantial dilution to our existing stockholders. If we sell one of more of our hotels, in the current market, we will likely receive lesser proceeds from such sales than we would receive during a stronger economic environment. Furthermore, we could sell such hotels for less than our investment in the hotels. In addition, by selling a hotel and using the proceeds to repay relatively inexpensive debt, depending on the price received for the hotel and the interest rate on our debt, we may reduce our future funds from operations. If we issue common stock, we will dilute our existing stockholders. We also may seek to amend our credit facility to further reduce the risk of breaching one or more of our financial covenants. In exchange for such an amendment, our lenders may ask us to provide mortgages on certain of our unencumbered assets and reduce the size of our credit facility. Either of such changes may result in us having less flexibility in the future. In addition, we may need to pay higher borrowing costs, as we believe the borrowing costs under our credit facility is substantially below the current market. Our credit facility covenants may constrain our options. Our corporate credit facility contains several financial covenants, the most constraining of which limits the amount of debt we may incur compared to the value of our hotels (our leverage covenant) and the amount of debt service we pay compared to our cash flow (our debt service coverage covenant). If we were to default under either of these covenants, the lenders may require us to repay all amounts then outstanding under our credit facility and may terminate our credit facility. These two financial covenants constrain us from incurring material amounts of additional debt or from selling properties that generate a material amount of income. In addition, if the profits from our hotels decline between 11 5 percent and 10 percent, we would likely be in default under one or both of these covenants. If that occurs, we may be forced to sell one or more hotels at unattractive prices, or agree to unfavorable debt terms, which could have a material adverse effect on our business, results of operations, financial condition and ability to pay distributions to our stockholders. A continued or worsening recession could result in further declines in our average daily room rates, occupancy and RevPAR, and thereby have a material adverse effect on our results of operations. The current economic environment has adversely affected our operating results by causing declines in average daily room rates, occupancy and RevPAR. The performance of the lodging industry has traditionally been closely linked with the general economy. The combination of the housing crisis, dislocated credit markets, rising unemployment rates, decreases in airline capacity and low consumer confidence are affecting how and where people travel. In addition, companies are expected in the near-term to continue to eliminate or significantly reduce business travel. We are experiencing reduced demand for our hotel rooms. Although we are working closely with our hotel managers to continue the cost containment measures implemented in 2009, we can give you no assurance that we will be able to identify additional cost containment measures and our operating results will not continue to decline. If a property’s occupancy or room rates drop to the point where its revenues are insufficient to cover its operating expenses, then we would be required to spend additional funds for that property’s operating expenses. Further declines in average daily room rates, occupancy and RevPAR would have a material adverse effect on our results of operations. In addition, if the operating results continue to decline at our hotels secured by mortgage debt there may not be sufficient operating profit from the hotel to cover the debt service on the mortgage. In such a case, we may be forced to choose from a number of unfavorable options, including using corporate cash, drawing on our corporate credit facility, selling the hotel on disadvantageous terms, including an unattractive price, or defaulting on the mortgage debt and permitting the lender to foreclose. Any one of these options could have a material adverse effect on our business, results of operations, financial condition and ability to pay distributions to our stockholders. The market price of our common stock could be volatile and could decline, resulting in a substantial or complete loss on our common stockholders’ investment. The market price of our common stock has been highly volatile, and investors in our common stock may experience a decrease in the value of their shares, including decreases unrelated to our operating performance or prospects. In the past, securities class action litigation has often been instituted against companies following periods of volatility in their stock price. This type of litigation could result in substantial costs and divert our management’s attention and resources. Risks Related to Our Business and Operations Our business model, especially our concentration in premium full-service hotels, can be highly volatile. We own hotels, a very different asset class from many other REITs. A typical office REIT, for example, has long-term leases with third party tenants, which provides a relatively stable long-term stream of revenue. Our TRS, on the other hand, does not enter into a lease with a hotel manager. Instead, our TRS engages the hotel manager pursuant to a management agreement and pays the manager a fee for managing the hotel. The TRS receives all the operating profit or losses at the hotel. Moreover, virtually all hotel guests stay at the hotel for only a few nights, so the rate and occupancy at each of our hotels changes every day. As a result, we may have highly volatile earnings. In addition to fluctuations related to our business model, our hotels are and will continue to be subject to various long-term operating risks common to the hotel industry, many of which are beyond our control, including: (cid:129) dependence on business and commercial travelers and tourism, both of which vary with consumer and business confidence in the strength of the general economy; 12 (cid:129) competition from other hotels that may be located in our markets; (cid:129) an over-supply or over-building of hotels in our markets, which could adversely affect occupancy rates and revenues at our properties; (cid:129) increases in energy and transportation costs and other expenses affecting travel, which may affect travel patterns and reduce the number of business and commercial travelers and tourists; (cid:129) increases in operating costs due to inflation and other factors that may not be offset by increased room rates; and (cid:129) changes in governmental laws and regulations, fiscal policies and zoning ordinances and the related costs of compliance. In addition, our hotels are mostly in the premium full-service segment of the hotel business that tends to have the best operating results in a strong economy and the worst results in a weak economy as many travelers choose lower cost and more limited service hotels. In periods of weak demand, such as during the current recession, profitability is negatively affected by the relatively high fixed costs of operating premium full- service hotels when compared to other classes of hotels. The occurrence of any of the foregoing factors could have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. Our portfolio is highly concentrated in a handful of core markets. We expect that in 2010 approximately 70% of our earnings will be derived from our hotels in five gateway cities (New York City, Boston, Chicago, Los Angeles and Atlanta) and three destination resorts (Frenchman’s Reef, Vail Marriott, and the Lodge at Sonoma) and as such, the operations of these hotels will have a material impact on our overall results of operations. This concentration in our portfolio may lead to increased volatility in our results. If the current downturn in lodging fundamentals is more severe or prolonged in any of these cities compared to the United States as a whole, the popularity of any of these destinations resorts decreases, or a manmade or natural disaster or casualty or other damage occurs to one of our key hotels, our overall results of operations may be adversely affected. Our hotels are subject to significant competition. Currently, the markets where our hotels are located are very competitive. However, a material increase in the supply of new hotel rooms to a market can quickly destabilize that market and existing hotels can experience rapidly decreasing RevPAR and profitability. If such over-building occurs in one or more of our major markets, we may experience a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. In particular, we own the Marriott Chicago Downtown and the Renaissance Austin, each of which is expected to be impacted by new supply in its respective market in 2010. In Chicago, a new JW Marriott is expected to open in mid-2010 and is likely to impact the performance of the Marriott Chicago Downtown by directly competing for loyal Marriott customers, particularly business transient travelers, a typically high ADR segment. In Austin, the Westin Austin at the Domain is expected to open in March 2010 and is likely to be a strong competitor to our Renaissance Austin as it is located near some of the important corporate customers of our hotel. Additionally, in 2009 and 2010, over 9,000 rooms have been, or will be, added to the Manhattan hotel market. Although the new supply is not expected to be directly competitive to our two Courtyard hotels in Manhattan, since most of these hotels are not located near to our hotels nor they do not have the benefit of a well-recognized national hotel brand, nevertheless there may be some impact on the performance of our hotels if demand for rooms in Manhattan declines. 13 Investments in hotels are illiquid and we may not be able to respond in a timely fashion to adverse changes in the performance of our properties. Because real estate investments are relatively illiquid, our ability to promptly sell one or more hotel properties or investments in our portfolio in response to changing economic, financial and investment conditions may be limited. The real estate market is affected by many factors that are beyond our control, including: (cid:129) adverse changes in international, national, regional and local economic and market conditions; (cid:129) changes in supply of competitive hotels; (cid:129) changes in interest rates and in the availability, cost and terms of debt financing; (cid:129) changes in governmental laws and regulations, fiscal policies and zoning ordinances and the related costs of compliance with laws and regulations, fiscal policies and ordinances; (cid:129) the ongoing need for capital improvements, particularly in older structures; (cid:129) changes in operating expenses; and (cid:129) civil unrest, acts of God, including earthquakes, floods, hurricanes and other natural disasters and acts of war or terrorism, including the consequences of terrorist acts such as those that occurred on September 11, 2001, which may result in uninsured losses. It may be in the best interest of our stockholders to sell one or more of our hotels in the future. We cannot predict whether we will be able to sell any hotel property or investment at an acceptable price or otherwise on reasonable terms and conditions particularly during this current recession and related capital and credit crisis. We also cannot predict the length of time needed to find a willing purchaser and to close the sale of a hotel property or loan. These facts and any others that would impede our ability to respond to adverse changes in the performance of our hotel properties could have a material adverse effect on our operating results and financial condition, as well as our ability to make distributions to our stockholders. In the event of natural disasters, terrorist attacks, significant military actions, outbreaks of contagious diseases or other events for which we may not have adequate insurance, our operations may suffer. One of our major hotels, Frenchman’s Reef & Morning Star Marriott Beach Resort, is located on the side of a cliff facing the ocean in the United States Virgin Islands, which is in the so-called “hurricane belt” in the Caribbean. The hotel was partially destroyed by a hurricane in the mid-1990’s and since then has been damaged by subsequent hurricanes. In addition, three of our hotels, the Los Angeles Airport Marriott, the Torrance Marriott South Bay and The Lodge at Sonoma, a Renaissance Resort & Spa, are located in areas that are seismically active. Finally, eight of our hotels are located in metropolitan markets that have been, or may in the future be, targets of actual or threatened terrorist attacks, including New York City, Chicago, Boston and Los Angeles. These hotels are each material to our financial results. Chicago Marriott, Westin Boston Waterfront Hotel, Los Angeles Airport Marriott, Frenchman’s Reef & Morning Star Marriott Beach Resort, Courtyard Manhattan/Midtown East, Conrad Chicago, Torrance Marriott South Bay, the Lodge at Sonoma, and Courtyard Manhattan/Fifth Avenue constituted approximately 15.1%, 11.4%, 8.3%, 8.4%, 3.9%, 3.8%, 3.6%, 2.4% and 2.5%, respectively, of our total revenues in 2009. Additionally, even in the absence of direct physical damage to our hotels, the occurrence of any natural disasters, terrorist attacks, significant military actions, outbreaks of contagious diseases, such as H1N1, SARS or the avian bird flu, or other casualty events affecting the United States, will likely have a material adverse effect on business and commercial travelers and tourists, the economy generally and the hotel and tourism industries in particular. While we cannot predict the impact of the occurrence of any of these events, such impact could result in a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. We have acquired and intend to maintain comprehensive insurance on each of our hotels, including liability, terrorism, fire and extended coverage, of the type and amount we believe are customarily obtained for 14 or by hotel owners. We cannot assure you that such coverage will be available at reasonable rates or with reasonable deductibles. For example, Frenchman’s Reef & Morning Star Marriott Beach Resort has a high deductible if it is damaged due to a wind storm. Various types of catastrophic losses, like earthquakes, floods, losses from foreign terrorist activities, or losses from domestic terrorist activities may not be insurable or are generally not insured because of economic infeasibility, legal restrictions or the policies of insurers. Future lenders may require such insurance and our failure to obtain such insurance could constitute a default under loan agreements. Depending on our access to capital, liquidity and the value of the properties securing the affected loan in relation to the balance of the loan, a default could have a material adverse effect on our results of operations and ability to obtain future financing. In the event of a substantial loss, our insurance coverage may not be sufficient to cover the full current market value or replacement cost of our lost investment. Should an uninsured loss or a loss in excess of insured limits occur, we could lose all or a portion of the capital we have invested in a hotel, as well as the anticipated future revenue from that particular hotel. In that event, we might nevertheless remain obligated for any mortgage debt or other financial obligations related to the property. Inflation, changes in building codes and ordinances, environmental considerations and other factors might also keep us from using insurance proceeds to replace or renovate a hotel after it has been damaged or destroyed. Under those circumstances, the insurance proceeds we receive might be inadequate to restore our economic position with regard to the damaged or destroyed property. With or without insurance, damage to any of our hotels, or to the hotel industry generally, due to fire, hurricane, earthquake, terrorism, outbreaks such as avian bird flu or other man-made or natural disasters or casualty events could materially and adversely affect our business, financial condition, results of operations and our ability to make distributions to our stockholders. We are subject to risks associated with our ongoing need for renovations and capital improvements as well as financing for such expenditures. In order to remain competitive, our hotels have an ongoing need for renovations and other capital improvements, including replacements, from time to time, of furniture, fixtures and equipment. These capital improvements may give rise to the following risks: (cid:129) construction cost overruns and delays; (cid:129) a possible shortage of available cash to fund capital improvements and the related possibility that financing for these capital improvements may not be available to us on affordable terms; (cid:129) the renovation investment not resulting in the returns on investment that we expect; (cid:129) disruptions in the operations of the hotel as well as in demand for the hotel while capital improvements are underway; and (cid:129) disputes with franchisors/hotel managers regarding compliance with relevant management/franchise agreements. The costs of these capital improvements could have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. In addition, we may not be able to fund capital improvements or acquisitions solely from cash provided from our operating activities because we generally must distribute at least 90% of our REIT taxable income, determined without regard to the dividends paid deduction, each year to maintain our REIT tax status. As a result, our ability to fund capital expenditures, or investments through retained earnings, is very limited. Consequently, we rely upon the availability of debt or equity capital to fund our investments and capital improvements, but due to the current recession and capital markets crisis, these sources of funds may not be available on reasonable terms and conditions. 15 There are several specific risks associated with the ownership of Frenchman’s Reef & Morning Star Mar- riott Beach Resort (‘‘Frenchman’s Reef’’). Frenchman’s Reef is located on the side of a cliff facing the ocean in the United States Virgin Islands, which is in the so-called “hurricane belt” in the Caribbean. It was partially destroyed by a hurricane in the mid-1990’s and since then has been damaged by subsequent hurricanes. While we maintain insurance against wind damage in an amount we believe is customarily obtained for or by hotel owners, Frenchman’s Reef has a deductible of approximately $5 million if it is damaged due to a named windstorm event; therefore, we are self-insured for losses up to $5 million caused by a named windstorm event. While we cannot predict whether there will be another hurricane that will impact this hotel, if there were, then it could have a material adverse affect on the operations of this hotel. Further, in the event of a substantial loss, our insurance coverage may not be sufficient to cover the full current market value or replacement cost of our investment. Should a loss in excess of insured limits occur, we could lose all or a portion of the capital we have invested in Frenchman’s Reef, as well as the anticipated future revenue of this hotel. In that event, we might nevertheless remain obligated for mortgage debt or related to Frenchman’s Reef. Inflation, changes in building codes and ordinances, environmental considerations and other factors might also keep us from using insurance proceeds to replace or renovate a hotel after it has been damaged or destroyed. Under those circumstances, the insurance proceeds we receive might be inadequate to restore our economic position with regard to the damaged or destroyed property. We are currently evaluating a major capital improvement program for several projects at Frenchman’s Reef, including infrastructure work, repair or replacement of roofs, replacement of mechanical systems, including the HVAC system, waterproofing, repair of balconies, repair of the boat dock, upgrade of the pool, and renovation of guestrooms and meeting space. The total expenditures for this capital improvement program could exceed $50 million. In addition, the hotel may have to be closed for a number of months in order to complete certain projects under the program. These contemplated capital improvements for Frenchman’s Reef will give rise to several risks, including a possible shortage of available cash to fund capital improvements and the related possibility that financing for these capital improvements may not be available to us on affordable terms; logistical difficulties in getting building materials onsite; limited options for high quality builders; construction cost overruns and delays; the renovation investment not resulting in the returns on investment that we expect; disruption in the operations of the hotel, possible closure of the hotel and reduction in demand for the hotel while capital improvements are underway; and disputes with franchisors/hotel managers regarding compliance with relevant management/franchise agreements. These costs could have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. Even if we are able to obtain sufficient capital to cover the cost of the capital expenditures required at Frenchman’s Reef, we may determine that such investment is uneconomical and therefore may decide to sell the hotel. If we sell the hotel, there can be no assurance that we will receive sufficient proceeds to repay the approximately $61.4 million of debt secured by a mortgage on this hotel and would have to use funds from other sources to cover any such shortfall. Alternatively, we may decide to cease debt service payments for this hotel. In such a case, it is likely that the lender would commence foreclosure proceedings against Frenchman’s Reef, which could have a material adverse effect on our business, results of operations, financial condition and ability to pay distributions to our stockholders. As of December 31, 2009, we had not completed certain capital projects at Frenchman’s Reef as required by the mortgage loan secured by the hotel (the “Loan”). The Loan stipulated that we should complete certain capital projects by December 31, 2008 and December 31, 2009, respectively, or request an extension of the due date in accordance with the Loan. The failure to complete the capital projects or receive an extension resulted in a non-monetary Event of Default as of January 1, 2009. During an Event of Default, the lender has the ability to charge default interest of 5 percentage points above the Loan’s stated interest rate. In addition, the lender has the right to declare that the Loan is due and payable, which will accelerate the maturity date of the Loan. As of February 26, 2010, the lender had not declared that the Loan is due and payable. We discovered the Event of Default during the fourth quarter of 2009 and are currently in discussions with the Loan master servicer and special servicer to obtain a waiver of the Event of Default and extend the due date 16 of the capital projects to December 31, 2012. We cannot assure you that we will reach agreement with the lender and if we are unable to do so, there is a risk that the lender will exercise its right to accelerate the Loan. The Loan is non-recourse to the Company with the exception of a $2 million corporate guaranty of the completion of certain capital projects. The corporate guaranty is not eliminated in the event of an acceleration of the Loan or lender foreclosure of Frenchman’s Reef. If the Loan is accelerated and we do not repay the outstanding balance, which was $61.4 million as of December 31, 2009, the lender may commence foreclosure proceedings against Frenchman’s Reef, as well as exercise all of its other rights and remedies under the Loan agreement, mortgage and other related documents. If the lender takes any of these actions it could have a material adverse effect on our business, financial condition, results of operation and our ability to make distributions to our stockholders. The cost of utilities at Frenchman’s Reef declined by over 25% in 2009 relative to 2008 largely as a result of the drop in oil prices. It the price of oil were to increase back to the levels experienced prior to 2009, the cost of utilities would likely increase dramatically and this would have a significant impact on the results of operation. Also, the hotel has experienced disruptions in service from the local utility providers including power outages from time to time. The hotel has generators in place that are able to provide power when these outages occur. We are evaluating a plan that would enable the hotel to be 100% self-sufficient for its own power, reduce maintenance costs and enhance guest comfort. However, there can be no assurance that funds are available on reasonable terms to put this plan into effect or that significant savings can be achieved. Frenchman’s Reef is subject to a tax holiday, which enables us to pay taxes at 10 percent of the statutory tax rate of 37.4 percent in the U.S. Virgin Islands. That tax holiday expired in February 2010. We are diligently working to extend the tax holiday, which, if extended, would relate back to the date of expiration, but we may not be successful. If we are unsuccessful, our hotel will be subject to taxes at the full statutory rate which will substantially reduce the amount of income we receive from Frenchman’s Reef. Our hotel portfolio is not diverse by brand or manager and there are risks associated with using Marriott’s brands on most of our hotels and having Marriott manage most of our hotels. Our success depends in part on the success of Marriott. Seventeen of our current hotels utilize brands owned by Marriott. As a result, our success is dependent in part on the continued success of Marriott and its brands. In light of the current economic conditions affecting the lodging industry, we believe that building brand value has become even more critical to increase demand and build customer loyalty. If market recognition or the positive perception of these Marriott brands is reduced or compromised, the goodwill associated with Marriott branded hotels may be adversely affected and the results of operations of our hotels may be adversely affected. As a result, we could experience a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. Our success depends in part on maintaining good relations with Marriott. We have pursued, and continue to pursue, hotel investment opportunities referred to us by Marriott, and we intend to work with Marriott as our preferred hotel management company. Marriott is paid a fee based on gross revenues and profitability of the hotels they manage while we only benefit from operating profits at our hotels. Thus, it is possible that Marriott may desire to undertake operating strategies, or encourage us to add amenities or undertake renovations, which are designed to generate significant gross revenues, but an unreasonably small return on investment. Due to the differences in how each company earns its money, which company is responsible for operating losses and capital expenditures, and tensions between an individual hotel and the brand standards of a large chain, there are natural conflicts between an owner of a hotel and a brand company, such as Marriott. These differing objectives could result in deterioration in our relationship with Marriott and may adversely affect our ability to execute business strategies, which in turn would have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. 17 Over the last several years, Marriott has been involved in contractual and other disputes with owners of the hotels it manages. Although we currently maintain good relations with Marriott, we cannot assure you that disputes between us and Marriott regarding the management of our properties will not arise. Should our relationship with Marriott deteriorate, we believe that two of our competitive advantages (namely our ability to work with senior executives at Marriott to improve the asset management of our hotels and our investment sourcing relationship) could be eliminated, which may have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. Our results of operations are highly dependent on the management of our hotel properties by third-party hotel management companies, including Marriott. In order to qualify as a REIT, we cannot operate our hotel properties or control the daily operations of our hotel properties. Our TRS lessees may not operate these hotel properties and, therefore, they must enter into third-party hotel management agreements with one or more eligible independent contractors (including Marriott). Thus, third-party hotel management companies that enter into management contracts with our TRS lessees will control the daily operations of our hotel properties. Under the terms of the hotel management agreements that we have entered into, or that we will enter into in the future, our ability to participate in operating decisions regarding our hotel properties is limited. We currently rely, and will continue to rely, on these hotel management companies to adequately operate our hotel properties under the terms of the hotel management agreements. We do not have the authority to require any hotel property to be operated in a particular manner or to govern any particular aspect of its operations (for instance, setting room rates). Thus, even if we believe our hotel properties are being operated inefficiently or in a manner that does not result in satisfactory occupancy rates, ADRs and operating profits, we may not have sufficient rights under our hotel management agreements to enable us to force the hotel management company to change its method of operation. We can only seek redress if a hotel management company violates the terms of the applicable hotel management agreement with the TRS lessee, and then only to the extent of the remedies provided for under the terms of the hotel management agreement. Our current management agreements are generally non-terminable, subject to certain exceptions for cause, and in the event that we need to replace any of our hotel management companies pursuant to termination for cause, we may experience significant disruptions at the affected properties, which may have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. Our ownership of properties through ground leases exposes us to the risk that we may have difficulty financing such properties, may sell such properties for a lower price or may lose such properties upon breach or termination of the ground leases. We acquired interests in four hotels (Bethesda Marriott Suites, Courtyard Manhattan/Fifth Avenue, the Salt Lake City Marriott Downtown and the Westin Boston Waterfront Hotel), the parking lot associated with another hotel (Renaissance Worthington) and two golf courses associated with two additional hotels (Marriott Griffin Gate Resort and Oak Brook Hills Marriott Resort) by acquiring a leasehold interest in land underlying the property. We may acquire additional hotels in the future through the purchase of hotels subject to ground leases. In the past, from time to time, secured lenders have been unwilling to lend, or otherwise charged higher interest rates, for loans secured by a leasehold mortgage compared to loans secured by a fee simple mortgage. In addition, at any given time, investors may be disinterested in buying properties subject to a ground lease and may pay a lower price for such properties than for a comparable property in fee simple or they may not purchase such properties at any prices, so we may find that we will have a difficult time selling a property subject to a ground lease or may receive less proceeds from such sale. Finally, as lessee under ground leases, we are exposed to the possibility of losing the hotel, or a portion of the hotel, upon termination, or an earlier breach by us, of the ground lease, which could result in a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. 18 Due to restrictions in our hotel management agreements, mortgage agreements and ground leases, we may not be able to sell our hotels at the highest possible price (or at all). Our current hotel management agreements are long-term and contain certain restrictions on selling our hotels, which may affect the value of our hotels. The hotel management agreements that we have entered into, and those we expect to enter into in the future, contain provisions restricting our ability to dispose of our hotels which, in turn, may have an adverse affect on the value of our hotels. Our hotel management agreements generally prohibit the sale of a hotel to: (cid:129) certain competitors of the manager; (cid:129) purchasers who are insufficiently capitalized; or (cid:129) purchasers who might jeopardize certain liquor or gaming licenses. In addition, there are rights of first refusal in the hotel management agreement for the Salt Lake City Marriott Downtown and in both the franchise agreement and management agreement for the Vail Marriott Mountain Resort & Spa. These rights of first refusal might discourage certain purchasers from expending resources to conduct due diligence and making an offer to purchase these hotels from us, thus resulting in a lower sales price. Finally, our current hotel management agreements contain initial terms ranging from ten to forty years and certain agreements have renewal periods, exercisable at the option of the property manager, of ten to forty-five years. Because our hotels would have to be sold subject to the applicable hotel management agreement, the term length of a hotel management agreement may deter some potential purchasers and could adversely impact the price realized from any such sale. To the extent we receive less sale proceeds, we could experience a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to stockholders. Our mortgage agreements contain certain provisions that may limit our ability to sell our hotels. In order to assign or transfer our rights and obligations under certain of our mortgage agreements, we generally must: (cid:129) obtain the consent of the lender; (cid:129) pay a fee equal to a fixed percentage of the outstanding loan balance; and (cid:129) pay any costs incurred by the lender in connection with any such assignment or transfer. These provisions of our mortgage agreements may limit our ability to sell our hotels which, in turn, could adversely impact the price realized from any such sale. To the extent we receive less sale proceeds, we could experience a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to stockholders. Our ground leases contain certain provisions that may limit our ability to sell our hotels. Our ground lease agreements with respect to Bethesda Marriott Suites, Salt Lake City Marriott Downtown and the Westin Boston Waterfront Hotel require the consent of the lessor for assignment or transfer. These provisions of our ground leases may limit our ability to sell our hotels which, in turn, could adversely impact the price realized from any such sale. In addition, at any given time, investors may be disinterested in buying properties subject to a ground lease and may pay a lower price for such properties than for a comparable property in fee simple or they may not purchase such properties at any price. Accordingly, we may find it difficult to sell a property subject to a ground lease or may receive lower proceeds from any such sale. To the extent we receive less sale proceeds, we could experience a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to stockholders. 19 We face competition for the acquisition of hotels and we may not be successful in identifying or completing hotel acquisitions that meet our criteria, which may impede our growth. One component of our long-term business strategy is expansion through acquisitions. However, we may not be successful in identifying or completing acquisitions that are consistent with our strategy. Further, during the current downturn in lodging fundamentals and lack of credit availability, the number of acquisition opportunities are limited. We compete with institutional pension funds, private equity funds, REITs, hotel companies and others who are engaged in the acquisition of hotels. This competition for hotel investments may increase the price we pay for hotels and these competitors may succeed in acquiring those hotels that we seek to acquire. Furthermore, our potential acquisition targets may find our competitors to be more attractive suitors because they may have greater financial resources, may not be dependent on third-party financing, may be willing to pay more or may have a more compatible operating philosophy. In addition, the number of entities competing for suitable hotels may increase in the future, which would increase demand for these hotels and the prices we must pay to acquire them. If we pay higher prices for hotels, our returns on investment and profitability may be reduced. Also, future acquisitions of hotels or hotel companies may not yield the returns we expect, especially if we cannot obtain financing without paying higher borrowing costs, and may result in stockholder dilution. Our success depends on senior executive officers whose continued service is not guaranteed. We depend on the efforts and expertise of our senior executive officers to manage our day-to-day operations and strategic business direction. The loss of any of their services could have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. Recently, the previous Executive Vice President and General Counsel was replaced. Since we are a small company, there may be some disruption suffered by our organization in connection with this change. The new Executive Vice President and General Counsel, Mr. William J. Tennis, was an executive with Marriott prior to accepting his current position with us. In his employment with Marriott, he received restricted stock and stock options in Marriott, which he continues to hold. While we believe that the hiring of Mr. Tennis will serve to enhance our relationship with Marriott, it is possible that a conflict of interest could arise in connection with a contractual or other dispute with Marriott. Seasonality of the hotel business can be expected to cause quarterly fluctuations in our earnings. The hotel industry is seasonal in nature. Generally, our earnings are higher in the second and fourth quarters. As a result, we may have to enter into short-term borrowings in our first and third quarters in order to offset these fluctuations in earnings and to make distributions to our stockholders. The Employee Free Choice Act could substantially increase the cost of doing business. A number of members of the United States Congress and President Obama have stated that they support the Employee Free Choice Act. We believe that if the Employee Free Choice Act is enacted, a number of our hotels could become unionized. Currently, we have only three hotels whose manager employs a unionized workforce. In general, the wages and benefits of our non-union hotels are consistent with the wages and benefits of unionized hotels in their respective markets. However, unionized hotels are generally subject to a number of work rules that, if implemented at our non-union hotels, could decrease operating margins at these hotels. If that is the case, we believe that the unionization of our remaining hotels may result in a significant decline in the profitability and value of those hotels, which could have a material adverse effect on our business, results of operations, financial condition and ability to pay distributions to our stockholders. 20 Risks Related to Our Debt and Financing Our existing indebtedness contains financial covenants that could limit our operations and our ability to make distributions to our stockholders. Our existing credit facility contains financial and operating covenants, such as net worth requirements, fixed charge coverage, debt ratios and other limitations that restrict our ability to make distributions or other payments to our stockholders, sell all or substantially all of our assets and engage in mergers, consolidations and certain acquisitions without the consent of the lenders. In addition, our existing property-level debt contains restrictions (including cash management provisions) that may under circumstances specified in the loan agreements prohibit our subsidiaries that own our hotels from making distributions or paying dividends, repaying loans to us or other subsidiaries or transferring any of their assets to us or another subsidiary. Failure to meet our financial covenants could result from, among other things, changes in our results of operations, the incurrence of additional debt or changes in general economic conditions. The terms of our debt may restrict our ability to engage in transactions that we believe would otherwise be in the best interests of our stockholders. This could cause one or more of our lenders to accelerate the timing of payments and could have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. Many of our existing mortgage debt agreements contain “cash trap” provisions that could limit our ability to make distributions to our stockholders. Certain of our loan agreements contain cash trap provisions that may get triggered if the performance of our hotels decline further. When these provisions are triggered, substantially all of the profit generated by our hotels is deposited directly into lockbox accounts and then swept into cash management accounts for the benefit of our various lenders. Cash is distributed to us only after certain items are paid, including deposits into leasing and maintenance reserves and the payment of debt service, insurance, taxes, operating expenses, and extraordinary capital expenditures and leasing expenses. This could affect our liquidity and our ability to make distributions to our stockholders. There is refinancing risk associated with our debt. Our typical debt contains limited principal amortization; therefore the vast majority of the principal must be repaid at the maturity of the loan in a so-called “balloon payment.” At the maturity of these loans, the first of which is in late 2014, assuming we do not have sufficient funds to repay the debt, we will need to refinance this debt. If the credit environment is constrained at the time of our debt maturities, we would have a very difficult time refinancing debt. In addition, we locked in our fixed-rate debt at a very favorable point in time when we were able to obtain interest rate, principal amortization and other terms which we are unlikely to see for some time. As a result, when we refinance our debt, prevailing interest rates and other factors may result in paying a greater amount of debt service, which will adversely affect our cash flow, and, consequently, our cash available for distribution to our stockholders. If we are unable to refinance our debt on acceptable terms, we may be forced to choose from number of unfavorable options. These options include agreeing to otherwise unfavorable financing terms on one or more of our unencumbered assets, selling one or more hotels at disadvantageous terms, including unattractive prices, or defaulting on the mortgage and permitting the lender to foreclose. Any one of these options could have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. If we default on our secured debt in the future, the lenders may foreclose on our hotels. All of our indebtedness for borrowed money, except our credit facility, is secured by single property first mortgages on the applicable property. In addition, we may place mortgages on our hotel properties to secure our line of credit in the future. If we default on any of the secured loans or the secured credit facility, the lender will be able to foreclose on the property pledged to the relevant lender under that loan. While we have maintained certain of our hotels unencumbered by mortgage debt, we have a relatively high loan-to-value on a number of our hotels which are subject to mortgage loans and, as a result, those mortgaged hotels may be at 21 an increased risk of default and foreclosure due to lower operating performance and cash flows in the current recession. In addition to losing the property, a foreclosure may result in recognition of taxable income. Under the Internal Revenue Code, a foreclosure would be treated as a sale of the property for a purchase price equal to the outstanding balance of the debt secured by the mortgage. If the outstanding balance of the debt secured by the mortgage exceeds our tax basis in the property, we would recognize taxable income on foreclosure even though we did not receive any cash proceeds. As a result, we may be required to identify and utilize other sources of cash for distributions to our stockholders. If this occurs, our financial condition, cash flow and ability to satisfy our other debt obligations or ability to pay distributions may be adversely affected. Future debt service obligations may adversely affect our operating results, require us to liquidate our properties, jeopardize our tax status as a REIT and limit our ability to make distributions to our stockholders. In the future, we and our subsidiaries may be able to incur substantial additional debt, including secured debt. We expect, due to current economic conditions, that borrowing costs on new and refinanced debt will be more expensive. Our existing debt, and any additional debt borrowed in the future could subject us to many risks, including the risks that: (cid:129) our cash flow from operations will be insufficient to make required payments of principal and interest; (cid:129) we may be vulnerable to adverse economic and industry conditions; (cid:129) we may be required to dedicate a substantial portion of our cash flow from operations to the repayment of our debt, thereby reducing the cash available for distribution to our stockholders, funds available for operations and capital expenditures, future investment opportunities or other purposes; (cid:129) the terms of any refinancing is likely not as favorable as the terms of the debt being refinanced; and (cid:129) the use of leverage could adversely affect our stock price and the ability to make distributions to our stockholders. If we violate covenants in our future indebtedness agreements, we could be required to repay all or a portion of our indebtedness before maturity at a time when we might be unable to arrange financing for such repayment on favorable terms, if at all. Higher interest rates could increase debt service requirements on our floating rate debt and refinanced debt and could reduce the amounts available for distribution to our stockholders, as well as reduce funds available for our operations, future investment opportunities or other purposes. We may obtain in the future one or more forms of interest rate protection — in the form of swap agreements, interest rate cap contracts or similar agreements — to “hedge” against the possible negative effects of interest rate fluctuations. However, hedging is expensive, there is no perfect hedge, and we cannot assure you that any hedging will adequately mitigate the adverse effects of interest rate increases or that counterparties under these agreements will honor their obligations. In addition, we may be subject to risks of default by hedging counter-parties. Risks Related to Regulation, Taxes and the Environment Noncompliance with governmental regulations could adversely affect our operating results. Environmental matters. Our hotels are, and the hotels we acquire in the future will be, subject to various federal, state and local environmental laws. Under these laws, courts and government agencies may have the authority to require us, as owner of a contaminated property, to clean up the property, even if we did not know of or were not responsible for the contamination. These laws also apply to persons who owned a property at the time it became contaminated. In addition to the costs of cleanup, environmental contamination can affect the value of a property and, therefore, an owner’s ability to borrow funds using the property as collateral or to sell the property. Under the environmental laws, courts and government agencies also have the authority to require that 22 a person who sent waste to a waste disposal facility, such as a landfill or an incinerator, pay for the clean-up of that facility if it becomes contaminated and threatens human health or the environment. A person that arranges for the disposal or treatment, or transports for disposal or treatment, a hazardous substance at a property owned by another person may be liable for the costs of removal or remediation of hazardous substances released into the environment at that property. Furthermore, various court decisions have established that third parties may recover damages for injury caused by property contamination. For instance, a person exposed to asbestos while staying in a hotel may seek to recover damages if he or she suffers injury from the asbestos. Lastly, some of these environmental laws restrict the use of a property or place conditions on various activities. For example, certain laws require a business using chemicals (such as swimming pool chemicals at a hotel) to manage them carefully and to notify local officials that the chemicals are being used. We could be responsible for the costs associated with a contaminated property. The costs to clean up a contaminated property, to defend against a claim, or to comply with environmental laws could be material and could adversely affect the funds available for distribution to our stockholders. We cannot assure you that future laws or regulations will not impose material environmental liabilities or that the current environmental condition of our hotels will not be affected by the condition of the properties in the vicinity of our hotels (such as the presence of leaking underground storage tanks) or by third parties unrelated to us. We may face liability regardless of: (cid:129) our knowledge of the contamination; (cid:129) the timing of the contamination; (cid:129) the cause of the contamination; or (cid:129) the party responsible for the contamination of the property. Although we have taken and will take commercially reasonable steps to assess the condition of our properties, there may be unknown environmental problems associated with our properties. If environmental contamination exists on our properties, we could become subject to strict, joint and several liability for the contamination by virtue of our ownership interest. In addition, we are obligated to indemnify our lenders for any liability they may incur in connection with a contaminated property. The presence of hazardous substances or petroleum contamination on a property may adversely affect our ability to sell the property and could cause us to incur substantial remediation costs. The discovery of environmental liabilities attached to our properties could have a material adverse effect on our results of operations and financial condition and our ability to pay dividends to our stockholders. Americans with Disabilities Act and other changes in governmental rules and regulations. Under the Americans with Disabilities Act of 1990, or the ADA, all public accommodations must meet various federal requirements related to access and use by disabled persons. Compliance with the ADA’s requirements could require removal of access barriers, and non-compliance could result in the U.S. government imposing fines or private litigants winning damages. If we are required to make substantial modifications to our hotels, whether to comply with the ADA or other changes in governmental rules and regulations, our financial condition, results of operations and ability to make distributions to our stockholders could be adversely affected. Our hotel properties may contain or develop harmful mold, which could lead to liability for adverse health effects and costs of remediating the problem. When excessive moisture accumulates in buildings or on building materials, mold growth may occur, particularly if the moisture problem remains undiscovered or is not addressed over a period of time. Some molds may produce airborne toxins or irritants. Concern about indoor exposure to mold has been increasing, as exposure to mold may cause a variety of adverse health effects and symptoms, including allergic reactions. 23 As a result, the presence of mold to which our hotel guests or employees could be exposed at any of our properties could require us to undertake a costly remediation program to contain or remove the mold from the affected property, which would reduce our cash available for distribution. In addition, exposure to mold by our guests or employees, management company employees or others could expose us to liability if property damage or adverse health concerns arise. A portion of our revenues may be attributable to operations outside of the United States, which will sub- ject us to different legal, monetary and political risks, as well as currency exchange risks, and may cause unpredictability in a significant source of our cash flows that could adversely affect our ability to make distributions to our stockholders. We may acquire selective hotel properties outside of the United States. International investments and operations generally are subject to various political and other risks that are different from and in addition to risks in U.S. investments, including: (cid:129) the enactment of laws prohibiting or restricting the foreign ownership of property; (cid:129) laws restricting us from removing profits earned from activities within the foreign country to the United States, including the payment of distributions, i.e., nationalization of assets located within a country; (cid:129) variations in the currency exchange rates, mostly arising from revenues made in local currencies; (cid:129) change in the availability, cost and terms of mortgage funds resulting from varying national economic policies; (cid:129) changes in real estate and other tax rates and other operating expenses in particular countries; and (cid:129) more stringent environmental laws or changes in such laws. In addition, currency devaluations and unfavorable changes in international monetary and tax policies could have a material adverse effect on our profitability and financing plans, as could other changes in the international regulatory climate and international economic conditions. Liabilities arising from differing legal, monetary and political risks as well as currency fluctuations could adversely affect our financial condition, operating results and our ability to make distributions to our stockholders. In addition, the requirements for qualifying as a REIT limit our ability to earn gains, as determined for federal income tax purposes, attributable to changes in currency exchange rates. These limitations may significantly limit our ability to invest outside of the United States or impair our ability to qualify as a REIT. Any properties we invest in outside of the United States may be subject to foreign taxes. We may invest in additional hotel properties located outside the United States. Jurisdictions outside the United States will generally impose taxes on our hotel properties and our operations within their jurisdictions. To the extent possible, we will structure our investments and activities to minimize our foreign tax liability, but we will likely incur foreign taxes with respect to non-U.S. properties. Moreover, the requirements for qualification as a REIT may preclude us from always using the structure that minimizes our foreign tax liability. Furthermore, as a REIT, we and our stockholders will derive little or no benefit from the foreign tax credits arising from the foreign taxes we pay. As a result, foreign taxes we pay will reduce our income and available cash flow from our foreign hotel properties, which, in turn, could have a material adverse effect on our business, financial condition, results of operations and our ability to make distributions to our stockholders. Risks Related to Our Status as a REIT We cannot assure you that we will remain qualified as a REIT. We believe we are qualified to be taxed as a REIT for our taxable year ended December 31, 2009, and we expect to continue to qualify as a REIT for future taxable years, but we cannot assure you that we have qualified, or will remain qualified, as a REIT. 24 The REIT qualification requirements are extremely complex and official interpretations of the federal income tax laws governing qualification as a REIT are limited. Certain aspects of our REIT qualification are beyond our control. For example, we will fail to qualify as a REIT if one of our hotel managers acquires directly or constructively more than 35% of our stock. Accordingly, we cannot be certain that we will be successful in operating so that we can remain qualified as a REIT. At any time, new laws, interpretations, or court decisions may change the federal tax laws or the federal income tax consequences of our qualification as a REIT. Moreover, our charter provides that our board of directors may revoke or otherwise terminate our REIT election, without the approval of our stockholders, if it determines that it is no longer in our best interest to continue to qualify as a REIT. If we fail to qualify as a REIT and do not qualify for certain statutory relief provisions, or otherwise cease to be a REIT, we will be subject to federal income tax on our taxable income. We might need to borrow money or sell assets in order to pay any such tax. Unless we were entitled to relief under certain federal income tax laws, we could not re-elect REIT status until the fifth calendar year after the year in which we failed to qualify as a REIT. Maintaining our REIT qualification contains certain restrictions and drawbacks. Complying with REIT requirements may cause us to forego otherwise attractive opportunities. To remain qualified as a REIT for federal income tax purposes, we must continually satisfy tests concerning, among other things, the sources of our income, the nature and diversification of our assets, the amounts we distribute to our stockholders and the ownership of our stock. In order to meet these tests, we may be required to forego attractive business or investment opportunities. For example, we may not lease to our TRS any hotel which contains gaming. Thus, compliance with the REIT requirements may hinder our ability to operate solely to maximize profits. Failure to make required distributions would subject us to tax. In order to remain qualified as a REIT, we generally are required to distribute at least 90% of our REIT taxable income, determined without regard to the dividends paid deduction, each year to our stockholders. To the extent that we satisfy this distribution requirement, but distribute less than 100% of our taxable income, we will be subject to federal corporate income tax on our undistributed taxable income. In addition, we will be subject to a 4% nondeductible excise tax if the actual amount that we pay out to our stockholders in a calendar year is less than a minimum amount specified under federal tax laws. As a result, for example, of differences between cash flow and the accrual of income and expenses for tax purposes, or of nondeductible expenditures, our REIT taxable income in any given year could exceed our cash available for distribution. Accordingly, we may be required to borrow money or sell assets to make distributions sufficient to enable us to pay out enough of our taxable income to satisfy the distribution requirement and to avoid federal corporate income tax and the 4% nondeductible excise tax in a particular year. The formation of our TRSs and TRS lessees increases our overall tax liability. Our domestic TRSs are subject to federal and state income tax on their taxable income. The taxable income of our TRS lessees currently consists and generally will continue to consist of revenues from the hotels leased by our TRS lessees plus, in certain cases, key money payments (amounts paid to us by a hotel management company in exchange for the right to manage a hotel we acquire) and yield support payments, net of the operating expenses for such properties and rent payments to us. Such taxes could be substantial. Our non-U.S. TRSs also may be subject to tax in jurisdictions where they operate. We incur a 100% excise tax on transactions with our TRSs that are not conducted on an arms-length basis. For example, to the extent that the rent paid by one of our TRS lessees exceeds an arms-length rental amount, such amount potentially is subject to the excise tax. While we believe we structure all of our leases on an arms-length basis, upon an audit, the IRS might disagree with our conclusion. 25 You may be restricted from transferring our common stock. In order to maintain our REIT qualification, among other requirements, no more than 50% in value of our outstanding stock may be owned, directly or indirectly, by five or fewer individuals (as defined in the federal income tax laws to include certain entities) during the last half of any taxable year (other than the first year for which a REIT election is made). In addition, the REIT rules generally prohibit a manager of one of our hotels from owning, directly or indirectly, more than 35% of our stock and a person who holds 35% or more of our stock from also holding, directly or indirectly, more than 35% of any such hotel management company. To qualify for and preserve REIT status, our charter contains an aggregate share ownership limit and a common share ownership limit. Generally, any shares of our stock owned by affiliated owners will be added together for purposes of the aggregate share ownership limit, and any shares of common stock owned by affiliated owners will be added together for purposes of the common share ownership limit. If anyone transfers or owns shares in a way that would violate the aggregate share ownership limit or the common share ownership limit (unless such ownership limits have been waived by our board of directors), or prevent us from continuing to qualify as a REIT under the federal income tax laws, those shares instead will be transferred to a trust for the benefit of a charitable beneficiary and will be either redeemed by us or sold to a person whose ownership of the shares will not violate the aggregate share ownership limit or the common share ownership limit. If this transfer to a trust fails to prevent such a violation or our continued qualification as a REIT, then we will consider the initial intended transfer or ownership to be null and void from the outset. The intended transferee or owner of those shares will be deemed never to have owned the shares. Anyone who acquires or owns shares in violation of the aggregate share ownership limit, the common share ownership limit (unless such ownership limits have been waived by our board of directors) or the other restrictions on transfer or ownership in our charter bears the risk of a financial loss when the shares are redeemed or sold if the market price of our stock falls between the date of purchase and the date of redemption or sale. We may be adversely affected by increased use of business related technology which may reduce the need for business related travel. The increased use of teleconference and video-conference technology by businesses could result in decreased business travel as companies increase the use of technologies that allow multiple parties from different locations to participate at meetings without traveling to a centralized meeting location. To the extent that such technologies play an increased role in day-to-day business and the necessity for business related travel decreases, hotel room demand may decrease and our financial condition, results of operations, the market price of our common stock and our ability to make distributions to our stockholders may be adversely affected. Risks Related to Our Organization and Structure Provisions of our charter may limit the ability of a third party to acquire control of our company. Our charter provides that no person may beneficially own more than 9.8% of our common stock or of the value of the aggregate outstanding shares of our capital stock, except certain “look-through entities,” such as mutual funds, which may beneficially own up to 15% of our common stock or of the value of the aggregate outstanding shares of our capital stock. Our board of directors has waived this ownership limitation for certain investors in the past. Our bylaws waive this ownership limitation for certain other classes of investors. These ownership limitations may prevent an acquisition of control of our company by a third party without our board of directors’ approval, even if our stockholders believe the change of control is in their best interests. Our charter also authorizes our board of directors to issue up to 200,000,000 shares of common stock and up to 10,000,000 shares of preferred stock, to classify or reclassify any unissued shares of common stock or preferred stock and to set the preferences, rights and other terms of the classified or reclassified shares. Furthermore, our board of directors may, without any action by the stockholders, amend our charter from time to time to increase or decrease the aggregate number of shares of stock of any class or series that we have authority to issue. Issuances of additional shares of stock may have the effect of delaying, deferring or 26 preventing a transaction or a change in control of our company that might involve a premium to the market price of our common stock or otherwise be in our stockholders’ best interests. Certain advance notice provisions of our bylaws may limit the ability of a third party to acquire control of our company. Our bylaws provide that (a) with respect to an annual meeting of stockholders, nominations of persons for election to our board of directors and the proposal of business to be considered by stockholders may be made only (i) pursuant to our notice of the meeting, (ii) by the board of directors or (iii) by a stockholder who is entitled to vote at the meeting and has complied with the advance notice procedures set forth in the bylaws and (b) with respect to special meetings of stockholders, only the business specified in our notice of meeting may be brought before the meeting of stockholders and nominations of persons for election to the board of directors may be made only (i) pursuant to our notice of the meeting, (ii) by the board of directors or (iii) provided that the board of directors has determined that directors shall be elected at such meeting, by a stockholder who is entitled to vote at the meeting and has complied with the advance notice provisions set forth in the bylaws. These advance notice provisions may have the effect of delaying, deferring or preventing a transaction or a change in control of our company that might involve a premium to the market price of our common stock or otherwise be in our stockholders’ best interests. Provisions of Maryland law may limit the ability of a third party to acquire control of our company. The Maryland General Corporation Law, or the MGCL, has certain restrictions on a “business combina- tion” and “control share acquisition” which we have opted out of. If an affirmative majority of votes cast by a majority of stockholders entitled to vote approve it, our board of directors may opt in to such provisions of the MGCL. If we opt in, and the stockholders approve it, these provisions may have the effect of delaying, deferring or preventing a transaction or a change in control of our company that might involve a premium price for holders of our common stock or otherwise be in their best interests. Additionally, Title 3, Subtitle 8 of the MGCL permits our board of directors, without stockholder approval and regardless of what is currently provided in our charter or bylaws, to take certain actions that may have the effect of delaying, deferring or preventing a transaction or a change in control of our company that might involve a premium to the market price of our common stock or otherwise be in our stockholders’ best interests. We have entered into an agreement with each of our senior executive officers that provides each of them benefits in the event his employment is terminated by us without cause, by him for good reason, or under certain circumstances following a change of control of our company. We have entered into an agreement with each of our senior executive officers that provides each of them with severance benefits if his employment is terminated under certain circumstances following a change of control of our company. Certain of these benefits and the related tax indemnity could prevent or deter a change of control of our company that might involve a premium price for our common stock or otherwise be in the best interests of our stockholders. You have limited control as a stockholder regarding any changes we make to our policies. Our board of directors determines our major policies, including our investment objectives, financing, growth and distributions. Our board may amend or revise these policies without a vote of our stockholders. This means that our stockholders will have limited control over changes in our policies. 27 Changes in market conditions could adversely affect the market price of our common stock. As with other publicly traded equity securities, the value of our common stock depends on various market conditions that may change from time to time. Among the market conditions that may affect the value of our common stock are the following: (cid:129) the extent of investor interest in our securities; (cid:129) the general reputation of REITs and the attractiveness of our equity securities in comparison to other equity securities, including securities issued by other real estate-based companies; (cid:129) the underlying asset value of our hotels; (cid:129) investor confidence in the stock and bond markets, generally; (cid:129) national and local economic conditions; (cid:129) changes in tax laws; (cid:129) our financial performance; and (cid:129) general stock and bond market conditions. The market value of our common stock is based primarily upon the market’s perception of our growth potential and our current and potential future earnings and cash distributions. Consequently, our common stock may trade at prices that are greater or less than our net asset value per share of common stock. If our future earnings or cash distributions are less than expected, it is likely that the market price of our common stock will diminish. Further issuances of equity securities may be dilutive to current stockholders. We expect to issue additional shares of common stock or preferred stock to raise the capital necessary to finance hotel acquisitions, refinance debt, or pay portions of future dividends. In addition, we may issue preferred stock or units in our operating partnership, which are redeemable on a one-to-one basis for our common stock, to acquire hotels. Such issuances could result in dilution of stockholders’ equity. Future offerings of debt securities or preferred stock, which would be senior to our common stock upon liquidation and for the purpose of distributions, may cause the market price of our common stock to decline. In the future, we may increase our capital resources by making additional offerings of debt or equity securities, which may include senior or subordinated notes, classes of preferred stock and/or common stock. We will be able to issue additional shares of common stock or preferred stock without stockholder approval, unless stockholder approval is required by applicable law or the rules of any stock exchange or automated quotation system on which our securities may be listed or traded. Upon liquidation, holders of our debt securities and shares of preferred stock and lenders with respect to other borrowings will receive a distribution of our available assets prior to the holders of our common stock. Additional equity offerings could significantly dilute the holdings of our existing stockholders or reduce the market price of our common stock, or both. Holders of our common stock are not entitled to preemptive rights or other protections against dilution. Preferred stock and debt, if issued, could have a preference on liquidating distributions or a preference on dividend or interest payments that could limit our ability to make a distribution to the holders of our common stock. Because our decision to issue securities in any future offering will depend on market conditions and other factors beyond our control, we cannot predict or estimate the amount, timing or nature of our future offerings. Thus, our stockholders bear the risk of our future offerings reducing the market price of our common stock and diluting their interest. Item 1B. Unresolved Staff Comments None. 28 Item 2. Our Properties Overview The following table sets forth certain operating information for each of our hotels owned during the year Location Number of Rooms Occupancy ADR ($) RevPAR ($) 74.2% $175.12 $129.92 78.39 73.5% 106.58 132.05 67.9% 194.46 80.25 60.8% 131.96 68.40 52.0% 131.66 104.91 65.0% 161.48 173.39 81.6% 212.52 59.4% 146.03 73.5% 107.82 73.1% 102.77 62.6% 124.57 43.0% 114.92 67.7% 100.29 56.2% 205.19 86.68 79.22 75.08 78.00 49.47 67.91 115.30 % Change from 2008 RevPAR (14.8)% (19.0)% (6.0)% (15.5)% (22.9)% (17.9)% (8.8)% (21.6)% (18.4)% (12.2)% (16.2)% (28.4)% (19.3)% (24.5)% 60.0% 122.60 85.3% 222.50 73.53 189.72 (16.6)% (29.0)% 74.8% 187.34 63.7% 167.61 88.7% 232.61 61.9% 193.23 140.10 106.83 206.28 119.52 (22.3)% (20.0)% (21.8)% (23.2)% 1,198 1,004 793 521 510 504 502 492 487 486 408 386 369 346 318 312 311 272 185 182 9,586 67.7% $154.45 $104.60 (17.6)% ended December 31, 2009: Property Chicago Marriott Los Angeles Airport Marriott Westin Boston Waterfront Hotel Renaissance Waverly Hotel Salt Lake City Marriott Downtown Renaissance Worthington Frenchman’s Reef & Morning Star Marriott Beach Resort Renaissance Austin Hotel Torrance Marriott South Bay Orlando Airport Marriott Marriott Griffin Gate Resort Oak Brook Hills Marriott Resort Westin Atlanta North at Perimeter Vail Marriott Mountain Resort & Spa Chicago, Illinois . . . . . . . . . . . . . . Los Angeles, California . . . . . . . . . Boston, Massachusetts . . . . . . . . . . Atlanta, Georgia . . . . . . . . . . . . . . Salt Lake City, Utah . . . . . . . . . . . Fort Worth, Texas . . . . . . . . . . . . . St. Thomas, U.S. Virgin Islands . . . Austin, Texas . . . . . . . . . . . . . . . . Los Angeles County, California . . . Orlando, Florida . . . . . . . . . . . . . . Lexington, Kentucky . . . . . . . . . . . Oak Brook, Illinois . . . . . . . . . . . . Atlanta, Georgia . . . . . . . . . . . . . . Vail, Colorado . . . . . . . . . . . . . . . Marriott Atlanta Alpharetta Courtyard Manhattan/Midtown Atlanta, Georgia . . . . . . . . . . . . . . New York, New York . . . . . . . . . . East Conrad Chicago Bethesda Marriott Suites Courtyard Manhattan/Fifth Avenue The Lodge at Sonoma, a Renaissance Resort & Spa TOTAL/WEIGHTED AVERAGE Chicago, Illinois . . . . . . . . . . . . . . Bethesda, Maryland . . . . . . . . . . . New York, New York . . . . . . . . . . Sonoma, California . . . . . . . . . . . . 29 The following table sets forth information regarding our investment in each of our owned hotels as of December 31, 2009: Year Opened Number of Rooms Total Investment Total Investment Per Room Property Location Chicago Marriott Los Angeles Airport Marriott Westin Boston Waterfront Chicago, Illinois. . . . . . . . . . . Los Angeles, California . . . . . Boston, Massachusetts . . . . . . Hotel Renaissance Waverly Hotel Salt Lake City Marriott Atlanta, Georgia . . . . . . . . . . . Salt Lake City, Utah. . . . . . . . 1978 1973 2006 1983 1981 Downtown Renaissance Worthington Frenchman’s Reef & Morning Star Marriott Beach Resort Renaissance Austin Hotel Torrance Marriott South Bay Orlando Airport Marriott Marriott Griffin Gate Resort Oak Brook Hills Marriott Resort Fort Worth, Texas . . . . . . . . . St. Thomas, U.S. Virgin Islands . . . . . . . . . . . . . . . . . . Austin, Texas . . . . . . . . . . . . . Los Angeles County, California . . . . . . . . . . . . . . . Orlando, Florida. . . . . . . . . . . Lexington, Kentucky . . . . . . . Oak Brook, Illinois . . . . . . . . 1981 1973/1984 1986 1985 1983 1981 1987 Westin Atlanta North at Atlanta, Georgia . . . . . . . . . . . 1987 Perimeter 1,198 1,004 793 $ 343,446 $286,683 134,162 442,763 134,699 351,111 521 510 504 502 492 487 486 408 386 369 132,583 63,959 254,478 125,410 87,914 91,403 174,433 182,078 113,568 76,459 230,829 157,000 83,851 60,583 82,435 172,533 148,488 213,562 65,880 178,537 Vail Marriott Mountain Vail, Colorado . . . . . . . . . . . . 1983/2002 346 70,149 202,743 Resort & Spa Marriott Atlanta Alpharetta Courtyard Manhattan/Midtown East Conrad Chicago Bethesda Marriott Suites Courtyard Manhattan/Fifth Avenue Atlanta, Georgia . . . . . . . . . . . New York, New York . . . . . . . Chicago, Illinois. . . . . . . . . . . Bethesda, Maryland . . . . . . . . New York, New York . . . . . . . 2000 1998 2001 1990 1990 The Lodge at Sonoma, a Sonoma, California . . . . . . . . 2001 Renaissance Resort & Spa Total Our Hotels Bethesda Marriott Suites 318 312 311 272 185 182 41,013 80,225 128,972 257,131 125,599 48,918 45,987 403,855 179,846 248,578 36,817 202,291 9,586 $2,136,599 $222,887 Bethesda Marriott Suites is located in the Rock Spring Corporate Office Park near downtown Bethesda, Maryland, with convenient access to Washington, D.C.’s Beltway (I-495) and the I-270 Technology Corridor. Rock Spring Corporate Office Park contains several million feet of office space and includes corporate headquarters for companies such as Marriott and Lockheed Martin Corp., as well as major offices for the National Institute of Health. The hotel contains 272 guestrooms, all of which are suites, and 5,000 square feet of total meeting space. The hotel was built in 1990. We completed the refurbishment of guestrooms during 2006. The hotel lobby was renovated in 2007 and converted into a Marriott “great room.” 30 We acquired the hotel in 2004. We hold the property pursuant to a ground lease. The current term of the ground lease will expire in 2087. Chicago Marriott The Chicago Marriott opened in 1978 and contains 1,198 rooms, 90,000 square-feet of meeting space, and three food and beverage outlets. The 46-story hotel sits amid the world-famous shops and restaurants on Michigan Avenue, in the heart of downtown Chicago. We undertook a $35 million renovation of the hotel beginning in 2008. The substantially completed renovation included a complete redo of all the meeting rooms and ballrooms, adding 17,000 square feet of new meeting space, reconcepting and relocating the restaurant, expanding the lobby bar and creating a Marriott “great room” in the lobby. We acquired the hotel in 2006. We own a fee simple interest in the hotel. In mid-2010, a JW Marriott is expected to open in downtown Chicago. We expect the JW Marriott to be a significant competitor to the Chicago Marriott as it will compete for loyal Marriott customers, particularly business transient travelers, a typically high ADR segment. Conrad Chicago The Conrad Chicago opened in 2001 as a Le Meridien and contains 311 rooms, 33 of which are suites, and 13,000 square-feet of meeting space. The property is located on several floors within the 17-story former McGraw-Hill Building, amid Chicago’s Magnificent Mile. The Conrad Chicago rises above the Westfield North Bridge Shopping Centre and the Nordstrom department store on North Michigan Avenue. The property is approximately one half block away from our Chicago Marriott. The Conrad Chicago changed management to Hilton in November 2005 and had its official “Conrad launch” in June 2006. Conrad Hotels has approximately 25 luxury properties worldwide, but currently just three are open in the United States. Conrad Hotels are Hilton’s competitor to Marriott’s Ritz-Carlton brand or Starwood’s St. Regis brand. In 2008, we completed a renovation of the guestrooms, corridors, and front entrance. We acquired the hotel in 2006. We own a fee simple interest in the hotel. Courtyard Manhattan/Fifth Avenue The Courtyard Manhattan/Fifth Avenue is located on 40th Street, just off of Fifth Avenue in Midtown Manhattan, across the street from the New York Public Library. The hotel is situated in a convenient tourist and business location. It is within walking distance from Times Square, Broadway theaters, Grand Central Station, Rockefeller Center and the Empire State Building. The hotel includes 185 guestrooms. We completed significant capital improvements in 2005 and 2006 in connection with our re-branding, renovation and repositioning plan. The capital improvement plan included a complete renovation of the guestrooms, new furniture and bedding for the guestrooms, renovation of the bathrooms with granite vanity tops, installation of a new exercise facility, construction of a boardroom meeting space and modifications to make the hotel more accommodating to persons with disabilities. We acquired the hotel in 2004. We hold the property pursuant to a ground lease. The term of the ground lease expires in 2085, inclusive of one 49-year extension. Courtyard Manhattan/Midtown East The Courtyard Manhattan/Midtown East is located in Manhattan’s East Side, on Third Avenue between 52nd and 53rd Streets. The hotel has 312 guestrooms and 1,500 square feet of meeting space. 31 Prior to 1998, the building was used as an office building, but then was completely renovated and opened in 1998 as a Courtyard by Marriott. We completed a guestroom and public space renovation during 2006. We acquired the hotel in 2004. We hold a fee simple interest in a commercial condominium unit, which includes a 47.725% undivided interest in the common elements in the 866 Third Avenue Condominium; the rest of the condominium is owned predominately (48.2%) by the building’s other major occupant, Memorial Sloan-Kettering Cancer Hospital. The hotel occupies the lobby area on the 1st floor, all of the 12th-30th floors and its pro rata share of the condominium’s common elements. Frenchman’s Reef & Morning Star Marriott Beach Resort The Frenchman’s Reef & Morning Star Marriott Beach Resort is a 17-acre resort hotel located in St. Thomas, U.S. Virgin Islands. The hotel is located on a hill overlooking Charlotte Amalie Harbor and the Caribbean Sea. The hotel has 502 guestrooms, including 27 suites, and approximately 60,000 square feet of meeting space. The hotel caters primarily to tourists, but also attracts group business travelers. The Frenchman’s Reef section of the resort was built in 1973 and the Morning Star section of the resort was built in 1984. Following severe damage from a hurricane, the entire resort was substantially rebuilt in 1996 as part of a $60 million capital improvement. We acquired the hotel in 2005 and own a fee simple interest in the hotel. Los Angeles Airport Marriott The Los Angeles Airport Marriott was built in 1973 and has 1,004 guestrooms, including 19 suites, and approximately 55,000 square feet of meeting space. The hotel guestrooms underwent a significant renovation in 2006 and the meeting rooms were renovated in 2007. The hotel attracts both business and leisure travelers due to its convenient location minutes from Los Angeles International Airport (LAX), the fourth busiest airport in the world. The property attracts large groups due to its significant amount of meeting space, guestrooms and parking spaces. We acquired the hotel in 2005 and own a fee simple interest in the hotel. Marriott Atlanta Alpharetta The Marriott Atlanta Alpharetta is located in the city of Alpharetta, Georgia, approximately 22 miles north of Atlanta. Alpharetta is located in North Fulton County, a very affluent county, which is characterized by being the national or regional headquarters of a number of large corporations, and it contains a large network of small and mid-sized companies supporting these corporations. The hotel is located in the Windward Office Park near several major corporations, including ADP, AT&T, McKesson, Siemens, Nortel and IBM. The hotel provides all of the amenities that are desired by business guests and is one of the few full- service hotels in a market predominately characterized by chain-affiliated select-service hotels. The hotel opened in 2000. The hotel includes 318 guestrooms and 9,000 square feet of meeting space. We renovated the hotel meeting space during 2008. We acquired the hotel in 2005 and own a fee simple interest in the hotel. Marriott Griffin Gate Resort Marriott Griffin Gate Resort is a 163-acre regional resort located north of downtown Lexington, Kentucky. The resort has 408 guestrooms, including 21 suites, as well as 13,000 square feet of meeting space. The resort contains three distinct components: the seven story main hotel and public areas, the Griffin Gate Golf Club, with a Rees Jones-designed 18-hole golf course, and The Mansion (which was originally constructed in 1854 and was Lexington’s first AAA 4-Diamond restaurant). The hotel is near all the area’s major corporate office parks and regional facilities of a number of major companies such as IBM, Toyota, Lexel Corporation and Lexmark International. The hotel also is located in proximity to downtown Lexington, the University of Kentucky, the historic Keeneland Horse Track and the Kentucky Horse Park. 32 The hotel originally opened in 1981. In 2003, the prior owner, Marriott, initiated a major renovation and repositioning of the resort, with an approximate $10 million capital improvement plan. We completed the renovation plan in 2005. The renovation included a complete guestroom and guestroom corridor renovation, as well as a renovation of the exterior façade. We also significantly renovated the public space at the hotel. In 2007, we added a spa, repositioned and redesigned the restaurants, and added meeting space to the hotel. We acquired the hotel in 2004. We own a fee simple interest in the hotel, The Mansion, and most of the Griffin Gate Golf Club. However, approximately 54 acres of the golf course are held pursuant to a ground lease. The ground lease runs through 2033 (inclusive of four five-year renewal options), and contains a buyout right beginning at the end of the term in 2013 and at the end of each five-year renewal term thereafter. We are the sub-sublessee under another minor ground lease of land adjacent to the golf course, with a term expiring in 2020. Oak Brook Hills Marriott Resort In July 2005, we acquired the Oak Brook Hills Resort & Conference Center, replaced the existing manager with an affiliate of Marriott and re-branded the hotel as the Oak Brook Hills Marriott Resort. The hotel underwent a significant renovation in 2006 and early 2007. The resort was built in 1987 and has 386 guestrooms, including 37 suites. The hotel markets itself to national and regional conferences by providing over 40,000 square feet of meeting space at a hotel with a championship golf course that is convenient to both O’Hare and Chicago Midway airports and is near downtown Chicago. The resort is located in Oak Brook, Illinois. The hotel is located on approximately 18 acres that we own in fee simple. The hotel is adjacent to an 18- hole, approximately 110-acre, championship golf course that we lease pursuant to a ground lease, which has approximately 40 years remaining, including renewal terms. Rent for the entire initial term of the ground lease has been paid in full. Orlando Airport Marriott The Orlando Airport Marriott was built in 1983 and has 486 guestrooms, including 14 suites, and approximately 26,000 square feet of meeting space. The hotel underwent a significant renovation in 2006. The hotel has a resort-like setting yet is well-located in a successful commercial office park five minutes from the Orlando International Airport. The hotel serves predominantly business transient guests as well as small and mid-size groups that enjoy the hotel’s amenities as well as its proximity to the airport. We acquired the hotel in 2005 and own a fee simple interest in the hotel. Renaissance Austin The Renaissance Austin opened in 1986 and includes 492 rooms (14 of which were added in 2006), 60,000 square feet of meeting space, a restaurant, lounge and delicatessen. The hotel converted an adjacent lounge into high-end meeting space during 2008. The hotel is situated in the heart of Austin’s Arboretum area, near the major technology firms located in Austin, including Dell, Motorola, IBM, Samsung and National Instruments. In close proximity are office complexes, high-end shopping and upscale restaurants. The hotel is 12 miles from downtown Austin, home of the 6th Avenue Historic District, the State Capitol, and the University of Texas. In 2008, we completed the conversion of a nightclub in the building adjacent to the hotel into 7,000 square feet of high-quality meeting space. We acquired the hotel in 2006 and own a fee simple interest in the hotel. In March 2010, the Westin Austin at the Domain is expected to open. We expect this hotel to be a significant competitor to the Renaissance Austin due to its proximity to our important corporate customers. 33 Renaissance Waverly The Renaissance Waverly opened in 1983 and includes 521 rooms, 65,000 square feet of meeting space, and multiple food and beverage outlets. The Renaissance Waverly consists of a 13-story rectangular tower with an impressive atrium rising to the top floor. The Renaissance Waverly is connected to the Galleria shopping complex and the 320,000 square-foot Cobb Galleria Centre convention facility. The Galleria office complex is within Atlanta’s 2nd largest office sub-market and in close proximity to Home Depot’s world headquarters, as well as offices for IBM, Lockheed Martin and Coca-Cola. Within walking distance of the property are the Cumberland Mall, and the new $145 million, 2,750-seat, Cobb Energy Performing Arts Center, which opened in 2007. We acquired the hotel in 2006 and own a fee simple interest in the hotel. Renaissance Worthington The Renaissance Worthington has 504 guestrooms, including 30 suites, and approximately 57,000 total square feet of meeting space. The hotel is located in downtown Fort Worth in Sundance Square, a sixteen- block retail area. It is also near Fort Worth’s Convention Center, which hosts a wide range of events, including conventions, conferences, sporting events, concerts and trade and consumer shows. The hotel was opened in 1981 and underwent $4 million in renovations in 2002 and 2003. Supply and demand in the Fort Worth hotel market was relatively stable until a newly constructed hotel owned and managed by Omni Hotels, and subsidized by the city of Fort Worth, was opened in January 2009. The Fort Worth Omni is a very strong competitor as it is located next to the convention center. We acquired a fee simple interest in the hotel in 2005. A portion of the land under the parking garage (consisting of 0.28 acres of the entire 3.46 acre site) is subject to three co-terminus ground leases. Each of the ground leases extends to July 31, 2022 and provides for three successive renewal options of 15 years each. The ground leases provide for adjustments to the fixed ground rent payments every ten years during the term. Salt Lake City Marriott Downtown The Salt Lake City Marriott Downtown has 510 guestrooms, including 6 suites, and approximately 22,300 square feet of meeting space. The hotel’s rooms underwent a significant renovation in late 2008 and into early 2009. The hotel is located in downtown Salt Lake City across from the Salt Palace Convention Center near Temple Square. Demand for the hotel is generated primarily by the Convention Center, the Church of Jesus Christ of Latter-Day Saints, the University of Utah, government offices and nearby ski destinations. The hotel is located next to the City Creek Project, one of the largest urban redevelopment projects in the United States. Currently, the owner of the City Creek Project, an affiliate of the Church of Jesus Christ of Latter-Day Saints, has cleared a 20 acre parcel of land between the hotel and Temple Square, the location of the Salt Lake Temple and Salt Lake Tabernacle, and is in the process of constructing a high-end mixed use project consisting of retail, office and residential. The project is expected to be completed in 2012. Until the completion of the project, the hotel is expected to experience some disruption. After the completion of the project, it is expected to be an amenity and demand-driver for the hotel. We acquired the hotel in 2004. We hold ground lease interests in the hotel and the extension that connects the hotel to City Creek Project. The term of the ground lease for the hotel runs through 2056, inclusive of five ten-year renewal options. The term of the ground lease for the extension of the hotel (containing approximately 1,078 square feet) runs through 2017. In 2009, we acquired a 21% interest in the land under the hotel for approximately $0.9 million. This gives us a right of first refusal in the event that the other owners want to sell their interests in the entity and the right to veto the sale of the land to a third party. The Lodge at Sonoma, a Renaissance Resort & Spa The Lodge at Sonoma, a Renaissance Resort & Spa, was built in 2000 and is located in the heart of the Sonoma Valley wine country, 45 miles from San Francisco, in the town of Sonoma, California. Numerous 34 wineries are located within a short driving distance from the resort. The area is served by the Sacramento, Oakland and San Francisco airports. Leisure demand is generated by Sonoma Valley and Napa Valley wine country attractions. Group and business demand is primarily generated from companies located in San Fran- cisco and the surrounding Bay Area, and some ancillary demand is generated from the local wine industry. We acquired the hotel in 2004. We own a fee simple interest in the hotel, which is comprised of the main two-story Lodge building, including 76 guestrooms and 18 separate cottage buildings, containing the remaining 102 guestrooms and 4 suites. The Raindance Spa is located in a separate two-story building at the rear of the cottages. The hotel also has 22,000 square feet of meeting and banquet space. Torrance Marriott South Bay The Torrance Marriott South Bay was built in 1985 and has 487 guestrooms, including 11 suites, and approximately 23,000 square feet of indoor and outdoor meeting space. The hotel underwent a significant renovation in 2006 and 2007. The hotel is located in Los Angeles County in Torrance, California, a major automotive center. Two major Japanese automobile manufacturers, Honda and Toyota, have their U.S. head- quarters in the Torrance area and generate significant demand for the hotel. It is also adjacent to the Del Amo Fashion Center mall, one of the largest malls in America. We acquired the hotel in 2005 and own a fee simple interest in the hotel. Westin Atlanta North at Perimeter In May 2006, we acquired the Westin Atlanta North at Perimeter. The 20-story hotel opened in 1987 and contains 369 rooms and 20,000 square-feet of meeting space. The property is located within the Perimeter Center sub-market of Atlanta, Georgia. Comprising over 23 million square-feet of office space, Perimeter Center is one of the largest office markets in the southeast, representing substantial levels of corporate demand including: UPS, Hewlett Packard, Microsoft, Newell Rubbermaid and GE. We acquired our fee simple interest in the hotel in 2006. We completed guestroom and lobby renovations during 2007. Westin Boston Waterfront Hotel In January 2007, we acquired the Westin Boston Waterfront Hotel. The hotel opened in June 2006 and contains 793 rooms and 69,000 square feet of meeting space. The hotel is attached to the recently built 1.6 million square foot Boston Convention and Exhibition Center, or BCEC, and is located in the Seaport District. The Westin Boston Waterfront Hotel includes a full service restaurant, a lobby lounge, a Starbucks licensed café, a 400-car underground parking facility, a fitness center, an indoor swimming pool, a business center, a gift shop and retail space. The retail space is a separate three-floor, 100,000 square foot building attached to the Westin Boston Waterfront Hotel. In this building, we completed the construction of 37,000 square feet of meeting and exhibition space at a cost of approximately $19 million. We have leased a portion of the retail space to an Irish pub restaurant and an upscale bar, which added valuable amenities for our guests. When the remaining retail space is leased to third-party tenants, we or the tenants will complete the necessary tenant improvements. We also acquired a leasehold interest in a parcel of land with development rights to build a 320 to 350 room hotel. The expansion hotel, should we decide to build it, will be located on a 11⁄2 acre parcel of developable land that is immediately adjacent to the Westin Boston Waterfront Hotel. The expansion hotel is expected to have 320 to 350 rooms and 100 underground parking spaces and, upon construction, could also be attached to the BCEC. We are still investigating the cost to construct and the potential returns associated with, an expansion hotel and have not concluded whether or not to pursue this portion of the project. 35 Vail Marriott Mountain Resort & Spa The Vail Marriott Mountain Resort & Spa is located at the base of Vail Mountain in Vail, Colorado. The hotel has 346 guestrooms, including 61 suites, and approximately 21,000 square feet of meeting space. The hotel is approximately 150 yards from the Eagle Bahn Express Gondola, which transports guests to the top of Vail Mountain, the largest single ski mountain in North America, with over 5,289 acres of skiable terrain. The hotel is located in Lionshead Village, the center of which was recently completely renovated to create a new European-inspired plaza which includes luxury condominiums and a small 36 room hotel, as well as equipment rentals, ski storage, lockers, ski and snowboard school, shopping and an après ski restaurant and bar; dining and shopping opportunities; and a winter ice-skating plaza and entertainment venues. The hotel opened in 1983 and underwent a luxurious renovation of the public space, guest rooms and corridors in 2002. We acquired the hotel in 2005 and completed the renovation of certain meeting space and pre-function space during 2006. We own a fee simple interest in the hotel. Our Hotel Management Agreements We are a party to hotel management agreements with Marriott for sixteen of the twenty properties. The Vail Marriott Mountain Resort & Spa is managed by an affiliate of Vail Resorts and is under a long-term franchise agreement with Marriott; the Westin Atlanta North at Perimeter is managed by Davidson Hotel Company; the Conrad Chicago is managed by Conrad Hotels USA, Inc., a subsidiary of Hilton; and the Westin Boston Waterfront Hotel is managed by Westin Hotel Management, L.P. a subsidiary of Starwood. Each hotel manager is responsible for (i) the hiring of certain executive level employees, subject to certain veto rights, (ii) training and supervising the managers and employees required to operate the properties and (iii) purchasing supplies, for which we generally will reimburse the manager. The managers (or the franchisor in the case of the Vail Marriott Mountain Resort & Spa and the Westin Atlanta North at Perimeter) provide centralized reservation systems, national advertising, marketing and promotional services, as well as various accounting and data processing services. Each manager also prepares and implements annual operations budgets subject to our review and approval. Each of our management agreements limit our ability to sell, lease or otherwise transfer the hotels unless the transferee (i) is not a competitor of the manager, (ii) assumes the related management agreements and (iii) meets specified other conditions. 36 Term The following table sets forth the agreement date, initial term and number of renewal terms under the respective hotel management agreements for each of our hotels. Generally, the term of the hotel management agreements renew automatically for a negotiated number of consecutive periods upon the expiration of the initial term unless the property manager gives notice to us of its election not to renew the hotel management agreement. Date of Agreement Initial Term Number of Renewal Terms Austin Renaissance . . . . . . . . . . . . . . . . . . . . Atlanta Alpharetta Marriott . . . . . . . . . . . . . . Atlanta Westin North at Perimeter . . . . . . . . . Bethesda Marriott Suites . . . . . . . . . . . . . . . . Boston Westin Waterfront . . . . . . . . . . . . . . . Chicago Marriott Downtown . . . . . . . . . . . . . Conrad Chicago. . . . . . . . . . . . . . . . . . . . . . . Courtyard Manhattan/Fifth Avenue . . . . . . . . . Courtyard Manhattan/Midtown East . . . . . . . . Frenchman’s Reef & Morning Star Marriott Beach Resort . . . . . . . . . . . . . . . . . . . . . . . Los Angeles Airport Marriott . . . . . . . . . . . . . Marriott Griffin Gate Resort. . . . . . . . . . . . . . Oak Brook Hills Marriott Resort . . . . . . . . . . Orlando Airport Marriott . . . . . . . . . . . . . . . . Renaissance Worthington . . . . . . . . . . . . . . . . Salt Lake City Marriott Downtown . . . . . . . . The Lodge at Sonoma, a Renaissance Resort & Spa . . . . . . . . . . . . . . . . . . . . . . . Torrance Marriott South Bay . . . . . . . . . . . . . Waverly Renaissance . . . . . . . . . . . . . . . . . . . Vail Marriott Mountain Resort & Spa . . . . . . . 6/2005 9/2000 6/2009 12/2004 5/2004 3/2006 11/2005 12/2004 11/2004 9/2000 9/2000 12/2004 7/2005 11/2005 9/2000 12/2001 10/2004 1/2005 6/2005 6/2005 20 years 30 years 10 years 21 years 20 years 32 years 10 years 30 years 30 years 30 years 40 years 20 years 30 years 30 years 30 years 30 years Three ten-year periods Two ten-year periods None Two ten-year periods Four ten-year periods Two ten-year periods Two five-year periods None Two ten-year periods Two ten-year periods Two ten-year periods One ten-year period None None Two ten-year periods Three fifteen-year periods 20 years 40 years 20 years 151⁄2 years One ten-year period None Three ten-year periods None Amounts Payable under our Hotel Management Agreements Under our current hotel management agreements, the property manager receives a base management fee and, if certain financial thresholds are met or exceeded, an incentive management fee. The base management fee is generally payable as a percentage of gross hotel revenues for each fiscal year. The incentive management fee is generally based on hotel operating profits and is typically equal to between 20% and 25% of hotel operating profits, but the fee only applies to that portion of hotel operating profits above a negotiated return on our invested capital. We refer to this excess of operating profits over a return on our invested capital as “available cash flow.” 37 The following table sets forth the base management fee and incentive management fee, generally due and payable each fiscal year, for each of our properties: Base Management Fee(1) Incentive Management Fee(2) Austin Renaissance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta Alpharetta Marriott . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta North at Perimeter Westin . . . . . . . . . . . . . . . . . . . . . . Bethesda Marriott Suites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Boston Westin Waterfront . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago Marriott Downtown . . . . . . . . . . . . . . . . . . . . . . . . . . Conrad Chicago . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Courtyard Manhattan/Fifth Avenue . . . . . . . . . . . . . . . . . . . . . Courtyard Manhattan/Midtown East . . . . . . . . . . . . . . . . . . . . Frenchman’s Reef & Morning Star Marriott Beach Resort . . . . Los Angeles Airport Marriott . . . . . . . . . . . . . . . . . . . . . . . . . Marriott Griffin Gate Resort . . . . . . . . . . . . . . . . . . . . . . . . . . Oak Brook Hills Marriott Resort . . . . . . . . . . . . . . . . . . . . . . . Orlando Airport Marriott . . . . . . . . . . . . . . . . . . . . . . . . . . . . Renaissance Worthington . . . . . . . . . . . . . . . . . . . . . . . . . . . . Salt Lake City Marriott Downtown . . . . . . . . . . . . . . . . . . . . . The Lodge at Sonoma, a Renaissance Resort & Spa . . . . . . . . Torrance Marriott South Bay. . . . . . . . . . . . . . . . . . . . . . . . . . Waverly Renaissance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Vail Marriott Mountain Resort & Spa . . . . . . . . . . . . . . . . . . . 3% 3% 2.5% 3% 2.5% 3% 2.5%(9) 5.5%(11) 5% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 20%(3) 25%(4) 10%(5) 50%(6) 20%(7) 20%(8) 15%(10) 25%(12) 25%(13) 25%(14) 25%(15) 20%(16) 20% or 30%(17) 20% or 25%(18) 25%(19) 20%(20) 20%(21) 20%(22) 20%(23) 20%(24) (1) As a percentage of gross revenues. (2) Based on a percentage of hotel operating profits above a negotiated return on our invested capital as more fully described in the following footnotes. (3) Calculated as a percentage of operating profits in excess of the sum of (i) $5.9 million and (ii) 10.75% of certain capital expenditures. (4) Calculated as a percentage of operating profits in excess of the sum of (i) $4.1 million and (ii) 10.75% of certain capital expenditures. (5) Calculated as a percentage of operating profits after a pre-set dollar amount of owner’s priority beginning in 2010. The owner’s priority is $3.0 million in 2010, $3.7 million on 2011, $4.2 million in 2012, $4.7 million in 2013, $5.0 million in 2014. In 2015 and thereafter, the owner’s priority adjusts annually based upon CPI. The incentive management fee cannot exceed 1.5% of total revenue. (6) Calculated as a percentage of operating profits in excess of the sum of (i) the payment of certain loan procurement costs, (ii) 10.75% of certain capital expenditures, (iii) an agreed-upon return on certain expenditures and (iv) the value of certain amounts paid into a reserve account established for the replace- ment, renewal and addition of certain hotel goods. The owner’s priority expires in 2027. (7) Calculated as a percentage of operating profits in excess of the sum of (i) actual debt service and (ii) 15% of cumulative and compounding return on equity, which resets with each sale. (8) Calculated as 20% of net operating income before base management fees. There is no owner’s priority. (9) The base management fee will increase to 3% for fiscal year 2010 and thereafter. (10) Calculated as a percentage of operating profits after a pre-set dollar amount ($8.7 million in 2009 and $8.8 million in 2010) of owner’s priority. Beginning in fiscal year 2011, the incentive management fee will be based on 103% of the prior year cash flow. 38 (11) The base management fee will be equal to 5.5% of gross revenues for fiscal years 2010 through 2014 and 6% for fiscal year 2015 and thereafter until the expiration of the agreement. Beginning in 2011, the base management fee may increase to 6.0% at the beginning of the next fiscal year if operating profits equal or exceed $5.0 million. (12) Calculated as a percentage of operating profits in excess of the sum of (i) $5.5 million and (ii) 12% of certain capital expenditures, less 5% of the total real estate tax bill (for as long as the hotel is leased to a party other than the manager). (13) Calculated as a percentage of operating profits in excess of the sum of (i) $7.9 million and (ii) 10.75% of certain capital expenditures. (14) Calculated as a percentage of operating profits in excess of the sum of (i) $9.2 million and (ii) 10.75% of certain capital expenditures. (15) Calculated as a percentage of operating profits in excess of the sum of (i) $10.3 million and (ii) 10.75% of certain capital expenditures. (16) Calculated as a percentage of operating profits in excess of the sum of (i) $6.1 million and (ii) 10.75% of certain capital expenditures. (17) Calculated as a percentage of operating profits in excess of the sum of (i) $8.1 million and (ii) 10.75% of certain capital expenditures. The percentage of operating profits is 20% except from 2011 through 2021 when it is 30%. (18) Calculated as a percentage of operating profits in excess of the sum of (i) $8.9 million and (ii) 10.75% of certain capital expenditures. The percentage of operating profits is 20% except from 2011 through 2021 when it is 25%. (19) Calculated as a percentage of operating profits in excess of the sum of (i) $7.6 million and (ii) 10.75% of certain capital expenditures. (20) Calculated as a percentage of operating profits in excess of the sum of (i) $6.2 million and (ii) 10.75% of capital expenditures. (21) Calculated as a percentage of operating profits in excess of the sum of (i) $3.6 million and (ii) 10.75% of capital expenditures. (22) Calculated as a percentage of operating profits in excess of the sum of (i) $7.5 million and (ii) 10.75% of certain capital expenditures. (23) Calculated as a percentage of operating profits in excess of the sum of (i) $10.3 million and (ii) 10.75% of certain capital expenditures. (24) Calculated as a percentage of operating profits in excess of the sum of (i) $7.4 million and (ii) 11% of certain capital expenditures. The incentive management fee rises to 25% if the hotel achieves operating profits in excess of 15% of our invested capital. We recorded $19.6 million, $28.6 million and $29.8 million of management fees during the years ended December 31, 2009, 2008 and 2007, respectively. The management fees for the year ended December 31, 2009 consisted of $4.3 million of incentive management fees and $15.3 million of base management fees. The management fees for the year ended December 31, 2008 consisted of $9.7 million of incentive management fees and $18.9 million of base management fees. The management fees for the year ended December 31, 2007 consisted of $11.1 million of incentive management fees and $18.7 million of base management fees. 39 Our Franchise Agreements The following table sets forth the terms of the hotel franchise agreements for our two franchised hotels: Date of Agreement Initial Term(1) Franchise Fee Vail Marriott Mountain Resort & Spa . . . 6/2005 16 years Atlanta Westin North at Perimeter . . . . . 5/2006 20 years 6% of gross room sales plus 3% of gross food and beverage sales 7% of gross room sales plus 2% of food and beverage sales (1) There are no renewal options under either franchise agreement. We recorded $1.9 million, $2.8 million and $2.7 million of franchise fees during the fiscal years ended December 31, 2009, 2008 and 2007, respectively. Our Ground Lease Agreements Four of our hotels are subject to ground lease agreements that cover all of the land underlying the respective hotel: (cid:129) The Bethesda Marriott Suites hotel is subject to a ground lease that runs until 2087. There are no renewal options. (cid:129) The Courtyard Manhattan/Fifth Avenue is subject to a ground lease that runs until 2085, inclusive of one 49-year renewal option. (cid:129) The Salt Lake City Marriott Downtown is subject to two ground leases: one ground lease covers the land under the hotel and the other ground lease covers the portion of the hotel that extends into the City Creek Project. The term of the ground lease covering the land under the hotel runs through 2056, inclusive of our renewal options, and the term of the ground lease covering the extension runs through 2017. In 2009, we acquired a 21% interest in the land under the hotel for approximately $0.9 million. (cid:129) The Westin Boston Waterfront is subject to a ground lease that runs until 2099. There are no renewal options. In addition, two of the golf courses adjacent to two of our hotels are subject to ground lease agreements: (cid:129) The golf course that is part of the Marriott Griffin Gate Resort is subject to a ground lease covering approximately 54 acres. The ground lease runs through 2033, inclusive of our renewal options. We have the right, beginning in 2013 and upon the expiration of any 5-year renewal term, to purchase the property covered by such ground lease for an amount ranging from $27,500 to $37,500 per acre, depending on which renewal term has expired. The ground lease also grants us the right to purchase the leased property upon a third party offer to purchase such property on the same terms and conditions as the third party offer. We are also the sub-sublessee under another minor ground lease of land adjacent to the golf course, with a term expiring in 2020. (cid:129) The golf course that is part of the Oak Brook Hills Marriott Resort is subject to a ground lease covering approximately 110 acres. The ground lease runs through 2045 including renewal options. Finally, a portion of the parking garage relating to the Renaissance Worthington is subject to three ground leases that cover, contiguously with each other, approximately one-fourth of the land on which the parking garage is constructed. Each of the ground leases has a term that runs through July 2067, inclusive of the three 15-year renewal options. These ground leases generally require us to make rental payments (including a percentage of gross receipts as percentage rent with respect to the Courtyard Manhattan/Fifth Avenue ground lease) and payments for all, or in the case of the ground leases covering the Salt Lake City Marriott Downtown extension and a portion of the Marriott Griffin Gate Resort golf course, our tenant’s share of, charges, costs, expenses, 40 assessments and liabilities, including real property taxes and utilities. Furthermore, these ground leases generally require us to obtain and maintain insurance covering the subject property. The following table reflects the annual base rents of our ground leases: Ground leases under hotel: Property Term(1) Bethesda Marriott Suites Through 10/2087 Courtyard Manhattan/Fifth Avenue(3)(4) Salt Lake City Marriott Downtown (Ground lease for hotel) (Ground lease for extension) Westin Boston Waterfront Hotel(5) (Base Rent) (Percentage Rent) 10/2007-9/2017 10/2017-9/2027 10/2027-9/2037 10/2037-9/2047 10/2047-9/2057 10/2057-9/2067 10/2067-9/2077 10/2077-9/2085 Through-12/2056 1/2008-12/2012 1/2013-12/2017 Through-5/2012 6/2012-5/2016 6/2016-5/2021 6/2021-5/2026 6/2026-5/2031 6/2031-5/2036 6/2036-6/2099 Annual Rent $483,161(2) $906,000 1,132,812 1,416,015 1,770,019 2,212,524 2,765,655 3,457,069 4,321,336 Greater of $132,000 or 2.6% of annual gross room sales $10,277 11,305 $0 500,000 750,000 1,000,000 1,500,000 1,750,000 No base rent Through-6/2016 7/2016-6/2026 7/2026-6/2036 7/2036-6/2046 7/2046-6/2056 7/2056-6/2066 7/2066-6/2099 0% of annual gross revenue 1.0% of annual gross revenue 1.5% of annual gross revenue 2.75% of annual gross revenue 3.0% of annual gross revenue 3.25% of annual gross revenue 3.5% of annual gross revenue Ground leases under parking garage: Renaissance Worthington Through-7/2012 8/2012-7/2022 8/2022-7/2037 8/2037-7/2052 8/2052-7/2056 Ground leases under golf course: Marriott Griffin Gate Resort 9/2003-8/2008 9/2008-8/2013 9/2013-8/2018 9/2018-8/2023 9/2023-8/2028 9/2028-8/2033 10/1985-9/2025 Oak Brook Hills Marriott Resort 41 $36,613 40,400 46,081 51,764 57,444 $90,750 99,825 109,800 120,750 132,750 147,000 $1 (6) (1) These terms assume our exercise of all renewal options. (2) Represents rent for the year ended December 31, 2009. Rent will increase annually by 5.5%. (3) The ground lease term is 49 years. We have the right to renew the ground lease for an additional 49 year term on the same terms then applicable to the ground lease. (4) The total annual rent includes the fixed rent noted in the table plus a percentage rent equal to 5% of gross receipts for each lease year, but only to the extent that 5% of gross receipts exceeds the minimum fixed rent in such lease year. There was no such percentage rent earned during the year ended December 31, 2009. (5) Total annual rent under the ground lease is capped at 2.5% of hotel gross revenues during the initial 30 years of the ground lease. (6) We have the right to extend the term of this lease for two consecutive renewal terms of ten years each with rent at then market value. Subject to certain limitations, an assignment of the ground leases covering the Courtyard Manhattan/Fifth Avenue, a portion of the Marriott Griffin Gate Resort golf course and the Oak Brook Hills Marriott Resort golf course do not require the consent of the ground lessor. With respect to the ground leases covering the Salt Lake City Marriott Downtown hotel and extension, Bethesda Marriott Suites and Westin Boston Waterfront, any proposed assignment of our leasehold interest as ground lessee under the ground lease requires the consent of the applicable ground lessor. As a result, we may not be able to sell, assign, transfer or convey our ground lessee’s interest in any such property in the future absent the consent of the ground lessor, even if such transaction may be in the best interests of our stockholders. Debt As of December 31, 2009, we had approximately $786.8 million of outstanding debt. The following table sets forth our debt obligations on our hotels. Property Marriott Beach Resort Frenchman’s Reef & Morning Star . . . . . . . Marriott Los Angeles Airport . . . . Courtyard Manhattan / Fifth Avenue . . . . . . . . . . . . . . . . . . Courtyard Manhattan / Midtown East . . . . . . . . . . . . . . . . . . . . Orlando Airport Marriott . . . . . . . Marriott Salt Lake City Downtown. . . . . . . . . . . . . . . . Renaissance Worthington . . . . . . . Chicago Marriott Downtown Magnificent Mile . . . . . . . . . . . Renaissance Austin . . . . . . . . . . . Renaissance Waverly . . . . . . . . . . Senior unsecured credit facility . . . Principal Balance (in thousands) Debt per Key Interest Rate Maturity Date Amortization Provisions $ 61,422 $122,355 82,600 51,000 82,271 275,676 42,949 137,657 59,000 33,108 57,103 219,595 83,000 97,000 — 121,399 64,918 113,300 183,301 168,699 186,180 5.44% 5.30% 6.48% 8.81% 5.68% 5.50% 5.40% 5.975% August 2015 30 years July 2015 June 2016 Interest Only 30 years(1) October 2014 30 years January 2016 January 2015 July 2015 April 2016 30 years(2) 20 years 30 years(3) 30 years(4) 5.507% 5.503% LIBOR + 1.25% December 2016 December 2016 Interest Only Interest Only February 2011(5) Interest Only Total debt . . . . . . . . . . . . . . . . . . $786,777 (1) The debt has a five-year interest only period that commenced in May 2006. After the expiration of that period, the debt will amortize based on a thirty-year schedule. (2) The debt has a five-year interest only period that commenced in December 2005. After the expiration of that period, the debt will amortize based on a thirty-year schedule. 42 (3) The debt had a four-year interest only period that expired in July 2009. The debt is currently amortizing based on a thirty-year schedule. (4) The debt had a 3.5 year interest only period that expired in October 2009. The debt is currently amortizing based on a thirty-year schedule. (5) The senior unsecured credit facility matures in February 2011. Subject to certain conditions, including being in compliance with all financial covenants, we have a one-year extension option that will extend the maturity to 2012. Item 3. Legal Proceedings We are not involved in any material litigation nor, to our knowledge, is any material litigation threatened against us. We are involved in routine litigation arising out of the ordinary course of business, all of which is expected to be covered by insurance and none of which is expected to have a material impact on our financial condition or results of operation. Item 4. Submission of Matters to a Vote of Security Holders No matters were submitted to a vote of our stockholders during the fourth quarter of the fiscal year ended December 31, 2009. PART II Item 5. Market for our common stock and related stockholder matters Market Information Our common stock trades on the New York Stock Exchange, or NYSE, under the symbol “DRH”. The following table sets forth, for the indicated period, the high and low closing prices for the common stock, as reported on the NYSE: Price Range High Low Year Ended December 31, 2008 First Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $15.14 Second Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $14.41 Third Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $12.07 Fourth Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 9.93 Year Ended December 31, 2009 First Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 5.35 Second Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 7.75 Third Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 7.72 Fourth Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 8.92 Year Ending December 31, 2010 $11.50 $11.72 $ 8.65 $ 2.63 $ 2.67 $ 3.61 $ 5.28 $ 7.26 First Quarter (through February 25, 2010) . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 9.78 $ 7.90 The closing price of our common stock on the NYSE on February 25, 2010 was $8.98 per share. In order to maintain our qualification as a REIT, we must make distributions to our stockholders each year in an amount equal to at least: (cid:129) 90% of our REIT taxable income determined without regard to the dividends paid deduction, plus; (cid:129) 90% of the excess of our net income from foreclosure property over the tax imposed on such income by the U.S. Internal Revenue Code of 1986, as amended (the “Code”), minus; (cid:129) Any excess non-cash income. 43 On January 29, 2010, we paid a dividend to our stockholders of record as of December 28, 2009 in the amount of $0.33 per share, which represented 100% of our 2009 taxable income. We relied on the Internal Revenue Service’s Revenue Procedure 2009-15, as amplified and superseded by Revenue Procedure 2010-12, that allowed us to pay 90% of the dividend in shares of common stock and the remainder in cash. As of February 25, 2010, there were 24 record holders of our common stock and we believe we have more than a thousand beneficial holders. In order to comply with certain requirements related to our qualification as a REIT, our charter, subject to certain exceptions, limits the number of common shares that may be owned by any single person or affiliated group to 9.8% of the outstanding common shares. Equity compensation plan information. The following table sets forth information regarding securities authorized for issuance under our equity compensation plan, the 2004 Stock Option and Incentive Plan, as amended, as of December 31, 2009. See Note 6 to the accompanying consolidated financial statements for a complete description of the 2004 Stock Option and Incentive Plan, as amended. Plan Category Equity Compensation Plan Information Number of Securities to be Issued Upon Exercise of Outstanding Options, Warrants and Rights (a) Weighted-Average Exercise Price of Outstanding Options, Warrants and Rights (b) Number of Securities Remaining Available for Future Issuance Under Equity Compensation Plans (Excluding Securities Reflected in Column (a)) (c) Equity compensation plans approved by security holders. . . . . . . . . . . . Equity compensation plans not approved by security holders . . . . 300,225 — Total . . . . . . . . . . . . . . . . . . . . . . . . 300,225 $12.59 — $12.59 4,881,639 — 4,881,639 Repurchases of equity securities. During the year ended December 31, 2009, certain of our employees surrendered 146,003 shares of common stock to the Company in connection with the vesting of restricted stock as payment for taxes. 44 The following graph provides a comparison of cumulative total stockholder return for the period from May 25, 2005 (the date of our initial public offering) through December 31, 2009, among DiamondRock Hospitality Company, the Standard & Poor’s 500 Index (the “S&P 500 Total Return”) and Morgan Stanley REIT Index (the “RMZ Total Return”). The total return values were calculated assuming a $100 investment on May 25, 2005 with reinvestment of all dividends in (i) our common stock, (ii) the S&P 500 Total Return, and (iii) the RMZ Total Return. The total return values do not include any dividends declared, but not paid, during the period. DiamondRock Hospitality Company Total Return RMZ Total Return S&P 500 Total Return S R A L L O D 300 250 200 150 100 50 0 5/25/2005 12/31/2005 12/31/2006 12/31/2007 12/31/2008 12/31/2009 May 25, 2005 December 31, 2005 December 31, 2006 December 31, 2007 December 31, 2008 December 31, 2009 DiamondRock Hospitality Company Total Return . . . . . . . . . . . . . . . . . . . . $100.00 $117.58 $185.72 $163.19 $59.00 $101.97 RMZ Total Return . . . . . . . . . . . . . . . . $100.00 $111.73 $151.85 $126.32 $78.36 $100.78 S&P 500 Total Return . . . . . . . . . . . . . $100.00 $106.07 $122.82 $129.58 $81.64 $103.24 45 Item 6. Selected Financial Data The selected historical financial information as of and for the years ended December 31, 2009, 2008, 2007, 2006 and 2005 has been derived from our audited historical financial statements. The selected historical financial data should be read in conjunction with “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” the consolidated financial statements as of December 31, 2009 and 2008 and for the years ended December 31, 2009, 2008 and 2007, and the related notes contained elsewhere in this Annual Report on Form 10-K. We present the following two non-GAAP financial measures that we believe are useful to investors as key measures of our operating performance: (1) EBITDA; and (2) FFO. We caution investors that amounts presented in accordance with our definitions of EBITDA and FFO may not be comparable to similar measures disclosed by other companies, since not all companies calculate these non-GAAP measures in the same manner. EBITDA and FFO should not be considered as an alternative measure of our net income (loss), operating performance, cash flow or liquidity. EBITDA and FFO may include funds that may not be available for our discretionary use due to functional requirements to conserve funds for capital expenditures and property acquisitions and other commitments and uncertainties. Although we believe that EBITDA and FFO can enhance your understanding of our results of operations, these non-GAAP financial measures, when viewed individually, are not necessarily better indicators of any trend as compared to GAAP measures such as net income (loss) or cash flow from operations. In addition, you should be aware that adverse economic and market conditions may harm our cash flow. Under this section, as required, we include a quantitative reconciliation of EBITDA and FFO to the most directly comparable GAAP financial performance measure, which is net income (loss). December 31, 2009 Year Ended December 31, 2007 Historical (in thousands, except for per share data) December 31, 2008 December 31, 2006 December 31, 2005 Revenues: Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . Food and beverage . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total revenues . . . . . . . . . . . . . . . . . . . . . . . Operating expenses: Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . Food and beverage . . . . . . . . . . . . . . . . . . . . Other hotel expenses and management fees . . Impairment of favorable lease asset . . . . . . . . Corporate expenses(1) . . . . . . . . . . . . . . . . . Depreciation and amortization. . . . . . . . . . . . Total operating expenses. . . . . . . . . . . . . . . . Operating income. . . . . . . . . . . . . . . . . . . . . Interest income . . . . . . . . . . . . . . . . . . . . . . Interest expense . . . . . . . . . . . . . . . . . . . . . . Gain on early extinguishment of debt . . . . . . (Loss) Income before income taxes . . . . . . . . Income tax benefit (expense) . . . . . . . . . . . . (Loss) Income from continuing operations . . . Income from discontinued operations, net of tax. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net (loss) income . . . . . . . . . . . . . . . . . . . . . $365,039 177,345 33,297 575,681 $444,070 211,475 37,689 693,234 $456,719 217,505 36,709 710,933 $316,051 143,259 25,741 485,051 $149,336 63,196 14,254 226,786 97,089 124,046 231,838 2,542 18,317 82,729 556,561 19,120 (368) 51,609 — (32,121) 21,031 (11,090) 105,868 145,181 257,038 695 13,987 78,156 600,925 92,309 (1,648) 50,404 — 43,553 9,376 52,929 104,672 147,463 253,817 — 13,818 74,315 594,085 116,848 (2,399) 51,445 (359) 68,161 (5,264) 62,897 73,110 96,053 182,556 — 12,403 51,192 415,314 69,737 (4,650) 36,934 — 37,453 (3,750) 33,703 36,801 47,257 95,647 — 13,462 27,072 220,239 6,547 (1,548) 17,367 — (9,272) 1,200 (8,072) — $ (11,090) — $ 52,929 5,412 $ 68,309 1,508 $ 35,211 736 $ (7,336) 46 December 31, 2009 Year Ended December 31, 2007 Historical (in thousands, except for per share data) December 31, 2008 December 31, 2006 December 31, 2005 (Loss) Earnings per share: Continuing operations . . . . . . . . . . . . . . . . . Discontinued operations . . . . . . . . . . . . . . . . Basic and diluted (loss) earnings per share. . . Dividends declared per common share(2). . . . $ $ $ $ (0.10) $ — $ $ $ (0.10) 0.33 0 .56 $ — $ $ $ 0 .56 0 .75 0.66 0.06 0.72 0.96 $ $ $ $ 0.49 0.02 0.51 0.72 $ $ $ $ (0.21) 0.02 (0.19) 0.38 FFO(3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 71,639 $131,085 $140,003 $ 87,573 $ 20,254 EBITDA(4) . . . . . . . . . . . . . . . . . . . . . . . . . $102,217 $172,113 $200,150 $127,890 $ 36,268 2009 2008 As of December 31, 2007 (In thousands) 2006 2005 Balance sheet data: Property and equipment, net . . . . . . . . . . . . . . . . . . $1,862,087 $1,920,216 $1,938,832 $1,686,426 $870,562 9,432 Cash and cash equivalents. . . . . . . . . . . . . . . . . . . . 966,011 Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 431,177 Total debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71,446 Total other liabilities. . . . . . . . . . . . . . . . . . . . . . . . 463,388 Stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . 13,830 2,102,536 878,353 206,551 1,017,632 29,773 2,131,627 824,526 226,819 1,080,282 19,691 1,818,965 843,771 190,266 784,928 177,380 2,215,491 786,777 253,208 1,175,506 (1) Corporate expenses for the year ended December 31, 2009 include non-recurring charges of approximately $2.6 million related to the retirement of our Executive Chairman and the termination of our Executive Vice President and General Counsel. (2) We paid 90% of the 2009 dividend in shares of common stock and the remainder in cash as permitted by the Internal Revenue Service’s Revenue Procedure 2009-15. All of our other dividends have been paid in cash. (3) FFO, as defined by the National Association of Real Estate Investment Trusts (“NAREIT”), is net income (loss) determined in accordance with GAAP, excluding gains (losses) from sales of property, plus real estate related depreciation and amortization and after adjustments for unconsolidated partnerships and joint ventures (which are calculated to reflect FFO on the same basis). The calculation of FFO may vary from entity to entity, thus our presentation of FFO may not be comparable to other similarly titled measures of other reporting companies. FFO is not intended to represent cash flows for the period. FFO has not been presented as an alternative to operating income, but as an indicator of operating performance, and should not be considered in isolation or as a substitute for measures of performance prepared in accordance with GAAP. FFO is a supplemental industry-wide measure of REIT operating performance, the definition of which was first proposed by NAREIT in 1991 (and clarified in 1995, 1999 and 2002). Since the introduction of the definition by NAREIT, the term has come to be widely used by REITs. Historical GAAP cost accounting for real estate assets implicitly assumes that the value of real estate assets diminishes predictably over time. Since real estate values instead have historically risen or fallen with market conditions, many industry investors have considered presentations of operating results for real estate companies that use historical GAAP cost accounting to be insufficient by themselves. Accordingly, we believe FFO (combined with our primary GAAP presentations) help improve our stockholders’ ability to understand our operating 47 performance. We only use FFO as a supplemental measure of operating performance. The following is a reconciliation between net income (loss) and FFO (in thousands): 2009 Year Ended December 31, 2008 2007 2006 2005 (In thousands) Net (loss) income . . . . . . . . . . . . . . . . . . . . . . . . $(11,090) $ 52,929 $ 68,309 $35,211 $ (7,336) 27,590 Real estate related depreciation(a) . . . . . . . . . . . — Gain on property disposal, net of tax . . . . . . . . . 75,477 — (3,783) 82,729 — 52,362 — 78,156 FFO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 71,639 $131,085 $140,003 $87,573 $20,254 (a) Amounts for the years ended December 31, 2007, 2006, and 2005 include $1.2 million, $1.2 million and $0.5 million, respectively, of depreciation expense included in discontinued operations. (4) EBITDA is defined as net income (loss) before interest, taxes, depreciation and amortization. We believe it is a useful financial performance measure for us and for our stockholders and is a complement to net income and other financial performance measures provided in accordance with GAAP. We use EBITDA to measure the financial performance of our operating hotels because it excludes expenses such as deprecia- tion and amortization, taxes and interest expense, which are not indicative of operating performance. By excluding interest expense, EBITDA measures our financial performance irrespective of our capital struc- ture or how we finance our properties and operations. By excluding depreciation and amortization expense, which can vary from hotel to hotel based on a variety of factors unrelated to the hotels’ financial perfor- mance, we can more accurately assess the financial performance of our hotels. Under GAAP, hotels are recorded at historical cost at the time of acquisition and are depreciated on a straight-line basis. By exclud- ing depreciation and amortization, we believe EBITDA provides a basis for measuring the financial perfor- mance of hotels unrelated to historical cost. However, because EBITDA excludes depreciation and amortization, it does not measure the capital we require to maintain or preserve our fixed assets. In addi- tion, because EBITDA does not reflect interest expense, it does not take into account the total amount of interest we pay on outstanding debt nor does it show trends in interest costs due to changes in our borrow- ings or changes in interest rates. EBITDA, as calculated by us, may not be comparable to EBITDA reported by other companies that do not define EBITDA exactly as we define the term. Because we use EBITDA to evaluate our financial performance, we reconcile it to net income (loss) which is the most comparable financial measure calculated and presented in accordance with GAAP. EBITDA does not rep- resent cash generated from operating activities determined in accordance with GAAP, and should not be considered as an alternative to operating income or net income determined in accordance with GAAP as an indicator of performance or as an alternative to cash flows from operating activities as an indicator of liquidity. The following is a reconciliation between net income (loss) and EBITDA (in thousands): 2009 2008 Year Ended December 31, 2007 (In thousands) 2006 2005 Net (loss) income . . . . . . . . . . . . . . . . . . . . . . $ (11,090) $ 52,929 $ 68,309 $ 35,211 $ (7,336) 17,367 Interest expense . . . . . . . . . . . . . . . . . . . . . . . . (1,353) Income tax (benefit) expense(a) . . . . . . . . . . . . 27,590 Real estate related depreciation(b) . . . . . . . . . . 51,609 (21,031) 82,729 50,404 (9,376) 78,156 51,445 4,919 75,477 36,934 3,383 52,362 EBITDA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $102,217 $172,113 $200,150 $127,890 $36,268 (a) Amounts for the years ended December 31, 2007, 2006, and 2005 include $0.3 million, $0.4 million and $0.2 million, respectively, of income tax benefit included in discontinued operations. (b) Amounts for the years ended December 31, 2007, 2006, and 2005 include $1.2 million, $1.2 million and $0.5 million, respectively, of depreciation expense included in discontinued operations. 48 Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations The following discussion should be read in conjunction with the consolidated financial statements and related notes included elsewhere in this report. This discussion contains forward-looking statements about our business. These statements are based on current expectations and assumptions that are subject to risks and uncertainties. Actual results could differ materially because of factors discussed in “Forward-Looking Statements” and “Risk Factors” contained in our SEC filings. Overview We are a lodging-focused real estate company that, as of February 26, 2010, owns a portfolio of 20 premium hotels and resorts that contain approximately 9,600 guestrooms. We are an owner, as opposed to an operator, of hotels. As an owner, we receive all of the operating profits or losses generated by our hotels, after we pay fees to the hotel manager, which are based on the revenues and profitability of the hotels. Our vision is to be the premier allocator of capital in the lodging industry. Our mission is to deliver long- term shareholder returns through a combination of dividends and long-term capital appreciation. Our strategy is to utilize disciplined capital allocation and focus on acquiring, owning, and measured recycling of high quality, branded lodging properties in North America with superior long-term growth prospects and high barrier-to-entry for new supply. In addition, we are committed to enhancing the value of our platform by being open and transparent in our communications with investors, monitoring our corporate overhead and following sound corporate governance practices. Consistent with our strategy, we continue to focus on opportunistically investing in premium full-service hotels and, to a lesser extent, premium urban limited-service hotels located throughout North America. Our portfolio of 20 hotels is concentrated in key gateway cities and in destination resort locations and are all operated under a brand owned by one of the leading global lodging brand companies (Marriott International, Inc. (“Marriott”), Starwood Hotels & Resorts Worldwide, Inc. (“Starwood”) or Hilton Worldwide (“Hilton”)). We differentiate ourselves from our competitors because of our adherence to three basic principles: (cid:129) high-quality urban- and destination resort-focused branded hotel real estate; (cid:129) conservative capital structure; and (cid:129) thoughtful asset management. High Quality and Destination Resort Focused Branded Real Estate We own 20 premium hotels and resorts in North America. These hotels and resorts are primarily categorized as upper upscale as defined by Smith Travel Research and are generally located in high barrier-to-entry markets with multiple demand generators. Our properties are concentrated in five key gateway cities (New York City, Los Angeles, Chicago, Boston and Atlanta) and in destination resort locations (such as the U.S. Virgin Islands and Vail, Colorado). We believe that gateway cities and destination resorts will achieve higher long-term growth because they are attractive business and leisure destinations. We also believe that these locations are better insulated from new supply due to relatively high barriers-to-entry, expensive construction costs and limited prime hotel develop- ment sites. We believe that higher quality lodging assets create more dynamic cash flow growth and superior long- term capital appreciation. In addition, a core tenet of our strategy is to leverage global hotel brands. We strongly believe in the value of powerful global brands because we believe that they are able to produce incremental revenue and profits compared to similar unbranded hotels. Dominant global hotel brands typically have very strong reservation and reward systems and sales organizations, and all of our hotels are operated under a brand owned by one of the top global lodging brand companies (Marriott, Starwood or Hilton) and all but two of our hotels 49 are managed by the brand company directly. Generally, we are interested in owning hotels that are currently operated under, or can be converted to, a globally recognized brand. Conservative Capital Structure Since our formation in 2004, we have been committed to a flexible capital structure with prudent leverage. During 2004 though early 2007, we took advantage of the low interest rate environment by fixing our interest rates for an extended period of time. Moreover, during the peak years (2006 and 2007) in the commercial real estate market, we maintained low financial leverage by funding several of our acquisitions with proceeds from the issuance of equity. This capital markets strategy allowed us to maintain a balance sheet with a moderate amount of debt as the lodging cycle began to decline. During the peak years, we believed, and present events have confirmed, that it is not prudent to increase the inherent risk of a highly cyclical business through a highly levered capital structure. We prefer a relatively simple but efficient capital structure. We have not invested in joint ventures and have not issued any operating partnership units or preferred stock. We endeavor to structure our hotel acquisitions so that they will not overly complicate our capital structure; however, we will consider a more complex transaction if we believe that the projected returns to our stockholders will significantly exceed the returns that would otherwise be available. We have always strived to operate our business with prudent leverage. Our corporate goals and objectives for 2009, a year that experienced a significant industry downturn, were focused on preserving and enhancing our liquidity. Based on a comprehensive action plan, we took a number of steps to achieve that goal, as follows: (cid:129) We completed a follow-on public offering of our common stock during the second quarter of 2009. The net proceeds to us, after deduction of offering costs, were approximately $82.1 million. (cid:129) We initiated two separate $75 million controlled equity offering programs, raising net proceeds as of December 31, 2009 of $123.1 million through the sale of 16.1 million shares of our common stock at an average price of $7.72 per share. (cid:129) We repaid the entire $57 million outstanding on our senior unsecured credit facility during 2009. As of December 31, 2009, we have no outstanding borrowings on our senior unsecured credit facility. (cid:129) We refinanced the mortgage on our Courtyard Manhattan/Midtown East hotel with a $43.0 million secured loan from Massachusetts Mutual Life Insurance Company, which matures on October 1, 2014. (cid:129) We repaid the $27.9 million loan secured by the Griffin Gate Marriott with corporate cash during the fourth quarter of 2009. The loan was scheduled to mature on January 1, 2010. (cid:129) We repaid the $5 million loan secured by the Bethesda Marriott Suites with corporate cash during the fourth quarter of 2009. The mortgage debt was scheduled to mature in July 2010. (cid:129) We paid 90% of our 2009 dividend in shares of our common stock, as permitted by the Internal Revenue Service’s Revenue Procedure 2009-15, as amplified and superseded by Revenue Procedure 2010-12, which preserved $37 million of corporate cash. (cid:129) We focused on minimizing capital spending during 2009. Our 2009 capital expenditures were $24.7 million, of which only $4.6 million was funded from corporate cash and the balance funded from escrow reserves. As a result of the steps listed above, we achieved our 2009 goal to preserve and enhance our liquidity and decreased our net debt by 30 percent in 2009. As of December 31, 2009, we have $177.4 million of unrestricted corporate cash. We believe that we maintain a reasonable amount of fixed interest rate mortgage debt with no maturities until the fourth quarter of 2014. As of December 31, 2009, we have $786.8 million of mortgage debt outstanding with a weighted average interest rate of 5.9 percent and a weighted average 50 maturity date of over 6 years. In addition, we currently have ten hotels unencumbered by debt and no corporate-level debt outstanding. Thoughtful Asset Management We believe that we are able to create significant value in our portfolio by utilizing our management team’s extensive experience and our innovative asset management strategies. Our senior management team has an established broad network of hotel industry contacts and relationships, including relationships with hotel owners, financiers, operators, project managers and contractors and other key industry participants. In the current economic environment, we believe that our extensive lodging experience, our network of industry relationships and our asset management strategies position us to minimize the impact of declining revenues on our hotels. In particular, we are focused on controlling our property-level and corporate expenses, as well as working closely with our managers to optimize the mix of business at our hotels in order to maximize potential revenue. Our property-level cost containment efforts include the implementation of aggressive contingency plans at each of our hotels. The contingency plans include controlling labor expenses, eliminating hotel staff positions, adjusting food and beverage outlet hours of operation and not filling open positions. In addition, our strategy to significantly renovate many of the hotels in our portfolio from 2006 to 2008 resulted in the flexibility to significantly curtail our planned capital expenditures for 2009 and 2010. We use our broad network of hotel industry contacts and relationships to maximize the value of our hotels. Under the regulations governing REITs, we are required to engage a hotel manager that is an eligible independent contractor through one of our subsidiaries to manage each of our hotels pursuant to a management agreement. Our philosophy is to negotiate management agreements that give us the right to exert significant influence over the management of our properties, annual budgets and all capital expenditures, and then to use those rights to continually monitor and improve the performance of our properties. We cooperatively partner with the managers of our hotels in an attempt to increase operating results and long-term asset values at our hotels. In addition to working directly with the personnel at our hotels, our senior management team also has long-standing professional relationships with our hotel managers’ senior executives, and we work directly with these senior executives to improve the performance of our portfolio. We believe we can create significant value in our portfolio through innovative asset management strategies such as rebranding, renovating and repositioning. We are committed to regularly evaluating our portfolio to determine if we can employ these value-added strategies at our hotels. Key Indicators of Financial Condition and Operating Performance We use a variety of operating and other information to evaluate the financial condition and operating performance of our business. These key indicators include financial information that is prepared in accordance with GAAP, as well as other financial information that is not prepared in accordance with GAAP. In addition, we use other information that may not be financial in nature, including statistical information and comparative data. We use this information to measure the performance of individual hotels, groups of hotels and/or our business as a whole. We periodically compare historical information to our internal budgets as well as industry-wide information. These key indicators include: (cid:129) Occupancy percentage; (cid:129) Average Daily Rate (or ADR); (cid:129) Revenue Per Available Room (or RevPAR); (cid:129) Earnings Before Interest, Income Taxes, Depreciation and Amortization (or EBITDA); and (cid:129) Funds From Operations (or FFO). Occupancy, ADR and RevPAR are commonly used measures within the hotel industry to evaluate operating performance. RevPAR, which is calculated as the product of ADR and occupancy percentage, is an important statistic for monitoring operating performance at the individual hotel level and across our business 51 as a whole. We evaluate individual hotel RevPAR performance on an absolute basis with comparisons to budget and prior periods, as well as on a company-wide and regional basis. ADR and RevPAR include only room revenue. Room revenue comprised approximately 63% and 64% of our total revenues for the years ended December 31, 2009 and 2008, respectively, and is dictated by demand, as measured by occupancy percentage, pricing, as measured by ADR, and our available supply of hotel rooms. Our ADR, occupancy percentage and RevPAR performance may be impacted by macroeconomic factors such as regional and local employment growth, personal income and corporate earnings, office vacancy rates and business relocation decisions, airport and other business and leisure travel, new hotel construction and the pricing strategies of competitors. In addition, our ADR, occupancy percentage and RevPAR performance are dependent on the continued success of our hotel managers and the brands we have licensed. We also use EBITDA and FFO as measures of the financial performance of our business. See “Non- GAAP Financial Matters.” Overview of 2009 Results and Outlook for 2010 The impact of the severe economic recession on U.S. travel fundamentals and our operating results is likely to persist for some period of time. Lodging demand has historically correlated with several key economic indicators such as GDP growth, employment trends, corporate profits, consumer confidence and business investment. Although there have been recent signs that occupancy in the industry may have stabilized, average daily rates have continued to decline. Despite the occupancy stabilization, the shift from traditionally high-rated business transient customers to leisure customers has significantly impacted the profitability of our hotels. We don’t anticipate a significant improvement in lodging fundamentals until our business mix improves. We expect lodging demand to follow its historical course and lag the general economic recovery by several quarters and thus, we anticipate a challenging operating environment into 2010. The recession has resulted in reduced travel as well as a heightened focus on reducing the cost of travel. During 2009, the impact resulted in a significant decline in ADR at our hotels and a more moderate decline in occupancy. We expect RevPAR to decline in 2010, primarily as a result of declining ADR. We are working closely with our hotel managers at our hotels to control our operating costs. However, certain of our cost categories are increasing at a rate greater than the current rate of inflation, including wages, benefits, utilities and real estate taxes. The combination of declining revenues and increasing operating costs will impact our operating results throughout 2010. New hotel supply remains a short-term negative and a long-term positive. Although the industry benefited from supply growth less than historical averages from 2004 to 2007, new hotel supply began to increase at the end of the last economic expansion. While some of those projects have been delayed or eliminated, the rate of new supply is expected to approximate historical averages in 2010 for our portfolio. We have been or will be impacted by new supply in a few of our markets, most notably Chicago and Austin in 2010. Due to a number of factors, we expect below average supply growth for an extended period of time beginning in 2011, when we expect minimal new supply coupled with demand recovery to be a significant positive for operating fundamentals. 52 The following table sets forth certain operating information for each of our hotels owned during the year ended December 31, 2009. Property Location Number of Rooms Occupancy ADR ($) RevPAR ($) Chicago Marriott . . . . . . . . . . . . . . . . . . Chicago, Illinois Los Angeles Airport Marriott . . . . . . . . . Los Angeles, California Westin Boston Waterfront Hotel . . . . . . . Boston, Massachusetts Renaissance Waverly Hotel Salt Lake City Marriott Downtown . . . . . Salt Lake City, Utah Renaissance Worthington . . . . . . . . . . . . Fort Worth, Texas Frenchman’s Reef & Morning Star . . . . . . . . . . Atlanta, Georgia St. Thomas, U.S. Virgin Islands Marriott Beach Resort . . . . . . . . . . . . Renaissance Austin Hotel . . . . . . . . . . . . Austin, Texas Torrance Marriott South Bay . . . . . . . . . Los Angeles County, California Orlando Airport Marriott . . . . . . . . . . . . Orlando, Florida Marriott Griffin Gate Resort . . . . . . . . . . Lexington, Kentucky Oak Brook Hills Marriott Resort . . . . . . . Oak Brook, Illinois Westin Atlanta North at Perimeter . . . . . . Atlanta, Georgia Vail Marriott Mountain Resort & Spa . . . Vail, Colorado Marriott Atlanta Alpharetta. . . . . . . . . . . Atlanta, Georgia Courtyard Manhattan/Midtown East. . . . . New York, New York Conrad Chicago . . . . . . . . . . . . . . . . . . Chicago, Illinois Bethesda Marriott Suites . . . . . . . . . . . . Bethesda, Maryland Courtyard Manhattan/Fifth Avenue . . . . . New York, New York The Lodge at Sonoma, a Renaissance Resort & Spa . . . . . . . . . . . . . . . . . . Sonoma, California 1,198 1,004 793 521 510 504 502 492 487 486 408 386 369 346 318 312 311 272 185 182 74.2% $175.12 73.5% 106.58 67.9% 194.46 60.8% 131.96 52.0% 131.66 65.0% 161.48 $129.92 78.39 132.05 80.25 68.40 104.91 % Change from 2008 RevPAR (14.8)% (19.0)% (6.0)% (15.5)% (22.9)% (17.9)% 81.6% 212.52 59.4% 146.03 173.39 86.68 (8.8)% (21.6)% 73.5% 107.82 73.1% 102.77 62.6% 124.57 43.0% 114.92 67.7% 100.29 56.2% 205.19 60.0% 122.60 85.3% 222.50 74.8% 187.34 63.7% 167.61 88.7% 232.61 79.22 75.08 78.00 49.47 67.91 115.30 73.53 189.72 140.10 106.83 206.28 (18.4)% (12.2)% (16.2)% (28.4)% (19.3)% (24.5)% (16.6)% (29.0)% (22.3)% (20.0)% (21.8)% 61.9% 193.23 119.52 (23.2)% TOTAL/WEIGHTED AVERAGE . . . . . . 9,586 67.7% $154.45 $104.60 (17.6%) Results of Operations Comparison of the Year Ended December 31, 2009 to the Year Ended December 31, 2008 Our net loss for the year ended December 31, 2009 was $11.1 million as compared to net income of $52.9 million for the year ended December 31, 2008. Revenues. Revenues consist primarily of the room, food and beverage and other revenues from our hotels. Revenues for the years ended December 31, 2009 and 2008 consisted of the following (in thousands): Year Ended December 31, 2009 2008 % Change Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Food and beverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $365,039 177,345 33,297 $444,070 211,475 37,689 (17.8)% (16.1)% (11.7)% Total revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $575,681 $693,234 (17.0)% 53 Individual hotel revenues for the years ended December 31, 2009 and 2008 consisted of the following (in millions): Year Ended December 31, 2009 2008 % Change Chicago Marriott . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Westin Boston Waterfront Hotel . . . . . . . . . . . . . . . . . . . . . . . . . . . . Frenchman’s Reef & Morning Star Marriott Beach Resort. . . . . . . . . Los Angeles Airport Marriott . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Renaissance Waverly Hotel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Conrad Chicago . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Renaissance Austin Hotel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Oak Brook Hills Marriott Resort . . . . . . . . . . . . . . . . . . . . . . . . . . . Marriott Griffin Gate Resort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Renaissance Worthington . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Courtyard Manhattan/Midtown East . . . . . . . . . . . . . . . . . . . . . . . . . Torrance Marriott South Bay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Vail Marriott Mountain Resort & Spa . . . . . . . . . . . . . . . . . . . . . . . . Salt Lake City Marriott Downtown. . . . . . . . . . . . . . . . . . . . . . . . . . The Lodge at Sonoma, a Renaissance Resort & Spa . . . . . . . . . . . . . Orlando Airport Marriott . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Westin Atlanta North at Perimeter . . . . . . . . . . . . . . . . . . . . . . . . . . Courtyard Manhattan/Fifth Avenue . . . . . . . . . . . . . . . . . . . . . . . . . . Bethesda Marriott Suites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Marriott Atlanta Alpharetta . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 86.7 65.5 48.2 47.7 29.6 21.8 29.2 19.6 23.3 30.5 22.6 20.8 20.7 19.5 13.9 20.8 14.7 14.1 14.1 12.4 $ 96.2 73.0 54.7 59.1 35.2 27.4 35.7 24.6 28.2 38.3 31.7 25.1 27.8 24.9 18.1 24.4 18.3 18.0 17.6 14.9 Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $575.7 $693.2 (9.9)% (10.3)% (11.9)% (19.3)% (15.9)% (20.4)% (18.2)% (20.3)% (17.4)% (20.4)% (28.7)% (17.1)% (25.5)% (21.7)% (23.2)% (14.8)% (19.7)% (21.7)% (19.9)% (16.8)% (17.0)% Our total revenues decreased 17.0 percent, from $693.2 million for the year ended December 31, 2008 to $575.7 million for the year ended December 31, 2009. The decrease is primarily due to a 17.6 percent decline in RevPAR, driven by a 12.6 percent decrease in ADR and a 4.1 percentage point decrease in occupancy, as well as lower food and beverage and other revenue. All of our hotels experienced revenue declines for the year ended December 31, 2009 as compared to the year ended December 31, 2008, reflecting the impact of the economic recession on all of our markets. The following are the key hotel operating statistics for the years ended December 31, 2009 and 2008, respectively. Year Ended December 31, 2009 2008 % Change Occupancy% . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ADR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $154.45 RevPAR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $104.60 67.7% 71.8% (4.1) percentage points $176.73 $126.95 (12.6)% (17.6)% Our RevPAR declined 17.6% for the year ended December 31, 2009. Most of the decline in RevPAR can be attributed to a significant decline in the average daily rate and reflect a number of negative trends within 54 our primary customer segments, as well as a change in mix between those segments. Our room revenue by primary customer segment for the years ended December 31, 2009 and 2008 was as follows: Year Ended December 31, 2009 $ in millions % of Total Year Ended December 31, 2008 $ in millions % of Total Business Transient . . . . . . . . . . . . . . . . . . . . . . Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Leisure and Other . . . . . . . . . . . . . . . . . . . . . . . $ 92.9 134.1 138.0 25.5% 36.7% 37.8% Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $365.0 100.0% $131.1 163.5 149.5 $444.1 29.5% 36.8% 33.7% 100.0% Within the business transient segment, traditionally the most profitable segment for hotels, room revenue at our hotels declined almost 30% in 2009 on a 15% decrease in room nights and an 18% decrease in average rate. The declines in business transient revenue moderated to 24% during the fourth quarter, the lowest level of decline during the year. We expect the business transient segment to remain depressed until there is a sustained improvement in the overall economic climate in the United States. Business transient room revenue was partially replaced by lower-rated leisure and other business. Although leisure and other revenue declined during 2009 by almost 8%, room nights increased by over 5%. In response to the current economic climate, a number of groups postponed, cancelled or reduced their meetings in 2009. As a result, our group room revenue declined 18% on a 12.5% decline in group room nights. Group business is not demonstrating the same moderating trends as business transient, as it was down 22% during the fourth quarter, but the group booking window remains very short. This effect was illustrated during the fourth quarter 2009 when our hotels booked, net of cancellations, 47% more group rooms than during the fourth quarter 2008. As of December 31, 2009, our 2010 group booking pace is approximately 17% lower than as the same time last year. Food and beverage revenues decreased 16.1% from the year ended December 31, 2008, reflecting a decline in both banquet and outlet revenues. Other revenues, which primarily represent spa, golf, parking and attrition and cancellation fee, decreased 11.7% from the year ended December 31, 2008. Hotel operating expenses. Hotel operating expenses consist primarily of operating expenses of our hotels, including non-cash ground rent expense. The operating expenses for the years ended December 31, 2009 and 2008 consisted of the following (in millions): Year Ended December 31, 2009 2008 % Change Rooms departmental expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Food and beverage departmental expenses . . . . . . . . . . . . . . . . . . . . Other departmental expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . General and administrative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Repairs and maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sales and marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Base management fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Incentive management fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Property taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ground rent — Contractual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ground rent — Non-cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 97.1 124.0 29.8 51.9 24.5 28.6 42.1 15.3 4.3 25.8 1.9 7.7 $105.9 145.2 31.8 57.1 27.8 30.4 47.6 18.9 9.7 23.9 2.0 7.8 Total hotel operating expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $453.0 $508.1 (8.3)% (14.6)% (6.3)% (9.1)% (11.9)% (5.9)% (11.6)% (19.0)% (55.7)% 8.0% (5.0)% (1.3)% (10.8)% 55 Our hotel operating expenses decreased $55.1 million or 10.8% from $508.1 million for the year ended December 31, 2008 to $453.0 million for the year ended December 31, 2009. Our operating expenses, which consist of both fixed and variable costs, are primarily impacted by changes in occupancy, inflation and revenues, though the effect on specific costs will differ. We have been working with our hotel managers to lower operating expenses given the significant declines in revenues. As a result of those cost-containment measures, and an overall decline in occupancy, we have reduced the rooms, food and beverage and other hotel departmental expenses. The primary driver for the decrease in these operating expenses is an overall decline in wages and benefits. Property taxes were the only expense category to increase in 2009, primarily due to our Westin Boston Waterfront Hotel, which is subject to payments in lieu of property taxes based on a ramping percentage of hotel revenues until 2011. Management fees are calculated as a percentage of revenues, as well as a percentage of operating profit at certain hotels. As such, the decline in base management fees is due to the overall decline in revenues at our hotels. We only pay incentive management fees at certain of our hotels when operating profits are above certain thresholds. The decrease in incentive management fees of approximately $5.4 million is due to the decline in operating profits at those hotels as well as a number of our hotels falling below the operating profit thresholds in 2009 compared to 2008. In 2008, we had eight hotels earn incentive management fees as compared to two hotels in 2009. Impairment of favorable lease asset. We recorded impairment losses of $2.5 million and $0.7 million on the favorable leasehold asset related to our option to develop a hotel on an undeveloped parcel of land adjacent to the Westin Boston Waterfront Hotel during 2009 and 2008, respectively. Since our acquisition of the hotel in 2007, the fair market value of this option declined from $12.8 million to $9.5 million as of December 31, 2009. Depreciation and amortization. Our depreciation and amortization expense increased $4.5 million from $78.2 million for the year ended December 31, 2008 to $82.7 million for the year ended December 31, 2009. The increase is due to the full year impact of increased capital expenditures in 2008, primarily consisting of the significant capital projects at the Chicago Marriott and the Westin Boston Waterfront Hotel. Depreciation and amortization is recorded on our hotel buildings over 40 years for the periods subsequent to acquisition. Depreciable lives of hotel furniture, fixtures and equipment are estimated as the time period between the acquisition date and the date that the hotel furniture, fixtures and equipment will be replaced. Corporate expenses. Corporate expenses principally consisted of employee related costs, including base payroll, bonus and restricted stock. Corporate expenses also include corporate operating costs, professional fees and directors’ fees. Our corporate expenses increased from $14.0 million for the year ended December 31, 2008 to $18.3 million for the year ended December 31, 2009. The increase is principally due to two management changes during 2009 that resulted in a $2.6 million charge. First, our Executive Chairman, William W. McCarten, announced his intention to retire as of December 31, 2009 and continue as the non- executive Chairman of the Board in 2010. In connection with this change, our Board of Directors granted Mr. McCarten eligible retiree status and we recorded a non-cash charge of approximately $1.0 million to accelerate unrecognized stock-based compensation expense. Secondly, our Executive Vice President and General Counsel, Michael D. Schecter, was terminated in December 2009 and as a result, we recorded a non- recurring charge of $1.6 million. The remainder of the increase in corporate expenses is attributable to higher stock-based compensation expense in 2009. Interest expense. Our interest expense totaled $51.6 million for the year ended December 31, 2009, a $1.2 million increase from 2008. The increase in interest expense is due primarily to $3.1 million of default interest recorded as a result of the Event of Default on the Frenchman’s Reef mortgage, which was partially offset by the repayment of amounts outstanding on our credit facility and the repayment of the mortgages on two of our hotels in 2009. Our 2009 interest expense was comprised of interest on our mortgage debt ($50.1 million), amortization of deferred financing costs ($0.9 million) and interest and unused facility fees on our credit facility ($0.6 million). As of December 31, 2009, we had property-specific mortgage debt outstanding on ten of our hotels. On all of the hotels we have fixed-rate secured debt, which bears interest at rates ranging from 5.30% to 8.81% per year. Amounts drawn under the credit facility bear interest at a 56 variable rate that fluctuates based on the level of outstanding indebtedness in relation to the value of our assets from time to time. We did not have any draws on the credit facility as of December 31, 2009. Our weighted- average interest rate on all debt as of December 31, 2009 was 5.86%. Interest income. Our interest income decreased $1.2 million from $1.6 million for the year ended December 31, 2008 to $0.4 million for the year ended December 31, 2009. Although our corporate cash balances are higher in 2009, the interest rates earned on our corporate cash were significantly lower than the rates earned in 2008. Income taxes. We recorded a benefit for income taxes from continuing operations of $21.0 million for the year ended December 31, 2009 based on the $53.5 million pre-tax loss of our TRS for the year ended December 31, 2009 and the $0.7 million pre-tax loss of the taxable REIT subsidiary that owns the Frenchman’s Reef & Morning Star Marriott Beach Resort. Comparison of the Year Ended December 31, 2008 to the Year Ended December 31, 2007 Our net income for the year ended December 31, 2008 was $52.9 million. We did not acquire any hotels during the year ended December 31, 2008 and acquired one hotel during the year ended December 31, 2007. Accordingly, the current period results are not comparable to the results for the corresponding period in 2007. Revenues. Revenues consisted primarily of the room, food and beverage and other revenues from our hotels. Revenues for the years ended December 31, 2008 and 2007 consisted of the following (in thousands): Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Food and beverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $444,070 211,475 37,689 $456,719 217,505 36,709 Total revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $693,234 $710,933 (2.8)% (2.8)% 2.7% (2.5)% Year Ended December 31, 2008 2007 % Change The following are the pro forma key hotel operating statistics for the years ended December 31, 2008 and 2007, respectively. The pro forma hotel operating statistics presented below include the results of operations of the Westin Boston Waterfront Hotel under previous ownership for the period from January 1, 2007 to January 30, 2007. Year Ended December 31, 2008 2007 % Change Occupancy% . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ADR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $176.73 RevPAR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $126.95 71.8% 74.0% (2.2) percentage points $177.49 $131.33 (0.4)% (3.3)% Our total revenues decreased 2.5 percent, from $710.9 million for the year ended December 31, 2007 to $693.2 million for the year ended December 31, 2008. The decrease is primarily due to a 3.3 percent decline in RevPAR, driven by a 0.4 percent decrease in ADR and a 2.2 percentage point decrease in occupancy, as well as lower food and beverage revenue. Nearly all of our hotels experienced revenue declines for the year ended December 31, 2008 as compared to the year ended December 31, 2007, reflecting the impact of the current recession on all of our markets. The negative trends accelerated sharply in the fourth quarter of 2008. In addition, revenue at the Chicago Marriott was adversely impacted by a major renovation in the first half of 2008. Hotel operating expenses. Our hotel operating expenses from continuing operations totaled $508.1 mil- lion for the year ended December 31, 2008. Hotel operating expenses consisted primarily of operating 57 expenses of our hotels, including approximately $7.8 million of non-cash ground rent expense. The operating expenses for the years ended December 31, 2008 and 2007 consisted of the following (in millions): Year Ended December 31, 2008 2007 % Change Rooms departmental expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Food and beverage departmental expenses . . . . . . . . . . . . . . . . . . . . Other departmental expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . General and administrative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Repairs and maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sales and marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Base management fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Yield support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Incentive management fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Property taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ground rent — Contractual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ground rent — Non-cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $105.9 145.2 31.8 57.1 27.8 30.4 47.6 18.9 — 9.7 23.9 2.0 7.8 $104.7 147.5 30.0 58.1 26.1 29.4 47.4 19.5 (0.8) 11.1 23.3 1.9 7.8 1.1% (1.6)% 6.0% (1.7)% 6.5% 3.4% 0.4% (3.1)% (100.0)% (12.6)% 2.6% 5.3% 0.0% Total hotel operating expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $508.1 $506.0 0.4% Our hotel operating expenses increased $2.1 million from $506.0 million for the year ended December 31, 2007 to $508.1 million for the year ended December 31, 2008. Our operating expenses, which consist of both fixed and variable costs, are primarily impacted by changes in occupancy, inflation and revenues, though the effect on specific costs will differ. The increase from 2007 is primarily attributable to an increase in departmental and other operating expenses due to higher wages and benefits and higher energy costs at our hotels. In addition, 2007 benefited from $0.8 million in yield support being recognized. The increase is partially offset by lower base and incentive management fees due to lower revenues and operating profits in 2008. Impairment of favorable lease asset. We recorded an impairment loss of $0.7 million on the favorable leasehold asset related to our option to develop a hotel on an undeveloped parcel of land adjacent to the Westin Boston Waterfront Hotel during 2008. The fair market value of this option declined from $12.8 million to $12.1 million as of December 31, 2008. Depreciation and amortization. Our depreciation and amortization expense increased $3.9 million from $74.3 million for the year ended December 31, 2007 to $78.2 million for the year ended December 31, 2008. The increase is due to increased capital expenditures in 2008, primarily consisting of the significant capital projects at the Chicago Marriott and the Westin Boston Waterfront Hotel. Depreciation and amortization is recorded on our hotel buildings over 40 years for the periods subsequent to acquisition. Depreciable lives of hotel furniture, fixtures and equipment are estimated as the time period between the acquisition date and the date that the hotel furniture, fixtures and equipment will be replaced. Corporate expenses. Corporate expenses principally consisted of employee related costs, including base payroll, bonus and restricted stock. Corporate expenses also include corporate operating costs, professional fees and directors’ fees. Our corporate expenses increased from $13.8 million for the year ended December 31, 2007 to $14.0 million for the year ended December 31, 2008 primarily due to an increase in stock-based compensation, payroll and professional fees, partially offset by lower dead deal costs in 2008. Interest expense. Our interest expense totaled $50.4 million for the year ended December 31, 2008. This interest expense is related to mortgage debt ($47.0 million), amortization of deferred financing costs ($0.8 million) and interest and unused facility fees on our credit facility ($2.6 million). As of December 31, 2008, we had property-specific mortgage debt outstanding on twelve of our hotels. On all but one of these 58 hotels, we have fixed-rate secured debt, which bears interest at rates ranging from 5.11% to 6.48% per year. Amounts drawn under the credit facility bear interest at a variable rate that fluctuates based on the level of outstanding indebtedness in relation to the value of our assets from time to time. The weighted-average interest rate on our credit facility was 2.84% as of December 31, 2008. We had $57.0 million drawn on the credit facility as of December 31, 2008. Our weighted-average interest rate on all debt as of December 31, 2008 was 5.44%. Interest income. Our interest income decreased $0.8 million from $2.4 million for the year ended December 31, 2007 to $1.6 million for the year ended December 31, 2008. The decrease from the comparable period in 2007 is primarily due to lower interest rates earned on our corporate cash in 2008. Income taxes. We recorded a benefit for income taxes from continuing operations of $9.4 million for the year ended December 31, 2008 based on the $25.4 million pre-tax loss of our TRS for the year ended December 31, 2008, offset by foreign income tax expense of $0.3 million related to the taxable REIT subsidiary that owns the Frenchman’s Reef & Morning Star Marriott Beach Resort. Gain on early extinguishment of debt. During the year ended December 31, 2007, we repaid our $18.4 million fixed-rate mortgage debt on the Bethesda Marriott Suites and replaced it with a $5.0 million variable-rate mortgage. In connection with this transaction, we recognized a gain on the early extinguishment of $0.4 million, which is comprised of the write-off of the related debt premium of $2.5 million offset by a prepayment penalty of $2.0 million and the write-off of deferred financing costs of $0.1 million. Discontinued operations. Income from discontinued operations was the result of the sale of the SpringHill Suites Atlanta Buckhead on December 21, 2007. The following table summarizes the income from discontinued operations for the year ended December 31, 2007 (in thousands): Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $6,483 Pre-tax income from operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gain on disposal, net of $0.1 million of income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Income tax benefit from operations of related TRS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,284 3,783 345 Income from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $5,412 Liquidity and Capital Resources During the year ended December 31, 2009, the global financial system continued to deleverage. As banks and other financial intermediaries reduce their leverage and incur losses on their existing portfolio of loans, the amount of capital that they are able to lend remains limited. As a result, it is a very difficult secured borrowing environment for all borrowers, even those that have strong balance sheets. The continuation of the constrained secured borrowing market was offset by the opening of the equity markets and the unsecured credit markets. During 2009, $24 billion was raised in equity offerings by public REITs. We participated in the wave of equity offerings through our April 2009 follow-on offering and the two separate controlled equity offering programs we implemented during the year. We expect to continue the deleveraging of the Company. Our short-term liquidity requirements consist primarily of funds necessary to fund acquisitions and future distributions to our stockholders to maintain our REIT status as well as to pay for operating expenses and other expenditures directly associated with our hotels, including capital expenditures and payments of interest and principal. We currently expect that our operating cash flows will be sufficient to meet our short-term liquidity requirements generally through net cash provided by operations, existing cash balances and, if necessary, short-term borrowings under our credit facility. Our long-term liquidity requirements consist primarily of funds necessary to pay for the costs of acquiring additional hotels, renovations, expansions and other capital expenditures that need to be made periodically to our hotels, scheduled debt payments and making distributions to our stockholders. We expect to meet our long-term liquidity requirements through various sources of capital, cash provided by operations and borrowings, as well as through the issuances of additional equity or debt securities. Our ability to incur 59 additional debt is dependent upon a number of factors, including the current state of the overall credit markets, our degree of leverage, the value of our unencumbered assets and borrowing restrictions imposed by existing lenders. Our ability to raise funds through the issuance of debt and equity securities is dependent upon, among other things, general market conditions for REITs and market perceptions about us. Our Financing Strategy Since our formation in 2004, we have been committed to a flexible capital structure with prudent leverage. During 2004 though early 2007, we took advantage of the low interest rate environment by fixing our interest rates for an extended period of time. Moreover, during the peak years (2006 and 2007) in the commercial real estate market we maintained low financial leverage by funding several of our acquisitions with proceeds from the issuance of equity. This capital markets strategy allowed us to maintain a balance sheet with a moderate amount of debt as the lodging cycle began to decline. During the peak years, we believed, and present events have confirmed, that it is not prudent to increase the inherent risk of a highly cyclical business through a highly levered capital structure. We prefer a relatively simple but efficient capital structure. We have not invested in joint ventures and have not issued any operating partnership units or preferred stock. We endeavor to structure our hotel acquisitions so that they will not overly complicate our capital structure; however, we will consider a more complex transaction if we believe that the projected returns to our stockholders will significantly exceed the returns that would otherwise be available. We have always strived to operate our business with prudent leverage. Our corporate goals and objectives for 2009, a year that experienced a significant industry downturn, were focused on preserving and enhancing our liquidity. Based on a comprehensive action plan, we took a number of steps to achieve that goals, as follows: (cid:129) We completed a follow-on public offering of our common stock during the second quarter of 2009. The net proceeds to us, after deduction of offering costs, were approximately $82.1 million. (cid:129) We initiated two separate $75 million controlled equity offering programs, raising net proceeds as of December 31, 2009 of $123.1 million through the sale of 16.1 million shares of our common stock at an average price of $7.72 per share. (cid:129) We repaid the entire $57 million outstanding on our senior unsecured credit facility during 2009. As of December 31, 2009, we have no outstanding borrowings on our senior unsecured credit facility. (cid:129) We refinanced the mortgage on our Courtyard Manhattan/Midtown East hotel with a $43.0 million secured loan from Massachusetts Mutual Life Insurance Company, which matures on October 1, 2014. (cid:129) We repaid the $27.9 million loan secured the Griffin Gate Marriott with corporate cash during the fourth quarter of 2009. The loan was scheduled to mature on January 1, 2010. (cid:129) We repaid the $5 million loan secured by the Bethesda Marriott Suites with corporate cash during the fourth quarter of 2009. The mortgage debt was scheduled to mature in July 2010. (cid:129) We paid 90% of our 2009 dividend in shares of our common stock, as permitted by the Internal Revenue Service’s Revenue Procedure 2009-15, as amplified and superseded by Revenue Procedure 2010-12, which preserved $37 million of corporate cash. (cid:129) We focused on minimizing capital spending during 2009. Our 2009 capital expenditures were $24.7 million, of which only $4.6 million was funded from corporate cash and the balance funded from escrow reserves. As a result of the steps listed above, we achieved our 2009 goal to preserve and enhance our liquidity and decreased our net debt by 30 percent in 2009. As of December 31, 2009, we have $177.4 million of unrestricted corporate cash. We believe that we maintain a reasonable amount of fixed interest rate mortgage debt with limited near-term maturities. As of December 31, 2009, we have $786.8 million of mortgage debt 60 outstanding with a weighted average interest rate of 5.9 percent and a weighted average maturity date of over 6 years. In addition, we currently have ten hotels unencumbered by debt and no corporate-level debt outstanding. Follow-on Public Offering. On April 17, 2009, we completed a follow-on public offering of our common stock. We sold 17,825,000 shares of common stock, including the underwriters’ overallotment of 2,325,000 shares, at an offering price of $4.85 per share. The net proceeds to us, after deduction of offering costs, were approximately $82.1 million. Controlled Equity Offering Programs. We initiated two separate controlled equity offering programs during 2009. Under the first program, which was initiated on July 31, 2009 and completed on October 14, 2009, we sold 10.2 million shares at an average price of $7.34 per share and raised net proceeds of $74.0 million. Under the second program, which was initiated on October 22, 2009, we sold 5.9 million shares at an average price of $8.37 per share and raised net proceeds of $49.0 million. As of December 31, 2009, we have approximately $25 million remaining under the second program. Credit Facility We are party to a four-year, $200.0 million unsecured credit facility (the “Facility”) expiring in February 2011. We may extend the maturity date of the Facility for an additional year upon the payment of applicable fees and the satisfaction of certain other customary conditions. Interest is paid on the periodic advances under the Facility at varying rates, based upon either LIBOR or the alternate base rate, plus an agreed upon additional margin amount. The interest rate depends upon our level of outstanding indebtedness in relation to the value of our assets from time to time, as follows: 60% or Greater 55% to 60% 50% to 55% Less Than 50% Leverage Ratio Alternate base rate margin . . . . . . . . . . LIBOR margin . . . . . . . . . . . . . . . . . . 0.65% 1.55% 0.45% 1.45% 0.25% 1.25% 0.00% 0.95% Our Facility contains various corporate financial covenants. A summary of the most restrictive covenants is as follows: Maximum leverage ratio(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Minimum fixed charge coverage ratio . . . . . . . . . . . . . . . . . . . . . . . Minimum tangible net worth(2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unhedged floating rate debt as a percentage of total indebtedness . . . 65% 1.6x $892.3 million 35% Covenant Actual at December 31, 2009 50.3% 1.76x $1.5 billion 0.0% (1) “Maximum leverage ratio” is determined by dividing the total debt outstanding by the net asset value of our corporate assets and hotels. Hotel level net asset values are calculated based on the application of a contractual capitalization rate (which range from 7.5% to 8.0%) to the trailing twelve month hotel net operating income. (2) “Tangible net worth” is defined as the gross book value of our real estate assets and other corporate assets less our total debt and all other corporate liabilities. 61 Our Facility requires that we maintain a specific pool of unencumbered borrowing base properties. The unencumbered borrowing base assets are subject to the following limitations and covenants: Minimum implied debt service ratio . . . . . . . . . . . . . . . . . . . . . . . . Maximum unencumbered leverage ratio . . . . . . . . . . . . . . . . . . . . . Minimum number of unencumbered borrowing base properties . . . . Minimum unencumbered borrowing base value . . . . . . . . . . . . . . . . $150 million Percentage of total asset value owned by borrowers or guarantors . . 1.5x 65% 4 90% Covenant Actual at December 31, 2009 N/A 0.0% 10 $529.0 million 100% If we were to default under any of the above covenants, we would be obligated to repay all amounts outstanding under our Facility and our Facility would terminate. Our ability to comply with two most restrictive financial covenants, the maximum leverage ratio and the fixed charge coverage ratio, depend primarily on our EBITDA. The following table shows the impact of various hypothetical scenarios on those two covenants. Covenant EBITDA Change from 2009 -5% -10% -15% -20% Maximum leverage ratio . . . . . . . . . . . . . . . . . . . . . . . . . . Minimum fixed charge coverage ratio . . . . . . . . . . . . . . . . 65% 1.6x 53% 55% 58% 1.4x 1.5x 1.7x 62% 1.4x In addition to the interest payable on amounts outstanding under the Facility, we are required to pay an amount equal to 0.20% of the unused portion of the Facility if the unused portion of the Facility is greater than 50% and 0.125% if the unused portion of the Facility is less than 50%. We incurred interest and unused credit facility fees of $0.6 million, $2.6 million and $2.7 million for the years ended 2009, 2008 and 2007, respectively, on the credit facility. As of December 31, 2009, we did not have an outstanding balance under the Facility. Mortgage Loan Default As of December 31, 2009, we had not completed certain capital projects required at Frenchman’s Reef and Morning Star Marriott Beach Resort (“Frenchman’s Reef”) as required by the mortgage loan secured by the hotel (the “Loan”). The Loan stipulated that we should complete certain capital projects by December 31, 2008 and December 31, 2009, respectively, or request an extension of the due date in accordance with the Loan. The failure to complete the capital projects or receive an extension resulted in a non-monetary Event of Default as of January 1, 2009. During an Event of Default the lender has the ability to charge default interest of 5 percentage points above the Loan’s stated interest rate. In addition, the lender has the right to declare that the Loan is due and payable, which will accelerate the maturity date of the Loan. As of February 26, 2010, the lender had not declared that the Loan is due and payable. The default interest on the Loan is $3.1 million for the year ended December 31, 2009. We discovered the Event of Default during the fourth quarter of 2009. The default interest was not reflected in our unaudited consolidated financial statements as filed in the Form 10-Qs for each of the three quarters in the period from January 1, 2009 to September 11, 2009. The entire $3.1 million of default interest for the year ended December 31, 2009 was recorded during the fourth quarter. The $2.1 million of out of period default interest was recorded in the fourth quarter of 2009 and $0.7 million was not recognized for each of the three quarters during the period from January 1, 2009 to September 11, 2009. We have concluded that the out of period default interest is not material to our reported results of operations. We are currently in discussions with the Loan master servicer and special servicer to obtain a waiver of the Event of Default and extend the due date of the capital projects to December 31, 2012. If the loan servicers accept our proposed solution to this Event of Default and enter into the amendment, we may reverse the $3.1 million penalty interest accrual. If we are unable to reach agreement with the loan servicers, there is a risk that the lender will exercise its right to accelerate the Loan. The Loan is non-recourse to the Company 62 with the exception of a $2 million corporate guaranty of the completion of certain capital projects. The corporate guaranty is not eliminated in the event of an acceleration of the Loan or lender foreclosure of Frenchman’s Reef. If the Loan is accelerated and we do not repay the outstanding balance of the Loan, which was $61.4 million as of December 31, 2009, the lender may commence foreclosure proceedings against Frenchman’s Reef, as well as exercise all of its other rights and remedies under the Loan agreement, mortgage and other related documents. None of our other loan agreements contain cross-default provisions that are triggered by the Event of Default under the Loan. Sources and Uses of Cash Our principal sources of cash are cash from operations, borrowings under mortgage financings, draws on our credit facility and the proceeds from offerings of our common stock. Our principal uses of cash are debt service, asset acquisitions, capital expenditures, operating costs, corporate expenses and dividends. Cash From Operations. Our cash provided by operating activities was $80.5 million for the year ended December 31, 2009, which is the result of our $11.1 million net loss adjusted for the impact of several non- cash charges, including $82.7 million of depreciation, $7.7 million of non-cash ground rent, $0.9 million of amortization of deferred financing costs, $2.5 million of loss on asset impairment and $6.9 million of stock compensation, offset by $1.7 million of amortization of unfavorable agreements, $0.6 million of amortization of deferred income and unfavorable working capital changes of $7.1 million. Our cash provided by operating activities was $129.5 million for the year ended December 31, 2008, which is the result of our $52.9 million net income adjusted for the impact of several non-cash charges, including $78.2 million of depreciation, $7.8 million of non-cash ground rent, $0.8 million of amortization of deferred financing costs, $0.8 million of yield support received , $0.7 million of loss on asset impairment and $4.0 million of stock compensation, offset by $1.7 million of amortization of unfavorable agreements, $0.6 million of amortization of deferred income and unfavorable working capital changes of $13.5 million. Our cash provided by operations was $148.7 million for the year ended December 31, 2007, which is the result of our net income, adjusted for the impact of several non-cash charges, including $75.5 million of real estate and corporate depreciation, $7.8 million of non-cash straight line ground rent, $0.8 million of amortization of deferred financing costs and loan repayment losses, $1.8 million of yield support received, $3.0 million non-cash deferred income tax expense and $3.6 million of restricted stock compensation expense, offset by negative working capital changes of $5.0 million, gain on sale of assets of $3.8 million, $0.4 million of key money amortization, $1.8 million amortization of debt premium and unfavorable contract liabilities. Cash From Investing Activities. Our cash used in investing activities of continuing operations was $28.0 million, $56.7 million and $351.3 million for the years ended December 31, 2009, 2008 and 2007, respectively. During the year ended December 31, 2009, we incurred capital expenditures at our hotels of $24.7 million, had a decrease in restricted cash of $2.5 million and used $0.9 million to purchase an interest in the Salt Lake City Marriott ground lease. During the year ended December 31, 2008, we incurred capital expenditures at our hotels of $65.1 million which was offset by an increase in restricted cash of $3.4 million and the receipt of $5.0 million of key money related to the Chicago Marriott Downtown. During the year ended December 31, 2007, we utilized $331.3 million of cash for the acquisition of the Boston Westin Waterfront Hotel. During the year ended December 31, 2008, we incurred normal recurring capital expenditures at our hotels of $56.4 million. In addition, we received $35.4 million in net proceeds from the sale of the SpringHill Suites Buckhead and $5.3 million of key money related to the Chicago Marriott Downtown renovation ($5 million) and the Conrad Chicago ($0.3 million). Cash From Financing Activities. Approximately $111.0 million of cash was provided by financing activities for the year ended December 31, 2009, which consisted of $4.2 million of scheduled debt principal payments, $73.4 million of debt repayments ($40.5 million for Courtyard Midtown East, $27.9 million for Griffin Gate and $5.0 million for Marriott Bethesda Suites), $57.0 million of repayments of our credit facility, $1.1 million of share repurchases, $0.7 million of costs related to the sale of common stock, $0.1 million of 63 vested dividend payments to SAR/DER holders and $1.2 million of financing costs for the Courtyard Midtown refinancing offset by $43.0 million of proceeds from the new Courtyard Midtown/Manhattan East mortgage, $205.6 million of proceeds from the sale of common stock ($123.1 million from the CEO programs and $82.5 million from our secondary offering). Approximately $88.8 million of cash was used in financing activities for the year ended December 31, 2008, which consisted of $3.2 million of scheduled debt principal payments, $49.4 million of share repurchases and $93.0 million of dividend payments offset by $57.0 million of net draws under our credit facility. Approximately $212.7 million of cash was provided by financing activities for the year ended December 31, 2007. The cash provided by financing activities for the year ended December 31, 2008 primarily consists of $317.6 million of net proceeds from sales of our common stock, $108.0 million in draws under our credit facilities, and $5.0 million of proceeds from the new mortgage debt of the Bethesda Marriott Suites. The cash provided by financing activities for the year ended December 31, 2007 was offset by the $108.0 million in repayments of the credit facilities, $20.4 million related to the early extinguishment of the Bethesda Marriott Suites mortgage ($18.4 million in principal repayment and a $2.0 million prepayment penalty), $3.2 million of scheduled debt principal payments, $1.2 million payment of financing costs, $2.7 million of share repurchases, and $82.3 million of dividend payments. Dividend Policy We intend to distribute to our stockholders dividends equal to our REIT taxable income so as to avoid paying corporate income tax and excise tax on our earnings (other than the earnings of our TRS and TRS lessees, which are all subject to tax at regular corporate rates) and to qualify for the tax benefits afforded to REITs under the Code. In order to qualify as a REIT under the Code, we generally must make distributions to our stockholders each year in an amount equal to at least: (cid:129) 90% of our REIT taxable income determined without regard to the dividends paid deduction, plus (cid:129) 90% of the excess of our net income from foreclosure property over the tax imposed on such income by the Code, minus (cid:129) any excess non-cash income. On January 29, 2010, we paid a dividend to our stockholders of record as of December 28, 2009 in the amount of $0.33 per share, which represented 100% of our 2009 taxable income. We relied on the Internal Revenue Service’s Revenue Procedure 2009-15, as amplified and superseded by Revenue Procedure 2010-12, that allowed us to pay 90% of the dividend in shares of our common stock and the remainder in cash. We intend to pay our next dividend to stockholders of record on a date close to December 31, 2010 in an amount equal to 100% of our taxable income. Our board of directors will assess all relevant factors prior to determining whether to pay a portion of our 2010 dividend in shares of our common stock as permitted by Revenue Procedure 2010-12. 64 The following table sets forth the dividends on common shares for the years ended December 31, 2009, 2008 and 2007: Payment Date Record Date Dividend per Share January 4, 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . December 21, 2006 April 2, 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . March 23, 2007 June 22, 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . September 18, 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . September 7, 2007 January 10, 2008. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . December 31, 2007 April 1, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . March 21, 2008 June 24, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . September 16, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . September 5, 2008 January 29, 2010. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . December 28, 2009 June 15, 2007 June 13, 2008 $0.18 $0.24 $0.24 $0.24 $0.24 $0.25 $0.25 $0.25 $0.33 Capital Expenditures The management and franchise agreements for each of our hotels provide for the establishment of separate property improvement funds to cover, among other things, the cost of replacing and repairing furniture and fixtures at our hotels. Contributions to the property improvement fund are calculated as a percentage of hotel revenues. In addition, we may be required to pay for the cost of certain additional improvements that are not permitted to be funded from the property improvement fund under the applicable management or franchise agreement. As of December 31, 2009, we have set aside $28.9 million for capital projects in property improvement funds. Funds held in property improvement funds for one hotel are typically not permitted to be applied to any other property. In 2009, we have focused our capital expenditures primarily on life safety, capital preservation, and return-on-investment projects. The total amount spent on capital improvements in 2009 was $24.7 million, only $4.6 million of which was funded from corporate cash. The balance was funded from hotel escrow reserves. Off-Balance Sheet Arrangements We have no off-balance sheet arrangements that have or are reasonably likely to have a current or future effect on our financial condition, changes in financial condition, revenues or expenses, results of operations, liquidity, capital expenditures or capital resources that is material to investors. Non-GAAP Financial Measures We use the following two non-GAAP financial measures that we believe are useful to investors as key measures of our operating performance: (1) EBITDA and (2) FFO. These measures should not be considered in isolation or as a substitute for measures of performance in accordance with GAAP. EBITDA represents net income (loss) excluding: (1) interest expense; (2) provision for income taxes, including income taxes applicable to sale of assets; and (3) depreciation and amortization. We believe EBITDA is useful to an investor in evaluating our operating performance because it helps investors evaluate and compare the results of our operations from period to period by removing the impact of our capital structure (primarily interest expense) and our asset base (primarily depreciation and amortization) from our operating results. In addition, covenants included in our indebtedness use EBITDA as a measure of financial 65 compliance. We also use EBITDA as one measure in determining the value of hotel acquisitions and dispositions. Net (loss) income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ (11,090) 51,609 Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (21,031) Income tax (benefit) expense(1) . . . . . . . . . . . . . . . . . . . . . . . . 82,729 Real estate related depreciation(2) . . . . . . . . . . . . . . . . . . . . . . 2009 Year Ended 2008 (In thousands) $ 52,929 50,404 (9,376) 78,156 2007 $ 68,309 51,445 4,919 75,477 EBITDA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $102,217 $172,113 $200,150 (1) Amounts for the year ended December 31, 2007 include $0.3 million of income tax benefit included in discontinued operations. (2) Amounts for the year ended December 31, 2007 include $1.2 million of depreciation expense included in discontinued operations. We compute FFO in accordance with standards established by NAREIT, which defines FFO as net income (loss) (determined in accordance with GAAP), excluding gains (losses) from sales of property, plus deprecia- tion and amortization and after adjustments for unconsolidated partnerships and joint ventures (which are calculated to reflect FFO on the same basis). We believe that the presentation of FFO provides useful information to investors regarding our operating performance because it is a measure of our operations without regard to specified non-cash items, such as real estate depreciation and amortization and gain or loss on sale of assets. We also use FFO as one measure in determining our results after taking into account the impact of our capital structure. Net (loss) income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Real estate related depreciation(1) . . . . . . . . . . . . . . . . . . . . . . . Gain on property disposal, net of tax . . . . . . . . . . . . . . . . . . . . . 2007 2009 Year Ended December 31, 2008 (In thousands) $ 52,929 78,156 — $(11,090) 82,729 — $ 68,309 75,477 (3,783) FFO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 71,639 $131,085 $140,003 (1) Amounts for the year ended December 31, 2007 include $1.2 million of depreciation expense included in discontinued operations. Critical Accounting Policies Our consolidated financial statements include the accounts of the DiamondRock Hospitality Company and all consolidated subsidiaries. The preparation of financial statements in conformity with U.S. generally accepted accounting principles, or GAAP, requires management to make estimates and assumptions that affect the reported amount of assets and liabilities at the date of our financial statements and the reported amounts of revenues and expenses during the reporting period. While we do not believe the reported amounts would be materially different, application of these policies involves the exercise of judgment and the use of assumptions as to future uncertainties and, as a result, actual results could differ materially from these estimates. We evaluate our estimates and judgments, including those related to the impairment of long-lived assets, on an ongoing basis. We base our estimates on experience and on various other assumptions that are believed to be reasonable under the circumstances. All of our significant accounting policies are disclosed in the notes to our consolidated financial statements. The following represent certain critical accounting policies that require us to exercise our business judgment or make significant estimates: Investment in Hotels. Acquired hotels, land improvements, building and furniture, fixtures and equip- ment and identifiable intangible assets are recorded at fair value. Additions to property and equipment, 66 including current buildings, improvements, furniture, fixtures and equipment are recorded at cost. Property and equipment are depreciated using the straight-line method over an estimated useful life of 15 to 40 years for buildings and land improvements and one to ten years for furniture and equipment. Identifiable intangible assets are typically related to contracts, including ground lease agreements and hotel management agreements, which are recorded at fair value. Above-market and below-market contract values are based on the present value of the difference between contractual amounts to be paid pursuant to the contracts acquired and our estimate of the fair market contract rates for corresponding contracts. Contracts acquired that are at market do not have significant value. We typically enter into a new hotel management agreement based on market terms at the time of acquisition. Intangible assets are amortized using the straight-line method over the remaining non-cancelable term of the related agreements. In making estimates of fair values for purposes of allocating purchase price, we may utilize a number of sources that may be obtained in connection with the acquisition or financing of a property and other market data. Management also considers information obtained about each property as a result of its pre-acquisition due diligence in estimating the fair value of the tangible and intangible assets acquired. We review our investments in hotels for impairment whenever events or changes in circumstances indicate that the carrying value of the investments in hotels may not be recoverable. Events or circumstances that may cause us to perform a review include, but are not limited to, adverse changes in the demand for lodging at our properties due to declining national or local economic conditions and/or new hotel construction in markets where our hotels are located. When such conditions exist, management performs an analysis to determine if the estimated undiscounted future cash flows from operations and the proceeds from the ultimate disposition of an investment in a hotel exceed the hotel’s carrying value. If the estimated undiscounted future cash flows are less than the carrying amount of the asset, an adjustment to reduce the carrying value to the estimated fair market value is recorded and an impairment loss recognized. Revenue Recognition. Hotel revenues, including room, golf, food and beverage, and other hotel revenues, are recognized as the related services are provided. Stock-based Compensation. We account for stock-based employee compensation using the fair value based method of accounting. We record the cost of awards with service conditions based on the grant-date fair value of the award. That cost is recognized over the period during which an employee is required to provide service in exchange for the award. No compensation cost is recognized for equity instruments for which employees do not render the requisite service. No awards with performance-based or market-based conditions have been issued. Income Taxes. Deferred tax assets and liabilities are recognized for the estimated future tax conse- quences attributable to differences between the financial statement carrying amounts of existing assets and liabilities and their respective tax bases. Deferred tax assets and liabilities are measured using enacted tax rates in effect for the year in which those temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities from a change in tax rates is recognized in earnings in the period when the new rate is enacted. We have elected to be treated as a REIT under the provisions of the Internal Revenue Code and, as such, are not subject to federal income tax, provided we distribute all of our taxable income annually to our stockholders and comply with certain other requirements. In addition to paying federal and state income tax on any retained income, we are subject to taxes on “built-in-gains” on sales of certain assets. Additionally, our taxable REIT subsidiaries are subject to federal, state and foreign income tax. Inflation Operators of hotels, in general, possess the ability to adjust room rates daily to reflect the effects of inflation. However, competitive pressures may limit the ability of our management companies to raise room rates. 67 Seasonality The operations of hotels historically have been seasonal depending on location, and accordingly, we expect some seasonality in our business. Historically, we have experienced approximately two-thirds of our annual income in the second and fourth quarters. New Accounting Pronouncements There are no new unimplemented accounting pronouncements that are expected to have a material impact on our results of operations, financial position or cash flows. Contractual Obligations The following table outlines the timing of payment requirements related to the consolidated mortgage debt and other commitments of our operating partnership as of December 31, 2009. Total Less Than 1 Year Payments Due by Period 1 to 3 Years (In thousands) 4 to 5 Years After 5 Years Long-Term Debt Obligations including interest . . . . . . . . . . . $1,064,494 $52,417 $107,084 $148,031 $ 756,962 Operating Lease Obligations — Ground Leases and Office Space . . . . . . . . . . . . . . . . . . . . 645,570 3,486 5,572 5,000 631,512 Total . . . . . . . . . . . . . . . . . . . . $1,710,064 $55,903 $112,656 $153,031 $1,388,474 Item 7a. Quantitative and Qualitative Disclosures About Market Risk and Risk Factors Quantitative and Qualitative Disclosures about Market Risk Market risk includes risks that arise from changes in interest rates, foreign currency exchange rates, commodity prices, equity prices and other market changes that affect market sensitive instruments. In pursuing our business strategies, the primary market risk to which we are currently exposed, and which we expect to be exposed in the future, is interest rate risk. As of December 31, 2009, all of our debt was fixed rate and therefore not exposed to interest rate risk. 68 Item 8. Financial Statements and Supplementary Data See Index to the Financial Statements on page F-1. Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure None. Item 9A. Controls and Procedures The Company’s management has evaluated, under the supervision and with the participation of the Company’s Chief Executive Officer and Chief Financial Officer, the effectiveness of the disclosure controls and procedures (as defined in Rules 13a-15(e) and 15d-15(e) under the Exchange Act of 1934, as amended the “Exchange Act”), as required by paragraph (b) of Rules 13a-15 and 15d-15 under the Exchange Act, and have concluded that as of the end of the period covered by this report, the Company’s disclosure controls and procedures were effective to give reasonable assurances that information we disclose in reports filed with the Securities and Exchange Commission (the “SEC”) is recorded, processed, summarized and reported within the time periods specified in the SEC’s rules and forms. There was no change in the Company’s internal control over financial reporting identified in connection with the evaluation required by paragraph (d) of Rules 13a-15 and 15d-15 under the Exchange Act during the Company’s most recent fiscal quarter that materially affected, or is reasonably likely to materially affect, the Company’s internal control over financial reporting. See Management’s Report on Internal Control Over Financial Reporting on page F-2. Item 9B. Other Information None. PART III The information required by Items 10-14 is incorporated by reference to our proxy statement for the 2010 annual meeting of stockholders (to be filed with the SEC not later than 120 days after the end of the fiscal year covered by this report). Item 10. Directors and Executive Officers of the Registrant Information on our directors and executive officers is incorporated by reference to our 2010 proxy statement. Item 11. Executive Compensation The information required by this item is incorporated by reference to our 2010 proxy statement. Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters The information required by this item is incorporated by reference to our 2010 proxy statement. Item 13. Certain Relationships and Related Transactions The information required by this item is incorporated by reference to our 2010 proxy statement. Item 14. Principal Accounting Fees and Services The information required by this item is incorporated by reference to our 2010 proxy statement. 69 PART IV Item 15. Exhibits and Financial Statement Schedules 1. Financial Statements Included herein at pages F-1 through F-33. 2. Financial Statement Schedules The following financial statement schedule is included herein on pages F-32 and F-33: Schedule III — Real Estate and Accumulated Depreciation All other schedules for which provision is made in Regulation S-X are either not required to be included herein under the related instructions or are inapplicable or the related information is included in the footnotes to the applicable financial statement and, therefore, have been omitted. 3. Exhibits The exhibits required to be filed by Item 601 of Regulation S-K are listed in the Exhibit Index on pages 73 and 74 of this report, which is incorporated by reference herein. 70 SIGNATURES Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized, in the City of Bethesda, State of Maryland, on February 26, 2010. DIAMONDROCK HOSPITALITY COMPANY By: /s/ William J. Tennis Name: William J. Tennis Title: Executive Vice President, General Counsel and Corporate Secretary Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed by the following persons on behalf of the registrant and in the capacities and on the dates indicated. Date: February 26, 2010 Date: February 26, 2010 Date: February 26, 2010 By: /s/ Mark W. Brugger Name: Mark W. Brugger Title: Chief Executive Officer (Principal Executive Officer) By: /s/ John L. Williams Name: Title: John L. Williams President and Chief Operating Officer and Director By: /s/ Sean M. Mahoney Name: Sean M. Mahoney Title: Executive Vice President and Chief Financial Officer (Principal Financial and Accounting Officer) By: /s/ William W. McCarten Name: William W. McCarten Title: Chairman Date: February 26, 2010 71 Date: February 26, 2010 Date: February 26, 2010 Date: February 26, 2010 Date: February 26, 2010 By: /s/ Daniel J. Altobello Name: Daniel J. Altobello Title: Director By: /s/ W. Robert Grafton Name: W. Robert Grafton Title: Lead Director By: /s/ Maureen L. McAvey Name: Maureen L. McAvey Title: Director By: /s/ Gilbert T. Ray Name: Gilbert T. Ray Title: Director 72 Exhibit Number EXHIBIT INDEX Description of Exhibit 3.1.1 Articles of Amendment and Restatement of the Articles of Incorporation of DiamondRock Hospitality Company (incorporated by reference to the Registrant’s Registration Statement on Form S-11 filed with the Securities and Exchange Commission (File no. 333-123065)) 10.1 10.2 10.3 4.1 3.2.1 3.1.2 Amendment to the Articles of Amendment and Restatement of the Articles of Incorporation of DiamondRock Hospitality Company (incorporated by reference to the Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission on January 10, 2007) Third Amended and Restated Bylaws of DiamondRock Hospitality Company (incorporated by reference to the Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission on December 17, 2009) Form of Certificate for Common Stock for DiamondRock Hospitality Company (incorporated by reference to the Registrant’s Registration Statement on Form S-11 filed with the Securities and Exchange Commission (File no. 333-123065)) Agreement of Limited Partnership of DiamondRock Hospitality Limited Partnership, dated as of June 4, 2004 (incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q/A filed with the Securities and Exchange Commission on December 7, 2009) Form of Hotel Management Agreement (incorporated by reference to the Registrant’s Registration Statement on Form S-11 filed with the Securities and Exchange Commission (File no. 333-123065)) Form of TRS Lease (incorporated by reference to the Registrant’s Registration Statement on Form S-11 filed with the Securities and Exchange Commission (File no. 333-123065)) 2004 Stock Option and Incentive Plan (incorporated by reference to the Registrant’s Registration Statement on Form S-11 filed with the Securities and Exchange Commission (File no. 333-123065)) Form of Restricted Stock Award Agreement (incorporated by reference to the Registrant’s Registration Statement on Form S-11 filed with the Securities and Exchange Commission (File no. 333-123065)) Form of Incentive Stock Option Agreement (incorporated by reference to the Registrant’s Registration Statement on Form S-11 filed with the Securities and Exchange Commission (File no. 333-123065)) Form of Non-Qualified Stock Option Agreement (incorporated by reference to the Registrant’s Registration Statement on Form S-11 filed with the Securities and Exchange Commission (File no. 333-123065)) Form of Deferred Stock Award Agreement (incorporated by reference to the Registrant’s Registration Statement on Form S-11 filed with the Securities and Exchange Commission (File no. 333-123809) Amended and Restated Credit Agreement, dated as of February 28, 2007 by and among DiamondRock Hospitality Limited Partnership, DiamondRock Hospitality Company, Wachovia Bank, National Association, as Agent, Wachovia Capital Markets, LLC, as Sole Lead Arranger and as Book Manager, each of Bank of America, N.A., Calyon New York Branch and The Royal Bank Of Scotland PLC, as a Syndication Agent, and Citicorp North America, Inc., as Documentation Agent (incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q/A filed with the Securities and Exchange Commission on December 7, 2009) 10.4* 10.5* 10.6* 10.7* 10.8* 10.9 10.10* Form of Severance Agreement, dated as of March 9, 2007 (incorporated by reference to the Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission on March 9, 2007) 10.11* Form of Stock Appreciation Right (incorporated by reference to the Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission on May 6, 2008) 10.12* Form of Dividend Equivalent Right (incorporated by reference to the Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission on May 6, 2008) 73 Exhibit Number 10.13 Description of Exhibit First Amendment to Amended and Restated Credit Agreement, dated as of December 15, 2008 by and among DiamondRock Hospitality Limited Partnership, DiamondRock Hospitality Company, Wachovia Bank, National Association, as Agent, Wachovia Capital Markets, LLC, as Sole Lead Arranger and as Book Manager, each of Bank of America, N.A., KeyBank National Association and The Royal Bank Of Scotland PLC, as a Syndication Agent, and Citigroup North America, Inc., as Documentation Agent and Wells Fargo, National Association and Merrill Lynch Bank USA, as lenders (incorporated by reference to the Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission on December 15, 2008) 10.15 10.14* Form of Amendment No. 1 to Dividend Equivalent Rights Agreement under the DiamondRock Hospitality Company 2004 Stock Option and Incentive Plan (incorporated by reference to the Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission on December 30, 2008) Purchase Agreement, dated April 13, 2009, by and among DiamondRock Hospitality Company, DiamondRock Hospitality Limited Partnership, and Merrill Lynch & Co., Merrill Lynch, Pierce, Fenner & Smith Incorporated, and Wachovia Capital Markets, LLC (incorporated by reference to the Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission on April 15, 2009) Sales Agreement, dated July 27, 2009, by and among DiamondRock Hospitality Company, DiamondRock Hospitality Limited Partnership, and Cantor Fitzgerald & Co. (incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q/A filed with the Securities and Exchange Commission on December 7, 2009) Sales Agreement, dated October 19, 2009, by and among DiamondRock Hospitality Company, DiamondRock Hospitality Limited Partnership, and Cantor Fitzgerald & Co. (incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q/A filed with the Securities and Exchange Commission on December 7, 2009) 10.17 10.16 10.18* Form of Indemnification Agreement (incorporated by reference to the Registrant’s Current Report on 10.19 Form 8-K filed with the Securities and Exchange Commission on December 16, 2009) Severance Letter, dated as of December 16, 2009, by and between DiamondRock Hospitality Company and Michael D. Schecter (incorporated by reference to the Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission on December 16, 2009) 10.20* Letter Agreement, dated as of December 9, 2009, by and between DiamondRock Hospitality Company and William J. Tennis 10.21* Form of Severance Agreement 12.1 21.1 23.1 31.1 Ratio of Earnings to Combined Fixed Charges and Preferred Stock Dividends List of DiamondRock Hospitality Company Subsidiaries Consent of KPMG LLP Certification of Chief Executive Officer Required by Rule 13a-14(a) of the Securities Exchange Act of 1934, as amended. Certification of Chief Financial Officer Required by Rule 13a-14(a) of the Securities Exchange Act of 1934, as amended. Certification of Chief Executive Officer and Chief Financial Officer Required by Rule 13a-14(b) of the Securities Exchange Act of 1934, as amended. 31.2 32.1 * Exhibit is a management contract or compensatory plan or arrangement. 74 DIAMONDROCK HOSPITALITY COMPANY INDEX TO FINANCIAL STATEMENTS Management’s Report on Internal Control Over Financial Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . Reports of Independent Registered Public Accounting Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Consolidated Balance Sheets as of December 31, 2009 and 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Consolidated Statements of Operations for the years ended December 31, 2009, 2008 and 2007 . . . . . . . Consolidated Statements of Stockholders’ Equity for the years ended December 31, 2009, 2008 and Page F-2 F-3 F-5 F-6 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . F-7 Consolidated Statements of Cash Flows for the years ended December 31, 2009, 2008 and 2007 . . . . . . F-8 F-9 Notes to Consolidated Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Schedule III — Real Estate and Accumulated Depreciation as of December 31, 2009. . . . . . . . . . . . . . . F-32 F-1 Management’s Report on Internal Control Over Financial Reporting Management is responsible for establishing and maintaining adequate internal control over financial reporting for the company. Internal control over financial reporting refers to the process designed by, or under the supervision of, our Chief Executive Officer and Chief Financial Officer, and effected by our board of directors, management and other personnel, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles, and includes those policies and procedures that: (1) Pertain to the maintenance of records that in reasonable detail accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) Provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) Provide reasonable assurance regarding prevention or timely detection of unauthorized acquisi- tion, use or disposition of the company’s assets that could have a material effect on the financial statements. Internal control over financial reporting cannot provide absolute assurance of achieving financial reporting objectives because of its inherent limitations. Internal control over financial reporting is a process that involves human diligence and compliance and is subject to lapses in judgment and breakdowns resulting from human failures. Internal control over financial reporting also can be circumvented by collusion or improper management override. Because of such limitations, there is a risk that material misstatements may not be prevented or detected on a timely basis by internal control over financial reporting. However, these inherent limitations are known features of the financial reporting process. Therefore, it is possible to design into the process safeguards to reduce, though not eliminate, this risk. Management has used the framework set forth in the report entitled “Internal Control — Integrated Framework” published by the Committee of Sponsoring Organizations of the Treadway Commission to evaluate the effectiveness of the Company’s internal control over financial reporting. Management has concluded that the Company’s internal control over financial reporting was effective as of December 31, 2009. KPMG LLP, an independent registered public accounting firm, has audited the Company’s financial statements and issued an attestation report on the Company’s internal control over financial reporting as of December 31, 2009. /s/ Mark W. Brugger Chief Executive Officer (Principal Executive Officer) /s/ Sean M. Mahoney Executive Vice President and Chief Financial Officer (Principal Financial and Accounting Officer) February 26, 2010 F-2 Report of Independent Registered Public Accounting Firm The Board of Directors DiamondRock Hospitality Company: We have audited the consolidated financial statements of DiamondRock Hospitality Company and subsidiaries (the “Company”) as listed in the accompanying index. In connection with our audits of the consolidated financial statements, we also have audited the financial statement schedule as listed in the accompanying index. These consolidated financial statements and financial statement schedule are the responsibility of the Company’s management. Our responsibility is to express an opinion on these consolidated financial statements and financial statement schedule based on our audits. We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion. In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of DiamondRock Hospitality Company and subsidiaries as of December 31, 2009 and 2008, and the results of their operations and their cash flows for each of the years in the three-year period ended December 31, 2009, in conformity with U.S. generally accepted accounting principles. Also, in our opinion, the related financial statement schedule referred to above, when considered in relation to the basic consolidated financial statements taken as a whole, presents fairly, in all material respects, the information set forth therein. We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), DiamondRock Hospitality Company’s internal control over financial reporting as of December 31, 2009, based on criteria established in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission, and our report dated February 26, 2010, expressed an unqualified opinion on the effectiveness of the Company’s internal control over financial reporting. McLean, Virginia February 26, 2010 /s/ KPMG F-3 Report of Independent Registered Public Accounting Firm The Board of Directors of DiamondRock Hospitality Company: We have audited DiamondRock Hospitality Company’s (the Company) internal control over financial reporting as of December 31, 2009, based on criteria established in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management’s Report on Internal Control Over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. We believe that our audit provides a reasonable basis for our opinion. A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements. Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate. In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 2009, based on criteria established in Internal Control — Integrated Framework issued by the COSO. We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the consolidated balance sheets of the Company as of December 31, 2009 and 2008 and the related consolidated statements of operations, stockholders’ equity and cash flows for each of the years in the three-year period ended December 31, 2009, and our report dated February 26, 2010, expressed an unqualified opinion on those consolidated financial statements. McLean, Virginia February 26, 2010 /s/ KPMG F-4 DIAMONDROCK HOSPITALITY COMPANY CONSOLIDATED BALANCE SHEETS December 31, 2009 and 2008 2009 2008 (In thousands, except share amounts) Property and equipment, at cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $2,171,311 (309,224) Less: accumulated depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $2,146,616 (226,400) ASSETS Restricted cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Due from hotel managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Favorable lease assets, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Prepaid and other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deferred financing costs, net. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,862,087 31,274 45,200 37,319 58,607 177,380 3,624 1,920,216 30,060 61,062 40,619 33,414 13,830 3,335 Total assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $2,215,491 $2,102,536 LIABILITIES AND STOCKHOLDERS’ EQUITY Liabilities: Mortgage debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 786,777 — Senior unsecured credit facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 821,353 57,000 Total debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deferred income related to key money, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unfavorable contract liabilities, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dividends declared and unpaid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Due to hotel managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Accounts payable and accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 786,777 19,763 82,684 41,810 29,847 79,104 Total other liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253,208 878,353 20,328 84,403 — 35,196 66,624 206,551 Stockholders’ Equity: Preferred stock, $.01 par value; 10,000,000 shares authorized; no shares issued and outstanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Common stock, $.01 par value; 200,000,000 shares authorized; 124,299,423 and 90,050,264 shares issued and outstanding at December 31, 2009 and 2008, respectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Additional paid-in capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Accumulated deficit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . — — 1,243 1,311,053 (136,790) 901 1,100,541 (83,810) Total stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,175,506 1,017,632 Total liabilities and stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . $2,215,491 $2,102,536 The accompanying notes are an integral part of these consolidated financial statements. F-5 DIAMONDROCK HOSPITALITY COMPANY CONSOLIDATED STATEMENTS OF OPERATIONS Years Ended December 31, 2009, 2008 and 2007 2009 2008 (In thousands, except share amounts) 2007 Revenues: Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ Food and beverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Operating Expenses: Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Food and beverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Management fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other hotel expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Impairment of favorable lease asset . . . . . . . . . . . . . . . . . . . . . Depreciation and amortization . . . . . . . . . . . . . . . . . . . . . . . . . Corporate expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total operating expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interest income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gain on early extinguishment of debt . . . . . . . . . . . . . . . . . . . . Total other expenses (income) . . . . . . . . . . . . . . . . . . . . . . . . . (Loss) income before income taxes . . . . . . . . . . . . . . . . . . . . Income tax benefit (expense) . . . . . . . . . . . . . . . . . . . . . . . . . . (Loss) income from continuing operations . . . . . . . . . . . . . . Income from discontinued operations, net of tax. . . . . . . . . . . . 365,039 177,345 33,297 575,681 97,089 124,046 19,556 212,282 2,542 82,729 18,317 556,561 19,120 (368) 51,609 — 51,241 (32,121) 21,031 (11,090) — Net (loss) income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ (11,090) (Loss) earnings per share: Continuing operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ Discontinued operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Basic and diluted (loss) earnings per share . . . . . . . . . . . . . . . . $ (0.10) — (0.10) Weighted-average number of common shares outstanding: $ $ $ $ 444,070 211,475 37,689 693,234 105,868 145,181 28,569 228,469 695 78,156 13,987 600,925 92,309 (1,648) 50,404 — 48,756 43,553 9,376 52,929 — 52,929 0.56 — 0.56 $ 456,719 217,505 36,709 710,933 104,672 147,463 29,764 224,053 — 74,315 13,818 594,085 116,848 (2,399) 51,445 (359) 48,687 68,161 (5,264) 62,897 5,412 68,309 0.66 0.06 0.72 $ $ $ Basic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107,404,074 93,064,790 94,199,814 Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107,404,074 93,116,162 94,265,245 The accompanying notes are an integral part of these consolidated financial statements. F-6 DIAMONDROCK HOSPITALITY COMPANY CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY Years Ended December 31, 2009, 2008 and 2007 Balance at December 31, 2006 . . . . . . Sale of common stock in secondary offerings, less placement fees and expenses of $380 . . . . . . . . . . . . . . Dividends of $0.96 per common Common Stock Shares Par Value Additional Paid-In Capital Accumulated Deficit Total (In thousands, except share amounts) 76,191,632 $ 762 $ 826,918 $ (42,752) $ 784,928 18,342,500 183 317,372 — 317,555 share . . . . . . . . . . . . . . . . . . . . . . . — — 2 — 358 863 — (91,733) (91,375) — 68,309 865 68,309 94,730,813 (4,800,000) $ 947 (48) $1,145,511 (48,776) $ (66,176) — $1,080,282 (48,824) Issuance and amortization of stock grants, net . . . . . . . . . . . . . . . . . . . Net income . . . . . . . . . . . . . . . . . . . . Balance at December 31, 2007 . . . . . . Share repurchases . . . . . . . . . . . . . . . Dividends of $0.75 per common share . . . . . . . . . . . . . . . . . . . . . . . Issuance and vesting of common stock grants, net . . . . . . . . . . . . . . . Net income . . . . . . . . . . . . . . . . . . . . Balance at December 31, 2008 . . . . . . Share repurchases . . . . . . . . . . . . . . . Dividends of $0.33 per common share . . . . . . . . . . . . . . . . . . . . . . . Issuance and vesting of common 196,681 — — 119,451 — 90,050,264 — stock grants, net . . . . . . . . . . . . . . . 280,265 Sale of common stock in secondary offerings, less placement fees and expenses of $669 . . . . . . . . . . . . . . Net loss. . . . . . . . . . . . . . . . . . . . . . . 33,968,894 — — 2 — 437 (70,563) (70,126) 3,369 — — 52,929 $ (83,810) 3,371 52,929 $1,017,632 (749) $ 901 — $1,100,541 (749) — 3 339 — — (41,890) (41,890) 6,625 — 6,628 204,636 — — (11,090) 204,975 (11,090) Balance at December 31, 2009 . . . . . . 124,299,423 $1,243 $1,311,053 $(136,790) $1,175,506 The accompanying notes are an integral part of these consolidated financial statements. F-7 DIAMONDROCK HOSPITALITY COMPANY CONSOLIDATED STATEMENTS OF CASH FLOWS Years Ended December 31, 2009, 2008 and 2007 2009 2008 (In thousands) 2007 $ (11,090) $ 52,929 $ 68,309 Cash flows from operating activities: Net (loss) income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Adjustments to reconcile net (loss) income to net cash provided by operating activities: Real estate depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Corporate asset depreciation as corporate expenses . . . . . . . . . . . . . . . . . . . . . . . . . Non-cash financing costs as interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Non-cash ground rent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gain on disposal of asset, net of taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Impairment of favorable lease asset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gain on early extinguishment of debt, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Amortization of debt premium and unfavorable contract liabilities . . . . . . . . . . . . . . . Amortization of deferred income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Yield support received . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Non-cash yield support recognized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Stock-based compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Deferred income tax (benefit) expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Changes in assets and liabilities: Prepaid expenses and other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Due to/from hotel managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Restricted cash. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Accounts payable and accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net cash provided by operating activities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cash flows from investing activities: Hotel acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Proceeds from sale of asset, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Purchase of ground lease interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hotel capital expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Receipt of deferred key money . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Change in restricted cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82,729 145 930 7,720 — 2,542 — (1,720) (564) — — 6,937 (21,566) (430) 10,513 520 3,872 80,538 — — (874) (24,692) — (2,465) Net cash used in investing activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (28,031) Cash flows from financing activities: Proceeds from mortgage debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Repayments of mortgage debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Repayments of credit facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Draws on credit facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Scheduled mortgage debt principal payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Prepayment penalty on early extinguishment of debt . . . . . . . . . . . . . . . . . . . . . . . . . . Payment of financing costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Proceeds from sale of common stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Payment of costs related to sale of common stock . . . . . . . . . . . . . . . . . . . . . . . . . . . Repurchase of shares . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Payment of dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43,000 (73,409) (57,000) — (4,167) — (1,219) 205,642 (667) (1,057) (80) Net cash provided by (used in) financing activities . . . . . . . . . . . . . . . . . . . . . . . . . 111,043 Net increase (decrease) in cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . Cash and cash equivalents, beginning of period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163,550 13,830 78,156 164 808 7,755 — 695 — (1,720) (557) 797 — 3,981 (10,128) (2,183) 1,773 (1,773) (1,196) 75,477 172 779 7,823 (3,783) — (359) (1,807) (392) 1,803 (894) 3,584 2,952 (347) (6,795) 1,217 959 129,501 148,698 — — — (65,116) 5,000 3,449 (56,667) — — (116,000) 173,000 (3,173) — (123) — — (49,434) (93,047) (88,777) (15,943) 29,773 (331,325) 35,405 — (56,412) 5,250 (4,210) (351,292) 5,000 (18,392) (108,000) 108,000 (3,233) (1,972) (1,237) 317,935 (380) (2,720) (82,325) 212,676 10,082 19,691 Cash and cash equivalents, end of period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $177,380 $ 13,830 $ 29,773 Supplemental Disclosure of Cash Flow Information: Cash paid for interest. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 47,595 $ 49,614 $ 50,560 Cash paid for income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,023 Capitalized interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 19 Non-Cash Financing Activities: Unpaid dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 41,810 $ $ $ 1,080 259 $ $ 1,867 50 — $ 22,922 The accompanying notes are an integral part of these consolidated financial statements. F-8 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS 1. Organization DiamondRock Hospitality Company (the “Company” or “we”) is a lodging-focused real estate company that, as of February 26, 2010, owns a portfolio of 20 premium hotels and resorts. Our hotels are concentrated in key gateway cities and in destination resort locations and are all operated under a brand owned by one of the leading global lodging brand companies (Marriott International, Inc. (“Marriott”), Starwood Hotels & Resorts Worldwide, Inc. (“Starwood”) or Hilton Worldwide (“Hilton”)). We are an owner, as opposed to an operator, of hotels. As an owner, we receive all of the operating profits or losses generated by our hotels, after we pay fees to the hotel manager, which are based on the revenues and profitability of the hotels. As of December 31, 2009, we owned 20 hotels, comprising 9,586 rooms, located in the following markets: Atlanta, Georgia (3); Austin, Texas; Boston, Massachusetts; Chicago, Illinois (2); Fort Worth, Texas; Lexington, Kentucky; Los Angeles, California (2); New York, New York (2); Northern California; Oak Brook, Illinois; Orlando, Florida; Salt Lake City, Utah; Washington D.C.; St. Thomas, U.S. Virgin Islands; and Vail, Colorado. We conduct our business through a traditional umbrella partnership REIT, or UPREIT, in which our hotel properties are owned by our operating partnership, DiamondRock Hospitality Limited Partnership, or subsid- iaries of our operating partnership. The Company is the sole general partner of the operating partnership and currently owns, either directly or indirectly, all of the limited partnership units of the operating partnership. 2. Summary of Significant Accounting Policies Basis of Presentation Our financial statements include all of the accounts of the Company and its subsidiaries in accordance with United States generally accepted accounting principles, or GAAP. All intercompany accounts and transactions have been eliminated in consolidation. We have evaluated the need for disclosures and/or adjustments resulting from subsequent events through February 26, 2010. Use of Estimates The preparation of the financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. Risks and Uncertainties The state of the overall economy can significantly impact hotel operational performance and thus, impact our financial position. Should any of our hotels experience a significant decline in operational performance, it may affect our ability to make distributions to our stockholders and service debt or meet other financial obligations. Fair Value of Financial Instruments Our financial instruments include cash and cash equivalents, restricted cash, accounts payable, accrued expenses and due to/from hotel manager. Due to their short maturities, the carrying amounts of cash and cash equivalents and accounts payable and accrued expenses approximate fair value. See Note 14 for disclosures on the fair value of mortgage debt. F-9 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) Property and Equipment Investments in hotel properties, land, land improvements, building and furniture, fixtures and equipment and identifiable intangible assets are recorded at fair value upon acquisition. Property and equipment purchased after the hotel acquisition date is recorded at cost. Replacements and improvements are capitalized, while repairs and maintenance are expensed as incurred. Upon the sale or retirement of a fixed asset, the cost and related accumulated depreciation is removed from the Company’s accounts and any resulting gain or loss is included in the statements of operations. Depreciation is computed using the straight-line method over the estimated useful lives of the assets, generally 15 to 40 years for buildings, land improvements, and building improvements and one to ten years for furniture, fixtures and equipment. Leasehold improvements are amortized over the shorter of the lease term or the useful lives of the related assets. We review our investments in hotel properties for impairment whenever events or changes in circum- stances indicate that the carrying value of the hotel properties may not be recoverable. Events or circumstances that may cause a review include, but are not limited to, adverse changes in the demand for lodging at the properties due to declining national or local economic conditions and/or new hotel construction in markets where the hotels are located. When such conditions exist, management performs an analysis to determine if the estimated undiscounted future cash flows from operations and the proceeds from the ultimate disposition of a hotel exceed its carrying value. If the estimated undiscounted future cash flows are less than the carrying amount of the asset, an adjustment to reduce the carrying amount to the related hotel’s estimated fair market value is recorded and an impairment loss recognized. We will classify a hotel as held for sale in the period that we have made the decision to dispose of the hotel, a binding agreement to purchase the property has been signed under which the buyer has committed a significant amount of nonrefundable cash and no significant financing contingencies exist which could cause the transaction to not be completed in a timely manner. If these criteria are met, we will record an impairment loss if the fair value less costs to sell is lower than the carrying amount of the hotel and will cease recording depreciation expense. We will classify the loss, together with the related operating results, as discontinued operations on the statements of operations and classify the assets and related liabilities as held for sale on the balance sheet. Goodwill Goodwill represents the excess of our cost to acquire a business over the net amounts assigned to assets acquired and liabilities assumed. Goodwill is not amortized, but is evaluated for impairment annually or more frequently if events or changes in circumstances indicate that the carrying amount may not be recoverable. Our goodwill is classified within other assets in the accompanying consolidated balance sheets. Cash and Cash Equivalents We consider all highly liquid investments with an original maturity of three months or less to be cash equivalents. Revenue Recognition Revenues from operations of our hotels are recognized when the products or services are provided. Revenues consist of room sales, golf sales, food and beverage sales, and other hotel department revenues, such as telephone and gift shop sales. F-10 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) Income Taxes We account for income taxes using the asset and liability method. Deferred tax assets and liabilities are recognized for the estimated future tax consequences attributable to the differences between the financial statement carrying amounts of existing assets and liabilities and their respective tax bases. Deferred tax assets and liabilities are measured using enacted tax rates in effect for the year in which those temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities from a change in tax rates is recognized in earnings in the period when the new rate is enacted. We have elected to be treated as a REIT under the provisions of the Internal Revenue Code which requires that we distribute at least 90% of our taxable income annually to our stockholders and comply with certain other requirements. In addition to paying federal and state taxes on any retained income, we may be subject to taxes on “built in gains” on sales of certain assets. Our taxable REIT subsidiaries will generally be subject to federal, state and foreign income taxes. In order for the income from our hotel property investments to constitute “rents from real properties” for purposes of the gross income test required for REIT qualification, the income we earn cannot be derived from the operation of any of our hotels. Therefore, we lease each of our hotel properties to a wholly owned subsidiary of Bloodstone TRS, Inc., our existing taxable REIT subsidiary, or TRS, except for the Frenchman’s Reef & Morning Star Marriott Beach Resort, which is owned by a Virgin Islands corporation, for which we have elected to be treated as a TRS. We had no accruals for tax uncertainties as of December 31, 2009 and 2008. Intangible Assets and Liabilities Intangible assets or liabilities are recorded on non-market contracts assumed as part of the acquisition of certain hotels. We review the terms of agreements assumed in conjunction with the purchase of a hotel to determine if the terms are favorable or unfavorable compared to an estimated market agreement at the acquisition date. Favorable lease assets or unfavorable contract liabilities are recorded at the acquisition date and amortized using the straight-line method over the term of the agreement. We do not amortize intangible assets with indefinite useful lives, but we review these assets for impairment if events or circumstances indicate that the asset may be impaired. Earnings Per Share Basic earnings per share is calculated by dividing net income, adjusted for dividends on unvested stock grants, by the weighted-average number of common shares outstanding during the period. Diluted earnings per share is calculated by dividing net income, adjusted for dividends on unvested stock grants, by the weighted- average number of common shares outstanding during the period plus other potentially dilutive securities such as stock grants or shares issuable in the event of conversion of operating partnership units. No adjustment is made for shares that are anti-dilutive during a period. Stock-based Compensation We account for stock-based employee compensation using the fair value based method of accounting. We record the cost of awards with service conditions based on the grant-date fair value of the award. That cost is recognized over the period during which an employee is required to provide service in exchange for the award. No compensation cost is recognized for equity instruments for which employees do not render the requisite service. We have not issued awards with performance-based or market-based conditions. F-11 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) Comprehensive (Loss) Income Comprehensive (loss) income includes net (loss) income as currently reported on the consolidated statement of operations adjusted for other comprehensive income items. We do not have any items of comprehensive (loss) income other than net (loss) income. Restricted Cash Restricted cash primarily consists of reserves for replacement of furniture and fixtures held by our hotel managers and cash held in escrow pursuant to lender requirements. Deferred Financing Costs Financing costs are recorded at cost and consist of loan fees and other costs incurred in connection with the issuance of debt. Amortization of deferred financing costs is computed using a method, which approximates the effective interest method over the remaining life of the debt, and is included in interest expense in the accompanying consolidated statements of operations. Hotel Working Capital The due from hotel managers consists of hotel level accounts receivable, periodic hotel operating distributions due to owner and prepaid and other assets held by the hotel managers on our behalf. The liabilities incurred by the hotel managers are comprised of liabilities incurred on behalf of us in conjunction with the operation of our hotels which are legal obligations of the Company. Key Money Key money received in conjunction with entering into hotel management agreements or completing specific capital projects is deferred and amortized over the term of the hotel management agreement. Deferred key money is classified as deferred income in the accompanying consolidated balance sheets and amortized against management fees on the accompanying consolidated statements of operations. Derivative Instruments We may be party to interest rate swaps in the future, which are considered derivative instruments. The fair value of the interest rate swaps and interest rate caps would be on the consolidated balance sheet and gains or losses from the changes in the market value of the contracts would be recorded in other income or expense. Straight-Line Rent We record rent expense on leases that provide for minimum rental payments that increase in pre- established amounts over the remaining term of the lease on a straight-line basis. Concentration of Credit Risk Financial instruments that potentially subject the Company to significant concentrations of credit risk consist principally of cash and cash equivalents. We maintain cash and cash equivalents with various financial institutions. We perform periodic evaluations of the relative credit standing of these financial institutions and limit the amount of credit exposure with any one institution. F-12 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) Yield Support Marriott has provided us with operating cash flow guarantees for certain hotels to fund shortfalls of actual hotel operating income compared to a negotiated target net operating income. We refer to these guarantees as “yield support.” Yield support received is recognized over the period earned if the yield support is not refundable and there is reasonable uncertainty of receipt at inception of the management agreement. Yield support is recorded as an offset to base management fees. 3. Property and Equipment Property and equipment as of December 31, 2009 and 2008 consists of the following (in thousands): Land . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Land improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Furniture, fixtures and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Corporate office equipment and Construction in progress. . . . . . . . . . . . $ 220,445 7,994 1,671,821 270,042 1,009 $ 219,590 7,994 1,658,227 259,154 1,651 December 31, 2009 December 31, 2008 Less: accumulated depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,171,311 (309,224) 2,146,616 (226,400) $1,862,087 $1,920,216 As of December 31, 2009 and 2008, we had accrued capital expenditures of $0.5 million and $2.6 million, respectively. In 2009, we acquired a 21% interest in the land under the Salt Lake City Marriott for approximately $0.9 million. This gives us a right of first refusal in the event that the other owners want to sell their interests in the entity and the right to veto the sale of the land to a third party. 4. Favorable Lease Assets In connection with the acquisition of certain hotels, we have recognized intangible assets for favorable ground leases. The favorable lease assets are recorded at the acquisition date and amortized using the straight- line method over the term of the non-cancelable term of the lease agreement. Amortization expense for the year ended December 31, 2009, was approximately $0.8 million, and is expected to total approximately $0.8 million each for 2010, 2011, 2012, 2013, and 2014. We also own a favorable lease asset related for the right to acquire a leasehold interest in a parcel of land adjacent to the Westin Boston Waterfront Hotel for the development of a 320 to 350 room hotel (the “lease right”). We do not amortize the lease right, which has an indefinite useful life, but review the asset for impairment if events or circumstances indicate that the asset may be impaired. An impairment loss of $2.5 million was recognized in 2009. As of December 31, 2009 As of December 31, 2008 Carrying Amount Fair Value Carrying Amount Fair Value (In thousands) (In thousands) Lease Right . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $9,513 $9,513 $12,055 $12,055 The GAAP fair value hierarchy assigns a level to fair value measurements based on inputs used: Level 1 inputs are quoted prices in active markets for identical assets and liabilities; Level 2 inputs are inputs other F-13 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) than quoted market prices that are observable for the asset or liability, either directly or indirectly; or Level 3 inputs are unobservable inputs. The fair value of the lease right is in Level 3. The fair value of the lease right was derived from a discounted cash flow model using the favorable difference between the estimated participating rents in accordance with the lease terms and the estimated market rents. The discount rate was estimated using a risk adjusted rate or return, the estimated participating rents were estimated based on a hypothetical completed 327-room hotel comparable to our Westin Boston Waterfront Hotel, and market rents were based comparable long-term ground leases in the City of Boston. The methodology used to fair value the lease right is consistent with the methodology used since acquisition of the lease right. 5. Capital Stock Common Shares We are authorized to issue up to 200,000,000 shares of common stock, $.01 par value per share. Each outstanding share of common stock entitles the holder to one vote on all matters submitted to a vote of stockholders. Holders of our common stock are entitled to receive dividends when authorized by our board of directors out of assets legally available for the payment of dividends. We had 124,299,423 and 90,050,264 shares of common stock outstanding as of December 31, 2009 and 2008, respectively. Follow-on Public Offering. On April 17, 2009, we completed a follow-on public offering of our common stock. We sold 17,825,000 shares of common stock, including the underwriters’ overallotment of 2,325,000 shares, at an offering price of $4.85 per share. The net proceeds to us, after deduction of offering costs, were approximately $82.1 million. Controlled Equity Offering Programs. We initiated two separate controlled equity offering programs during 2009. Under the first program, which was initiated on July 31, 2009 and completed on October 14, 2009, we sold 10.2 million shares at an average price of $7.34 per share and raised net proceeds of $74.0 million. Under the second program, which was initiated on October 22, 2009, we sold 5.9 million shares at an average price of $8.37 per share and raised net proceeds of $49.0 million. As of December 31, 2009, we have approximately $25 million remaining under the second program. Preferred Shares We are authorized to issue up to 10,000,000 shares of preferred stock, $.01 par value per share. Our board of directors is required to set for each class or series of preferred stock the terms, preferences, conversion or other rights, voting powers, restrictions, limitations as to dividends or other distributions, qualifications, and terms or conditions of redemption. We had no shares of preferred stock outstanding as of December 31, 2009 and 2008. Operating Partnership Units Holders of Operating Partnership units have certain redemption rights, which enable them to cause the Operating Partnership to redeem their units in exchange for cash per unit equal to the market price of our common stock, at the time of redemption, or, at our option for shares of our common stock on a one-for-one basis. The number of shares issuable upon exercise of the redemption rights will be adjusted upon the occurrence of stock splits, mergers, consolidations or similar pro- rata share transactions, which otherwise would have the effect of diluting the ownership interests of our limited partners or our stockholders. As of December 31, 2009 and 2008, respectively, there were no Operating Partnership units held by unaffiliated third parties. F-14 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) 6. Stock Incentive Plan As of December 31, 2009, we have issued or committed to issue 3,118,361 shares of our common stock under our 2004 Stock Option and Incentive Plan, as amended, including 1,719,376 shares of unvested restricted common stock and a commitment to issue 466,819 units of deferred common stock. Restricted Stock Awards As of December 31, 2009, we have awarded our officers and employees 3,068,447 shares of restricted common stock, including shares that have vested. Generally, shares issued to our officers and employees vest over a three-year period from the date of the grant based on continued employment, with the exception of one grant made in 2008 that vests in its entirety three years from the grant date. We measure compensation expense for the restricted stock awards based upon the fair market value of our common stock at the date of grant. Compensation expense is recognized on a straight-line basis over the vesting period and is included in corporate expenses in the accompanying consolidated statements of operations. A summary of our restricted stock awards from January 1, 2007 to December 31, 2009 is as follows: Unvested balance at January 1, 2007 . . . . . . . . . . . . . . . . . . . . . . . . . Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unvested balance at December 31, 2007 . . . . . . . . . . . . . . . . . . . . . . Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Number of Shares 461,527 199,885 (314,787) 346,625 406,767 (147,583) Unvested balance at December 31, 2008 . . . . . . . . . . . . . . . . . . . . . . 605,809 Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,517,435 Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (7,184) (396,684) Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Weighted-Average Grant Date Fair Value $12.57 17.99 11.27 16.88 10.92 16.31 13.02 2.82 14.61 9.77 Unvested balance at December 31, 2009 . . . . . . . . . . . . . . . . . . . . . . 1,719,376 $ 4.76 The remaining share awards will vest as follows: 558,447 shares during 2010, 714,221 shares during 2011 and 446,708 during 2012. As of December 31, 2009, the unrecognized compensation cost related to restricted stock awards was $4.1 million and the weighted-average period over which the unrecognized compensation expense will be recorded is approximately 22 months. For the years ended December 31, 2009, 2008 and 2007, we recorded $5.7 million, $3.2 million and $3.4 million, respectively, of compensation expense related to restricted stock awards. The compensation expense recorded for the year ended Decem- ber 31, 2009 included $1.6 million related to the retirement of our Executive Chairman and the termination of our Executive Vice President and General Counsel. Deferred Stock Awards At the time of our initial public offering, we made a commitment to issue 382,500 shares of deferred stock units to our senior executive officers. These deferred stock units are fully vested and represent the promise to issue a number of shares of our common stock to each senior executive officer upon the earlier of (i) a change of control or (ii) June 1, 2010 (the “Deferral Period”). However, if an executive’s service is terminated for “cause” prior to the expiration of the Deferral Period, all deferred stock unit awards will be forfeited. The executive officers are restricted from transferring these shares until the end of the Deferral F-15 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) Period. As of December 31, 2009, we have a commitment to issue 466,819 shares under this plan. The share commitment increased from 382,500 to 466,819 since our initial public offering because current dividends are not paid out but instead are effectively reinvested in additional deferred stock units based on the closing price of our common stock on the dividend payment date. Stock Appreciation Rights and Dividend Equivalent Rights We have awarded our executive officers stock-settled Stock Appreciation Rights (“SARs”) and Dividend Equivalent Rights (“DERs”). The SARs/DERs vest over three years based on continued employment and may be exercised, in whole or in part, at any time after the instrument vests and before the tenth anniversary of issuance. Upon exercise, the holder of a SAR is entitled to receive a number of common shares equal to the positive difference, if any, between the closing price of our common stock on the exercise date and the “strike price.” The strike price is equal to the closing price of our common stock on the SAR grant date. We simultaneously issued one DER for each SAR. The DER entitles the holder to the value of dividends issued on one share of common stock. No dividends are paid on a DER prior to vesting, but upon vesting, the holder of each DER will receive a lump sum equal to the cumulative dividends paid per share of common stock from the grant date through the vesting date. Initially, the DER was to terminate upon exercise or expiration of each SAR. The Company amended the terms of the DERs in 2008. The amendment shortened the maturity from 10 years to 8 years from the grant date and eliminated the provision that required the awards to terminate, in whole or in part, upon the exercise of the SAR that was issued simultaneously with the DER. The modification did not result in an increase or a decrease in the fair value of the DERs. We measure compensation expense of the SAR/DER awards based upon the fair market value of these awards at the grant date. Compensation expense is recognized on a straight-line basis over the vesting period and is included in corporate expenses in the accompanying condensed consolidated statements of operations. On March 4, 2008, we issued 300,225 SARs/DERs to our executive officers with an aggregate fair value of approximately $2.0 million. The strike price of the SARs is $12.59. The SARs were valued using a binomial option pricing model using the following assumptions, an expected life of seven years, a risk free rate of 3.17%, expected volatility of 29.8% and an expected dividend yield of 5.5% (the average dividend yield on the four dividend payment dates preceding the issuance of the SARs). The DERs were valued using a discounted cash flow model assuming a stream of dividends equal to 5.5% of the closing stock price on the New York Stock Exchange on the date that the DERs were issued over the seven year expected life of the instrument. For the years ended December 31, 2009 and 2008, we recorded approximately $1.1 million and $0.6 million, respectively, of compensation expense related to the SARs/DERs. A summary of our SARs/DERs is as follows: Number of SARs/DERs Weighted-Average Grant Date Fair Value Balance at January 1, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Balance at December 31, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . — 300,225 — 300,225 — — Balance at December 31, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300,225 — $6.62 — 6.62 — — $6.62 F-16 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) 7. (Loss) Earnings Per Share Basic (loss) earnings per share is calculated by dividing net (loss) income available to common stockholders by the weighted-average number of common shares outstanding. Diluted (loss) earnings per share is calculated by dividing net (loss) income available to common stockholders, that has been adjusted for dilutive securities, by the weighted-average number of common shares outstanding including dilutive securities. Our unvested SARs are anti-dilutive for the years ended December 31, 2009 and 2008 and our unvested restricted stock awards are anti-dilutive for the year ended December 31, 2009. F-17 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) The following is a reconciliation of the calculation of basic and diluted (loss) earnings per share for the years ended December 31, 2009, 2008 and 2007 (in thousands, except share and per share data): 2009 2008 2007 Basic (Loss) Earnings per Share Calculation: Numerator: Net (loss) income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ Less: dividends on unvested restricted common stock . . . . . . (11,090) — Net (loss) income after dividends on unvested restricted common stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ Less: discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . (11,090) — $ $ 52,929 (389) 52,540 — $ $ 68,309 (483) 67,826 (5,412) Net (loss) income from continuing operations after dividends on unvested restricted common stock . . . . . . . . . . . . . . . . $ ( 11,090) $ 52,540 $ 62,414 Weighted-average number of common shares outstanding — basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107,404,074 93,064,790 94,199,814 Basic (loss) earnings per share: Continuing operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ Diluted (Loss) Earnings per Share Calculation: Numerator: Net (loss) income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ Less: dividends on unvested restricted common stock . . . . . . Net (loss) income after dividends on unvested restricted common stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ Less: discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . Net (loss) income from continuing operations after dividends (0.10) — (0.10) (11,090) — (11,090) — $ $ $ $ 0.56 — 0.56 52,929 (389) 52,540 — $ $ $ $ 0.66 0.06 0.72 68,309 (483) 67,826 (5,412) on unvested restricted stock . . . . . . . . . . . . . . . . . . . . . . . $ (11,090) $ 52,540 $ 62,414 Weighted-average number of common shares outstanding — basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unvested restricted common stock . . . . . . . . . . . . . . . . . . . . . . Unvested SARs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Weighted-average number of common shares outstanding — 107,404,074 — — 93,064,790 51,372 — 94,199,814 65,431 — diluted. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107,404,074 93,116,162 94,265,245 Diluted (loss) earnings per share: Continuing operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ Discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ (0.10) — (0.10) $ $ 0.56 — 0.56 $ $ 0.66 0.06 0.72 F-18 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) 8. Debt We have incurred limited recourse, property specific mortgage debt on certain of our hotels. In the event of default, the lender may only foreclose on the pledged assets; however, in the event of fraud, misapplication of funds and other customary recourse provisions, the lender may seek payment from us. As of December 31, 2009, ten of our 20 hotel properties were secured by mortgage debt. Our mortgage debt contains certain property specific covenants and restrictions, including minimum debt service coverage ratios that trigger cash management provisions as well as restrictions on incurring additional debt without lender consent. As of December 31, 2009, we were in compliance with the financial covenants of our mortgage debt. As of December 31, 2009, we had approximately $786.8 million of outstanding debt. The following table sets forth the debt obligations on our hotels. Property Principal Balance Debt per Key Interest Rate (In thousands) Maturity Date Amortization Provisions Frenchman’s Reef & Morning Star Marriott Beach Resort . . . . . . . Marriott Los Angeles $ 61,422 $122,355 5.44% August 2015 30 years Airport . . . . . . . . . . . 82,600 82,271 5.30% July 2015 Interest Only Courtyard Manhattan / Fifth Avenue . . . . . . . Courtyard Manhattan / Midtown East . . . . . . Orlando Airport 51,000 275,676 6.48% June 2016 30 years(1) 42,949 137,657 8.81% October 2014 30 years Marriott . . . . . . . . . . . 59,000 121,399 5.68% January 2016 30 years(2) Marriott Salt Lake City Downtown . . . . . . . . . Renaissance 33,108 64,918 5.50% January 2015 20 years Worthington. . . . . . . . 57,103 113,300 5.40% July 2015 30 years(3) Chicago Marriott Downtown Magnificent Mile . . . . Renaissance Austin . . . . Renaissance Waverly . . . Senior unsecured credit facility. . . . . . . . . . . . 219,595 83,000 97,000 — Total debt . . . . . . . . . . . $786,777 Weighted-Average Interest Rate . . . . . . . 183,301 168,699 186,180 5.975% 5.507% 5.503% April 2016 December 2016 December 2016 30 years(4) Interest Only Interest Only LIBOR + 1.25% February 2011(5) Interest Only 5.86% (1) The debt has a five-year interest only period that commenced in May 2006. After the expiration of that period, the debt will amortize based on a thirty-year schedule. (2) The debt has a five-year interest only period that commenced in December 2005. After the expiration of that period, the debt will amortize based on a thirty-year schedule. (3) The debt had a four-year interest only period that expired in July 2009. The debt is currently amortizing based on a thirty-year schedule. F-19 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) (4) The debt had a 3.5 year interest only period that expired in October 2009. The debt is currently amortizing based on a thirty-year schedule. (5) The senior unsecured credit facility matures in February 2011. The Company has a one year extension option that will extend the maturity to 2012. The aggregate debt maturities as of December 31, 2009 are as follows (in thousands): 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5,902 7,257 7,930 8,486 50,081 707,121 $786,777 Mortgage Debt Refinancing and Repayments On September 11, 2009, we refinanced the mortgage on our Courtyard Manhattan/Midtown East hotel with $43.0 million secured loan from Massachusetts Mutual Life Insurance Company, which matures on October 1, 2014. The mortgage bears a fixed interest rate of 8.81%. On October 1, 2009, we repaid the 27.9 million loan secured by the Griffin Gate Marriott with corporate cash. The loan was scheduled to mature on January 1, 2010. On October 15, 2009, we repaid the $5.0 million loan secured by the Bethesda Marriott Suites with corporate cash. The mortgage debt was scheduled to mature in July 2010. Mortgage Loan Default As of December 31, 2009, we had not completed certain capital projects at Frenchman’s Reef and Morning Star Marriott Beach Resort (“Frenchman’s Reef”) as required by the mortgage loan secured by the hotel (the “Loan”). The Loan stipulated that we should complete certain capital projects by December 31, 2008 and December 31, 2009, respectively, or request an extension of the due date in accordance with the Loan. The failure to complete the capital projects or receive an extension resulted in a non-monetary Event of Default as of January 1, 2009. During an Event of Default the lender has the ability to charge default interest of 5 percentage points above the Loan’s stated interest rate. In addition, the lender has the right to declare that the Loan is due and payable, which will accelerate the maturity date of the Loan. As of February 26, 2010, the lender had not declared that the Loan is due and payable. The default interest on the Loan is $3.1 million for the year ended December 31, 2009. We discovered the Event of Default during the fourth quarter of 2009. The default interest was not reflected in our unaudited consolidated financial statements as filed in the Form 10-Qs for each of the three quarters in the period from January 1, 2009 to September 11, 2009. The entire $3.1 million of default interest for the year ended December 31, 2009 was recorded during the fourth quarter. The $2.1 million of out of period default interest was recorded in the fourth quarter of 2009 and $0.7 million was not recognized for each of the three quarters during the period from January 1, 2009 to September 11, 2009. We have concluded that the out of period default interest is not material to our reported results of operations. We are currently in discussions with the Loan master servicer and special servicer to obtain a waiver of the Event of Default and extend the due date of the capital projects to December 31, 2012. If we are unable to reach agreement with the loan servicers, there is a risk that the lender will exercise its right to accelerate the Loan. If the Loan is accelerated and we do not repay the outstanding F-20 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) balance of the Loan, which was $61.4 million as of December 31, 2009, the lender may commence foreclosure proceedings against Frenchman’s Reef, as well as exercise all of its other rights and remedies under the Loan agreement, mortgage and other related documents. None of our other loan agreements contain cross-default provisions that are triggered by the Event of Default under the Loan. Senior Unsecured Credit Facility We are party to a four-year, $200.0 million unsecured credit facility (the “Facility”) expiring in February 2011. The maturity date of the Facility may be extended for an additional year upon the payment of applicable fees and the satisfaction of certain other customary conditions. Interest is paid on the periodic advances under the Facility at varying rates, based upon either LIBOR or the alternate base rate, plus an agreed upon additional margin amount. The interest rate depends upon our level of outstanding indebtedness in relation to the value of our assets from time to time, as follows: 60% or Greater 55% to 60% 50% to 55% Less Than 50% Leverage Ratio Alternate base rate margin . . . . . . . . . . LIBOR margin . . . . . . . . . . . . . . . . . . 0.65% 1.55% 0.45% 1.45% 0.25% 1.25% 0.00% 0.95% The Facility contains various corporate financial covenants. A summary of the most restrictive covenants is as follows: Maximum leverage ratio(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Minimum fixed charge coverage ratio . . . . . . . . . . . . . . . . . . . . . . . Minimum tangible net worth(2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unhedged floating rate debt as a percentage of total indebtedness . . . . . . . . . . . . . . . . . . . . . . . . . . . . Covenant 65% 1.6x $892.3 million Actual at December 31, 2009 50.3% 1.76x $1.5 billion 35% 0.0% (1) “Maximum leverage ratio” is determined by dividing the total debt outstanding by the net asset value of our corporate assets and hotels. Hotel level net asset values are calculated based on the application of a contractual capitalization rate (which range from 7.5% to 8.0%) to the trailing twelve month hotel net operating income. (2) “Tangible net worth” is defined as the gross book value of the Company’s real estate assets and other cor- porate assets less the Company’s total debt and all other corporate liabilities. The Facility requires that we maintain a specific pool of unencumbered borrowing base properties. The unencumbered borrowing base assets are subject to the following limitations and covenants: Covenant Minimum implied debt service ratio . . . . . . . . . . . . . . . . . . . . . . . . Maximum unencumbered leverage ratio . . . . . . . . . . . . . . . . . . . . . Minimum number of unencumbered borrowing base properties . . . . Minimum unencumbered borrowing base value . . . . . . . . . . . . . . . . $150 million Percentage of total asset value owned by borrowers or guarantors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.5x 65% 4 90% Actual at December 31, 2009 N/A 0.0% 10 $529.0 million 100% F-21 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) In addition to the interest payable on amounts outstanding under the Facility, we are required to pay an amount equal to 0.20% of the unused portion of the Facility if the unused portion of the Facility is greater than 50% and 0.125% if the unused portion of the Facility is less than 50%. We incurred interest and unused credit facility fees of $0.6 million, $2.6 million and $2.7 million for the years ended December 31, 2009, 2008 and 2007, respectively, on the Facility. As of December 31, 2009, we had no outstanding borrowings on the Facility. 9. Discontinued Operations On December 21, 2007, we sold the SpringHill Suites Atlanta Buckhead for $36.0 million, resulting in a gain of approximately $3.8 million, net of $0.1 million of income taxes. The gain is recorded in discontinued operations on the accompanying consolidated statements of operations. The following table summarizes the components of discontinued operations in the condensed consolidated statements of operations for the periods presented (in thousands): Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Pre-tax income from operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gain on disposal, net of tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Income tax benefit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Income from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Year Ended December 31, 2007 $6,483 1,284 3,783 345 $5,412 10. Dividends On January 29, 2010, we paid a dividend to stockholders of record as of December 28, 2009 in the amount of $0.33 per share. We relied on the Internal Revenue Service’s Revenue Procedure 2009-15, as amplified and superseded by Revenue Procedure 2010-12, that allowed us to pay a portion of that dividend in shares of common stock and the remainder in cash. As a result, we paid approximately $4.1 million of the dividend in cash and issued 3.9 million shares of our common stock. The following table sets forth the dividends on common shares for the years ended December 31, 2009 and 2008: Payment Date Record Date Dividend per Share April 1, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . March 21, 2008 June 13, 2008 June 24, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . September 16, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . September 5, 2008 January 29, 2010. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . December 28, 2009 $0.25 $0.25 $0.25 $0.33 11. Income Taxes We have elected to be treated as a REIT under the provisions of the Internal Revenue Code, which requires that we distribute at least 90% of our taxable income annually to our stockholders and comply with certain other requirements. In addition to paying federal and state taxes on any retained income, we may be subject to taxes on “built in gains” on sales of certain assets. Our taxable REIT subsidiaries are subject to federal, state and foreign income taxes. F-22 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) Our (benefit) provision for income taxes consists of the following (in thousands): December 31, 2009 Year Ended December 31, 2008 December 31, 2007 Current — Federal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Foreign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ — 535 — Deferred — Federal . . . . . . . . . . . . . . . . . . . . . . . . . . . . State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Foreign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 535 (17,299) (3,882) (385) (21,566) $ — 665 87 752 (8,330) (1,978) 180 (10,128) $ 901 752 314 1,967 1,803 426 723 2,952 Income tax (benefit) provision(1) . . . . . . . . . . . . . . . . $(21,031) $ (9,376) $4,919 (1) Amounts for the year ended December 31, 2007 includes $0.3 million of income tax benefit included in discontinued operations. A reconciliation of the statutory federal tax provision to our income tax (benefit) provision is as follows (in thousands): Statutory federal tax provision (35)% . . . . . . . . . . . . . . . Tax impact of REIT election . . . . . . . . . . . . . . . . . . . . . State income tax (benefit) provision, net of federal tax benefit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Foreign income tax provision . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Income tax (benefit) provision from continuing December 31, 2009 $(11,243) (7,757) Year Ended December 31, 2008 $ 15,663 (24,565) December 31, 2007 $ 23,856 (20,353) (2,176) (126) 271 (854) 267 113 766 1,037 (42) operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $(21,031) $ (9,376) $ 5,264 We are required to pay franchise taxes in certain jurisdictions. We expensed approximately $0.1 million of franchise taxes during each of the years ended December 31, 2009, 2008 and 2007, which are classified as corporate expenses in the accompanying consolidated statements of operations. Deferred income taxes are recognized for temporary differences between the financial reporting bases of assets and liabilities and their respective tax bases and for operating loss and tax credit carryforwards based on enacted tax rates expected to be in effect when such amounts are paid. However, deferred tax assets are recognized only to the extent that it is more likely than not that they will be realizable based on consideration of available evidence, including future reversals of existing taxable temporary differences, projected future taxable income and tax planning strategies. Deferred tax assets are included in prepaid and other assets and F-23 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) deferred tax liabilities are included in accounts payable and accrued expenses on the accompanying consolidated balance sheets. The total deferred tax assets and liabilities are as follows (in thousands): December 31, 2009 December 31, 2008 Deferred income related to key money . . . . . . . . . . . . . . . . . . . . . . . . . Net operating loss carryforwards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Alternative minimum tax credit carryforwards . . . . . . . . . . . . . . . . . . . . $ 7,824 41,213 3,017 Deferred tax assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52,054 Land basis difference recorded in purchase accounting . . . . . . . . . . . . . Depreciation and amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (4,260) (19,137) Deferred tax liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (23,397) $ 8,065 16,208 3,017 27,290 (4,260) (16,123) (20,383) Deferred tax asset, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 28,657 $ 6,907 We believe that we will have sufficient future taxable income, including future reversals of existing taxable temporary differences, projected future taxable income and tax planning strategies to realize existing deferred tax assets. Deferred tax assets of $3.5 million are expected to be recovered from taxes paid in prior years. Deferred tax assets of $19.1 million are expected to be recovered against reversing existing taxable temporary differences. The remaining deferred tax assets of $29.5 million is dependent upon future taxable earnings of the TRS. The Frenchman’s Reef & Morning Star Marriott Beach Resort is owned by a subsidiary that has elected to be treated as a taxable REIT subsidiary, and is subject to USVI income taxes. We are party to a tax agreement with the USVI that reduces the income tax rate to approximately 4%. This arrangement expired in February 2010. We are diligently working to extend this agreement, which, if extended, would relate back to the date of expiration, but we may not be successful. If the arrangement is not extended, we are subject to an income tax rate of 37.4%. 12. Relationships with Managers Our Hotel Management Agreements We are a party to hotel management agreements with Marriott for 16 of our 20 properties owned as of December 31, 2009. The Vail Marriott Mountain Resort & Spa, is managed by an affiliate of Vail Resorts and is under a long-term franchise agreement with Marriott, the Westin Atlanta North at Perimeter is managed by Davidson Hotel Company LLC, the Conrad Chicago is managed by Conrad Hotels USA, Inc., a subsidiary of Hilton and the Westin Boston Waterfront Hotel is managed by Starwood. F-24 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) The following table sets forth the agreement date, initial term and number of renewal terms under the respective hotel management agreements for each of our hotels. Generally, the term of the hotel management agreements renew automatically for a negotiated number of consecutive periods upon the expiration of the initial term unless the property manager gives notice to us of its election not to renew the hotel management agreement. Date of Agreement Initial Term Austin Renaissance . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta Alpharetta Marriott. . . . . . . . . . . . . . . . . . . . . . Atlanta Westin North at Perimeter . . . . . . . . . . . . . . . . Bethesda Marriott Suites. . . . . . . . . . . . . . . . . . . . . . . . Boston Westin Waterfront . . . . . . . . . . . . . . . . . . . . . . . Chicago Marriott Downtown. . . . . . . . . . . . . . . . . . . . . Conrad Chicago . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Courtyard Manhattan/Fifth Avenue . . . . . . . . . . . . . . . . Courtyard Manhattan/Midtown East . . . . . . . . . . . . . . . Frenchman’s Reef & Morning Star Marriott Beach Resort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Los Angeles Airport Marriott . . . . . . . . . . . . . . . . . . . . Marriott Griffin Gate Resort . . . . . . . . . . . . . . . . . . . . . Oak Brook Hills Marriott Resort . . . . . . . . . . . . . . . . . . Orlando Airport Marriott . . . . . . . . . . . . . . . . . . . . . . . Renaissance Worthington . . . . . . . . . . . . . . . . . . . . . . . Salt Lake City Marriott Downtown . . . . . . . . . . . . . . . . The Lodge at Sonoma, a Renaissance Resort & Spa . . . Torrance Marriott South Bay . . . . . . . . . . . . . . . . . . . . Waverly Renaissance . . . . . . . . . . . . . . . . . . . . . . . . . . Vail Marriott Mountain Resort & Spa . . . . . . . . . . . . . . 6/2005 9/2000 6/2009 12/2004 5/2004 3/2006 11/2005 12/2004 11/2004 9/2000 9/2000 12/2004 7/2005 11/2005 9/2000 12/2001 10/2004 1/2005 6/2005 6/2005 20 years 30 years 10 years 21 years 20 years 32 years 10 years 30 years 30 years 30 years 40 years 20 years 30 years 30 years 30 years 30 years 20 years 40 years 20 years 151⁄2 years Number of Renewal Terms Three ten-year periods Two ten-year periods None Two ten-year periods Four ten-year periods Two ten-year periods Two five-year periods None Two ten-year periods Two ten-year periods Two ten-year periods One ten-year period None None Two ten-year periods Three fifteen-year periods One ten-year period None Three ten-year periods None F-25 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) The following table sets forth the base management fee and incentive management fee, generally due and payable each fiscal year, for each of the Company’s hotel properties: Austin Renaissance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta Alpharetta Marriott . . . . . . . . . . . . . . . . . . . . . . . . . . . Atlanta North at Perimeter Westin . . . . . . . . . . . . . . . . . . . . . . Bethesda Marriott Suites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Boston Westin Waterfront . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chicago Marriott Downtown . . . . . . . . . . . . . . . . . . . . . . . . . . Conrad Chicago . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Courtyard Manhattan/Fifth Avenue . . . . . . . . . . . . . . . . . . . . . Courtyard Manhattan/Midtown East . . . . . . . . . . . . . . . . . . . . Frenchman’s Reef & Morning Star Marriott Beach Resort . . . . Los Angeles Airport Marriott . . . . . . . . . . . . . . . . . . . . . . . . . Marriott Griffin Gate Resort . . . . . . . . . . . . . . . . . . . . . . . . . . Oak Brook Hills Marriott Resort . . . . . . . . . . . . . . . . . . . . . . . Orlando Airport Marriott . . . . . . . . . . . . . . . . . . . . . . . . . . . . Renaissance Worthington . . . . . . . . . . . . . . . . . . . . . . . . . . . . Salt Lake City Marriott Downtown . . . . . . . . . . . . . . . . . . . . . The Lodge at Sonoma, a Renaissance Resort & Spa . . . . . . . . Torrance Marriott South Bay. . . . . . . . . . . . . . . . . . . . . . . . . . Waverly Renaissance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Vail Marriott Mountain Resort & Spa . . . . . . . . . . . . . . . . . . . Base Management Fee(1) Incentive Management Fee(2) 3% 3% 2.5% 3% 2.5% 3% 2.5%(9) 5.5%(11) 5% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 20%(3) 25%(4) 10%(5) 50%(6) 20%(7) 20%(8) 15%(10) 25%(12) 25%(13) 25%(14) 25%(15) 20%(16) 20% or 30%(17) 20% or 25%(18) 25%(19) 20%(20) 20%(21) 20%(22) 20%(23) 20%(24) (1) As a percentage of gross revenues. (2) Based on a percentage of hotel operating profits above a negotiated return on our invested capital as more fully described in the following footnotes. (3) Calculated as a percentage of operating profits in excess of the sum of (i) $5.9 million and (ii) 10.75% of certain capital expenditures. (4) Calculated as a percentage of operating profits in excess of the sum of (i) $4.1 million and (ii) 10.75% of certain capital expenditures. (5) Calculated as a percentage of operating profits after a pre-set dollar amount of owner’s priority beginning in 2010. The owner’s priority is $3.0 million in 2010, $3.7 million on 2011, $4.2 million in 2012, $4.7 million in 2013, $5.0 million in 2014. In 2015 and thereafter, the owner’s priority adjusts annually based upon CPI. The incentive management fee cannot exceed 1.5% of total revenue. (6) Calculated as a percentage of operating profits in excess of the sum of (i) the payment of certain loan procurement costs, (ii) 10.75% of certain capital expenditures, (iii) an agreed-upon return on certain expenditures and (iv) the value of certain amounts paid into a reserve account established for the replace- ment, renewal and addition of certain hotel goods. The owner’s priority expires in 2027. (7) Calculated as a percentage of operating profits in excess of the sum of (i) actual debt service and (ii) 15% of cumulative and compounding return on equity, which resets with each sale. (8) Calculated as 20% of net operating income before base management fees. There is no owner’s priority. (9) The base management fee will increase to 3% for fiscal year 2010 and thereafter. F-26 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) (10) Calculated as a percentage of operating profits after a pre-set dollar amount ($8.7 million in 2009 and $8.8 million in 2010) of owner’s priority. Beginning in fiscal year 2011, the incentive management fee will be based on 103% of the prior year cash flow. (11) The base management fee will be equal to 5.5% of gross revenues for fiscal years 2010 through 2014 and 6% for fiscal year 2015 and thereafter until the expiration of the agreement. Beginning in 2011, the base management fee may increase to 6.0% at the beginning of the next fiscal year if operating profits equal or exceed $5.0 million. (12) Calculated as a percentage of operating profits in excess of the sum of (i) $5.5 million and (ii) 12% of certain capital expenditures, less 5% of the total real estate tax bill (for as long as the hotel is leased to a party other than the manager). (13) Calculated as a percentage of operating profits in excess of the sum of (i) $7.9 million and (ii) 10.75% of certain capital expenditures. (14) Calculated as a percentage of operating profits in excess of the sum of (i) $9.2 million and (ii) 10.75% of certain capital expenditures. (15) Calculated as a percentage of operating profits in excess of the sum of (i) $10.3 million and (ii) 10.75% of certain capital expenditures. (16) Calculated as a percentage of operating profits in excess of the sum of (i) $6.1 million and (ii) 10.75% of certain capital expenditures. (17) Calculated as a percentage of operating profits in excess of the sum of (i) $8.1 million and (ii) 10.75% of certain capital expenditures. The percentage of operating profits is 20% except from 2011 through 2021 when it is 30%. (18) Calculated as a percentage of operating profits in excess of the sum of (i) $8.9 million and (ii) 10.75% of certain capital expenditures. The percentage of operating profits is 20% except from 2011 through 2021 when it is 25%. (19) Calculated as a percentage of operating profits in excess of the sum of (i) $7.6 million and (ii) 10.75% of certain capital expenditures. (20) Calculated as a percentage of operating profits in excess of the sum of (i) $6.2 million and (ii) 10.75% of capital expenditures. (21) Calculated as a percentage of operating profits in excess of the sum of (i) $3.6 million and (ii) 10.75% of capital expenditures. (22) Calculated as a percentage of operating profits in excess of the sum of (i) $7.5 million and (ii) 10.75% of certain capital expenditures. (23) Calculated as a percentage of operating profits in excess of the sum of (i) $10.3 million and (ii) 10.75% of certain capital expenditures. (24) Calculated as a percentage of operating profits in excess of the sum of (i) $7.4 million and (ii) 11% of certain capital expenditures. The incentive management fee rises to 25% if the hotel achieves operating profits in excess of 15% of our invested capital. We recorded $19.6 million, $28.6 million and $29.8 million of management fees during the years ended December 31, 2009, 2008 and 2007, respectively. The management fees for the year ended December 31, 2009 were comprised of $4.3 million of incentive management fees and $15.3 million of base management fees. The management fees for the year ended December 31, 2008 were comprised of $9.7 million of incentive management fees and $18.9 million of base management fees. The management fees for the year ended December 31, 2007 were comprised of $11.1 million of incentive management fees and $18.7 million of base management fees. F-27 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) Yield Support Marriott has provided us with operating cash flow guarantees for certain hotels and will reimburse an amount of their management fee if actual hotel operating income is less than a negotiated target net operating income. We refer to these guarantees as “yield support”. Yield support is recognized over the period earned if the yield support is not refundable and there is reasonable uncertainty of receipt at inception of the management agreement. Yield support is recorded as an offset to base management fees on the accompanying consolidated statement of operations. We earned $0.9 million ($0.1 million of which is classified in discontinued operations on the accompanying statement of operations) of yield support during the year ended December 31, 2007. We did not earn any yield support during the years ended December 31, 2009 and 2008 and are not entitled to any further yield support at any of our hotels. Key Money Marriott has contributed to us certain amounts in exchange for the right to manage hotels we have acquired or the completion of certain brand enhancing capital projects. We refer to these amounts as “key money.” Marriott has provided us with key money of approximately $22 million in the aggregate in connection with the acquisitions of six of our hotels and in exchange for the renovation of certain hotels. Key money is classified as deferred income in the accompanying consolidated balance sheets and amortized against management fees on the accompanying consolidated statements of operations. We amortized $0.6 million of key money during each of the years ended December 31, 2009 and 2008 and $0.4 million during the year ended December 31, 2007. Franchise Agreements The following table sets forth the terms of our franchise agreements for our two franchised hotels: Date of Agreement Initial Term(1) Franchise Fee Vail Marriott Mountain Resort & Spa . . . 6/2005 16 years Atlanta Westin North at Perimeter . . . . . . 5/2006 20 years 6% of gross room sales plus 3% of gross food and beverage sales 7% of gross room sales plus 2% of food and beverage sales (1) There are no renewal options under either franchise agreement. We recorded $1.9 million, $2.8 million and $2.7 million of franchise fees during the years ended December 31, 2009, 2008 and 2007, respectively. 13. Commitments and Contingencies Litigation We are not involved in any material litigation nor, to its knowledge, is any material litigation threatened against us. We are involved in routine litigation arising out of the ordinary course of business, all of which is expected to be covered by insurance and none of which is expected to have a material impact on our financial condition or results of operations. F-28 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) Ground Leases Four of the our hotels are subject to ground lease agreements that cover all of the land underlying the respective hotel: (cid:129) The Bethesda Marriott Suites is subject to a ground lease that runs until 2087. There are no renewal options. (cid:129) The Courtyard Manhattan/Fifth Avenue is subject to a ground lease that runs until 2085, inclusive of one 49-year renewal option. (cid:129) The Salt Lake City Marriott Downtown is subject to two ground leases: one ground lease covers the land under the hotel and the other ground lease covers the portion of the hotel that extends into the Crossroads Plaza Mall. The term of the ground lease covering the land under the hotel runs through 2056, inclusive of our renewal options, and the term of the ground lease covering the extension runs through 2017. In 2009, we acquired a 21% interest in the land under the hotel for approximately $0.9 million. This gives us the right of first refusal in the event that the other owners want to sell their interests in the entity and the right to veto the sale of the land to a third party. (cid:129) The Westin Boston Waterfront is subject to a ground lease that runs until 2099. There are no renewal options. In addition, two of the golf courses adjacent to two of our hotels are subject to a ground lease agreement: (cid:129) The golf course which is part of the Marriott Griffin Gate Resort is subject to a ground lease covering approximately 54 acres. The ground lease runs through 2033, inclusive of our renewal options. We have the right, beginning in 2013 and upon the expiration of any 5-year renewal term, to purchase the property covered by such ground lease for an amount ranging from $27,500 to $37,500 per acre, depending on which renewal term has expired. The ground lease also grants us the right to purchase the leased property upon a third party offer to purchase such property on the same terms and conditions as the third party offer. We are also the sub-sublessee under another minor ground lease of land adjacent to the golf course, with a term expiring in 2020. (cid:129) The golf course which is part of the Oak Brook Hills Marriott Resort is subject to a ground lease covering approximately 110 acres. The ground lease runs through 2045 including renewal options. Finally, a portion of the parking garage relating to the Renaissance Worthington is subject to three ground leases that cover, contiguously with each other, approximately one-fourth of the land on which the parking garage is constructed. Each of the ground leases has a term that runs through July 2067, inclusive of the three 15-year renewal options contained in each ground lease. These ground leases generally require us to make rental payments (including a percentage of gross receipts as percentage rent with respect to the Courtyard Manhattan/Fifth Avenue ground lease) and payments for all, or in the case of the ground leases covering the Salt Lake City Marriott Downtown extension and a portion of the Marriott Griffin Gate Resort golf course, our share of, charges, costs, expenses, assessments and liabilities, including real property taxes and utilities. Furthermore, these ground leases generally require us to obtain and maintain insurance covering the subject property. We record ground rent payments on a straight- line basis as required by U.S. generally accepted accounting principles. Ground rent expense was $9.6 million, $9.8 million and $9.7 million for the years ended December 31, 2009, 2008 and 2007, respectively. Cash paid for ground rent was $1.9 million, $2.0 million and $1.9 million for the years ended December 31, 2009, 2008 and 2007, respectively. F-29 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) Future minimum annual rental commitments under non-cancelable operating leases as of December 31, 2009 are as follows (in thousands): 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,486 2,845 2,727 2,571 2,429 631,512 $645,570 14. Fair Value of Financial Instruments The fair value of certain financial assets and liabilities and other financial instruments as of December 31, 2009 and 2008 are as follows: As of December 31, 2009 As of December 31, 2008 Carrying Amount Fair Value Carrying Amount Fair Value (In thousands) (In thousands) Mortgage Debt . . . . . . . . . . . . . . . . . . . . . . . . . . . $786,777 $670,936 $878,353 $750,899 We estimate the fair value of our mortgage debt by discounting the future cash flows of each instrument at estimated market rates. The carrying value of our other financial instruments approximates fair value due to the short-term nature of these financial instruments. 15. Segment Information We aggregate our operating segments using the criteria established by GAAP, including the similarities of our product offering, types of customers and method of providing service. The following table sets forth revenues and investment in hotel assets represented by the following geographical areas as of and for the years ending December 31, 2009, 2008 and 2007. 2009 $128,125 68,484 56,746 65,517 48,159 36,672 171,978 Revenues 2008 (In thousands) $148,254 84,176 68,425 72,993 54,729 49,730 214,927 2007 2009 $159,062 84,138 73,381 68,879 54,725 50,313 220,435 $ 551,481 211,158 239,475 351,111 91,403 126,213 565,758 Investment 2008 (In thousands) $ 542,628 209,130 237,307 350,010 87,138 124,956 559,294 2007 $ 519,859 206,648 233,947 339,391 86,030 123,940 543,148 Chicago . . . . . . . . . Los Angeles . . . . . . Atlanta . . . . . . . . . . Boston . . . . . . . . . . US Virgin Islands . . New York . . . . . . . . Other . . . . . . . . . . . Total . . . . . . . . . . . $575,681 $693,234 $710,933 $2,136,599 $2,110,463 $2,052,963 F-30 DIAMONDROCK HOSPITALITY COMPANY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued) 16. Quarterly Operating Results (Unaudited) 2009 Quarter Ended March 27 June 19 September 11 December 31 (In thousands, except per share data) Total revenue . . . . . . . . . . . . . . . . . . . . . . . . . $118,544 Total operating expenses . . . . . . . . . . . . . . . . . $118,400 $143,607 $133,484 $137,800 $130,589 $175,730 $174,088 Operating income . . . . . . . . . . . . . . . . . . . . . . $ 144 $ 10,123 $ 7,211 $ 1,642 Net (loss) income . . . . . . . . . . . . . . . . . . . . . . $ (5,293) Basic and diluted (loss) earnings per share . . . $ (0.06) $ $ 2,457 0.02 $ $ 761 0.01 $ (9,015) $ (0.07) 2008 Quarter Ended March 23 June 15 September 7 December 31 (In thousands, except per share data) Total revenue . . . . . . . . . . . . . . . . . . . . . . . . . . Total operating expenses . . . . . . . . . . . . . . . . . $132,863 $121,152 $181,016 $147,277 $161,395 $140,841 $217,960 $191,655 Operating income. . . . . . . . . . . . . . . . . . . . . . . $ 11,711 $ 33,739 $ 20,554 $ 26,305 Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 5,177 $ 21,755 $ 12,212 $ 13,785 Basic and diluted earnings per share . . . . . . . . . $ 0.05 $ 0.23 $ 0.13 $ 0.15 F-31 y n a p m o C y t i l a t i p s o H k c o R d n o m a i D n o i t a i c e r p e D d e t a l u m u c c A d n a e t a t s E l a e R — I I I e l u d e h c S ) s d n a s u o h t n i ( 9 0 0 2 , 1 3 r e b m e c e D f o s A n o i t a i c e r p e D f o r a e Y k o o B t e N e f i L n o i t i s i u q c A e u l a V d e t a l u m u c c A n o i t a i c e r p e D l a t o T d n a g n d i l i u B s t n e m e v o r p m I r a e Y f o d n E t a t n u o m A s s o r G d n a L n o i t i s i u q c A s t s o C d e z i l a t i p a C o t t n e u q e s b u S t s o C l a i t i n I d n a g n d i l i u B s t n e m e v o r p m I d n a L s e c n a r b m u c n E n o i t p i r c s e D e c n a s s i a n e R a , a m o n o S t a e g d o L e h T s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 s r a e Y 0 4 4 0 0 2 4 0 0 2 4 0 0 2 4 0 0 2 4 0 0 2 4 0 0 2 5 0 0 2 5 0 0 2 5 0 0 2 5 0 0 2 5 0 0 2 5 0 0 2 5 0 0 2 5 0 0 2 6 0 0 2 6 0 0 2 6 0 0 2 6 0 0 2 6 0 0 2 7 0 0 2 2 5 7 , 2 2 2 0 5 , 5 6 3 0 0 , 2 4 8 7 8 , 1 3 6 2 9 , 8 3 5 8 8 , 0 4 2 4 8 , 2 5 7 3 5 , 3 3 5 5 5 , 4 6 8 5 9 , 0 0 1 0 4 6 , 2 7 3 9 4 , 3 5 2 2 3 , 6 4 6 4 5 , 3 6 7 9 9 , 7 6 3 8 5 5 , 4 5 1 5 8 , 3 0 1 3 8 2 , 6 1 1 6 0 1 , 7 9 6 8 9 , 7 6 2 $ ) 0 7 1 , 4 ( $ ) 6 5 0 , 7 ( ) 0 7 8 , 5 ( ) 7 9 5 , 4 ( ) 8 1 4 , 4 ( ) 3 2 8 , 5 ( ) 2 2 4 , 6 ( ) 8 2 8 , 3 ( ) 4 3 8 , 5 ( ) 1 2 7 , 9 ( ) 6 3 2 , 7 ( ) 7 0 0 , 6 ( ) 1 0 6 , 4 ( ) 7 0 0 , 6 ( ) 3 7 4 , 3 3 ( ) 5 6 7 , 4 ( ) 0 1 1 , 6 ( ) 3 0 6 , 8 ( ) 5 6 2 , 7 ( ) 4 3 8 , 0 2 ( 2 2 9 , 6 2 8 5 5 , 2 7 3 7 8 , 7 4 5 7 4 , 6 3 4 4 3 , 3 4 8 0 7 , 6 4 4 6 2 , 9 5 5 6 3 , 7 3 9 8 3 , 0 7 9 7 6 , 0 1 1 6 7 8 , 9 7 0 0 5 , 9 5 3 2 9 , 0 5 3 5 5 , 9 6 0 7 4 , 1 0 4 3 2 3 , 9 5 1 6 9 , 9 0 1 6 8 8 , 4 2 1 1 7 3 , 4 0 1 0 2 8 , 8 8 2 $ 1 7 9 , 2 2 8 5 0 , 6 5 8 1 0 , 7 4 5 7 4 , 6 3 5 7 4 , 5 3 8 0 7 , 6 4 3 2 0 , 2 5 2 4 7 , 3 3 6 7 6 , 2 5 9 7 5 , 6 8 6 7 3 , 4 6 0 0 7 , 3 5 3 2 4 , 1 4 4 8 7 , 9 5 0 7 5 , 4 6 3 3 3 8 , 1 5 1 1 3 , 8 7 5 8 1 , 2 1 1 8 8 0 , 5 9 0 2 8 , 8 8 2 $ 1 5 9 , 3 $ 1 5 2 $ 0 0 5 , 6 1 5 5 8 — 9 6 8 , 7 — 1 4 2 , 7 3 2 6 , 3 3 1 7 , 7 1 0 0 1 , 4 2 0 0 5 , 5 1 0 0 8 , 5 0 0 5 , 9 9 6 7 , 9 0 0 9 , 6 3 0 9 4 , 7 0 5 6 , 1 3 1 0 7 , 2 1 3 8 2 , 9 — 6 4 2 , 1 8 5 0 , 2 0 9 7 , 1 3 2 1 , 2 2 5 0 , 1 1 9 7 , 3 9 3 2 9 7 9 , 1 2 0 5 , 3 8 4 9 7 3 2 , 1 5 9 2 , 2 1 8 9 , 1 9 4 6 , 6 1 9 0 7 0 5 3 , 1 4 2 7 , 1 3 7 2 , 1 4 2 1 , 5 1 0 2 7 , 2 2 2 1 8 , 4 5 5 1 8 , 5 4 5 8 6 , 4 3 2 5 3 , 3 3 6 5 6 , 5 4 2 3 2 , 8 4 3 0 5 , 3 3 7 9 6 , 0 5 7 7 0 , 3 8 8 2 4 , 3 6 3 6 4 , 2 5 8 2 1 , 9 3 3 0 8 , 7 5 1 2 9 , 7 4 3 4 2 1 , 1 5 1 6 9 , 6 7 1 6 4 , 0 1 1 5 1 8 , 3 9 6 9 6 , 3 7 2 $ 1 5 9 , 3 $ — $ 0 0 5 , 6 1 — — 9 6 8 , 7 — 1 4 2 , 7 3 2 6 , 3 3 1 7 , 7 1 0 0 1 , 4 2 0 0 5 , 5 1 0 0 8 , 5 0 0 5 , 9 9 6 7 , 9 0 0 9 , 6 3 0 9 4 , 7 0 5 6 , 1 3 1 0 7 , 2 1 3 8 2 , 9 — — — — — ) 9 4 9 , 2 4 ( ) 8 0 1 , 3 3 ( ) 0 0 0 , 1 5 ( — — ) 2 2 4 , 1 6 ( ) 0 0 6 , 2 8 ( ) 3 0 1 , 7 5 ( ) 0 0 0 , 9 5 ( ) 5 9 5 , 9 1 2 ( — — — ) 0 0 0 , 7 9 ( ) 0 0 0 , 3 8 ( 0 2 6 , 7 3 7 , 1 $ ) 0 4 6 , 2 6 1 ( $ 0 6 2 , 0 0 9 , 1 $ 5 1 8 , 9 7 6 , 1 $ 5 4 4 , 0 2 2 $ 1 2 3 , 1 6 $ 9 4 3 , 9 1 6 , 1 $ 0 9 5 , 9 1 2 $ ) 7 7 7 , 6 8 7 ( $ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . a p S d n a t r o s e R t s a E n a t t a h n a M n w o t d i M d r a y t r u o C n w o t n w o D y t i C e k a L t l a S t t o i r r a M e u n e v A h t f i F / n a t t a h n a M d r a y t r u o C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . t r o s e R e t a G n i f f i r G t t o i r r a M . . s e t i u S a d s e h t e B t t o i r r a M y a B h t u o S t t o i r r a M e c n a r r o T a t t e r a h p l A a t n a l t A t t o i r r a M r a t S g n i n r o M & f e e R s ’ n a m h c n e r F . . . . . . . t r o s e R t t o i r r a M s l l i H k o o r B k a O . . . . . . . . . . t t o i r r a M t r o p r i A o d n a l r O . . . . . t t o i r r a M o g a c i h C . . . . . . . . . . t r o s e R h c a e B t t o i r r a M t r o s e R n i a t n u o M t t o i r r a M l i a V t t o i r r a M t r o p r i A s e l e g n A s o L . . . n o t g n i h t r o W e c n a s s i a n e R F-32 r e t e m i r e P t a h t r o N a t n a l t A n i t s e W . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . o g a c i h C d a r n o C e c n a s s i a n e R y l r e v a W . . e c n a s s i a n e R n i t s u A t n o r f r e t a W n i t s e W n o t s o B . . . . . . . . . . . . l a t o T DiamondRock Hospitality Company Schedule III — Real Estate and Accumulated Depreciation — (Continued) As of December 31, 2009 (in thousands) Notes: A) The change in total cost of properties for the fiscal years ended December 31, 2009, 2008 and 2007 is as follows: Balance at December 31, 2006 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Additions: $1,604,227 Acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Capital expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273,696 12,433 Deductions: Dispositions and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (31,979) Balance at December 31, 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Additions: 1,858,377 Capital expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27,434 Balance at December 31, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $1,885,811 Additions: Acquisition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Capital expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Adjustments to purchase accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 855 15,382 (1,788) Balance at December 31, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $1,900,260 B) The change in accumulated depreciation of real estate assets for the fiscal years ended December 31, 2009, 2008 and 2007 is as follows: Balance at December 31, 2006 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 38,507 41,549 Depreciation and amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (1,699) Dispositions and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Balance at December 31, 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Depreciation and amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Balance at December 31, 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Depreciation and amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78,357 41,693 120,050 42,590 Balance at December 31, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $162,640 C) The aggregate cost of properties for Federal income tax purposes (in thousands) is approximately $1,806,455 as of December 31, 2009. F-33 [This page intentionally left blank.] CORPORATE INFORMATION BOARD OF DIRECTORS LEFT TO RIGHT: MARK W. BRUGGER, DANIEL J. ALTOBELLO, WILLIAM W. MCCARTEN, W. ROBERT GRAFTON, JOHN L. WILLIAMS, MAUREEN L. MCAVEY, GILBERT T. RAY BOARD OF DIRECTORS WILLIAM W. MCCARTEN Chairman of the Board W. ROBERT GRAFTON Lead Independent Director DANIEL J. ALTOBELLO Independent Director MAUREEN L. MCAVEY Executive Vice President, Initiatives Group at the Urban Land Institute and Independent Director GILBERT T. RAY Independent Director MARK W. BRUGGER Director and Chief Executive Ofﬁ cer JOHN L. WILLIAMS Director and President and Chief Operating Ofﬁ cer EXECUTIVE OFFICERS MARK W. BRUGGER Chief Executive Ofﬁ cer JOHN L. WILLIAMS President and Chief Operating Ofﬁ cer SEAN M. MAHONEY Executive Vice President, Chief Financial Ofﬁ cer and Treasurer WILLIAM J. TENNIS Executive Vice President, General Counsel and Corporate Secretary CORPORATE HEADQUARTERS DiamondRock Hospitality Company 6903 Rockledge Drive Suite 800 Bethesda, Maryland 20817 (240) 744-1150 FAX (240) 744-1199 ANNUAL MEETING DiamondRock Hospitality Company will hold its annual meeting of shareholders on April 28, 2010, at 12:00 pm EST at the Bethesda Marriott Suites, 6711 Democracy Boulevard, Bethesda, Maryland 20817. A formal notice and proxy will be mailed before the meeting to shareholders entitled to vote. REGISTRAR AND STOCK TRANSFER AGENT American Stock Transfer & Trust Company 59 Maiden Lane New York, New York 10038 (212) 936-5100 www.amstock.com INTERNET ACCESS A corporate proﬁ le, recent press releases, SEC ﬁ lings, property locations and other information about DiamondRock Hospitality Company can be found on the internet at www.drhc.com. INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM KPMG LLP 1660 International Drive McLean, Virginia 22102 OTHER SHAREHOLDER INFORMATION For information about DiamondRock Hospitality Company and its subsidiaries, including copies of its annual report on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K, you may call our corporate headquarters or submit a written request to Investor Relations. Our Chief Executive Ofﬁ cer and Chief Financial Ofﬁ cer have furnished the Sections 302 and 906 certiﬁ cations required by the U.S. Securities and Exchange Commission in our Annual Report on Form 10-K. In addition, our Chief Executive Ofﬁ cer has certiﬁ ed to the NYSE that he is not aware of any violations by us of NYSE corporate governance standards. 6903 ROCKLEDGE DRIVE, SUITE 800 ◆ BETHESDA, MARYLAND 20817 ◆ (240) 744-1150 WWW.DRHC.COM

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