DiamondRock Hospitality Company Annual Report 2017

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FY2017 Annual Report · DiamondRock Hospitality Company

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2 0 1 7 A N N UA L R E P ORT

20 1 7 hi ghli gh t s

2.5%

CoMparaBle
revpar growth

31.2%

hotel adjusted
eBitda Margin

$183.99

total CoMparaBle revpar

$1.00

adjusted FFo
per share

p re M iu M lo C ati o ns

div e r se a sset di str iButi o n

l destination resorts 15%
l south Florida 10%
l sedona 3%
l Boston 16%
l Chicago 12%
l new york 11%
l other CBd 13%

l denver 5%
l washington, dC 5%
l san diego 5%
l other 4%
l san Francisco 1%

FRONT COVER: L’Auberge de Sedona, Arizona

The Westin Fort Lauderdale Beach Resort

TO OUR FELLOW
SHAREHOLDERS

DiamondRock in 2017 continued to focus on execut-
ing its long-term strategic goals in order to drive
shareholder value. In particular, we delivered operat-
ing results ahead of expectations, made significant
capital investments into our existing portfolio,
acquired two high quality resorts, and bolstered
our already fortress balance sheet. DiamondRock
delivered a total return for shareholders in 2017 of
2.4%, which beat the REIT Index (RMZ) by 150
basis points. The Company also responded well to
challenges from the impact of a number of natural
disasters that occurred during the year.

The lodging industry overall continued to be healthy
in 2017 with record occupancy and growing profits.
Revenue per Available Room (“RevPAR”, the main
industry metric) grew a respectable 3.0% over the
prior year. Overall, new hotel supply additions, which
can negatively affect performance of existing hotels,
were less than 2% and slightly below the histori-
cal average. However, the premier gateway markets
attracted more developer interest and generally had
more elevated supply levels that held back growth
in the Top 25 MSAs throughout the United States.
Since most high quality, public lodging real estate

investment trusts, including DiamondRock, have
portfolios concentrated in the Top 25 markets, this
had some impact on relative growth rates. We expect
supply levels for the national average and the Top 25
markets to reach equilibrium in 2019 or early 2020.

Our portfolio exceeded our original RevPAR
guidance by 250 basis points with comparable
RevPAR growth of 2.5%, excluding our two hotels
(Frenchman’s Reef and the Inn at Key West) that
were closed due to hurricane damage. Our full-
year RevPAR growth is among the strongest of our
peer group, underscoring our relatively favorable
geographic exposure and industry-leading asset
management. Additionally, our portfolio gained
1.9 percentage points of market share, demonstrating
the underlying strength of our hotels and the success
of our unique revenue enhancement strategies.

The portfolio was enhanced with two highly suc-
cessful acquisitions in 2017: the Condé Nast top-10
ranked resort in the Southwest & West: L’Auberge de
Sedona and the adjacent Orchards Inn. These iconic
assets enjoy the best location in Sedona, Arizona, a
market with significant barriers-to-entry for new hotel

DIAMONDROCK HOSPITALITY 2017

TOP
Renaissance Charleston Historic District Hotel, South Carolina

LEFT
The Worthington Renaissance Fort Worth Hotel, Texas

BOTTOM
The Lodge at Sonoma Renaissance Resort & Spa, California

Kimpton Shorebreak Hotel, Huntington Beach, California

additions and proven demand generators with over
4 million visitors per year. Since 2006, the Sedona mar-
ket generated a 6.6% RevPAR compounded average
growth rate, making it one of the fastest growing mar-
kets in the United States. Additionally, the two resorts
have significant operational upside opportunities for
DiamondRock to implement its best-in-class asset
management initiatives. Already during the first year of
ownership the two resorts have generated tremendous
results, with combined RevPAR growing 19% and
EBITDA profit margins expanding 382 basis points.

Our portfolio continues to benefit from our exten-
sive renovation and repositioning investments. In
2017, DiamondRock made capital improvements of
approximately $100 million, including completing six
value-add hotel renovations:

n the worthington renaissance Fort worth: The
hotel completed a fresh and modern guestrooms
renovation in early 2017. Guests and meeting plan-
ners have been delighted, as demonstrated by the
hotel generating impressive full-year 2017 RevPAR
growth of 23% following the renovation.

n the Charleston renaissance historic district: The
hotel completed a comprehensive renovation in the
first quarter of 2017 that touched every aspect of the
hotel and allows it to compete with the top lifestyle
hotels in Historic Charleston. The post-renovation
results have exceeded expectations with RevPAR
increasing nearly 20% in the second half of the year.

n the lodge at sonoma renaissance resort & spa:
This well-known resort completed a guestrooms
renovation in the second quarter. The reaction from
guests has been positive. While the resort expe-
rienced disruption from the Northern California
wildfires in October, we expect it to gain market
share over the coming years.

n the kimpton shorebreak hotel: This beachfront,

lifestyle hotel completed a renovation in the second
quarter of 2017 that included a hip, new restaurant
and a stylish guestrooms renovation. The renova-
tion has been very well received by guests, with
the hotel gaining 17 points of market share in the
fourth quarter.

n the Chicago gwen, a luxury Collection hotel:

DiamondRock recently up-branded and repositioned
this luxury hotel. The second and final phase of the
$27 million transformation into a Marriott Luxury
Collection brand was completed in early 2017. This
hotel is now top ten for all hotels in Chicago on
TripAdvisor and continues to gain market share.

n Chicago Marriott downtown Magnificent Mile:
The hotel completed the third phase of a four-
phase, $110 million repositioning. The final phase
will be complete in early 2018 and will allow the
hotel to attract more premium group business and
provide a great product for both business and lei-
sure oriented travelers. The hotel is now in a strong
position for the future.

DIAMONDROCK HOSPITALITY 2017

The Chicago Gwen, a Luxury Collection Hotel

The Company’s fortress balance sheet was further
enhanced during 2017 with the refinancing of our
only near-term maturity. In the second quarter, the
Company completed a new $200 million term loan
and repaid an outstanding mortgage loan. The new
term loan saves the Company 80 basis points in
interest expense based on current leverage levels. The
Company’s leverage is conservative with a year-end
net debt-to-EBITDA ratio of 3.0x. The balance sheet
provides significant growth capital for the future, with
a cash balance of over $180 million and $300 million
of borrowing capacity available under the Company’s
untapped credit facility.

Despite these many positive developments, 2017 also
presented some unique challenges with a number of
major natural disasters affecting the United States.
In particular, several of our hotels were affected by
Hurricanes Irma and Maria as well as the wildfires
in Northern California. Most significantly, Hurricane
Irma directly hit the Frenchman’s Reef & Morning
Star Marriott Beach Resort, and meaningfully
impacted the Inn at Key West. Both of these hotels
remain closed at the end of the year as remediation
efforts are underway. Additionally, the Lodge at
Sonoma sustained minor smoke damage from nearby
wildfires which was quickly remediated and the resort
is now fully open. Thankfully, and most importantly,

no one was hurt at any of our hotels during these
events. The hotels are all covered by a fulsome insur-
ance program, and we will continue to work with
all stakeholders to reach resolution on the impacted
hotels as quickly as possible to lead to the best pos-
sible outcome for shareholders.

Looking ahead, lodging fundamentals in 2018 are
expected to show solid growth. Demand will benefit
from the improving global economy, while new hotel
supply is projected to expand at approximately the
historical average. Within that overall growth envi-
ronment, DiamondRock is well positioned with our
high-quality hotels & resorts, thoughtful renovation
investments, and relentless asset management pro-
gram. Moreover, the Company’s strong cash position
and fortress balance sheet allows us to opportunisti-
cally take advantage of any smart, strategic acquisi-
tions that the management team uncovers. Thank
you for your support in 2017 and we look forward to
working hard for you in 2018.

Mark W. Brugger

President and Chief Executive Officer

4
4

DIAMONDROCK HOSPITALITY 2017
DIAMONDROCK HOSPITALITY 2017

UNITED STATES
SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

(cid:1) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE

FORM 10-K

SECURITIES EXCHANGE ACT OF 1934

For the fiscal year ended December 31, 2017

(cid:2) TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE

SECURITIES EXCHANGE ACT OF 1934

Commission file number 001-32514

DIAMONDROCK HOSPITALITY COMPANY

(Exact Name of Registrant as Specified in Its Charter)

Maryland
(State of Incorporation)

20-1180098
(I.R.S. Employer Identification No.)

2 Bethesda Metro Center, Suite 1400, Bethesda, Maryland
(Address of Principal Executive Offices)

20814
(Zip Code)

(240) 744-1150
(Registrant’s telephone number, including area code)

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. (cid:1) Yes (cid:2) No

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the

Act. (cid:2) Yes (cid:1) 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. (cid:1) Yes (cid:2) No

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 (§232.405 of this
chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such
files). (cid:1) Yes (cid:2) No

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. (cid:1)

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a

smaller reporting company or an emerging growth company. See the definitions of ‘‘large accelerated filer,’’ ‘‘accelerated filer,’’
‘‘smaller reporting company,’’ and ‘‘emerging growth company’’ in Rule 12b-2 of the Exchange Act.
Large accelerated filer (cid:1)

Accelerated filer (cid:2)

Non-accelerated filer (cid:2)
(Do not check if a smaller
reporting company)

Smaller reporting company (cid:2)
Emerging growth company (cid:2)

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition
period for complying with any new or revised financial accounting standards pursuant to Section 13(a) of the Exchange Act. (cid:2)

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange

Act). (cid:2) Yes (cid:1) 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 30, 2017, the last
business day of the Registrant’s most recently completed second fiscal quarter, was $2.2 billion (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 200,537,452 shares of its $0.01 par value common stock outstanding as of February 27, 2018.

Portions of the registrant’s Proxy Statement for its 2018 Annual Meeting of Stockholders, to be filed with the Securities
and Exchange Commission not later than 120 days after December 31, 2017, are incorporated by reference in Part III herein.

Documents Incorporated by Reference

INDEX

PART I

Page No.

Item 1.
Item 1A.
Item 1B.
Item 2.
Item 3.
Item 4.

Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Risk Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unresolved Staff Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Legal Proceedings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mine Safety Disclosures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

PART II

Item 5.

Market for Registrant’s Common Equity, Related Stockholder Matters and

Item 6.
Item 7.

Item 7A.
Item 8.
Item 9.

Item 9A.
Item 9B.

Item 10.
Item 11.
Item 12.

Item 13.
Item 14.

Issuer Purchases of Equity Securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Selected Financial Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Management’s Discussion and Analysis of Financial Condition and Results of

Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Quantitative and Qualitative Disclosures About Market Risk . . . . . . . . . . . . . . .
Financial Statements and Supplementary Data . . . . . . . . . . . . . . . . . . . . . . . . .
Changes in and Disagreements with Accountants on Accounting and Financial

Disclosures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Controls and Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

PART III

Directors, Executive Officers and Corporate Governance . . . . . . . . . . . . . . . . .
Executive Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Security Ownership of Certain Beneficial Owners and Management and Related
Stockholder Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Certain Relationships and Related Transactions, and Director Independence . . .
Principal Accounting Fees and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Item 15.
Item 16.

Exhibits and Financial Statement Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . .
Form 10-K Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

PART IV

4
12
35
36
37
37

38
42

43
64
65

65
65
65

66
66

66
66
66

67
71

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,’’ ‘‘strive,’’ ‘‘endeavor,’’ ‘‘mission,’’ ‘‘goal,’’ 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.

Some of the risks and uncertainties that may cause our actual results, performance or
achievements to differ materially from those expressed or implied by forward-looking statements
include, among others, the following:

(cid:127) negative changes in the economy, including, but not limited to, a reversal of current job growth

trends, an increase in unemployment or a decrease in corporate earnings and investment;

(cid:127) increased competition in the lodging industry and from alternative lodging channels or third

party internet intermediaries in the markets in which we own properties;

(cid:127) failure to effectively execute our long-term business strategy and successfully identify and

complete acquisitions;

(cid:127) risks and uncertainties affecting hotel renovations and management (including, without

limitation, construction delays, increased construction costs, disruption in hotel operations and
the risks associated with our franchise agreements);

(cid:127) risks associated with the availability and terms of financing and the use of debt to fund

acquisitions and renovations or refinance existing indebtedness, including the impact of higher
interest rates on the cost and/or availability of financing;

(cid:127) risks associated with the lodging industry overall, including, without limitation, an increase in
alternative lodging channels, decreases in the frequency of business travel and increases in
operating costs;

(cid:127) risks associated with natural disasters;

(cid:127) costs of compliance with government regulations, including, without limitation, the Americans

with Disabilities Act;

(cid:127) potential liability for uninsured losses and environmental contamination;

(cid:127) risks associated with security breaches through cyber-attacks or otherwise, as well as other

significant disruptions of our information technologies and systems systems, which support our
operations and our hotel managers;

(cid:127) risks associated with our potential failure to qualify as a REIT under the Internal Revenue Code

of 1986, as amended;

(cid:127) possible adverse changes in tax and environmental laws; and

(cid:127) risks associated with our dependence on key personnel whose continued service is not

guaranteed.

The risks and uncertainties set forth above are not exhaustive. Other sections of this Annual
Report on Form 10-K, including Item 1A ‘‘Risk Factors’’ and Item 7 ‘‘Management’s Discussion and

Analysis of Financial Condition and Results of Operations,’’ discuss these and other risks and
uncertainties that could cause actual results and events to differ materially from such forward-looking
statements.

Except as required by law, 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

DiamondRock Hospitality Company is a lodging-focused Maryland corporation operating as a real
estate investment trust (‘‘REIT’’) for federal income tax purposes. As of December 31, 2017, we owned
a portfolio of 28 premium hotels and resorts that contain 9,630 guest rooms located in 18 different
markets in North America and the U.S. Virgin Islands. Our hotel in the U.S. Virgin Islands—the
Frenchman’s Reef & Morning Star Marriott Beach Resort—and one of our hotels in Key West,
Florida—the Inn at Key West—are currently closed due to damage incurred from Hurricanes Irma and
Maria in September 2017.

As an owner, rather than an operator, of lodging properties, we receive all of the operating profits

or losses generated by our hotels after the payment of fees due to hotel managers and hotel brands,
which are calculated based on the revenues and profitability of each hotel.

Our vision is to be a highly professional public lodging REIT that delivers long-term returns for

our stockholders which exceed long-term returns generated by our peers. Our goal is to deliver
long-term stockholder returns through a combination of dividends and enduring capital appreciation.
Our strategy is to utilize disciplined capital allocation, focus on high quality lodging properties in North
American urban and resort markets with superior growth prospects and high barriers-to-entry,
aggressively asset manage those hotels, and employ conservative amounts of leverage.

Our primary business is to acquire, own, asset manage and renovate premium hotel properties in
the United States. Our portfolio is concentrated in key gateway cities and destination resort locations.
Each of our hotels is managed by a third party—either an independent operator or a brand operator,
such as Marriott International, Inc. (‘‘Marriott’’).

We critically evaluate each of our hotels to ensure that we own a portfolio of hotels that conforms

to our vision, supports our mission and corresponds with our strategy. On a regular basis, we analyze
our portfolio to identify opportunities to invest capital in certain projects or market non-core assets for
sale in order to increase our portfolio quality. We are committed to a conservative capital structure
with prudent leverage. We regularly assess the availability and affordability of capital in order to
maximize stockholder value and minimize enterprise risk. In addition, we are committed to following
sound corporate governance practices and to being open and transparent in our communications with
our stockholders.

Our Company

We commenced operations in July 2004 and became a public reporting company in May 2005. Our

common stock is traded on the New York Stock Exchange (the ‘‘NYSE’’) under the symbol ‘‘DRH’’.
We have been successful in acquiring, financing and asset managing our hotels. As of December 31,
2017, we had 29 full-time employees. Since our formation, we have sought to be forthright and

transparent in our communications with investors, to actively monitor our corporate overhead and to
adopt sound corporate governance practices.

Our Business Strategy

Our business strategy is to utilize disciplined capital allocation, mainly focused on owning high

quality lodging properties in North American markets with superior growth prospects and high
barriers-to-entry, and aggressively asset manage those hotels and employ conservative amounts of
leverage.

We plan to strategically allocate capital in order to create value depending on our cost of capital.

If our cost of capital is attractive, we expect to:

(cid:127) pursue strategic acquisitions;

(cid:127) consider opportunistically raising equity; and

(cid:127) evaluate opportunities to dispose of non-core hotels.

If we believe our cost of capital is elevated, we expect to create value over the long term to

stockholders by deploying investment capacity into share repurchases.

We prefer a relatively simple and efficient capital structure. We have not invested in joint ventures
and have not issued any operating partnership units to outside limited partners or preferred stock. We
structure our hotel acquisitions to be straightforward and to fit within our conservative 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.

High-Quality Urban and Destination Resort Hotels

As of December 31, 2017, we owned 28 premium hotels and resorts throughout North America

and the U.S. Virgin Islands. Our 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 key gateway cities and in resort
destinations. We consider lodging properties located in gateway cities and resort destinations to be the
most capable of creating dynamic cash flow growth and achieving superior long-term capital
appreciation.

We have enhanced our hotel portfolio by recycling capital from non-core hotels located in slower
growth markets to higher quality hotels located primarily in high-growth urban and destination resort
markets. Since 2010, we have repositioned our portfolio through the acquisition of approximately
$1.8 billion of urban and resort hotels that align with our strategic goals while disposing of more than
$0.8 billion in non-core hotels. These acquisitions increased our urban exposure with acquisitions in
cities such as San Diego, San Francisco, Boston, Denver, Washington, D.C., as well as our resort
exposure with acquisitions in Key West, Fort Lauderdale, Huntington Beach, California and Sedona,
Arizona. Over 90% of our portfolio EBITDA for the year ended December 31, 2017 is derived from
core urban and resort destination hotels. Our capital recycling program over the past seven years also
achieved several other important strategic portfolio goals that include improving our portfolio’s
geographic and brand diversity and achieving a mix of approximately 50 percent brand-managed and
50 percent third-party managed hotels in our portfolio.

We are highly sensitive to our cost of capital and may pursue acquisitions that create value in the

near term. We will continue to evaluate our portfolio for opportunities to continue to upgrade our
portfolio by considering strategic acquisitions and opportunistic non-core hotel dispositions.

The primary focus of our acquisitions over the past seven years was on hotels that we believe
presented unique value-add opportunities. In addition, we have repositioned certain of our hotels
through a change in brand, comprehensive renovation and/or change in third-party hotel manager to a
more efficient operator. This focus has helped us achieve strategic portfolio goals of improving our
portfolio’s brand and management diversity.

We evaluate each hotel in our portfolio to assess the optimal branding strategy for the individual

hotel and market. We leverage the leading global hotel brands at most of our hotels, which are flagged
under a brand owned by Marriott or Hilton Worldwide (‘‘Hilton’’). We also maintain a portion of our
hotels as independent lifestyle hotels. We believe that premier global hotel brands create significant
value as a result of each brand’s ability to produce incremental revenue through their strong
reservation and rewards systems and sales organizations. We are also interested in owning other
non-branded hotels located in premier or unique markets where we believe that the returns on such a
hotel may be higher than if the hotel were operated under a globally-recognized brand.

Innovative Asset Management

We believe that we can create significant value in our portfolio through innovative asset

management strategies such as rebranding, renovating and repositioning, and regularly evaluate our
portfolio in order to determine if there are opportunities to employ these value-add strategies.

Our asset management team is focused on improving hotel profit margins through revenue
management strategies and cost control programs. Our asset management team also focuses on
identifying new and potential value creation opportunities across our portfolio, including implementing
resort and other fees, creating incremental guest rooms, leasing out restaurants to more profitable
third-party operators, converting under-utilized space to revenue-generating meeting space and
implementing programs to reduce energy consumption.

Our senior management team has established a broad network of hotel industry contacts and

relationships, including relationships with hotel owners, financiers, operators, project managers and
contractors and other key industry participants. We use our broad network of hotel industry contacts
and relationships to maximize the value of our hotels. We strive to negotiate management agreements
that give us the right to exert 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 our
hotel managers 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 the hotels in our portfolio that they
manage.

Conservative Capital Structure

We believe that a conservative capital structure maximizes investment capacity while reducing
enterprise risk. We currently employ a conservative debt profile and straight-forward capital structure
with no preferred equity or convertible bonds. We maintain significant balance sheet flexibility with
existing corporate cash, no outstanding borrowings under our $300 million senior unsecured credit
facility, and 20 of our 28 hotels being unencumbered by mortgage debt as of December 31, 2017. We
are well positioned for potential credit market volatility and uncertainty in the lodging cycle given that
we have no near-term debt maturities and the majority of our debt is financed with long-term,
fixed-rate mortgages with a laddered maturity table. We believe it is imprudent to increase the inherent
risk of highly cyclical lodging fundamentals through the use of a highly leveraged capital structure.

We believe that our strategically designed capital structure is a value creation tool that can be used

over the entire lodging cycle. Specifically, we believe that lower leverage benefits us in the following
ways:

(cid:127) provides capacity to fund attractive acquisitions;

(cid:127) enhances our ability to maintain a sustainable dividend;

(cid:127) enables us to opportunistically repurchase shares during periods of stock price dislocation; and

(cid:127) provides capacity to fund late-cycle capital needs.

Our current outstanding debt consists of a combination of property-specific mortgage debt, all of

which bears interest at a fixed rate, and unsecured corporate term loans. We prefer that at least half of
our portfolio remain unencumbered by debt in order to provide maximum balance sheet flexibility. We
expect that our strategy will enable us to maintain a balance sheet with an appropriate amount of debt
throughout all phases of the lodging cycle.

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 property’’
for purposes of the gross income tests required for REIT qualification, we must lease each of our
hotels to a wholly-owned subsidiary of our taxable REIT subsidiary, or TRS (each, a TRS lessee), or to
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 that are not subject to U.S. federal income tax differently from the structures
that we use for our U.S. properties. For example, Frenchman’s Reef is held by a U.S. 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

Leases

Subsidiaries
Leasing Hotels
(our TRS Lessees)

Management
Agreements

Hotel Management
Companies

28FEB201800553304

Each of our TRS lessees engage a third-party management company to manage each of our hotels

for a management fee. Eighteen of our 28 hotels are managed by independent third-party managers.
Thirteen of our 28 hotels are operated subject to franchise agreements with global brands, including
Marriott and Hilton.

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,
reputation, 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 or Hilton brand will enjoy
the competitive advantages associated with their operations under such brand. These global 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. The guest loyalty programs
operated by these global brands generate repeat guest business that might otherwise go to competing
hotels. Increased competition may have a material adverse effect on occupancy, Average Daily Rate (or
ADR) and Revenue per Available Room (or RevPAR), 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.

In addition to competing with traditional hotels and lodging facilities, we compete with alternative

lodging, including third-party providers of short-term rental properties and serviced apartments. We
compete based on a number of factors, including room rates, quality of accommodations, service levels,
convenience of location, reputation, reservation systems, brand recognition and supply and availability
of alternative lodging.

We face competition for the acquisition of hotels from institutional pension funds, private equity
funds, REITs, hotel companies and others who are engaged in hotel acquisitions and investments. 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.

Seasonality

The periods during which our hotels experience higher revenues vary from property to property,

depending principally upon location and the customer base served. Accordingly, we expect some
seasonality in our business. Volatility in our financial performance from the seasonality of the lodging
industry could adversely affect our financial condition and results of operations.

Regulatory Matters

Environmental Matters

In connection with the ownership of hotels, the Company is subject to various federal, state and

local environmental laws and regulations relating to environmental protection. Under these laws, a
current or previous owner or operator (including tenants) of real estate may be liable for the costs or
removal or remediation of certain hazardous or toxic substances at, on, under or in such property.
These laws typically impose liability without regard to fault or whether or not the owner or operator
knew of or caused the presence of the contamination, and the liability under these laws may be joint
and several. Because these laws also impose liability on the persons who owned the property at the
time it became contaminated, it is possible that we could incur cleanup costs or other environmental
liabilities even after we sell properties. The presence of contamination, or the failure to properly
remediate contamination, on a property may adversely affect the ability of the owner or operator to sell
that property or to borrow funds using such property as collateral. Under the environmental laws,
courts and government agencies also have the authority to require that a person who sent waste to a
waste disposal facility, such as a landfill or incinerator, pay for the cleanup of that facility if it becomes
contaminated and threatens human health or the environment.

Our hotels are subject to various federal, state, and local environmental, health and safety laws
and regulations that address a wide variety of issues, including, but not limited to, storage tanks, air
emissions from emergency generators, storm water and wastewater discharges, asbestos, lead-based
paint, mold and mildew and waste management. Some of our hotels routinely handle and use
hazardous or regulated substances and wastes as part of their operations, which substances and wastes
are subject to regulation (e.g., swimming pool chemicals). Our hotels incur costs to comply with these
laws and regulations and could be subject to fines and penalties for non-compliance.

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.

During 2017, we submitted the Company’s fourth response to the Global Real Estate Sustainability

Benchmarking survey (the ‘‘GRESB Report’’), which benchmarks the Company’s approach and
performance on environmental, social and governance indicators against other real estate companies.
The GRESB Report is accessible by our investors who are members of GRESB. The information
included in, referenced to, or otherwise accessible through the GRESB Report, is not incorporated by
reference in, or considered to be a part of, this report or any document unless expressly incorporated
by reference therein. We expect to perform our next GRESB Report in 2018.

ADA Regulation

Our properties must comply with Title III of the Americans with Disabilities Act of 1990, 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 individuals 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. However, noncompliance with the ADA could result in payment
of civil penalties, damages, and attorneys’ fees and costs. The obligation to comply with the ADA is an
ongoing one, and we will continue to assess our properties and to make alterations as appropriate in
this regard.

Employees

As of December 31, 2017, we employed 29 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 Lexington Hotel New York, Courtyard Manhattan/Fifth Avenue, Courtyard
Manhattan/Midtown East, Hilton Garden Inn/Times Square, Frenchman’s Reef & Morning Star
Marriott Beach Resort, Westin Boston Waterfront, and Hilton Boston Downtown are currently
represented by labor unions and are subject to collective bargaining agreements.

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 that we have appropriate
insurance for those risks, although they are subject to higher deductibles than ordinary property
insurance.

Most of our hotel management agreements and mortgage agreements require that we obtain and
maintain 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. We comply with all such requirements. In
addition, either we or the hotel manager are responsible for obtaining general liability insurance,
workers’ compensation and employer’s liability insurance.

Available Information

We maintain a website at the following address: www.drhc.com. We make our proxy statements,

annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and
amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities
Exchange Act of 1934, as amended (the ‘‘Exchange Act’’), available on our website free of charge as
soon as reasonably practicable after such reports and amendments are electronically filed with, or

furnished to, the Securities and Exchange Commission (the ‘‘SEC’’). Such reports are also available by
accessing the EDGAR database on the SEC’s website at www.sec.gov.

Our website is also a key source of important information about us. We post to the Investor
Relations section of our website important information about our business, our operating results and
our financial condition and prospects, including, for example, information about material acquisitions
and dispositions, our earnings releases and certain supplemental financial information related or
complimentary thereto. The website also has a Corporate Governance page that includes, among other
things, copies of our charter, our bylaws, our Code of Business Conduct and Ethics and the charters for
each standing committee of our Board of Directors: currently, the Audit Committee, the Compensation
Committee and the Nominating and Corporate Governance Committee. We intend to disclose on our
website any amendment to, or waiver of, any provisions of our Code of Business Conduct and Ethics
that apply to any of our directors, executive officers or senior financial officers that would otherwise be
required to be disclosed under the rules of the SEC or the NYSE. Copies of our charter, our bylaws,
our Code of Business Conduct and Ethics and the our SEC reports are also available in print to
stockholders upon request addressed to Investor Relations, DiamondRock Hospitality Company,
2 Bethesda Metro Center, Suite 1400, Bethesda, Maryland 20814 or through the ‘‘Information Request’’
section on the Investor Relations page of our website.

The information included in, referenced to, or otherwise accessible through our website, is not

incorporated by reference in, or considered to be a part of, this report or any document unless
expressly incorporated by reference therein.

DiamondRock Hospitality Company is traded on the NYSE, under the symbol ‘‘DRH’’.

Supplemental Material U.S. Federal Income Tax Considerations

This summary is for general information purposes only and is not tax advice. This discussion does

not address all aspects of taxation that may be relevant to particular holders of our securities in light of
their personal investment or tax circumstances.

Recent Legislation

The recently enacted Tax Cuts and Jobs Act (the ‘‘TCJA’’), generally applicable for tax years
beginning after December 31, 2017, made significant changes to the Code, including a number of
provisions of the Code that affect the taxation of businesses and their owners, including REITs and
their stockholders.

Among other changes, the TCJA made the following changes:

(cid:127) For tax years beginning after December 31, 2017 and before January 1, 2026, (i) the U.S. federal

income tax rates on ordinary income of individuals, trusts and estates have been generally
reduced and (ii) non-corporate taxpayers are permitted to take a deduction for certain
pass-through business income, including dividends received from REITs that are not designated
as capital gain dividends or qualified dividend income, subject to certain limitations.

(cid:127) The maximum U.S. federal income tax rate for corporations has been reduced from 35% to
21%, and the corporate alternative minimum tax has been eliminated, which would generally
reduce the amount of U.S. federal income tax payable by our TRSs and by us to the extent we
are subject to corporate U.S. federal income tax (for example, if we distributed less than 100%
of our taxable income or recognized built-in gains in assets acquired in a stock acquisition of a
C corporation). In addition, the maximum withholding rate on distributions by us to non-U.S.
stockholders that are treated as attributable to gain from the sale or exchange of a U.S. real
property interest is reduced from 35% to 21%.

(cid:127) Certain new limitations on the deductibility of interest expense now apply, which limitations may

affect the deductibility of interest paid or accrued by us or our TRSs.

(cid:127) Certain new limitations on net operating losses now apply, which limitations may affect net

operating losses generated by us or our TRSs.

(cid:127) A U.S. tax-exempt stockholder that is subject to tax on its unrelated business taxable income

(‘‘UBTI’’) will be required to separately compute its taxable income and loss for each unrelated
trade or business activity for purposes of determining its UBTI.

(cid:127) New accounting rules generally require us to recognize income items for U.S. federal income tax
purposes no later than when we take the item into account for financial statement purposes,
which may accelerate our recognition of certain taxable income items.

(cid:127) Significant changes have been enacted to the international tax rules, which, among other

consequences, could affect the amount, timing or character of income we recognize with respect
to any foreign TRS.

This summary does not purport to be a detailed discussion of the changes to U.S. federal income
tax laws as a result of the enactment of the TCJA. Technical corrections or other amendments to the
TCJA or administrative guidance interpreting the TCJA may be forthcoming at any time. We cannot
predict the long-term effect of the TCJA or any future law changes on REITs or their stockholders.
Investors are urged to consult their own tax advisors regarding the effect of the TCJA based on their
particular circumstances.

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 may 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 affected adversely.

Risks Related to Our Business and Operations

Our business model, especially our concentration in premium full-service hotels, can be highly volatile.

We solely 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 provide a relatively stable long-term
stream of revenue. Our TRS lessees, on the other hand, do not enter into leases with hotel managers.
Instead, the TRS lessee engages the hotel manager pursuant to a management agreement and pays the
manager a fee for managing the hotel. The TRS lessee receives all of 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, our earnings may be highly volatile.

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:127) dependence on business and commercial travelers and tourism, both of which vary with

consumer and business confidence in the strength of the economy;

(cid:127) decreases in the frequency of business travel that may result from alternatives to in-person

meetings;

(cid:127) competition from other hotels and alternative lodging channels located in the markets in which

we own properties;

(cid:127) competition from third party internet travel intermediaries;

(cid:127) an over-supply or over-building of hotels in the markets in which we own properties which could

adversely affect occupancy rates, revenues and profits at our hotels;

(cid:127) 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:127) increases in operating costs due to inflation and other factors that may not be offset by

increased room rates; and

(cid:127) 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, which,
historically, tends to have the strongest operating results in a growing economy and the weakest results
in a contracting or slow growth economy when many travelers might curtail travel or choose lower cost
hotels. In periods of weak demand, profitability is negatively affected by the relatively high fixed costs
of operating premium full-service hotels as 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.

Economic conditions and other factors beyond our control may adversely affect the lodging industry.

Our entire business is related to the lodging industry. The performance of the lodging industry is

highly cyclical and has historically been linked to key macroeconomic indicators, such as U.S. gross
domestic product, or GDP, growth, employment, personal discretionary spending levels, corporate
earnings and investment, foreign exchange rates and travel demand. Given that our hotels are
concentrated in key gateway cities and destination resort locations in the United States, our business
may be particularly sensitive to changes in foreign exchange rates or a negative international perception
of the United States arising from its political or other positions. A substantial part of our business
strategy is based on the belief that the lodging markets in which we own properties will continue to
experience improving economic fundamentals in the future but we cannot assure you how long the
growth period of the current lodging cycle will last. However, in the event conditions in the industry
deteriorate or do not continue to see sustained improvement as we expect, or there is an extended
period of economic weakness, our occupancy rates, revenues and profitability could be adversely
affected. Furthermore, other macroeconomic factors, such as consumer confidence and conditions
which negatively shape public perception of travel, may have a negative effect on the lodging industry
and may adversely impact our revenues and profitability.

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, our business, financial condition, results of operations and our ability to
make distributions to our stockholders may be materially adversely affected. We expect near-term
supply growth in top-25 urban markets will exceed historical averages. For 2018, we currently project a
3.2% increase in supply for the top-25 urban markets.

We own four hotels in New York City, representing 16% of our portfolio measured by number of
rooms as of December 31, 2017. For 2018, we currently project a 6.8% increase in supply in the New
York City market.

We own two hotels located in Chicago that represent approximately 16% of our portfolio

measured by number of rooms as of December 31, 2017. For 2018, we currently project a 1.7%
increase in supply in the Chicago market.

We own two hotels located in Boston that represent approximately 12% of our portfolio measured
by number of rooms as of December 31, 2017. For 2018, we currently project a 4.8% increase in supply
in the Boston market.

Our hotels are subject to seasonal volatility, which is expected to contribute to fluctuations in our financial
condition and results of operations.

The periods during which our hotels experience higher revenues vary from property to property,

depending principally upon location and the customer base served. This seasonality can be expected to
cause periodic fluctuations in a hotel’s room revenues, occupancy levels, room rates and operating
expenses. We can provide no assurances that our cash flows will be sufficient to offset any shortfalls
that occur as a result of these fluctuations. Volatility in our financial performance resulting from the
seasonality of our hotels could have a material adverse effect on our business, financial condition,
results of operations and our ability to make distributions to our stockholders.

The increase in the use of third-party internet travel intermediaries and the increase in alternative lodging
channels, such as Airbnb, could adversely affect our profitability.

Many of our managers and franchisors contract with third-party internet travel intermediaries,
including, but not limited to Expedia.com and Priceline.com and their subsidiaries. These internet
intermediaries are generally paid commissions and transaction fees by our managers and franchisors for
sales of our rooms through such agencies. These intermediaries initially focused on leisure travel, but
have grown to focus on corporate travel and group meetings as well. If bookings through these
intermediaries increase, these internet intermediaries may be able to negotiate higher commissions,
reduced room rates or other contract concessions from us, our managers or our franchisers. In
addition, internet intermediaries use extensive marketing, which could result in hotel consumers
developing brand loyalties to the offered brands and such internet intermediary instead of our
management or franchise brands. Further, internet intermediaries emphasize pricing and quality
indicators, such as a star rating system, at the expense of brand identification. In response to these
intermediaries, the brand operators and franchisors have launched initiatives to offer discounted rates
for booking on their sites, which could put downward pressure on rates and revenue. In addition, an
increasing number of companies have entered various aspects of the online travel market. Google, for
example, has established a hotel meta-search business (‘‘Hotel Ads’’) which is growing rapidly, as well
as its ‘‘Book on Google’’ reservation functionality. An increase in hotel reservations made through
Google or its competitors, such as Apple, Amazon or Facebook, may reduce the value of our franchise
brands, which may negatively affect our average rates and revenues.

In addition to competing with traditional hotels and lodging facilities, we compete with alternative
lodging, including third-party providers of short-term rental properties and serviced apartments, such as
Airbnb, as well as alternative meeting and event space platforms, such as Convene. We compete based
on a number of factors, including room rates, quality of accommodations, service levels, convenience of
location, reputation, reservation systems, brand recognition and supply and availability of alternative
lodging and event space. Increasing use of these alternative facilities could materially adversely affect
the occupancy at our hotels and could put downward pressure on average rates and revenues.

The rise of social media review platforms, including, but not limited to Tripadvisor.com, could
impact our occupancy levels and operating results as people might be more inclined to write about
dissatisfaction than satisfaction with a hotel stay.

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. Moreover, the Internal Revenue Code of 1986, as amended (the
‘‘Code’’), imposes restrictions on a REIT’s ability to dispose of properties that are not applicable to
other types of real estate companies. In particular, the tax laws applicable to REITs require that we
hold our hotels for investment, rather than primarily for sale in the ordinary course of business, which
may cause us to forego or defer sales of hotels that would otherwise be in our best interests.

In addition, the real estate market is affected by many factors that are beyond our control,

including:

(cid:127) adverse changes in international, national, regional and local economic and market conditions;

(cid:127) changes in supply of competitive hotels;

(cid:127) changes in interest rates and in the availability, cost and terms of debt financing;

(cid:127) changes in tax laws and property taxes, or an increase in the assessed valuation of a property for

real estate tax purposes;

(cid:127) 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:127) fluctuations in foreign currency exchange rates;

(cid:127) the ongoing need for capital improvements, particularly in older structures;

(cid:127) changes in operating expenses; and

(cid:127) 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. We also cannot predict the length of time that
will be necessary 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.

Due to restrictions in our hotel management agreements, franchise agreements, mortgage agreements and
ground leases, we may not be able to sell our hotels at the highest possible price, or at all.

A substantial number of our current hotel management agreements are long-term.

Our current hotel management and franchise agreements contain initial terms generally ranging
from five to forty years and certain agreements have renewal periods of five to forty-five years which
are exercisable at the option of the property manager. Because many of 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 that we receive lower sale proceeds, our business, financial condition, results of
operations and our ability to make distributions to stockholders could be materially adversely affected.

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 obtain the consent of the lender, pay a fee equal to a fixed percentage of the
outstanding loan balance, and 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 that
we receive lower sale proceeds, our business, financial condition, results of operations and our ability to
make distributions to stockholders could be materially adversely affected.

Our ground leases contain certain provisions that may limit our ability to sell our hotels.

Our ground lease agreements with respect to the Bethesda Marriott Suites, the Salt Lake City
Marriott Downtown, and the Westin Boston Waterfront Hotel, as well as the ground lease underlying
our annex sublease at the Orchards Inn Sedona, 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, especially ground leases with less
than 40 years remaining, such as the Salt Lake City Marriott Downtown, and may pay a lower price for
such properties than for a comparable property owned 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 that we receive lower sale proceeds or
are unable to sell the hotel at an opportune time or at all, our business, financial condition, results of
operations and our ability to make distributions to stockholders could be materially adversely affected.

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:127) construction cost overruns and delays;

(cid:127) 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:127) the renovation investment failing to produce the returns on investment that we expect;

(cid:127) disruptions in the operations of the hotel as well as in demand for the hotel while capital

improvements are underway; and

(cid:127) disputes with franchisors/hotel managers regarding compliance with relevant franchise/

management agreements.

The costs of these capital improvements or profit displacements during the completion 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 and excluding net capital
gains, 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. These sources of funds may
not be available on reasonable terms or conditions.

There are several unique risks associated with the ownership of Frenchman’s Reef & Morning Star Marriott
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-1990s and since then has been damaged by subsequent hurricanes, most recently
by Hurricanes Irma and Maria in September 2017. As a result of the damage sustained by Hurricanes
Irma and Maria, Frenchman’s Reef has been closed since September 2017 and is expected to remain
closed at least through the end of 2019. While we maintain insurance against wind damage in an
amount that we believe is customarily obtained for or by hotel owners, Frenchman’s Reef has a
$6.5 million deductible if it is damaged due to a named windstorm event; therefore, we are self-insured
for losses up to $6.5 million caused by a named windstorm event. While we currently expect that
insurance proceeds will be sufficient to cover all or a substantial portion of the remediation costs and
business interruption caused by Hurricanes Irma and Maria, no determination has been made as to the
total amount or timing of those payments. 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 and profits of this hotel. While we cannot predict whether there will be another hurricane that
will impact this hotel, if there is, then it could have a material adverse effect on the operations of this
hotel.

Inflation, changes in building codes and ordinances, environmental considerations and other factors

might also keep us from using insurance proceeds to replace or renovate the 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.

The hotel generates its own electricity; however, the hotel still depends on oil to generate
electricity. If the price of oil were to increase, the cost to generate electricity would likely increase
dramatically and this would have a significant impact on the results of operation at the hotel. Also, if
the hotel’s self-generation system fails, the hotel would be forced to utilize service from local utility
providers which are prone to disruptions, including power outages from time to time. Such disruptions
could adversely affect occupancy rates, revenues and profits at the hotel.

Hurricanes Irma and Maria significantly damaged Frenchman’s Reef, and the prolonged impact of the
damage to Frenchman’s Reef and to the United States Virgin Islands may adversely affect our results of
operations.

In September 2017, Frenchman’s Reef sustained significant damage from Hurricane Irma and, to a

lesser extent, Hurricane Maria, and it is currently closed. The surrounding community sustained
significant damage, and we cannot know when or to what extent the community will be rebuilt and
restored. The damage in the community may lead to a prolonged decline in local tourism, a delay in
rebuilding local infrastructure, the flight of available employees to rebuild or service our hotel, and/or
an increase in the cost of materials or insurance at our hotel. In addition, the terms of the Frenchman’s
Reef management agreement permitted either party to terminate the management agreement in the
event that the hotel sustained catastrophic damage, as defined in the management agreement. We
terminated the management agreement, effective February 20, 2018. We may experience difficulty in
finding a qualified hotel operator once the hotel is repaired, and our stock price may be adversely
affected as a result. The occurrence of any of these or other effects could have a material adverse
effect on our business, financial condition, results of operations and our ability to make distributions to
our stockholders.

In the event of natural disasters caused by climate change or otherwise, terrorist attacks, significant military
actions, outbreaks of contagious diseases or other events for which we may not have adequate insurance, our
operations may suffer.

Five of our hotels (The Lodge at Sonoma, Westin San Diego, Hotel Rex, Renaissance Charleston

Historic District and Shorebreak Hotel) are located in areas that are seismically active. Five of our
hotels (Frenchman’s Reef, The Inn at Key West, Sheraton Suites Key West, Westin Fort Lauderdale
Beach Resort, and Renaissance Charleston) are located in areas that have experienced, and will
continue to experience, many hurricanes. Nine 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 Washington, D.C. These hotels are material to our financial results,
having constituted 74% of our total revenues in 2017. In addition, to the extent that climate change
causes an increase in storm intensity or rising sea levels, our hotels, which are concentrated in coastal
areas and other areas that may be impacted by climate change, may be susceptible to an increase in
weather-related damage. Additionally, even in the absence of direct physical damage to our hotels, the
occurrence of any natural disasters, terrorist attacks, significant military actions, a changing climate in
the area of any of our hotels, outbreaks of diseases, such as Zika, Ebola, H1N1 or other similar viruses,
or other casualty events, 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 that we believe are
customarily obtained for or by hotel owners. We cannot guarantee that such coverage will continue to
be available at reasonable rates or with reasonable deductibles. Our Florida and U.S. Virgin Island
hotels (Frenchman’s Reef, Westin Fort Lauderdale Beach Resort, The Inn at Key West and Sheraton
Suites Key West) each have a deductible of 5% of total insured value for a named storm. In addition,
each of our California hotels (Westin San Diego, Hotel Rex, Shorebreak Hotel and The Lodge at
Sonoma) have a deductible of 5% of total insured value for damage due to an earthquake. Due to the
damage sustained by Frenchman’s Reef as a result of Hurricanes Irma and Maria in 2017, we submitted
a significant insurance claim. While we currently expect that insurance proceeds will be sufficient to
cover all or a substantial portion of the remediation costs and business interruption at Frenchman’s
Reef, this claim and the increased incidence of substantial claims due to future natural disasters may
adversely impact the availability or pricing of insurance available to us.

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 secured by or
related to the property. Inflation, changes in building codes and ordinances, environmental
considerations and other factors might also prevent 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.

Our results of operations are highly dependent on the management of our hotel properties by third-party hotel
management companies.

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. Thus, third-party hotel management companies that enter into management
contracts with our TRS lessees 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 to certain matters, including approval of the annual operating budget. 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. While we and our TRS lessees closely monitor
the performance of our hotel managers, 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 and cost structures). Thus, even if we believe that 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. Although several of our management agreements have
relatively short terms, most of our current management agreements are non-terminable, subject to
certain exceptions for cause or failure to achieve certain performance targets. In the event that we need
to replace any of our hotel management companies pursuant to termination for cause or performance,
we may experience significant disruptions at the affected properties and the new management
companies may not meet our performance expectations, which may have a material adverse effect on
our business, financial condition, results of operations and our ability to make distributions to our
stockholders.

We may be unable to maintain good relationships with third-party hotel managers and franchisors.

The success of our respective hotel investments and the value of our franchised properties largely
depend on our ability to establish and maintain good relationships with the third-party hotel managers
and franchisors of our respective hotel management and franchise agreements. If we are unable to
maintain good relationships with third-party hotel managers, we may be unable to renew existing
management or franchise agreements or expand relationships with them. Additionally, opportunities for
developing new relationships with additional third-party hotel managers or franchisors may be adversely
affected. This, in turn, could have an adverse effect on our results of operations and our ability to
execute our repositioning strategy through a change in brand or change in third-party hotel manager.

A substantial number of our hotels operate under a brand owned by Marriott or Hilton; therefore, we are
subject to risks associated with concentrating our portfolio in two brands.

As of December 31, 2017, 20 of our 28 hotels operate under brands owned by Marriott and 3 of

our hotels operate under brands owned by Hilton. As a result, our success is dependent in part on the
continued success of Marriott and Hilton and their respective brands. Consequently, if market
recognition or the positive perception of Marriott or Hilton is reduced or compromised, the goodwill
associated with the Marriott- and Hilton-branded hotels in our portfolio may be adversely affected,
which may have a material adverse effect on our business, financial condition, results of operations and
our ability to make distributions to our stockholders.

Furthermore, if our relationship with Marriott or Hilton were to deteriorate or terminate as a
result of disputes regarding the management of our hotels, or for other reasons, Marriott or Hilton, as
the case may be, could, under certain circumstances, terminate our current management agreements or
franchise agreements or decline to provide franchise licenses for hotels that we may acquire in the
future. If any of the foregoing were to occur, it could have a material adverse effect on our business,
financial condition, results of operations and our ability to make distributions to our stockholders.

Several of our hotels are operated under franchise agreements and we are subject to the risks associated with
the franchise brand and the costs associated with maintaining the franchise license.

As of December 31, 2017, 13 of our hotels operate under Marriott or Hilton franchise agreements.

The maintenance of the franchise licenses for branded hotel properties is subject to the franchisors’
operating standards and other terms and conditions set forth in the applicable franchise agreement.
Franchisors periodically inspect hotel properties to ensure that we, our TRS lessees and management
companies follow their brand standards.

If we fail to maintain these required standards, then the brand may terminate its agreement with
us and assert a claim for damages for any liability we may have caused, which could include liquidated
damages. Moreover, from time to time, we may receive notices from franchisors or the hotel brands
regarding alleged non-compliance with the franchise agreements or brand standards, and we may
disagree with these claims that we are not in compliance. Any disputes arising under these agreements
could also lead to a termination of a franchise or management agreement and a payment of liquidated
damages. For example, the Company was notified by the franchisor of one of its hotels that as a result
of low guest satisfaction scores, the Company was in default under the franchise agreement for that
hotel. Though the Company is now no longer in default, if the franchisor of that hotel had elected to
terminate the franchise agreement for that hotel, such termination may have triggered a default or
acceleration of our obligations under some of our mortgage loans and may result in the franchisor
pursuing a claim for liquidated damages. If we were to lose a franchise or hotel brand for a particular
hotel, it could harm the operation, financing, or value of that hotel due to the loss of the franchise or
hotel brand name, marketing support and centralized reservation system, all or any of which could have
a material adverse effect on our business, financial condition, results of operations and our ability to
make distributions to stockholders.

Contractual and other disagreements with third-party hotel managers and franchisors could make us liable to
them or result in litigation costs or other expenses.

Our management and franchise agreements with third-party hotel managers require us and the

applicable third-party hotel manager to comply with operational and performance conditions that are
subject to interpretation and could result in disagreements, and we expect this will be true of any
management and franchise agreements that we enter into with future third-party hotel managers or
franchisors. At any given time, we may be in disputes with one or more third-party hotel managers or
franchisors. For example, the Company was notified by the franchisor of one of its hotels that as a
result of low guest satisfaction scores, the Company is in default under the franchise agreement for that
hotel.

Any such dispute could be very expensive for us, even if the outcome is ultimately in our favor. We

cannot predict the outcome of any arbitration or litigation, the effect of any negative judgment against
us or the amount of any settlement that we may enter into with any franchisor other third-party hotel
manager. In the event we terminate a management or franchise agreement early and the hotel manager
or franchisor considers such termination to have been wrongful, they may seek damages. Additionally,
we may be required to indemnify our third-party hotel managers and franchisors against disputes with
third parties, pursuant to our management and franchise agreements. An adverse result in any of these
proceedings could materially and adversely affect our revenues and profitability.

If we were to lose a brand license at one or more of our hotels, the value of the affected hotels could decline
significantly and we could incur significant costs to obtain new franchise licenses, which could materially and
adversely affect our results of operations and profitability as well as limit or slow our future growth.

If we were to lose a brand license, the underlying value of a particular hotel could decline
significantly from the loss of associated name recognition, marketing support, participation in guest
loyalty programs and the centralized reservation system provided by the franchisor or brand manager,
which could require us to recognize an impairment on the hotel. Furthermore, the loss of a franchise
license at a particular hotel could harm our relationship with the franchisor or brand manager, which
could impede our ability to operate other hotels under the same brand, limit our ability to obtain new
franchise licenses or brand management agreements from the franchisor or brand in the future on
favorable terms, or at all, and cause us to incur significant costs to obtain a new franchise license or
brand management agreement for the particular hotel. Accordingly, if we lose one or more franchise
licenses or brand management agreements, it could materially and adversely affect our results of
operations and profitability as well as limit or slow our future growth.

Our business may be adversely affected by consolidation in the lodging industry.

Consolidation among companies in the lodging industry may reduce our bargaining power in
negotiating management agreements and franchise agreements due to decreased competition among
major brand companies. For instance, in 2016, Marriott acquired Starwood Hotels & Resorts, resulting
in the increased portfolio concentration in the Marriott brand family (20 of our 28 hotels). We believe
Marriott may use this leverage when negotiating for property improvement plans upon the acquisition
of a hotel in cases where the franchisor or hotel brand requires renovations to bring the physical
condition of a hotel into compliance with the specifications and standards each franchisor or hotel
brand has developed.

Industry consolidation could also result in the lack of differentiation among the brands, which

could impact the ability to drive higher rates in those brands. In addition, to the extent that
consolidation among hotel brand companies adversely affects the loyalty reward program offered by
one or more of our hotels, customer loyalty to those hotels may suffer and demand for guestrooms may
decrease. Furthermore, because each hotel brand company relies on its own network of reservation
systems, hotel management systems and customer databases, the integration of two or more networks
may result in a disruption to operations of these systems, such as disruptions in processing guest
reservations, delayed bookings or sales, or lost guest reservations, which could adversely affect our
financial condition and results of operations.

Our ownership of properties through ground leases exposes us to the risks that we may have difficulty
financing such properties, be forced to sell such properties for a lower price, are unable to extend the ground
leases at maturity or lose such properties upon breach or termination of the ground leases.

We hold a leasehold or subleasehold interest in all or a portion of the land underlying seven of

our hotels (Bethesda Marriott Suites, Courtyard Manhattan/Fifth Avenue, Salt Lake City Marriott
Downtown, Westin Boston Waterfront Hotel, Shorebreak Hotel, JW Marriott Denver, and Orchards
Inn Sedona), and the parking lot at another of our hotels (Renaissance Worthington). We may acquire
additional hotels in the future 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, especially ground leases with less
than 40 years remaining, such as the Salt Lake City Marriott Downtown, 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 whatsoever. For these reasons, we may have a difficult time selling a property subject to a
ground lease or may receive lower proceeds from a sale. Finally, as the lessee under our 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.

Furthermore, unless we purchase a fee interest in the land and improvements subject to our
ground leases, we will not have any economic interest in the land or improvements at the expiration of
our ground leases and therefore we generally will not share in any increase in value of the land or
improvements beyond the term of a ground lease, notwithstanding our capital outlay to purchase our
interest in the hotel or fund improvements thereon, and will lose our right to use the hotel.

The failure of tenants to make rent payments under our retail and restaurant leases may adversely affect our
results of operation.

On occasion, retail and restaurant tenants at our hotel properties may fail to make rent payments
when due. Generally, we hold security deposits in connection with each lease which may be applied in
the event that the tenant under the lease fails or is unable to make payments; however, these security
deposits do not provide us with sustained cash flow to pay distributions or for other purposes. In the
event that a tenant continually fails to make rent payments, the security deposits may be applied in full
to the non-payment of rents, but we face the risk of being able to recover only a portion of the rents
due to us or being unable to recover any amounts whatsoever. If we evict a tenant, we also face the
risk of delay or inability to find a suitable tenant or replacement tenant that suits the needs of our
hotel.

In addition, the employees of certain of our tenants are represented by labor unions. If unionized
employees of our tenants were to engage in a strike, work stoppage or other slow-downs in the future,
our tenants could experience a significant disruption of their operations which could in turn disrupt
business at our hotels and affect our results of operations. We are also at risk to circumstances where
our tenants fail to meet their obligations under their union contracts, which could result in increased
liability to us.

We face competition for hotel acquisitions and investments and we may not be successful in identifying or
completing hotel acquisitions and investments that meet our criteria, which may impede our growth.

One component of our long-term business strategy is expansion through hotel acquisitions and

investments. However, we may not be successful in identifying or completing acquisitions or
investments that are consistent with our strategy. We compete with institutional pension funds, private
equity funds, REITs, hotel companies and others who are engaged in hotel acquisitions and
investments. 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 purchase. 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, hotel companies or
hotel investments may not yield the returns we expect, especially if we cannot obtain financing without
paying higher borrowing costs, and may result in stockholder dilution.

Actions by organized labor could have a material adverse effect on our business.

We believe that unions are generally becoming more aggressive about organizing workers at hotels
in certain geographic locations. Potential labor activities at these hotels could significantly increase the
administrative, labor and legal expenses of the third-party management companies managing these
hotels and reduce the profits that we receive. If hotels in our portfolio are organized, this could have a

material adverse effect on our business, financial condition, results of operation and our ability to make
distributions to our stockholders.

We have entered into management agreements with third-party managers to operate our hotels.
Our hotel managers are responsible for hiring and maintaining the labor force at each of our hotels.
From time to time, strikes, lockouts, public demonstrations or other negative actions and publicity may
disrupt hotel operations at any of our hotels, negatively impact our reputation or the reputation of our
brands, or harm relationships with the labor forces at our hotels. We also may incur increased legal
costs and indirect labor costs as a result of contract disputes or other events. Additionally, hotels where
our managers have collective bargaining agreements with employees are more highly affected by labor
force activities than others. The resolution of labor disputes or new or re-negotiated labor contracts
could lead to increased labor costs, either by increases in wages or benefits or by changes in work rules
that raise hotel operating costs. Furthermore, labor agreements may limit the ability of our hotel
managers to reduce the size of hotel workforces during an economic downturn because collective
bargaining agreements are negotiated between the hotel managers and labor unions. We do not have
the ability to control the outcome of these negotiations.

Actions by federal, state or local jurisdictions could have a material adverse effect on our business.

Several local jurisdictions in the United States have enacted, or considered, legislation increasing
the minimum wage for workers in the jurisdiction. Some of this legislation applies to hotels only. If a
jurisdiction in which the Company owns a hotel adopts such legislation, then the cost to operate the
hotel may increase significantly and could have a material adverse effect on our business, financial
condition, results of operations and our ability to make distributions to our stockholders.

The Department of Labor has proposed regulations that would have the effect of increasing the

number of workers entitled to overtime. If these regulations are implemented, it could have a material
adverse effect on our business, financial condition, results of operations and our ability to make
distributions to our stockholders.

Our success depends on senior executive officers whose continued service is not guaranteed, and changes in
our senior executive officers may adversely affect the operation of our business.

We depend on the efforts and expertise of our senior executive officers to manage our day-to-day
operations and strategic business direction. Finding suitable replacements for senior executive officers
could be difficult. 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.

We and our hotel managers rely on information technology in our operations and any material failures,
inadequacies, interruptions, security failures or cyber-attacks could harm our business.

We and our hotel managers rely on information technologies and systems, including the Internet,
to access, store, transmit, deliver and manage information and processes. Although we and our hotel
managers believe that we have taken commercially reasonable steps to protect the security of these
systems, there can be no assurance that such security measures will prevent failures, inadequacies or
interruptions in system services, or that system security will not be breached through physical or
electronic break-ins, computer viruses and cyber-attacks. Disruptions in service, system shutdowns and
security breaches in either the information technologies and systems of our hotel managers or our own
information technologies and systems, including unauthorized disclosure of confidential information,
could have a material adverse effect on our business operations and results, our financial and
compliance reporting and our reputation.

From time to time, we may be subject to litigation, which could have a material adverse effect on our
financial condition, results of operations, cash flow and trading price of our common stock.

From time to time, we may be subject to litigation. In addition, we generally indemnify third-party

hotel managers for legal costs resulting from management of our hotels. Some of these claims may
result in defense costs, settlements, fines or judgments against us, some of which are not covered by
insurance. The outcome of these legal proceedings cannot be predicted. Payment of any such costs,
settlements, fines or judgments that are not insured could have a material adverse impact on our
financial position and results of operations. In addition, certain litigation or the resolution of certain
litigation may affect the availability or cost of some of our insurance coverage, which could adversely
impact our results of operations and cash flows, expose us to increased risks that would be uninsured
and/or adversely impact our ability to attract officers and directors.

Risks Related to the Economy and Credit Markets

The lack of availability and terms of financing could adversely impact 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. Our mortgage
loans typically 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 while we try to maintain a
significant number of our hotels unencumbered.

During periods of economic recession, it could be difficult for us to borrow money. In recent years,
a significant percentage of hotel loans were made by lenders who sold such loans to securitized lending
vehicles, such as commercial mortgage backed security (CMBS) pools. If the market for new CMBS
issuances results in CMBS lenders making fewer loans, there is a risk that the debt capital available to
us could be reduced.

An uncertain environment in the lodging industry and the economy generally could result in declines in our
average daily room rates, occupancy and RevPAR, and thereby have a material adverse effect on our results of
operations.

The performance of the lodging industry has traditionally been closely linked with the general
economy. A stall in economic growth or an economic recession would have a material adverse effect on
our results of operations. If a property’s occupancy or room rates drop to the point where its revenues
are less than its operating expenses, then we would be required to spend additional funds in order to
cover that property’s operating expenses.

In addition, if the operating results decline at our hotels that are secured by mortgage debt, there

may not be sufficient operating profits from the hotel to fund 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 a 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.

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 property-level debt instruments contain 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. In addition, 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. 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.

Our credit facility and term loan contain financial covenants that may constrain our ability to sell assets and
make distributions to our stockholders.

Our corporate credit facility and term loan contain several financial covenants, the most

constraining of which limits the amount of debt that 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 term loan and may
terminate our credit facility and term loan. These and our other financial covenants constrain us from
incurring material amounts of additional debt or from selling properties that generate a material
amount of income. In addition, our credit facility requires that we maintain a minimum number of our
hotels as unencumbered assets.

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 be triggered if the
performance of the affected hotel or hotels declines. If the provisions in one or more of these loan
agreements are triggered, substantially all of the cash flow generated by the hotel or hotels affected will
be deposited directly into lockbox accounts and then swept into cash management accounts for the
benefit of the lenders. Cash will be 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.’’ In the event that
we do not have sufficient funds to repay the debt at the maturity of these loans, 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
point in time when we were able to obtain favorable interest rates, principal amortization and other
terms. 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 a 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 on 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, except our credit facility and term loan, is secured by single property first
mortgages on the applicable property. If we default on any of the secured loans, 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 an increased risk of default and foreclosure. In addition, to the extent that we cannot meet any
future debt service obligations, we will risk losing some or all of our hotels that are pledged to secure
our obligations to foreclosure. This could affect our ability to make distributions to our stockholders.

In addition to losing the property, a foreclosure may result in recognition of taxable income.

Under the Code, a foreclosure of property securing non-recourse debt 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 ability to make cash distributions necessary to maintain our tax status as a REIT
and limit our ability to make distributions to our stockholders.

In the future, we and our subsidiaries may incur substantial additional debt, including secured
debt. Although borrowing costs have been historically low, they are expected to rise in the near-term
and borrowing costs on new and refinanced debt may 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:127) our cash flow from operations will be insufficient to make required payments of principal and

interest or to make cash distributions necessary to maintain our tax status as a REIT;

(cid:127) we may be vulnerable to adverse economic and industry conditions;

(cid:127) 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,
operations and capital expenditures, future investment opportunities or other purposes;

(cid:127) the terms of any refinancing might not be as favorable as the terms of the debt being

refinanced; and

(cid:127) the use of leverage could adversely affect our stock price and our 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.

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.

Increases in interest rates may increase our interest expense.

Higher interest rates could increase debt service requirements on any of our floating rate debt,
including our unsecured term loans and any outstanding balance on our senior unsecured credit facility,
and could reduce the amounts available for distribution to our shareholders, as well as reduce funds
available for our operations, future business 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 that 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 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 who 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 our knowledge of the contamination, the
timing of the contamination, the cause of the contamination, or 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.

Numerous treaties, laws and regulations have been enacted to regulate or limit carbon emissions.

Changes in the regulations and legislation relating to climate change, and complying with such laws and
regulations, may require us to make significant investments in our hotels and could result in increased
energy costs at our properties which could have a material adverse effect on our results of operations
and our ability to make distributions to our stockholders.

Americans with Disabilities Act and other changes in governmental rules and regulations.

Under the ADA, all public accommodations must meet various federal non-discrimination
requirements related to access and use by individuals with disabilities. Compliance with the ADA’s
requirements could require removal of architectural barriers to access and non-compliance could result
in the payment of civil penalties, damages, and attorneys’ fees and costs. 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. 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.

Risks Related to Our Status as a REIT

We cannot assure you that we will remain qualified as a REIT.

We believe that we are qualified to be taxed as a REIT for federal income tax purposes for our

taxable year ended December 31, 2017, 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. 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. 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 at the
corporate rate. We might need to borrow money or sell assets in order to pay any such tax. Also, we
would not be allowed a deduction for dividends paid to our stockholders in computing our taxable
income and we would no longer be compelled to make distributions under the Code. 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. If we fail to qualify as a REIT but
are eligible for certain relief provisions, then we may retain our status as a REIT, but we may be
required to pay a penalty tax, which could be substantial.

Maintaining our REIT qualification contains certain restrictions and drawbacks.

Complying with REIT requirements may cause us to forgo 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 forgo 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.

To qualify as a REIT, we must meet annual distribution requirements.

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 and excluding net
capital gains, 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 of differences between cash flow and the accrual
of income and expenses for tax purposes, or nondeductible expenditures, for example, 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.

Overall, no more than 20% of the value of a REIT’s assets may consist of stock or securities of
one or more TRSs. 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 will be subject to a 100% excise tax to the extent that transactions with our TRSs are not
conducted on an arm’s-length basis. For example, to the extent that the rent paid by one of our TRS
lessees exceeds an arm’s-length rental amount, such excess is potentially subject to this excise tax.
While we believe that we structure all of our leases on an arm’s-length basis, upon an audit, the IRS
might disagree with our conclusion.

If the leases of our hotels to our TRS lessees are not respected as true leases for U.S. federal income

tax purposes, we will fail to qualify as a REIT.

To qualify as a REIT, we must annually satisfy two gross income tests, under which specified

percentages of our gross income must be derived from certain sources, such as ‘‘rents from real
property.’’ Rents paid to us by our TRS lessees pursuant to the leases of our hotels will constitute
substantially all of our gross income. In order for such rent to qualify as ‘‘rents from real property’’ for
purposes of the gross income tests, the leases must be respected as true leases for U.S. federal income
tax purposes and not be treated as service contracts, financing arrangements, joint ventures or some
other type of arrangement. If our leases are not respected as true leases for U.S. federal income tax
purposes, we will fail to qualify as a REIT.

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. 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 would 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 would
not be effective to prevent a violation of the ownership restrictions in our charter, then the initial
intended transfer or ownership will 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.

Even if we maintain our status as a REIT, in certain circumstances, we may be subject to federal and state
income taxes, which would reduce our cash available for distribution to our stockholders.

Even if we qualify and maintain our status as a REIT, we may be subject to federal income taxes
or state taxes in various circumstances. For example, net income from a ‘‘prohibited transaction’’ will be
subject to a 100% tax. In addition, we may not be able to distribute all of our income in any given
year, which would result in corporate level taxes, and we may not make sufficient distributions to avoid
excise taxes. We may also decide to retain certain gains from the sale or other disposition of our
property and pay income tax directly on such gains. In that event, our stockholders would be required
to include such gains in income and would receive a corresponding credit for their share of taxes paid
by us. We may also be subject to U.S. state and local and non-U.S. taxes on our income or properties,
either directly or at the level of our operating partnership or the other companies through which we
indirectly own our assets. In addition, we may be subject to federal, state, local or non-U.S. taxes in

other various circumstances. Any federal or state taxes that we pay will reduce our cash available for
distribution to our stockholders.

Dividends payable by REITs generally do not qualify for reduced tax rates.

A maximum 20% tax rate applies to ‘‘qualified’’ dividends payable to individual U.S. stockholders.

Dividends payable by REITs, however, are generally not qualified dividends eligible for the reduced
rates and are taxed at normal ordinary income tax rates (provided that for taxable years beginning after
December 31, 2017 and before January 1, 2026, non-corporate taxpayers generally may deduct up to
20% of their ordinary REIT dividends). However, to the extent that such dividends are attributable to
certain dividends that we receive from a taxable REIT subsidiary, such dividends generally will be
eligible for the reduced rates that apply to qualified dividends. The more favorable rates applicable to
regular corporate dividends could cause investors who are individuals to perceive investments in REITs
to be relatively less attractive than investments in the stocks of non-REIT corporations that pay
dividends, which could adversely affect the value of the stock of REITs, including our common stock.
In addition, non-REIT corporations may begin to pay dividends or increase dividends as a result of the
lower corporate income tax rate that is effective for taxable years beginning after December 31, 2017.
As a result, the trading price of our common stock may be negatively impacted.

Tax legislation or regulatory action could adversely affect us or our investors.

On December 22, 2017, President Trump signed into law H.R. 1, informally titled the Tax Cuts and

Jobs Act. The TCJA makes major changes to the Code, including a number of provisions of the Code
that affect the taxation of REITs and their stockholders. Among the changes made by the TCJA are
permanently reducing the generally applicable corporate tax rate, generally reducing the tax rate
applicable to individuals and other non-corporate taxpayers for tax years beginning after December 31,
2017 and before January 1, 2026, eliminating or modifying certain previously allowed deductions
(including substantially limiting interest deductibility and, for individuals, the deduction for
non-business state and local taxes), and, for taxable years beginning after December 31, 2017 and
before January 1, 2026, providing for preferential rates of taxation through a deduction of up to 20%
(subject to certain limitations) on most ordinary REIT dividends and certain trade or business income
of non-corporate taxpayers. The TCJA also imposes new limitations on the deduction of net operating
losses, which may result in our TRSs being subject to higher income taxes than might otherwise apply
(even in light of the reduction in the corporate tax rate), and us having to make additional taxable
distributions to our stockholders in order to comply with REIT distribution requirements or avoid taxes
on retained income and gains. The effect of the significant changes made by the TCJA is highly
uncertain, and administrative guidance will be required in order to fully evaluate the effect of many
provisions. The effect of any technical corrections with respect to the TCJA could have an adverse
effect on us or our stockholders. Investors should consult their tax advisors regarding the implications
of the TCJA on their investment in our common stock.

Legislative or regulatory action could adversely affect our stockholders.

In recent years, numerous legislative, judicial and administrative changes have been made to the

federal income tax laws applicable to investments in REITs and similar entities. Additional changes to
applicable tax laws are likely to continue to occur in the future, and we cannot assure our stockholders
that any such changes will not adversely affect the taxation of a stockholder. Any such changes could
have an adverse effect on an investment in our common stock. All stockholders are urged to consult
with their tax advisors with respect to the status of legislative, regulatory or administrative
developments and proposals and their potential effect on an investment in our common stock.

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 the aggregate
outstanding shares of our common stock or more than 9.8% 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 the aggregate outstanding shares of our common stock or up to 15% 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 400,000,000 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 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

individuals for election to our board of directors and the proposal of other 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 individuals for election to the board of directors may be made only
(A) by the board of directors or (B) 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
combination’’ 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.

In addition, provisions of Maryland law permit the board of a corporation with a class of equity

securities registered under the Exchange Act and at least three independent directors, without
stockholder approval, to implement possible takeover defenses, such as a classified board or a
two-thirds vote requirement for removal of a director. These provisions, if implemented, may make it

more difficult for a third party to affect a takeover. In February 2014, however, we amended our
charter to prohibit us from dividing directors into classes unless such action is first approved by the
affirmative vote of a majority of the votes cast on the matter by stockholders entitled to vote generally
in the election of directors.

We have entered into an agreement with each of our senior executive officers that provides each of them
benefits in the event that 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 in the case
of certain executive officers 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 that we make to our policies.

Our board of directors determines our major policies, including policies related to our investment

objectives, leverage, financing, growth and distributions to our stockholders. Our board of directors 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 and those changes could adversely affect our business,
financial condition, results of operations and our ability to make distributions to our stockholders.

We may be unable to generate sufficient cash flows from our operations to make distributions to our
stockholders at expected levels, and we cannot assure you of our ability to make distributions in the future.

We intend to pay quarterly dividends that represents at least 90% of our REIT taxable income.
Our ability to make these intended distributions may be adversely affected by the factors, risks and
uncertainties described in this Annual Report on Form 10-K and other reports that we file from time
to time with the SEC. In addition, our board of directors has the sole discretion to determine the
timing, form and amount of any distribution to our stockholders. Our board of directors will make
determinations regarding distributions based upon many facts, including our financial performance, our
debt service obligations, our debt covenants, our capital expenditure requirements, the requirements for
qualification as a REIT and other factors that our board of directors may deem relevant from time to
time. As a result, no assurance can be given that we will be able to make distributions to our
stockholders at expected levels, or at all, or that distributions will increase or even be maintained over
time, any of which could materially and adversely affect the market price of our common stock.

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:127) the extent of investor interest in our securities;

(cid:127) 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:127) the underlying asset value of our hotels;

(cid:127) investor confidence in the stock and bond markets, generally;

(cid:127) national and local economic conditions;

(cid:127) changes in tax laws;

(cid:127) our financial performance; and

(cid:127) 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.

In addition, interest rates have been at historically low levels for an extended period of time. The

market for common shares of publicly traded REITs may be influenced by the distribution yield on
their common shares (i.e., the amount of annual distributions as a percentage of the market price of
their common shares) relative to market interest rates. Although current market interest rates remain
low compared to historical levels, interest rates have recently risen and some market forecasts predict
additional increases in the near term. If market interest rates increase, prospective purchasers of REIT
common shares may seek to achieve a higher distribution yield, which we may not be able to, or may
choose not to, provide. Thus, higher market interest rates could cause the market price of our common
stock to decline. Additionally, higher market interest rates may adversely impact the market values of
our hotels.

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 in the past, 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.

Future issuances or sales of our common stock may depress the market price of our common stock and have
a dilutive effect on our existing stockholders.

We cannot predict whether future issuances of our common stock or the availability of shares for

resale in the open market may depress the market price of our common stock. Future issuances or
sales of a substantial number of shares of our common stock in the public market, or the issuance of
our common stock in connection with future property, portfolio or business acquisitions, or the
perception that such issuances or sales might occur, may cause the market price of our shares to
decline. In addition, future issuances or sales of our common stock may be dilutive to existing
stockholders.

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 distributions 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.

Our growth strategy may not achieve the anticipated results.

Our future success will depend on our ability to grow our business, including through capital
investments to acquire and renovate full-service hotel properties. Our growth and innovation strategies
require significant commitments of management resources and capital investments and may not grow
our revenues at the rate we expect or at all. As a result, we may not be able to recover the costs
incurred in acquiring or renovating new hotel properties or to realize their intended or projected
benefits, which could materially adversely affect our business, financial condition or results of
operations.

We cannot guarantee that we will repurchase our common stock pursuant to our share repurchase program or
that our share repurchase program will enhance long-term stockholder value. Share repurchases could also
increase the volatility of the price of our common stock and could diminish our cash reserves.

Our board of directors approved a share repurchase program that authorizes us to repurchase up

to $150 million in shares of our common stock. Although our board of directors has approved our
share repurchase program, our share repurchase program does not obligate us to repurchase any
specific dollar amount or to acquire any specific number of shares. The timing and amount of
repurchases, if any, will depend upon several factors, including market and business conditions, the
trading price of our common stock, our cost of capital and the nature of other investment
opportunities. Our share repurchase program may be limited, suspended or discontinued at any time
without prior notice. In addition, repurchases of our common stock pursuant to our share repurchase
program could affect our stock price and increase its volatility. The existence of our share repurchase
program could cause our stock price to be higher than it would be in the absence of such a program
and could potentially reduce the market liquidity for our stock. Additionally, our share repurchase
program could diminish our cash reserves, which may impact our ability to finance future growth and
to pursue possible future strategic opportunities and acquisitions. There can be no assurance that any
share repurchases will enhance stockholder value because the market price of our common stock may
decline below the levels at which we repurchased shares of stock. Although our share repurchase
program is intended to enhance long-term stockholder value, there is no assurance that it will do so
and short-term stock price fluctuations could reduce the program’s effectiveness. Currently, we do not
expect to utilize our share repurchase program unless we believe our cost of capital is elevated. Our
share repurchase program may be suspended or terminated at any time without notice.

Item 1B. Unresolved Staff Comments

None.

Item 2. Properties

The following table sets forth certain information for each of our hotels owned as of December 31,

2017.

Hotel

Chicago Marriott
.
Westin Boston Waterfront
.
.
.

Hotel .

.
Lexington Hotel New York . New York
Salt Lake City Marriott
.

. Boston

Downtown .

.
Renaissance Worthington .
Frenchman’s Reef &

. Salt Lake City
. Fort Worth

City

State

Chain Scale
Segment(1)

Service
Category

Rooms

Manager

. Chicago

Illinois

Upper Upscale Full Service

1,200 Marriott

Massachusetts
New York

Upper Upscale Full Service
Upper Upscale Full Service

793 Marriott
725 Highgate Hotels

Utah
Texas

Upper Upscale Full Service
Upper Upscale Full Service

510 Marriott
504 Marriott

Morning Star Marriott
.
.
.
Beach Resort
Westin San Diego .
.
.
Westin Fort Lauderdale
.

Beach Resort

.
.

. St. Thomas
. San Diego

U.S. Virgin Islands
California

Upper Upscale Full Service
Upper Upscale Full Service

502 Marriott(2)
436

Interstate Hotels & Resorts

. Fort Lauderdale

Florida

Upper Upscale Full Service

432 HEI Hotels & Resorts

. Washington
. Boston

Center .

Westin Washington, D.C. City
.
.
.
Hilton Boston Downtown .
Vail Marriott Mountain
.

. Vail

Resort & Spa .

.
Marriott Atlanta Alpharetta . Atlanta
Courtyard Manhattan/
.
.
Midtown East .
The Gwen Chicago .
.
Hilton Garden Inn Times
.

Square Central

. New York
. Chicago

.
.

.
.
.

. New York
. Bethesda
. Burlington

.
Bethesda Marriott Suites .
.
.
Hilton Burlington .
JW Marriott Denver at
.

.
Courtyard Manhattan/Fifth
.
.
.
.
Sheraton Suites Key West
The Lodge at Sonoma, a

Cherry Creek .

Avenue .

. . .

District of Columbia Upper Upscale Full Service
Upper Upscale Full Service
Massachusetts

410 HEI Hotels & Resorts
403 Davidson Hotels & Resorts

Colorado
Georgia

New York
Illinois

New York
Maryland
Vermont

Upper Upscale Full Service
Upper Upscale Full Service

344 Vail Resorts
318 Marriott

Upscale
Luxury

Select Service
Full Service

321 HEI Hotels & Resorts
311 HEI Hotels & Resorts

Select Service

Upscale
Upper Upscale Full Service
Upper Upscale Full Service

282 Highgate Hotels
272 Marriott
258

Interstate Hotels & Resorts

.
.

. Denver

Colorado

Luxury

Full Service

196

Sage Hospitality

. New York
. Key West

New York
Florida

Upscale
Upper Upscale Full Service

Select Service

189 Marriott
184 Ocean Properties

Renaissance Resort & Spa

Sonoma
Courtyard Denver Downtown Denver
Renaissance Charleston .
.
Shorebreak Hotel
.
.
Inn at Key West .
.
.
.
.
Hotel Rex .
.
L’Auberge de Sedona .
.
Orchards Inn Sedona .

. Charleston
. Huntington Beach California
. Key West
. San Francisco
. Sedona
. Sedona

Florida
California
Arizona
Arizona

.
.
.
.
.
.

.
.
.
.
.

.
.
.

California
Colorado
South Carolina

Select Service

Upper Upscale Full Service
Upscale
Upper Upscale Full Service
Upper Upscale Full Service
Upscale
Upper Upscale Full Service
Full Service
Luxury
Full Service
Upscale

Select Service

Sage Hospitality

182 Marriott
177
166 Marriott
157 Kimpton Hotels & Restaurants
106 Ocean Properties
94 Viceroy Hotels & Resorts
Two Roads Hospitality
88
Two Roads Hospitality
70

Total

. . .

9,630

(1)

As defined by Smith Travel Research

(2) We terminated the management agreement with Marriott, effective February 20, 2018. The hotel is currently closed as a result of the physical

damage incurred from Hurricanes Irma and Maria.

We are party to hotel management agreements for each of our hotels and franchise agreements for
13 of our hotels. Additional information regarding our hotel management and franchise agreements can
be found in Note 12 to our accompanying consolidated financial statements.

Eight of our hotels are encumbered by mortgage debt. Additional information regarding such

hotels can be found in Note 8 to our accompanying consolidated financial statements.

Eight of our hotels are subject to ground lease agreements. Additional information regarding our

hotels that are subject to ground leases can be found in Note 13 to our accompanying consolidated
financial statements.

Item 3. Legal Proceedings

Litigation

We are subject to various claims, lawsuits and legal proceedings, including routine litigation arising
in the ordinary course of business, regarding the operation of our hotels and Company matters. While
it is not possible to ascertain the ultimate outcome of such matters, management believes that the
aggregate amount of such liabilities, if any, in excess of amounts covered by insurance, will not have a
material adverse impact on our financial condition or results of operations. The outcome of claims,
lawsuits and legal proceedings brought against the Company, however, is subject to significant
uncertainties.

Item 4. Mine Safety Disclosures

Not applicable.

Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of

Part II

Equity Securities

Market Information

Our common stock trades on the NYSE under the symbol ‘‘DRH’’. The following table sets forth,

for the indicated period, the high and low sales prices for the common stock, as reported on the
NYSE:

Year Ended December 31, 2016:

First Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Second Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Third Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fourth Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31, 2017:

Price Range

High

Low

$10.23
10.03
10.87
11.61

$12.00
11.80
12.08
11.72

$ 7.28
8.22
8.76
8.73

$10.62
10.55
10.43
10.52

The closing price of our common stock on the NYSE on December 29, 2017 was $11.29 per share.

Stock Performance Graph

The following graph compares the five-year cumulative total stockholder return on our common

stock against the cumulative total returns of the Standard & Poor’s 500 Index (the ‘‘S&P 500 Total
Return’’) and the Dow Jones U.S. Hotels & Lodging REITs Index (the ‘‘Dow Jones U.S. Hotels Total
Return’’). We believe the Dow Jones U.S. Hotels & Lodging REITs Index’s total return provides a
relevant industry sector comparison to our common stock’s total stockholder return given the index is
based on REITs that primarily invest in lodging real estate.

The graph assumes an initial investment on December 31, 2012 of $100 in our common stock in

each of the indexes and also assumes the reinvestment of dividends. The total return values do not
include dividends declared, but not paid, during the period.

$250.00

$200.00

$150.00

$100.00

$50.00

5 Year Total Returns Graph

DiamondRock Hospitality Total Return

S&P 500 Total Return

Dow Jones US Hotels Total Return

12/31/12

12/31/13

12/31/14

12/31/15

12/31/16

28FEB201800553450
12/31/17

2012

2013

2014

2015

2016

2017

Year Ended December 31,

DiamondRock Hospitality Company Total

Return . . . . . . . . . . . . . . . . . . . . . . . . .
S&P 500 Total Return . . . . . . . . . . . . . . .
Dow Jones U.S. Hotels Total Return . . . . .

$100.00
$100.00
$100.00

$132.76
$132.39
$127.70

$176.36
$150.51
$165.28

$119.38
$152.59
$120.03

$150.20
$170.84
$149.15

$152.10
$208.14
$159.19

This performance graph shall not be deemed ‘‘filed’’ for purposes of Section 18 of the Securities

Exchange Act of 1934, as amended, or incorporated by reference into any filing by us under the
Securities Act of 1933, as amended, except as shall be expressly set forth by specific reference in such
filing.

Dividend Information

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:127) 90% of our REIT taxable income, determined without regard to the dividends paid deduction

and excluding net capital gains, plus

(cid:127) 90% of the excess of our net income from foreclosure property over the tax imposed on such

income by the Code, minus

(cid:127) any excess non-cash income.

We generally pay quarterly cash dividends to common stockholders at the discretion of our board

of directors. The following table sets forth the dividends declared on our shares of common stock
during the years ended December 31, 2017 and 2016.

Payment Date

Record Date

Dividend
per Share

April 12, 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . March 31, 2016
June 30, 2016
July 12, 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2016
October 12, 2016 . . . . . . . . . . . . . . . . . . . . . . . . . .
January 12, 2017 . . . . . . . . . . . . . . . . . . . . . . . . . . December 30, 2016
April 12, 2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . March 31, 2017
June 30, 2017
July 12, 2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
October 12, 2017 . . . . . . . . . . . . . . . . . . . . . . . . . .
September 29, 2017
January 12, 2018 . . . . . . . . . . . . . . . . . . . . . . . . . . December 29, 2017

$0.125
$0.125
$0.125
$0.125
$0.125
$0.125
$0.125
$0.125

Stockholder Information

As of February 23, 2018, there were 12 record holders of our common stock and we believe we
have more than one 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 provides information as of December 31, 2017 regarding shares of common

stock that may be issued under the Company’s equity compensation plans.

Plan Category

Equity compensation plans approved

Number of Securities
to be Issued Upon
Exercise of

Weighted-Average
Exercise Price of

Outstanding Options, Outstanding Options,
Warrants and Rights Warrants and Rights

Number of Securities
Remaining Available for
Future Issuance Under
Equity Compensation Plans
(Excluding Securities
Reflected in Column (a))

(a)

(b)

(c)

by security holders . . . . . . . . . . . . .

1,314,553(1)

—(2)

5,635,575

Equity compensation plans not

approved by security holders . . . . . .

—

Total . . . . . . . . . . . . . . . . . . . . . . . . .

1,314,553

—

5,635,575

(1) Includes 528,756 shares of common stock issuable pursuant to our deferred compensation plan and
785,797 shares of common stock issuable upon the achievement of certain performance conditions.

(2) Performance stock units and deferred stock units do not have any exercise price.

Fourth Quarter 2017 Repurchases of Equity Securities

Period

Total Number of
Shares
Purchased

Average Price
Paid per Share

Total Number of
Shares Purchased
as Part of
Publicly
Announced Plans
or Programs

Maximum Dollar
Amount that May
Yet be Purchased
Under the Plans
or Programs
(in thousands)(1)

October 1 - October 31, 2017 . . . . . . .
November 1 - November 30, 2017 . . . .
December 1 - December 31, 2017 . . . .

—
—
744(2)

$ —
$ —
$11.24

—
—
—

$143,503
$143,503
$143,503

(1) Represents amounts available under the Company’s $150 million share repurchase program. To
facilitate repurchases, we make purchases pursuant to a trading plan under Rule 10b5-1 of the
Exchange Act, which allows us to repurchase shares during periods when we otherwise may be
prevented from doing so under insider trading laws or because of self-imposed trading blackout
periods. The share repurchase program may be suspended or terminated at any time without prior
notice. In December 2017, our board of directors renewed the $150 million share repurchase
program, effective January 1, 2018 through January 1, 2020. We have not repurchased shares
subsequent to December 31, 2017. Accordingly, we currently have $150 million available under the
Company’s share repurchase program.

(2) Reflects shares surrendered to the Company by employees for payment of tax withholding

obligations in connection with the vesting of restricted stock.

Item 6. Selected Financial Data

The selected historical financial information as of and for the years ended December 31, 2017,

2016, 2015, 2014 and 2013 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, 2017 and 2016 and for the years ended December 31, 2017, 2016 and 2015, and the
related notes contained elsewhere in this Annual Report on Form 10-K.

Year Ended December 31,

2017

2016

2015

2014

2013

(in thousands)

Revenues:
Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Food and beverage . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$635,932
183,049
51,024

$650,624
194,756
51,178

$673,578
208,173
49,239

$628,870
195,077
48,915

$558,751
193,043
47,894

Total revenues . . . . . . . . . . . . . . . . . . . . . . . .

870,005

896,558

930,990

872,862

799,688

Operating expenses:
Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Food and beverage . . . . . . . . . . . . . . . . . . . . .
Management fees . . . . . . . . . . . . . . . . . . . . . .
Other hotel expenses . . . . . . . . . . . . . . . . . . .
Impairment losses . . . . . . . . . . . . . . . . . . . . .
Hotel acquisition costs . . . . . . . . . . . . . . . . . .
Corporate expenses(1) . . . . . . . . . . . . . . . . . .
Depreciation and amortization . . . . . . . . . . . .
Gain on business interruption insurance . . . . .
. . . . . . .
Gain on property insurance proceeds
. . . . . . . . . .
Gain on litigation settlement, net

158,534
120,460
21,969
302,272
3,209
2,028
26,711
99,090
(4,051)
—
—

159,151
125,916
30,143
302,805
—
—
23,629
97,444
—
—
—

162,870
163,549
135,402
137,297
30,027
30,633
295,826
317,623
—
10,461
2,177
949
22,267
24,061
99,650
101,143
—
—
—
(1,825)
— (10,999)

151,040
136,454
25,546
284,523
—
—
23,072
103,895
—
—
—

Total operating expenses . . . . . . . . . . . . . . . . .

730,222

739,088

785,716

735,395

724,530

Operating income . . . . . . . . . . . . . . . . . . . . .

139,783

157,470

145,274

137,467

75,158

Interest and other income, net . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . .
Gain on repayments of notes receivable . . . . . .
Loss (gain) on sales of hotel properties, net . . .
Gain on hotel property acquisition . . . . . . . . .
Loss on early extinguishment of debt . . . . . . . .

Income from continuing operations before

(1,820)
38,481
—
764
—
274

(762)
41,735
—
(10,698)
—
—

(688)
52,684
(3,927)

(3,027)
58,278
(13,550)
— (50,969)
— (23,894)
1,616
—

income taxes . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . .

Income tax (expense) benefit

102,084
(10,207)

127,195
(12,399)

97,205
(11,575)

169,013
(5,636)

Income from continuing operations . . . . . . . . .
Income from discontinued operations, net of

91,877

114,796

85,630

163,377

(6,328)
57,279
—
—
—
1,492

22,715
1,113

23,828

income taxes . . . . . . . . . . . . . . . . . . . . . . . .

—

25,237

Net income . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 91,877

$114,796

$ 85,630

$163,377

$ 49,065

(1) Corporate expenses for the year ended December 31, 2016 include the reversal of approximately

$0.7 million of previously recognized compensation expense resulting from the forfeiture of equity
awards related to the resignation of our former Executive Vice President and Chief Operating

Officer. Corporate expenses for the year ended December 31, 2014 include reimbursement of
$1.8 million of previously incurred legal fees and other costs from the proceeds of the Westin
Boston Waterfront litigation settlement in 2014. Corporate expenses for the year ended
December 31, 2013 include approximately $3.1 million of costs related to the departure of our
former President and Chief Operating Officer.

Year Ended December 31,

2017

2016

2015

2014

2013

(in thousands, except for per share data)

Earnings per share:
Continuing operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$0.46
—

$0.57
—

$0.43
—

$0.83

$0.12
— 0.13

Basic earnings per share . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$0.46

$0.57

$0.43

$0.83

$0.25

Diluted earnings per share . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$0.46

$0.57

$0.43

$0.83

$0.25

Other data:
Dividends declared per common share . . . . . . . . . . . . . . . . . . .

$0.50

$0.41

$0.34

2017

2016

2015

2014

2013

As of December 31,

(in thousands)

Balance sheet data:
Property and equipment, net
. . . . . . .
Cash and cash equivalents . . . . . . . . .
Total assets . . . . . . . . . . . . . . . . . . . .
Total debt . . . . . . . . . . . . . . . . . . . . .
Total liabilities . . . . . . . . . . . . . . . . . .
Stockholders’ equity . . . . . . . . . . . . . .

$2,692,286
183,569
3,100,858
937,792
1,267,213
1,833,645

$2,646,676
243,095
3,050,908
920,539
1,214,121
1,836,787

$2,882,176
213,584
3,312,510
1,169,749
1,487,905
1,824,605

$2,764,393
144,365
3,151,687
1,031,666
1,322,700
1,828,987

$2,567,533
144,584
3,042,115
1,086,203
1,361,424
1,680,691

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 thereto 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 ‘‘Special Note
About Forward-Looking Statements’’ and ‘‘Risk Factors’’ contained in this Annual Report on Form 10-K
and in our other reports that we file from time to time with the SEC.

Overview

DiamondRock Hospitality Company is a lodging-focused real estate company operating as a REIT

for federal income tax purposes that owns a portfolio of premium hotels and resorts. As of
December 31, 2017, we owned a portfolio of 28 premium hotels and resorts that contain 9,630 guest
rooms located in 18 different markets in North America and the U.S. Virgin Islands. Our hotel in the
U.S. Virgin Islands—the Frenchman’s Reef & Morning Star Marriott Beach Resort—and one of our
hotels in Key West, Florida—the Inn at Key West—are currently closed due to damage incurred from
Hurricanes Irma and Maria in September 2017.

As an owner, rather than an operator, of lodging properties, we receive all of the operating profits
or losses generated by our hotels after the payment of fees due to hotel managers, which are calculated
based on the revenues and profitability of each hotel.

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 U.S. Generally Accepted Accounting Principles (‘‘U.S. GAAP’’), as well as
other financial information that is not prepared in accordance with U.S. 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:127) Occupancy percentage;

(cid:127) Average Daily Rate (or ADR);

(cid:127) Revenue per Available Room (or RevPAR);

(cid:127) Earnings Before Interest, Income Taxes, Depreciation and Amortization (or EBITDA) and

Adjusted EBITDA; and

(cid:127) Funds From Operations (or FFO) and Adjusted 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 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 73% of our total
revenues for the year ended December 31, 2017 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 U.S. economic conditions generally, 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 is dependent on the continued
success of our hotels’ global brands.

We also use EBITDA, Adjusted EBITDA, FFO and Adjusted FFO as measures of the financial

performance of our business. See ‘‘Non-GAAP Financial Measures.’’

Overview of 2017

Key highlights for 2017 include the following:

Hotel Acquisitions.

In February 2017, we acquired the 88-room L’Auberge de Sedona and the
70-room Orchards Inn Sedona for a contractual purchase price of $97 million. The hotels generated
combined year-over-year RevPAR growth of approximately 19% for the year ended December 31, 2017.

Financing Activity. On April 26, 2017, we closed on a new five-year $200 million unsecured term
loan and used the proceeds to repay the $170.4 million mortgage loan secured by the Lexington Hotel
New York.

Update on Impact from Natural Disasters

Frenchman’s Reef & Morning Star Marriott Beach Resort. The hotel sustained significant hurricane

damage during September 2017. The hotel closed on September 6, 2017 and is currently expected to

remain closed through the end of 2019. We terminated the management agreement with Marriott,
effective February 20, 2018.

The Inn at Key West. The hotel sustained substantial wind and water-related damage from

Hurricane Irma. The hotel closed on September 6, 2017 to comply with a mandatory evacuation order.
We are in the process of completing a comprehensive renovation of the hotel as part of the
remediation and expect to reopen the hotel as the Havana Cabana Key West in the second quarter of
2018.

The Lodge at Sonoma Renaissance Resort & Spa. The hotel was impacted by smoke infiltration

during the recent wildfires and was closed from October 10, 2017 through October 19, 2017. The
smoke infiltration has been remediated and the hotel re-opened on October 20, 2017.

We are pursuing insurance claims for the remediation of property damage and business

interruption at Frenchman’s Reef, the Inn at Key West and the Lodge at Sonoma. We are insured for
up to $361 million for each covered event, subject to certain deductibles and sub limits. As of
December 31, 2017, we had received insurance proceeds to-date of $10.0 million related to property
damage, extra expenses, and business interruption. During the fourth quarter of 2017, we recognized a
$4.1 million gain on business interruption insurance related to the claims for Frenchman’s Reef and the
Inn at Key West. Subsequent to December 31, 2017, we have received additional insurance proceeds of
$37.5 million related to the property damage, extra expenses, and business interruption of Frenchman’s
Reef.

Recent Developments

In January 2018, we signed a purchase and sale agreement to acquire the Landing Resort & Spa in
South Lake Tahoe, California. The acquisition is expected to close before the end of the first quarter of
2018 and will be funded with cash on hand. In February 2018, we signed a purchase and sale
agreement to acquire another hotel, which we expect to close within the next 60 days and will be
funded with cash on hand.

Outlook for 2018

We believe the economic growth outlook for 2018 is favorable based on economic momentum in
the back half of 2017 from improving GDP growth. We believe that this economic growth outlook will
support lodging demand as unemployment remains low and corporate earnings have exceeded recent
expectations.

We expect 2018 will be the U.S. lodging industry’s ninth year of consecutive RevPAR growth. We
expect new hotel supply growth in top-25 urban markets to exceed historical averages. Our portfolio is
weighted towards top-25 urban markets, specifically New York City, Chicago, and Boston, which have
recently experienced or are currently experiencing new hotel supply increases in excess of national
averages. We expect demand to outpace the increase in supply.

We enter 2018 with several favorable factors, including: (1) ownership of a high-quality portfolio

concentrated in urban and resort locations; (2) increased internal growth from the continuation of our
asset management initiatives and the $100 million in 2017 hotel renovations and capital improvements;
(3) low leveraged capital structure; and (4) an unrestricted cash balance of $184 million and no
outstanding borrowings on our $300 million senior unsecured credit facility as of December 31, 2017.

Results of Operations

The following table sets forth certain operating information for the year ended December 31, 2017

for each of the hotels we owned during 2017.

Number of
Rooms

% Change
from 2016
Occupancy (%) ADR($) RevPAR($) RevPAR(1)

Property

Location

. . . . . . . . . . . . . . . . . Chicago, Illinois

Chicago Marriott
Westin Boston Waterfront Hotel
. . . . . . . . Boston, Massachusetts
Lexington Hotel New York . . . . . . . . . . . New York, New York
Salt Lake City Marriott Downtown . . . . . . . Salt Lake City, Utah
Renaissance Worthington . . . . . . . . . . . . Fort Worth, Texas
Frenchman’s Reef & Morning Star Marriott

Beach Resort(2)

. . . . . . . . . . . . . . . . St. Thomas, U.S. Virgin Islands

Westin San Diego . . . . . . . . . . . . . . . . . San Diego, California
Westin Fort Lauderdale Beach Resort . . . . . Fort Lauderdale, Florida
Westin Washington, D.C. City Center
Hilton Boston Downtown . . . . . . . . . . . . Boston, Massachusetts
Vail Marriott Mountain Resort & Spa . . . . . Vail, Colorado
Marriott Atlanta Alpharetta . . . . . . . . . . . Atlanta, Georgia
Courtyard Manhattan/Midtown East . . . . . . New York, New York
The Gwen Chicago . . . . . . . . . . . . . . . . Chicago, Illinois
Hilton Garden Inn New York City/Times

. . . . . Washington, D.C.

Square Central

. . . . . . . . . . . . . . . . . New York, New York

Bethesda Marriott Suites . . . . . . . . . . . . . Bethesda, Maryland
Hilton Burlington . . . . . . . . . . . . . . . . . Burlington, Vermont
JW Marriott Denver at Cherry Creek . . . . . Denver, Colorado
Courtyard Manhattan/Fifth Avenue . . . . . . New York, New York
Sheraton Suites Key West
The Lodge at Sonoma, a Renaissance

. . . . . . . . . . . . Key West, Florida

Resort & Spa . . . . . . . . . . . . . . . . . . Sonoma, California

Courtyard Denver Downtown . . . . . . . . . . Denver, Colorado
Renaissance Charleston . . . . . . . . . . . . . Charleston, South Carolina
Shorebreak Hotel
Inn at Key West(2) . . . . . . . . . . . . . . . . Key West, Florida
Hotel Rex . . . . . . . . . . . . . . . . . . . . . San Francisco, California
L’Auberge de Sedona(3) . . . . . . . . . . . . . Sedona, Arizona
Orchards Inn Sedona(3) . . . . . . . . . . . . . Sedona, Arizona

. . . . . . . . . . . . . . . . . Huntington Beach, California

1,200
793
725
510
504

502
436
432
410
403
344
318
321
311

282
272
258
196
189
184

182
177
166
157
106
94
88
70

Total/Weighted Average . . . . . . . . . . . . . .

9,630

72.1%
76.8%
92.6%
76.5%
74.4%

87.8%
84.9%
85.7%
86.2%
86.1%
69.7%
75.3%
91.7%
74.9%

97.3%
74.8%
80.8%
81.0%
90.2%
86.2%

64.9%
82.2%
80.9%
75.6%
82.1%
81.4%
76.1%
79.9%

80.6%

$221.62
254.75
246.10
165.98
182.15

$159.69
195.64
227.89
126.92
135.44

282.68
192.08
189.47
221.71
288.20
281.61
167.22
257.86
227.49

245.38
170.04
178.05
261.38
261.32
254.02

312.44
200.85
246.83
238.63
197.17
219.31
546.82
228.90

248.16
163.06
162.31
191.10
248.15
196.24
125.92
236.53
170.48

238.66
127.21
143.78
211.82
235.69
218.90

202.68
165.10
199.73
180.34
161.89
178.45
416.29
182.95

2.2%
2.4%
2.0%
15.0%
23.3%

16.7%
2.8%
(4.4)%
1.5%
2.2%
2.4%
0.9%
(2.9)%
4.1%

(1.2)%
3.5%
1.6%
(2.2)%
1.2%
(0.7)%

(13.0)%
2.5%
4.5%
1.4%
(4.3)%
(5.9)%
21.8%
12.6%

$230.80

$186.01

2.7%

(1)

(2)

(3)

The percentage change from 2016 RevPAR reflects the comparable period in 2016 to our 2017 ownership period for all hotels.

The hotel closed on September 6, 2017 due to Hurricane Irma and remains closed. The percentage change from 2016 RevPAR reflects
the comparable period in 2016 to the period in which the hotel was open from January 1, 2017 to September 5, 2017.

The hotels were purchased on February 28, 2017. The operating statistics reflect the period from February 28, 2017 to December 31,
2017.

Comparison of the Year Ended December 31, 2017 to the Year Ended December 31, 2016

Revenue. Revenue consists primarily of the room, food and beverage and other operating

revenues from our hotels, as follows (in millions):

Year Ended
December 31,

2017

2016

% Change

Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Food and beverage . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$635.9
183.1
51.0

$650.6
194.8
51.2

Total revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$870.0

$896.6

(2.3)%
(6.0)
(0.4)

(3.0)%

Our total revenues decreased $26.6 million from $896.6 million for the year ended December 31,

2016 to $870.0 million for the year ended December 31, 2017. Our total revenues include amounts that
are not comparable year-over-year due to acquisitions and dispositions as follows:

(cid:127) $14.1 million decrease from the Orlando Airport Marriott, which was sold on June 8, 2016.

(cid:127) $24.8 million decrease from the Minneapolis Hilton, which was sold on June 30, 2016.

(cid:127) $6.4 million decrease from the Hilton Garden Inn Chelsea/New York City, which was sold on

July 7, 2016.

(cid:127) $21.8 million increase from the L’Auberge de Sedona, which was acquired on February 28, 2017.

(cid:127) $7.5 million increase from the Orchards Inn Sedona, which was acquired on February 28, 2017.

Additionally, the year-over year change in total revenues includes a decrease of $18.6 million that
is not comparable due to the closure of Frenchman’s Reef & Morning Star Marriott Beach Resort and
the Inn at Key West. Both hotels closed on September 6, 2017 due to Hurricane Irma and remain
closed.

Excluding these non-comparable amounts our total revenues increased $8.0 million, or 1.0%.

The following are key hotel operating statistics for the years ended December 31, 2017 and 2016.

The 2016 amounts reflect the period in 2016 comparable to our ownership period in 2017 for the
L’Auberge de Sedona and Orchards Inn Sedona and exclude the hotels sold in 2016. The 2016 amounts
also exclude the results from Frenchman’s Reef & Morning Star Marriott Beach Resort and the Inn at
Key West for the period in 2016 comparable to the hotels’ closure beginning September 6, 2017
through the end of 2017.

Occupancy % . . . . . . . . . . . . . . . . . .
ADR . . . . . . . . . . . . . . . . . . . . . . . .
RevPAR . . . . . . . . . . . . . . . . . . . . . .

Year Ended
December 31,

2017

2016

% Change

80.6%

79.8% 0.8 percentage points

$230.61
$185.93

$227.46
$181.58

1.4%
2.4%

Excluding non-comparable amounts, our rooms revenues increased $10.4 million, or 1.7%. The
increase in room revenues is primarily a result of a 7.4% increase in business transient and a 3.5%
increase in group business, partially offset by a 24.2% decrease in contract business and a 1.1%
decrease in the leisure segment.

Food and beverage revenues decreased $11.7 million from the year ended December 31, 2016,
which includes amounts that are not comparable year-over-year due to acquisitions and dispositions as
follows:

(cid:127) $4.7 million decrease from the Orlando Airport Marriott, which was sold on June 8, 2016.

(cid:127) $9.1 million decrease from the Minneapolis Hilton, which was sold on June 30, 2016.

(cid:127) $0.1 million decrease from the Hilton Garden Inn Chelsea/New York City, which was sold on

July 7, 2016.

(cid:127) $7.0 million increase from the L’Auberge de Sedona, which was acquired on February 28, 2017.

(cid:127) $3.3 million increase from the Orchards Inn Sedona, which was acquired on February 28, 2017.

Additionally, the year-over year change in food and beverage revenues includes a decrease of
$5.0 million that are not comparable due to the closure of Frenchman’s Reef & Morning Star Marriott

Beach Resort and the Inn at Key West. Both hotels closed on September 6, 2017 due to Hurricane
Irma and remain closed.

Excluding these non-comparable amounts, food and beverage revenues decreased $3.1 million, or

1.8%. The decrease in food and beverage revenues is primarily a result of a decrease in banquets.

Excluding non-comparable amounts, other revenues, which primarily represent spa, parking, resort

fees and attrition and cancellation fees, increased by $0.7 million.

Hotel operating expenses. The operating expenses consisted of the following (in millions):

Year Ended
December 31,

2017

2016

% Change

Rooms departmental expenses . . . . . . . . . . . . . . . . . . .
Food and beverage departmental expenses . . . . . . . . . .
Other departmental expenses . . . . . . . . . . . . . . . . . . . .
General and administrative . . . . . . . . . . . . . . . . . . . . . .
Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Repairs and maintenance . . . . . . . . . . . . . . . . . . . . . . .
Sales and marketing . . . . . . . . . . . . . . . . . . . . . . . . . . .
Franchise fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Base management fees . . . . . . . . . . . . . . . . . . . . . . . . .
Incentive management fees . . . . . . . . . . . . . . . . . . . . . .
Property taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other fixed charges . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . .
Ground rent—Contractual
Ground rent—Non-cash . . . . . . . . . . . . . . . . . . . . . . . .

$158.5
120.5
11.5
74.7
23.4
34.5
59.1
24.0
15.7
6.3
51.9
12.9
4.1
6.1

$159.2
125.9
11.4
76.5
25.9
35.6
62.0
21.8
22.3
7.8
46.4
10.6
6.9
5.7

(0.4)%
(4.3)
0.9
(2.4)
(9.7)
(3.1)
(4.7)
10.1
(29.6)
(19.2)
11.9
21.7
(40.6)
7.0

Total hotel operating expenses . . . . . . . . . . . . . . . . . . .

$603.2

$618.0

(2.4)%

Our hotel operating expenses decreased $14.8 million from $618.0 million for the year ended

December 31, 2016 to $603.2 million for the year ended December 31, 2017. The decrease in hotel
operating expenses includes amounts that are not comparable year-over-year due to acquisitions and
dispositions as follows:

(cid:127) $9.1 million decrease from the Orlando Airport Marriott, which was sold on June 8, 2016.

(cid:127) $19.4 million decrease from the Minneapolis Hilton, which was sold on June 30, 2016.

(cid:127) $4.8 million decrease from the Hilton Garden Inn Chelsea/New York City, which was sold on

July 7, 2016.

(cid:127) $15.8 million increase from the L’Auberge de Sedona, which was acquired on February 28, 2017.

(cid:127) $4.9 million increase from the Orchards Inn Sedona, which was acquired on February 28, 2017.

Additionally, the year-over year change in hotel operating expenses include a decrease of

$12.0 million of net hotel operating expenses that are not comparable due to the closure of
Frenchman’s Reef & Morning Star Marriott Beach Resort and the Inn at Key West. Both hotels closed
on September 6, 2017 due to Hurricane Irma and remain closed.

Excluding the non-comparable amounts, hotel operating expenses increased $11.1 million, or 2.9%,

from the year ended December 31, 2016.

In connection with the change in hotel manager of the Courtyard Manhattan/Midtown East, we
recognized $1.9 million of accelerated amortization of key money during the year ended December 31,

2017. In connection with the termination of the hotel manager of Frenchman’s Reef & Morning Star
Marriott Beach Resort, we accelerated the amortization of key money from the date of our notice of
termination in 2017 through the effective termination date of February 20, 2018. We recognized an
additional $2.6 million of amortization of key money during the year ended December 31, 2017 in
connection with this acceleration. In total, this accelerated amortization reduced base management fees
by $4.5 million during the year ended December 31, 2017.

Other fixed charges increased $2.3 million, or 21.7%, from the year ended December 31, 2016,

primarily due to hurricane-related costs that are not recoverable through insurance.

Depreciation and amortization. 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. Our depreciation and amortization expense
increased $1.6 million from the year ended December 31, 2016. The increase is primarily due to
depreciation from our 2017 hotel acquisitions and on capital expenditures from our recent hotel
renovations, partially offset by our 2016 hotel dispositions.

Impairment losses. During the year ended December 31, 2017, we recorded impairment losses of

$3.2 million. The loss is comprised of $1.8 million from the write-off of construction in progress that
was determined not to be recoverable, $0.9 million from the write-off of property and equipment
disposed at our hotels impacted by the hurricanes during September 2017 that is not expected to be
recovered by insurance proceeds, and $0.5 million on the rent receivable asset related to a tenant lease
at the Lexington Hotel New York. We did not recognize any impairment losses during the year ended
December 31, 2016.

Hotel acquisition costs. We recorded $2.0 million of hotel acquisition costs during the year ended

December 31, 2017, which is comprised of $2.2 million of costs incurred from the acquisitions of
L’Auberge de Sedona and Orchards Inn Sedona, offset by a refund of $0.2 million of transfer taxes
related to the acquisition of the Hotel Rex. We had no hotel acquisitions during the year ended
December 31, 2016.

Corporate expenses. Corporate expenses principally consist 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 $3.1 million, from $23.6 million
for the year ended December 31, 2016 to $26.7 million for the year ended December 31, 2017. The
increase is primarily due to higher employee-related costs in 2017 and the reversal of $0.7 million in
2016 of previously recognized compensation expense resulting from the forfeiture of equity awards
related to the resignation of our former Executive Vice President and Chief Operating Officer.

Gain on business interruption insurance.

In September 2017, Hurricanes Irma and Maria caused
significant damage to Frenchman’s Reef & Morning Star Marriott Beach Resort and the Inn at Key
West, which resulted in lost revenue and additional expenses covered under our insurance policy. For
the year ended December 31, 2017, we recognized a $4.1 million gain on business interruption
insurance, which is in addition to $7.3 million of expense reimbursements from insurance recorded
within other hotel expenses on our accompanying consolidated statement of operations.

Interest expense. Our interest expense was $38.5 million and $41.7 million for the years ended

December 31, 2017 and December 31, 2016, respectively, and is comprised of the following (in
millions):

Year Ended
December 31,

2017

2016

Mortgage debt interest
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Term loan interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Credit facility interest and unused fees . . . . . . . . . . . . . . . . . . . . . . .
Amortization of deferred financing costs . . . . . . . . . . . . . . . . . . . . .

$29.3
6.2
1.0
2.0

$36.8
1.3
1.3
2.3

$38.5

$41.7

The decrease in mortgage debt interest expense is primarily related to the repayment of the
mortgage loans secured by the the Courtyard Manhattan Fifth Avenue and the Lexington Hotel. The
decrease is also attributed to the sale of the Hilton Minneapolis on June 30, 2016. The decrease in
interest expense is partially offset by the increase in interest expense on our two unsecured term loans,
entered into in May 2016 and April 2017.

Loss on early extinguishment of debt. We prepaid the $170.4 million mortgage loan previously
secured by the Lexington Hotel on April 26, 2017 and recognized a loss on early extinguishment of
debt of approximately $0.3 million.

Income taxes. We recorded income tax expense of $10.2 million in 2017 and $12.4 million in 2016.
The 2017 income tax expense includes $8.7 million of income tax expense incurred on the $26.9 million
pre-tax income of our domestic TRSs and foreign income tax expense of $1.5 million incurred on the
$11.4 million pre-tax income of the TRS that owns Frenchman’s Reef. The 2016 income tax expense
includes $12.4 million of income tax expense incurred on the $29.4 million pre-tax income of our TRS.
There was no foreign income tax expense incurred on the TRS that owns Frenchman’s Reef. The 2017
income tax provision included a benefit of $4.2 million due to a remeasurement of our net deferred tax
liabilities as of December 31, 2017 as a result of the TCJA, which lowered the corporate tax rates from
a maximum of 35% to a flat rate of 21% effective for tax years beginning after December 31, 2017.

Comparison of the Year Ended December 31, 2016 to the Year Ended December 31, 2015.

Revenue. Revenue consists primarily of the room, food and beverage and other operating

revenues from our hotels, as follows (in millions):

Year Ended
December 31,

2016

2015

% Change

$650.6
194.8
51.2

$673.6
208.2
49.2

Total revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$896.6

$931.0

(3.4)%
(6.5)
4.1

(3.7)%

Our total revenues decreased $34.4 million from $931.0 million for the year ended December 31,

2015 to $896.6 million for the year ended December 31, 2016. Our total revenues include amounts that
are not comparable year-over-year as follows:

(cid:127) $1.3 million increase from the Shorebreak Hotel, which was purchased on February 6, 2015.

(cid:127) $10.6 million increase from the Sheraton Suites Key West, which was purchased on June 30,

2015.

(cid:127) $13.5 million decrease from the Orlando Airport Marriott, which was sold on June 8, 2016.

(cid:127) $29.8 million decrease from the Minneapolis Hilton, which was sold on June 30, 2016.

(cid:127) $7.6 million decrease from the Hilton Garden Inn Chelsea/New York City, which was sold on

July 7, 2016.

Excluding these non-comparable amounts our total revenues increased $4.6 million, or 0.5%.

The following are key hotel operating statistics for the years ended December 31, 2016 and 2015.

The 2015 amounts reflect the period in 2015 comparable to our ownership period in 2016 for our
acquisitions of the Shorebreak Hotel and the Sheraton Suites Key West, and our dispositions of the
Orlando Airport Marriott, Hilton Minneapolis, and Hilton Garden Inn Chelsea/New York City.

Year Ended
December 31,

2016

2015

% Change

Occupancy % . . . . . . . . . . . . . . . . . . .
ADR . . . . . . . . . . . . . . . . . . . . . . . . .
RevPAR . . . . . . . . . . . . . . . . . . . . . .

79.6% 80.3% (0.7) percentage points
0.7%
(0.2)%

$218.82
$175.76

$220.33
$175.43

Excluding non-comparable amounts, our rooms revenues increased $1.9 million. The increase in
room revenues is primarily a result of a 30.3% increase in contract business and a 0.3% increase in the
business transient segment, partially offset by a 2.3% decrease in group business.

Food and beverage revenues decreased $13.4 million from the year ended December 31, 2015,

which includes amounts that are not comparable year-over-year as follows:

(cid:127) $0.3 million increase from the Shorebreak Hotel, which was purchased on February 6, 2015.

(cid:127) $1.1 million increase from the Sheraton Suites Key West, which was purchased on June 30, 2015.

(cid:127) $4.5 million decrease from the Orlando Airport Marriott, which was sold on June 8, 2016.

(cid:127) $10.6 million decrease from the Minneapolis Hilton, which was sold on June 30, 2016.

(cid:127) $0.1 million decrease from the Hilton Garden Inn Chelsea/New York City, which was sold on

July 7, 2016.

Excluding these non-comparable amounts, food and beverage revenues increased $0.4 million, or

0.2%.

Other revenues, which primarily represent spa, parking, resort fees and attrition and cancellation

fees, increased by $2.0 million. Excluding non-comparable amounts, our other revenues increased
$2.3 million, driven primarily by higher resort fees and attrition and cancellation fees.

Hotel operating expenses. The operating expenses consisted of the following (in millions):

Year Ended
December 31,

2016

2015

% Change

Rooms departmental expenses . . . . . . . . . . . . . . . . . . .
Food and beverage departmental expenses . . . . . . . . . .
Other departmental expenses . . . . . . . . . . . . . . . . . . . .
General and administrative . . . . . . . . . . . . . . . . . . . . . .
Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Repairs and maintenance . . . . . . . . . . . . . . . . . . . . . . .
Sales and marketing . . . . . . . . . . . . . . . . . . . . . . . . . . .
Franchise fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Base management fees . . . . . . . . . . . . . . . . . . . . . . . . .
Incentive management fees . . . . . . . . . . . . . . . . . . . . . .
Property taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other fixed charges . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hotel pre-opening costs . . . . . . . . . . . . . . . . . . . . . . . .
Ground rent—Contractual
. . . . . . . . . . . . . . . . . . . . . .
Ground rent—Non-cash . . . . . . . . . . . . . . . . . . . . . . . .

$159.2
125.9
11.4
76.5
25.9
35.6
62.0
21.8
22.3
7.8
46.4
10.6
—
6.9
5.7

$163.5
137.3
17.1
73.8
27.1
36.9
64.5
22.0
23.2
7.4
46.9
12.6
1.7
9.4
5.7

(2.6)%
(8.3)
(33.3)
3.7
(4.4)
(3.5)
(3.9)
(0.9)
(3.9)
5.4
(1.1)
(15.9)
(100.0)
(26.6)
—

Total hotel operating expenses . . . . . . . . . . . . . . . . . . .

$618.0

$649.1

(4.8)%

Our hotel operating expenses decreased $31.1 million from $649.1 million for the year ended

December 31, 2015 to $618.0 million for the year ended December 31, 2016. The decrease in hotel
operating expenses includes amounts that are not comparable quarter-over-quarter as follows:

(cid:127) $1.0 million increase from the Shorebreak Hotel, which was purchased on February 6, 2015.

(cid:127) $5.5 million increase from the Sheraton Suites Key West, which was purchased on June 30, 2015.

(cid:127) $10.5 million decrease from the Orlando Airport Marriott, which was sold on June 8, 2016.

(cid:127) $21.2 million decrease from the Minneapolis Hilton, which was sold on June 30, 2016.

(cid:127) $4.5 million decrease from the Hilton Garden Inn Chelsea/New York City, which was sold on

July 7, 2016.

Excluding the non-comparable amounts, hotel operating expenses decreased $1.4 million, or 0.2%,

from the year ended December 31, 2015. Other departmental expenses decreased primarily due to
reclassifications of certain expenses in 2016 to comply with the 11th Edition of the Uniform System of
Accounts for the Lodging Industry.

Depreciation and amortization. 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. Our depreciation and amortization expense
decreased $3.7 million from the year ended December 31, 2015, primarily due to our 2016 hotel
dispositions, partially offset by increased depreciation from our recent hotel renovations.

Impairment losses. During the year ended December 31, 2015, we recorded impairment losses of

$0.8 million on the favorable lease asset related to a tenant lease at the Lexington Hotel New York and
$9.6 million on the option to acquire a leasehold interest in a parcel of land adjacent to the Westin
Boston Waterfront Hotel for the development of a new hotel. We did not recognize any impairment
losses during the year ended December 31, 2016.

Hotel acquisition costs. We incurred $0.9 million of hotel acquisition costs during the year ended
December 31, 2015 due to our acquisitions of the Shorebreak Hotel and Sheraton Suites Key West, as
well as additional transfer taxes on an acquired hotel. We had no hotel acquisitions during the year
ended December 31, 2016.

Corporate expenses. Corporate expenses principally consist 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 decreased $0.5 million, from $24.1 million
for the year ended December 31, 2015 to $23.6 million for the year ended December 31, 2016. The
decrease is primarily due to a decrease in bonus expense and the reversal of $0.7 million of previously
recognized compensation expense resulting from the forfeiture of equity awards related to the
resignation of our former Executive Vice President and Chief Operating Officer, partially offset by an
increase in other employee compensation and audit fees in 2016

Interest expense. Our interest expense was $41.7 million and $52.7 million for the years ended

December 31, 2016 and December 31, 2015, respectively, and is comprised of the following (in
millions):

Year Ended
December 31,

2016

2015

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mortgage debt interest
Term loan interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Credit facility interest and unused fees . . . . . . . . . . . . . . . . . . . . . . .
Amortization of deferred financing costs and debt premium . . . . . . .
Interest rate cap fair value adjustment . . . . . . . . . . . . . . . . . . . . . . .

$36.8
1.3
1.3
2.3
—

$49.0
1.1
2.1
—
0.5

$41.7

$52.7

The decrease in mortgage debt interest expense is related to the refinancing of a portion of our
total debt at lower interest rates. The weighted-average interest rate for our debt decreased from 4.5%
as of December 31, 2015 to 3.8% as of December 31, 2016.

Gain on repayments of notes receivable.

In November 2015, we received $3.9 million for the

repayment of the fully reserved loan we provided to the buyer of the Oak Brook Hills Resort upon sale
of the hotel in 2014. As a result of the repayment, we recorded a gain of $3.9 million during the year
ended December 31, 2015.

Income taxes. We recorded income tax expense of $12.4 million in 2016 and $11.6 million in 2015.

The 2016 income tax expense includes $12.4 million of income tax expense incurred on the
$29.4 million pre-tax income of our TRS. There was no foreign income tax expense incurred on the
TRS that owns Frenchman’s Reef. The 2015 income tax expense includes $11.3 million of income tax
expense incurred on the $29.1 million pre-tax income of our TRS, and foreign income tax expense of
$0.3 million incurred on the $7.2 million pre-tax income of the TRS that owns Frenchman’s Reef.

Liquidity and Capital Resources

Our short-term liquidity requirements consist primarily of funds necessary to fund distributions to

our stockholders to maintain our REIT status as well as to pay for operating expenses and capital
expenditures directly associated with our hotels, funding of share repurchases, if any, under our share
repurchase program, hotel acquisitions, costs to repair property damaged by natural disasters, and
scheduled debt payments of interest and principal. We currently expect that our available cash flows,
which are generally provided through net cash from hotel operations, existing cash balances, equity
issuances, proceeds from new financings and refinancings of maturing debt, insurance proceeds,

proceeds from potential property dispositions, and, if necessary, short-term borrowings under our senior
unsecured credit facility, will be sufficient to meet our short-term liquidity requirements.

Some of our mortgage debt agreements contain ‘‘cash trap’’ provisions that are triggered when the

hotel’s operating results fall below a certain debt service coverage ratio. When these provisions are
triggered, all of the excess cash flow generated by the hotel is deposited directly into cash management
accounts for the benefit of our lenders until a specified debt service coverage ratio is reached and
maintained for a certain period of time. Such provisions do not allow the lender the right to accelerate
repayment of the underlying debt.

Our long-term liquidity requirements consist primarily of funds necessary to pay for the costs of

acquiring additional hotels, renovations, and other capital expenditures that need to be made
periodically to our hotels, scheduled debt payments, debt maturities and making distributions to our
stockholders. We expect to meet our long-term liquidity requirements through various sources of
capital, including cash provided by operations, borrowings, issuances of additional equity and/or debt
securities and proceeds from property dispositions. Our ability to incur additional debt is dependent
upon a number of factors, including the state of the credit markets, our degree of leverage, the value of
our unencumbered assets and borrowing restrictions imposed by existing lenders. Our ability to raise
capital through the issuance of additional equity and/or debt securities is also dependent on a number
of factors including the current state of the capital markets, investor sentiment and intended use of
proceeds. We may need to raise additional capital if we identify acquisition opportunities that meet our
investment objectives and require liquidity in excess of existing cash balances. Our ability to raise funds
through the issuance of equity securities depends on, among other things, general market conditions for
hotel companies and REITs and market perceptions about us.

ATM Program

We have equity distribution agreements, as amended, with a number of sales agents (the ‘‘ATM
Program’’) to issue and sell, from time to time, shares of our common stock, par value $0.01 per share,
having an aggregate offering price of up to $200 million (the ‘‘ATM Shares’’). Sales of the ATM Shares
can be made in privately negotiated transactions and/or any other method permitted by law, including
sales deemed to be an ‘‘at the market’’ offering, which includes sales made directly on the New York
Stock Exchange or sales made to or through a market maker other than on an exchange.

We did not sell any shares under the ATM Program between January 2015 and December 31,

2017. In December 2017, our board of directors renewed the $200 million ATM Program. As of
December 31, 2017, $200 million of the ATM Shares were available to be sold under the ATM
Program. Actual future sales of the ATM Shares depend upon a variety of factors including but not
limited to market conditions, the trading price of the Company’s common stock and the Company’s
capital needs. We have no obligation to sell the ATM Shares under the ATM Program.

Subsequent to December 31, 2017, we sold 230,719 shares of common stock at an average price of

$12.02 for net proceeds of $2.7 million through February 27, 2018 under the ATM Program.

Our Financing Strategy

Since our formation in 2004, we have been committed to a conservative capital structure with
prudent leverage. The majority of our outstanding debt is fixed interest rate mortgage debt. We have a
preference to maintain a significant portion of our portfolio as unencumbered assets in order to
provide balance sheet flexibility. We expect that our strategy will enable us to maintain a balance sheet
with an appropriate amount of debt throughout all phases of the lodging cycle. We believe that it is not
prudent to increase the inherent risk of highly cyclical lodging fundamentals through the use of a highly
leveraged 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 to outside limited partners or preferred stock. We
structure our hotel acquisitions to be straightforward and to fit within 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 believe that we maintain a reasonable amount of debt. As of December 31, 2017, we had

$937.8 million of debt outstanding with a weighted average interest rate of 3.8% and a weighted
average maturity date of approximately 5.7 years. We maintain one of the lowest levered balance sheets
among our lodging REIT peers. We maintain balance sheet flexibility with limited near-term debt
maturities, capacity under our senior unsecured credit facility and 20 of our 28 hotels unencumbered by
mortgage debt. We remain committed to our core strategy of maintaining a simple capital structure
with conservative leverage.

Information about our financing activities is available in Note 8 to the accompanying consolidated

financial statements.

Share Repurchase Program

We have a $150 million share repurchase program authorizing us to repurchase shares of our

common stock. Information about our share repurchase program is found in Note 5 to the
accompanying consolidated financial statements. During the year ended December 31, 2016, we
repurchased 728,237 shares of our common stock at an average price of $8.92 per share for a total
purchase price of $6.5 million. We have not repurchased any additional shares in 2017 or subsequent to
December 31, 2017. We retired all repurchased shares on their respective settlement dates. In
December 2017, our board of directors renewed the $150 million share repurchase program, effective
January 1, 2018. As of February 27, 2018, we have $150.0 million of authorized capacity remaining
under our share repurchase program. Currently, we do not expect to utilize our share repurchase
program unless we believe our cost of capital is elevated.

Short-Term Borrowings

Other than borrowings under our senior unsecured credit facility, we do not utilize short-term

borrowings to meet liquidity requirements.

Senior Unsecured Credit Facility

We are party to a $300 million senior unsecured credit facility expiring in May 2020. Information
about our senior unsecured credit facility is found in Note 8 to the accompanying consolidated financial
statements. As of December 31, 2017, we had no outstanding borrowings on our senior unsecured
credit facility.

Senior Unsecured Term Loans

We are party to a $100 million unsecured term loan expiring in May 2021 and a $200 million
unsecured term loan expiring in April 2022. Information about our senior unsecured term loans is
found in Note 8 to the accompanying consolidated financial statements.

Sources and Uses of Cash

Our principal sources of cash are net cash flow from hotel operations and borrowings under
mortgage debt, term loans, our senior unsecured credit facility, proceeds from hotel dispositions, and
proceeds from insurance claims. Our principal uses of cash are acquisitions of hotel properties, debt
service, debt maturities, capital expenditures, operating costs, corporate expenses, natural disaster

remediation and repair costs and dividends. As of December 31, 2017, we had $183.6 million of
unrestricted corporate cash and $40.2 million of restricted cash, as well as our senior unsecured credit
facility with no outstanding borrowings.

Our net cash provided by operations was $204.5 million for the year ended December 31, 2017.
Our cash from operations generally consists of the net cash flow from hotel operations offset by cash
paid for corporate expenses and other working capital changes.

Our net cash used in investing activities was $178.6 million for the year ended December 31, 2017,

which consisted of $93.8 million paid for the acquisitions of L’Auberge de Sedona and Orchards Inn
Sedona and capital expenditures at our hotels of $99.6 million, offset by $10.0 million of proceeds from
our property insurance policy related to remediation activities at our hotels impacted by Hurricanes
Irma and Maria, and the net return of $5.5 million from property improvement reserves included
within restricted cash to fund capital expenditures.

Our net cash used in financing activities was $85.4 million for the year ended December 31, 2017,
which consisted of our $170.4 million repayment of the mortgage debt secured by the Lexington Hotel,
$100.5 million of dividend payments, $0.5 million paid to repurchase shares upon the vesting of
restricted stock for the payment of tax withholding obligations, $1.6 million of financing costs related to
our unsecured term loan, and $12.4 million of scheduled mortgage debt principal payments, partially
offset by $200.0 million of proceeds from our new unsecured term loan.

We currently anticipate our significant sources of cash for the year ending December 31, 2018 will
be the net cash flow from hotel operations, proceeds from insurance claims, and potential issuance of
shares under our ATM Program. We expect our estimated uses of cash for the remainder of the year
ending December 31, 2018 will be regularly scheduled debt service payments, capital expenditures,
remediation and repair costs, dividends, corporate expenses, potential hotel acquisitions, and potential
share repurchases.

Dividend Policy

We intend to distribute to our stockholders dividends at least equal to our REIT taxable income to
avoid paying corporate income tax and excise tax on our earnings (other than the earnings of our TRS,
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:127) 90% of our REIT taxable income determined without regard to the dividends paid deduction

and excluding net capital gains, plus

(cid:127) 90% of the excess of our net income from foreclosure property over the tax imposed on such

income by the Code, minus

(cid:127) any excess non-cash income.

The timing and frequency of distributions will be authorized by our board of directors and
declared by us based upon a variety of factors, including our financial performance, restrictions under
applicable law and our current and future loan agreements, our debt service requirements, our capital
expenditure requirements, the requirements for qualification as a REIT under the Code and other
factors that our board of directors may deem relevant from time to time.

The following table sets forth the dividends on our common shares for the years ended

December 31, 2017 and 2016:

Payment Date

Record Date

Dividend
per Share

March 31, 2016
April 12, 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . .
June 30, 2016
July 12, 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
October 12, 2016 . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2016
January 12, 2017 . . . . . . . . . . . . . . . . . . . . . . . . . . December 30, 2016
March 31, 2017
April 12, 2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . .
June 30, 2017
July 12, 2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
October 12, 2017 . . . . . . . . . . . . . . . . . . . . . . . . . .
September 29, 2017
January 12, 2018 . . . . . . . . . . . . . . . . . . . . . . . . . . December 29, 2017

$0.125
$0.125
$0.125
$0.125
$0.125
$0.125
$0.125
$0.125

Capital Expenditures

The management and franchise agreements for each of our hotels provide for the establishment of

separate property improvement reserves to cover, among other things, the cost of replacing and
repairing furniture, fixtures and equipment at our hotels and other routine capital expenditures.
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 reserves under the applicable management or
franchise agreement. As of December 31, 2017, we have set aside $34.9 million for capital projects in
property improvement funds, which are included in restricted cash.

We spent approximately $99.6 million on capital improvements during the year ended

December 31, 2017, which included the following significant projects:

(cid:127) Chicago Marriott Downtown: We completed the third phase of the multi-year renovation, which

included the upgrade renovation of approximately 340 guest rooms.

(cid:127) The Gwen: We completed the renovation of the hotel’s 311 guest rooms in April 2017.

(cid:127) Worthington Renaissance: We completed the renovation of the hotel’s 504 guest rooms in January

2017.

(cid:127) Charleston Renaissance: We completed the renovation of the hotel’s 166 guest rooms in February

2017.

(cid:127) The Lodge at Sonoma: We completed the renovation of the hotel’s 182 guest rooms in April

2017.

We expect to spend approximately $135 million on capital improvements at our hotels in 2018,
which includes carryover from certain projects that commenced in 2017. Significant projects in 2018
include the following:

(cid:127) Chicago Marriott Downtown: We commenced the final phase of the hotel’s multi-year renovation,
which includes the remaining 258 of 1,200 guest rooms and the hotel’s meeting space. This final
phase is expected to be completed during the first quarter of 2018.

(cid:127) Vail Marriott: We expect to complete the comprehensive renovation of the hotel’s guest rooms

and meeting space in 2018 after the ski season.

(cid:127) Westin Fort Lauderdale Beach Resort: We expect to renovate the hotel’s 432 guest rooms in 2018.

(cid:127) JW Marriott Denver: We expect to renovate the hotel’s guest rooms, public space and meeting

rooms in the fourth quarter of 2018, with the majority of the work occurring in 2019.

(cid:127) Hotel Rex: We expect to complete a comprehensive renovation of the hotel in the fourth quarter

of 2018. The hotel will close for approximately four months during renovation.

(cid:127) The Inn at Key West: We are in the process of completing a comprehensive renovation of the

hotel as part of the remediation of the substantial wind and water-related damage from
Hurricane Irma. The hotel is expected to reopen as the Havana Cabana Key West in April 2018.

Contractual Obligations

The following table outlines the timing of payment requirements related to our debt and other

commitments of our operating partnership as of December 31, 2017.

Long-Term Debt Obligations Including

Interest(1) . . . . . . . . . . . . . . . . . . . . .

$1,144,919

$49,996

$150,449

$381,330

$ 563,144

Payments Due by Period

Total

Less Than
1 Year

1 to 3 Years

4 to 5 Years

After 5 Years

(In thousands)

Operating Lease Obligations—Ground

Leases and Office Space . . . . . . . . . . .
Purchase Commitments(2) . . . . . . . . . . .

Purchase Orders and Letters of

643,733

4,957

9,468

9,509

619,799

Commitment . . . . . . . . . . . . . . . . . .

32,347

—

Total . . . . . . . . . . . . . . . . . . . . . . . . . . .

$1,820,999

$87,300

$159,917

$390,839

$1,182,943

(1) The interest expense for our variable rate loans is calculated based on the rate as of December 31,

2017.

(2) As of December 31, 2017, purchase orders and letters of commitment totaling approximately
$32.3 million had been issued for renovations at our properties. We have committed to these
projects and anticipate making similar arrangements in the future with our existing properties or
any future properties that we may acquire.

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 non-GAAP financial measures that we believe are useful to investors as key
measures of our operating performance: EBITDA, Adjusted EBITDA, FFO and Adjusted FFO. These
measures should not be considered in isolation or as a substitute for measures of performance in
accordance with U.S. GAAP. EBITDA, Adjusted EBITDA, FFO and Adjusted FFO, as calculated by
us, may not be comparable to other companies that do not define such terms exactly as the Company.

Use and Limitations of Non-GAAP Financial Measures

Our management and Board of Directors use EBITDA, Adjusted EBITDA, FFO and Adjusted
FFO to evaluate the performance of our hotels and to facilitate comparisons between us and other
lodging REITs, hotel owners who are not REITs and other capital intensive companies. The use of
these non-GAAP financial measures has certain limitations. These non-GAAP financial measures as
presented by us, may not be comparable to non-GAAP financial measures as calculated by other real

estate companies. These measures do not reflect certain expenses or expenditures that we incurred and
will incur, such as depreciation, interest and capital expenditures. We compensate for these limitations
by separately considering the impact of these excluded items to the extent they are material to
operating decisions or assessments of our operating performance. Our reconciliations to the most
comparable U.S. GAAP financial measures, and our consolidated statements of operations and cash
flows, include interest expense, capital expenditures, and other excluded items, all of which should be
considered when evaluating our performance, as well as the usefulness of our non-GAAP financial
measures.

These non-GAAP financial measures are used in addition to and in conjunction with results
presented in accordance with U.S. GAAP. They should not be considered as alternatives to operating
profit, cash flow from operations, or any other operating performance measure prescribed by
U.S. GAAP. These non-GAAP financial measures reflect additional ways of viewing our operations that
we believe, when viewed with our U.S. GAAP results and the reconciliations to the corresponding
U.S. GAAP financial measures, provide a more complete understanding of factors and trends affecting
our business than could be obtained absent this disclosure. We strongly encourage investors to review
our financial information in its entirety and not to rely on a single financial measure.

EBITDA and FFO

EBITDA represents net income 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 debt agreements use
EBITDA as a measure of financial compliance. We also use EBITDA as one measure in determining
the value of hotel acquisitions and dispositions.

The Company computes FFO in accordance with standards established by the National Association

of Real Estate Investment Trusts (‘‘NAREIT’’), which defines FFO as net income determined in
accordance with U.S. GAAP, excluding gains or losses from sales of properties and impairment losses,
plus depreciation and amortization. The Company believes that the presentation of FFO provides
useful information to investors regarding its operating performance because it is a measure of the
Company’s operations without regard to specified non-cash items, such as real estate depreciation and
amortization and gains or losses on the sale of assets. The Company also uses FFO as one measure in
assessing its operating results.

Adjustments to EBITDA and FFO

We adjust EBITDA and FFO when evaluating our performance because we believe that the
exclusion of certain additional items described below provides useful supplemental information to
investors regarding our ongoing operating performance and that the presentation of Adjusted EBITDA
and Adjusted FFO when combined with U.S. GAAP net income, EBITDA and FFO, is beneficial to an
investor’s complete understanding of our consolidated operating performance.

We adjust EBITDA and FFO for the following items:

(cid:127) Non-Cash Ground Rent: We exclude the non-cash expense incurred from the straight line

recognition of rent from our ground lease obligations and the non-cash amortization of our
favorable lease assets. We exclude these non-cash items because they do not reflect the actual
rent amounts due to the respective lessors in the current period and they are of lesser
significance in evaluating our actual performance for that period.

(cid:127) Non-Cash Amortization of Favorable and Unfavorable Contracts: We exclude the non-cash

amortization of the favorable and unfavorable contracts recorded in conjunction with certain
acquisitions because the non-cash amortization is based on historical cost accounting and is of
lesser significance in evaluating our actual performance for that period.

(cid:127) Cumulative Effect of a Change in Accounting Principle: Infrequently, the Financial Accounting
Standards Board (FASB) promulgates new accounting standards that require the consolidated
statement of operations to reflect the cumulative effect of a change in accounting principle. We
exclude the effect of these adjustments, which include the accounting impact from prior periods,
because they do not reflect the Company’s actual underlying performance for the current period.

(cid:127) Gains or Losses from Early Extinguishment of Debt: We exclude the effect of gains or losses

recorded on the early extinguishment of debt because these gains or losses result from
transaction activity related to the Company’s capital structure that we believe are not indicative
of the ongoing operating performance of the Company or our hotels.

(cid:127) Hotel Acquisition Costs: We exclude hotel acquisition costs expensed during the period because

we believe these transaction costs are not reflective of the ongoing performance of the Company
or our hotels.

(cid:127) Severance Costs: We exclude corporate severance costs incurred with the termination of
corporate-level employees and severance costs incurred at our hotels related to lease
terminations or structured severance programs because we believe these costs do not reflect the
ongoing performance of the Company or our hotels.

(cid:127) Hotel Manager Transition Items: We exclude the transition costs and other related items, such as
the acceleration of key money amortization, associated with a change in hotel manager because
we believe these items do not reflect the ongoing performance of the Company or our hotels.

(cid:127) Other Items: From time to time we incur costs or realize gains that we consider outside the

ordinary course of business and that we do not believe reflect the ongoing performance of the
Company or our hotels. Such items may include, but are not limited to the following:
pre-opening costs incurred with newly developed hotels; lease preparation costs incurred to
prepare vacant space for marketing; management or franchise contract termination fees; gains or
losses from legal settlements; bargain purchase gains incurred upon acquisition of a hotel; costs
incurred related to natural disasters, such as hurricanes; and gains from insurance proceeds,
other than income related to business interruption insurance.

In addition, to derive Adjusted EBITDA we exclude gains or losses on dispositions and

impairment losses because we believe that including them in EBITDA does not reflect the ongoing
performance of our hotels. Additionally, the gain or loss on dispositions and impairment losses are
based on historical cost accounting and represent either accelerated depreciation or excess depreciation
in previous periods, and depreciation is excluded from EBITDA.

In addition, to derive Adjusted FFO we exclude any fair value adjustments to debt instruments.

We exclude these non-cash amounts because they do not reflect the underlying performance of the
Company.

The following table is a reconciliation of our U.S. GAAP net income to EBITDA and Adjusted

EBITDA (in thousands):

Year Ended December 31,

2017

2016

2015

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Real estate related depreciation . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 91,877
38,481
10,207
99,090

(in thousands)
$114,796
41,735
12,399
97,444

$ 85,630
52,684
11,575
101,143

EBITDA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-cash ground rent
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-cash amortization of favorable and unfavorable contracts, net .
Hurricane-related costs(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Loss (gain) on sale of hotel properties(2) . . . . . . . . . . . . . . . . . . .
Loss on early extinguishment of debt
. . . . . . . . . . . . . . . . . . . . . .
Gain on repayments of note receivable(3) . . . . . . . . . . . . . . . . . . .
Hotel acquisition costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hotel manager transition items and pre-opening costs(4) . . . . . . . .
Severance costs(5) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Impairment losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Lease preparation costs(6) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

239,655
6,290
(1,912)
3,280
764
274
—
2,028
(3,637)
—
3,209
—

266,374
5,671
(1,912)
—
(10,698)
—
—
—
—
(563)
—
—

251,032
5,915
(1,651)
—
—
—
(3,927)
949
1,708
328
10,461
1,061

Adjusted EBITDA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$249,951

$258,872

$265,876

(1) Represents stabilization, cleanup, and other costs (such as hotel labor) incurred at our hotels

impacted by Hurricanes Irma or Maria that are not expected to be recovered by insurance.

(2) During the year ended December 31, 2017, we recognized an incremental pre-tax loss of

$0.8 million due to a post-closing adjustment for hotel expenses incurred under our ownership
period related to 2016 dispositions.

(3) Gain on repayment of note receivable in 2015 is related to the repayment of the Oak Brook Hills

Resort loan, is reported net of income tax expense.

(4) Includes items related to the hotel manager changes during the year ended December 31, 2017, as
follows: Courtyard Manhattan Midtown East: (a) employee severance costs of approximately
$0.3 million, (b) transition costs of approximately $0.1 million offset by (c) $1.9 million of
accelerated amortization of key money received from Marriott; transition costs of approximately
$0.4 million related to the Hotel Rex, L’Auberge de Sedona and Orchards Inn Sedona; offset by
$2.6 million of accelerated amortization of key money received from Marriott for Frenchman’s
Reef.

(5) During the year ended December 31, 2016, we reversed $0.7 million of previously recognized
compensation expense for forfeited equity awards related to the resignation of our former
Executive Vice President and Chief Operating Officer. Amounts recognized in 2016 are classified
as corporate expenses on the consolidated statements of operations and amounts recognized in
2015 are classified as other hotel expenses on the consolidated statements of operations.

(6) Represents costs incurred to remove former tenant improvements from a vacant retail space at the

Lexington Hotel.

The following table is a reconciliation of our U.S. GAAP net income to FFO and Adjusted FFO

(in thousands):

Year Ended December 31,

2017

2016

2015

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Real estate related depreciation . . . . . . . . . . . . . . . . . . . . . . . . . .
Impairment losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Loss (gain) on sale of hotel properties, net of income tax(1) . . . . .

$ 91,877
99,090
3,209
458

(in thousands)
$114,796
97,444
—
(9,118)

$ 85,630
101,143
10,461
—

FFO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-cash ground rent
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-cash amortization of favorable and unfavorable contracts, net .
Hurricane-related costs(2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Loss on early extinguishment of debt
. . . . . . . . . . . . . . . . . . . . . .
Gain on repayment of note receivable(3) . . . . . . . . . . . . . . . . . . . .
Hotel acquisition costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hotel manager transition items and pre-opening costs(4) . . . . . . . .
Severance costs(5) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Lease preparation costs(6) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair value adjustments to debt instruments . . . . . . . . . . . . . . . . . .

194,634
6,290
(1,912)
3,280
274
—
2,028
(3,637)
—
—
—

203,122
5,671
(1,912)
—
—
—
—
—
(563)
—
19

197,234
5,915
(1,651)
—
—
(2,317)
949
1,708
328
1,061
125

Adjusted FFO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$200,957

$206,337

$203,352

(1) During the year ended December 31, 2017, we recognized an incremental loss, net of tax, of

$0.5 million due to a post-closing adjustment for hotel expenses incurred under our ownership
period related to 2016 dispositions.

(2) Represents stabilization, cleanup, and other costs (such as hotel labor) incurred at our hotels

impacted by Hurricanes Irma or Maria that are not expected to be recovered by insurance.

(3) Gain on repayment of note receivable in 2015 is related to the repayment of the Oak Brook Hills

Resort loan, is reported net of income tax expense.

(6) Represents costs incurred to remove former tenant improvements from a vacant retail space at the

Lexington Hotel.

Use and Limitations of Non-GAAP Financial Measures

Our management and board of directors use EBITDA, Adjusted EBITDA, FFO and Adjusted
FFO to evaluate the performance of our hotels and to facilitate comparisons between us and other
lodging REITs, hotel owners who are not REITs and other capital intensive companies. The use of
these non-GAAP financial measures has certain limitations. These non-GAAP financial measures as
presented by us, may not be comparable to non-GAAP financial measures as calculated by other real
estate companies. These measures do not reflect certain expenses or expenditures that we incurred and
will incur, such as depreciation, interest and capital expenditures. We compensate for these limitations
by separately considering the impact of these excluded items to the extent they are material to
operating decisions or assessments of our operating performance. Our reconciliations to the most
comparable U.S. GAAP financial measures, and our consolidated statements of operations and cash
flows, include interest expense, capital expenditures, and other excluded items, all of which should be
considered when evaluating our performance, as well as the usefulness of our non-GAAP financial
measures.

Critical Accounting Policies

Our consolidated financial statements include the accounts of DiamondRock Hospitality Company

and all consolidated subsidiaries. The preparation of financial statements in conformity with
U.S. 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 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

equipment and identifiable intangible assets are initially recorded at fair value. Additions to property
and equipment, 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 enter into a hotel management agreement at the time of acquisition and such
agreements are generally based on market terms. 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 our 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 is recognized. Fair market value is estimated based on market data,
estimated cash flows discounted at an appropriate rate, comparable sales information and other
considerations requiring management to use its judgment in determining the assumptions used.

While our hotels have experienced improvement in certain key operating measures as the general
economic conditions improve, the operating performance at certain of our hotels has not achieved our
expected levels. As part of our overall capital allocation strategy, we assess underperforming hotels for
possible disposition, which could result in a reduction in the carrying values of these properties.

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.

Seasonality

The periods during which our hotels experience higher revenues vary from property to property,

New Accounting Pronouncements Not Yet Implemented

See Note 2 to the accompanying consolidated financial statements for additional information

relating to recently issued accounting pronouncements.

Item 7A. 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 to which we expect to be exposed in the future, is interest rate risk. The face amount of
our outstanding debt as of December 31, 2017 was $944.4 million, of which $300 million was variable
rate. If market rates of interest on our variable rate debt fluctuate by 25 basis points, interest expense
would increase or decrease, depending on rate movement, future earnings and cash flows, by
approximately $0.8 million annually.

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

Evaluation of Disclosure 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 Securities 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 has 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 (i) is
recorded, processed, summarized and reported within the time periods specified in the Securities and
Exchange Commission’s rules and forms and (ii) is accumulated and communicated to our
management, including our principal executive officer and principal financial officer, as appropriate to
allow timely decisions regarding disclosure.

Changes in Internal Control over Financial Reporting

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.

Management Report on Internal Control over Financial Reporting

The report of our management regarding internal control over financial reporting is set forth on

page F-2 of this Annual Report on Form 10-K under the caption ‘‘Management Report on Internal
Control over Financial Reporting’’ and incorporated herein by reference.

Attestation Report of Independent Registered Public Accounting Firm

The report of our independent registered public accounting firm regarding our internal control
over financial reporting is set forth on page F-3 of this Annual Report on Form 10-K under the caption
‘‘Report of Independent Registered Public Accounting Firm’’ and incorporated herein by reference.

Item 9B. Other Information

None.

PART III

The information required by Items 10-14 is incorporated by reference to our proxy statement for

the 2017 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) (‘‘2017 proxy statement’’).

Item 10. Directors, Executive Officers and Corporate Governance

Information required by this item is incorporated by reference to our 2018 proxy statement.

Item 11. Executive Compensation

The information required by this item is incorporated by reference to our 2018 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 2018 proxy statement.

Information regarding our equity plans set forth in Item 5 of this Annual Report on Form 10-K is
incorporated by reference into this Item 12.

Item 13. Certain Relationships and Related Transactions and Director Independence

The information required by this item is incorporated by reference to our 2018 proxy statement.

Item 14. Principal Accounting Fees and Services

The information required by this item is incorporated by reference to our 2018 proxy statement.

PART IV

Item 15. Exhibits and Financial Statement Schedules

Financial Statements

Included herein at pages F-1 through F-33.

Financial Statement Schedules

The following financial statement schedule is included herein on pages F-34 and F-35:

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 following exhibits are included in this Annual Report on Form 10-K for the fiscal year ended

December 31, 2017 (and are numbered in accordance with Item 601 of Regulation S-K):

Exhibit
Number

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 on March 1, 2005 (File
no. 333-123065))

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)

3.1.3 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 July 9, 2012)

3.1.4 Articles Supplementary Prohibiting DiamondRock Hospitality Company From Electing to be

Subject to Section 3-803 of the Maryland General Corporation Law Absent Stockholder
Approval (incorporated by reference to the Registrant’s Current Report on Form 8-K filed
with the Securities and Exchange Commission on February 26, 2014)

3.1.5 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 May 5, 2016)

3.2.1

3.2.2

4.1

Fourth 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 May 5, 2016)

First Amendment to the Fourth Amended and Restated Bylaws of DiamondRock Hospitality
Company (incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q filed
with the Securities and Exchange Commission on November 7, 2017)

Form of Certificate for Common Stock for DiamondRock Hospitality Company (incorporated
by reference to the Registrant’s Quarterly Report on Form 10-Q filed with the Securities and
Exchange Commission on May 5, 2010)

Exhibit
Number

Description of Exhibit

10.1 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)

10.2* Amended and Restated 2004 Stock Option and Incentive Plan, as amended and restated on

April 28, 2010 (incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q
filed with the Securities and Exchange Commission on May 5, 2010)

10.3* Amendment to DiamondRock Hospitality Company Amended and Restated 2004 Stock

Option and Incentive Plan, approved by the Board of Directors on July 20, 2011 (incorporated
by reference to the Registrant’s Quarterly Report on Form 10-Q filed with the Securities and
Exchange Commission on October 19, 2011)

10.4* DiamondRock Hospitality Company Deferred Compensation Plan (incorporated by reference
to the Registrant’s Registration Statement on Form S-8 filed with the Securities and Exchange
Commission on August 8, 2014)

10.5* First Amendment to DiamondRock Hospitality Company Deferred Compensation Plan,

approved by the Compensation Committee of the Board of Directors on December 15, 2014
(incorporated by reference to the Registrant’s Annual Report on Form 10-K filed with the
Securities and Exchange Commission on February 27, 2015)

10.6* Form of Restricted Stock Award Agreement (incorporated by reference to the Registrant’s

Quarterly Report on Form 10-Q filed with the Securities and Exchange Commission on
May 5, 2010)

10.7* Form of Market Stock Unit Agreement (incorporated by reference to the Registrant’s Current

Report on Form 8-K filed with the Securities and Exchange Commission on March 9, 2010)

10.8* Relative TSR Performance Stock Unit Agreement (incorporated by reference to the

Registrant’s Annual Report on Form 10-K filed with the Securities and Exchange Commission
on February 25, 2014)

10.9* Form of Deferred Stock Unit Award Agreement (incorporated by reference to the

Registrant’s Quarterly Report on Form 10-Q filed with the Securities and Exchange
Commission on May 5, 2010)

10.10* Form of Director Election Form (incorporated by reference to the Registrant’s Quarterly

Report on Form 10-Q filed with the Securities and Exchange Commission on May 5, 2010)

10.11* 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))

10.12* 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))

Exhibit
Number

Description of Exhibit

10.13* Fourth Amended and Restated Credit Agreement, dated as of May 3, 2016, by and among
DiamondRock Hospitality Company, DiamondRock Hospitality Limited Partnership, Wells
Fargo Bank, National Association, as Administrative Agent, each of Bank of America, N.A.
and Citibank, N.A., as Syndication Agent, U.S. Bank National Association, as Documentation
Agent, and each of Wells Fargo Securities, LLC, Merrill Lynch, Pierce Fenner and Smith
Incorporated and Citigroup Global Markets, as Joint Lead Arrangers and Joint Lead
Bookrunners (incorporated by reference to the Registrant’s Current Report on Form 8-K filed
with the Securities and Exchange Commission on May 6, 2016)

10.14

First Amendment to Fourth Amended and Restated Credit Agreement, dated as of April 26,
2017, by and among DiamondRock Hospitality Company, DiamondRock Hospitality Limited
Partnership, Wells Fargo Bank National Association, as Administrative Agent, and the lenders
party thereto (incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q
filed with the Securities and Exchange Commission on May 5, 2017)

10.15* Term Loan Agreement, dated as of May 3, 2016, by and among DiamondRock Hospitality

Company, DiamondRock Hospitality Limited Partnership, KeyBank National Association, as
Administrative Agent, each of Keybanc Capital Markets, PNC Capital Markets LLC and
Regions Capital Markets as Joint Lead Arrangers, each of PNC Bank, National Association
and Regions Bank as Co-Syndication Agents, and the lenders party thereto (incorporated by
reference to the Registrant’s Current Report on Form 8-K filed with the Securities and
Exchange Commission on May 6, 2016)

10.16

10.17

First Amendment to Term Loan Agreement, dated as of April 26, 2017, by and among
DiamondRock Hospitality Company, DiamondRock Hospitality Limited Partnership, KeyBank
National Association, as Administrative Agent, and the lenders party thereto (incorporated by
reference to the Registrant’s Quarterly Report on Form 10-Q filed with the Securities and
Exchange Commission on May 5, 2017)

Term Loan Agreement, dated as of April 26, 2017, by and among DiamondRock Hospitality
Company, DiamondRock Hospitality Limited Partnership, Regions Bank, as Administrative
Agent, each of Regions Capital Markets, KeyBanc Capital Markets, PNC Capital
Markets LLC and U.S. Bank National Association as Joint Lead Arrangers, each of KeyBank
National Association, PNC Bank, National Association and U.S. Bank National Association,
as Co-Syndication Agents, and the lenders party thereto (incorporated by reference to the
Registrant’s Current Report on Form 8-K filed with the Securities and Exchange Commission
on May 1, 2017)

10.18* Form of Severance Agreement (and schedule of material differences thereto) (incorporated by

reference to the Registrant’s Quarterly Report on Form 10-Q filed with the Securities and
Exchange Commission on April 30, 2012)

10.19* 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 March 6, 2008)

10.20* 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 March 6, 2008)

10.21* 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)

Exhibit
Number

Description of Exhibit

10.22* Form of Indemnification Agreement (incorporated by reference to the Registrant’s Current
Report on Form 8-K filed with the Securities and Exchange Commission on December 16,
2009)

10.23* Severance Agreement between DiamondRock Hospitality Company and William J. Tennis,

dated as of December 16, 2009 (incorporated by reference to the Registrant’s Quarterly
Report on Form 10-Q filed with the Securities and Exchange Commission on April 30, 2012)

10.24* Letter Agreement, dated as of December 9, 2009, by and between DiamondRock Hospitality
Company and William J. Tennis (incorporated by reference to the Registrant’s Annual Report
on Form 10-K filed with the Securities and Exchange Commission on February 26, 2010)

10.25* Severance Agreement between DiamondRock Hospitality Company and Troy G. Furbay, dated

as of April 9, 2014 (incorporated by reference to the Registrant’s Quarterly Report on From
10-Q filed with the Securities and Exchange Commission on May 12, 2014)

10.26* Letter Agreement between DiamondRock Hospitality Company and Thomas Healy, dated as

of December 21, 2016 (incorporated by reference to the Registrant’s Current Report on
Form 8-K filed with the Securities and Exchange Commission on January 4, 2017)

10.27* Severance Agreement between DiamondRock Hospitality Company and Thomas Healy, dated

as of January 17, 2017 (incorporated by reference to the Registrant’s Quarterly Report on
Form 10-Q filed with the Securities and Exchange Commission on May 5, 2017)

10.28* DiamondRock Hospitality Company 2016 Equity Incentive Plan, effective as of May 3, 2016
(incorporated by reference to Appendix B to the Registrant’s Proxy Statement on
Schedule 14A filed with the Securities and Exchange Commission on March 24, 2016)

10.29* Form of Restricted Stock Award Agreement under the 2016 Equity Incentive Plan

(incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q filed with the
Securities and Exchange Commission on August 5, 2016)

10.30* Form of Performance Stock Unit Agreement under the 2016 Equity Incentive Plan

(incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q filed with the
Securities and Exchange Commission on August 5, 2016)

10.31* Form of Deferred Stock Unit Award Agreement under the 2016 Equity Incentive Plan

(incorporated by reference to the Registrant’s Quarterly Report on Form 10-Q filed with the
Securities and Exchange Commission on August 5, 2016)

12.1† Ratio of Earnings to Combined Fixed Charges and Preferred Stock Dividends

21.1† List of DiamondRock Hospitality Company Subsidiaries

23.1† Consent of KPMG LLP

31.1† Certification of Chief Executive Officer Required by Rule 13a-14(a) of the Securities

Exchange Act of 1934, as amended.

31.2† Certification of Chief Financial Officer Required by Rule 13a-14(a) of the Securities Exchange

Act of 1934, as amended.

32.1** Certification of Chief Executive Officer and Chief Financial Officer Required by

Rule 13a-14(b) of the Securities Exchange Act of 1934, as amended.

Attached as Exhibit 101 to this report are the following materials from DiamondRock Hospitality
Company’s Annual Report on Form 10-K for the year ended December 31, 2017 formatted in XBRL

(eXtensible Business Reporting Language): (i) the Consolidated Balance Sheets, (ii) the Consolidated
Statements of Operations, (iii) the Consolidated Statements of Stockholders’ Equity, (iv) the
Consolidated Statements of Cash Flows, and (v) the related notes to these consolidated financial
statements.

†

Exhibit is a management contract or compensatory plan or arrangement.

Filed herewith

** Furnished herewith

Item 16. Form 10-K Summary

Not applicable.

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 27, 2018.

SIGNATURES

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.

Signature

Title

Date

/s/ MARK W. BRUGGER

Mark W. Brugger

Chief Executive Officer and Director
(Principal Executive Officer)

February 27, 2018

/s/ SEAN M. MAHONEY

Sean M. Mahoney

Executive Vice President and Chief
Financial Officer (Principal Financial
Officer)

February 27, 2018

/s/ BRIONY R. QUINN

Briony R. Quinn

Chief Accounting Officer and
Corporate Controller (Principal
Accounting Officer)

February 27, 2018

/s/ WILLIAM W. MCCARTEN

William W. McCarten

/s/ DANIEL J. ALTOBELLO

Daniel J. Altobello

/s/ TIMOTHY CHI

Timothy Chi

/s/ MAUREEN L. MCAVEY

Maureen L. McAvey

Chairman

February 27, 2018

Director

February 27, 2018

Director

February 27, 2018

Director

February 27, 2018

Signature

Title

Date

/s/ GILBERT T. RAY

Gilbert T. Ray

/s/ WILLIAM J. SHAW

William J. Shaw

/s/ BRUCE D. WARDINSKI

Bruce D. Wardinski

Director

February 27, 2018

Director

February 27, 2018

Director

February 27, 2018

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, 2017 and 2016 . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Statements of Operations for the Years Ended December 31, 2017, 2016 and 2015
Consolidated Statements of Stockholders’ Equity for the Years Ended December 31, 2017, 2016
F-8
and 2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Statements of Cash Flows for the Years Ended December 31, 2017, 2016 and 2015
F-9
Notes to Consolidated Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . F-11
Schedule III—Real Estate and Accumulated Depreciation as of December 31, 2017 . . . . . . . . . . F-44

F-2
F-3
F-6
F-7

Page

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

acquisition, 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 (2013) 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, 2017. KPMG LLP, an independent registered public accounting firm, audited the
effectiveness of the Company’s internal control over financial reporting as of December 31, 2017, as
stated in their report, which appears below.

/s/ MARK W. BRUGGER

Chief Executive Officer
(Principal Executive Officer)

/s/ SEAN M. MAHONEY

Executive Vice President and Chief Financial Officer
(Principal Financial Officer)

/s/ BRIONY R. QUINN

Chief Accounting Officer and Corporate Controller
(Principal Accounting Officer)

February 27, 2018

F-2

Report of Independent Registered Public Accounting Firm

To the Stockholders and Board of Directors
DiamondRock Hospitality Company:

Opinion on Internal Control Over Financial Reporting

We have audited DiamondRock Hospitality Company and subsidiaries’ (the Company) internal

control over financial reporting as of December 31, 2017, based on criteria established in Internal
Control—Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the
Treadway Commission. In our opinion, the Company maintained, in all material respects, effective
internal control over financial reporting as of December 31, 2017, based on criteria established in
Internal Control—Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of
the Treadway Commission.

We also have audited, in accordance with the standards of the Public Company Accounting
Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Company as of
December 31, 2017 and 2016, the related consolidated statements of operations, stockholders’ equity,
and cash flows for each of the years in the three-year period ended December 31, 2017, the related
notes, and financial statement schedule III (collectively, the consolidated financial statements), and our
report dated February 27, 2018 expressed an unqualified opinion on those consolidated financial
statements.

Basis for Opinion

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 are a public accounting firm registered with the PCAOB and are required to
be independent with respect to the Company in accordance with the U.S. federal securities laws and
the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audit in accordance with the standards of the PCAOB. 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 of internal control
over financial reporting 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. Our audit also included
performing such other procedures as we considered necessary in the circumstances. We believe that our
audit provides a reasonable basis for our opinion.

Definition and Limitations of Internal Control Over Financial Reporting

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

F-3

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.

/s/ KPMG LLP
McLean, Virginia
February 27, 2018

F-4

Report of Independent Registered Public Accounting Firm

To the Stockholders and Board of Directors
DiamondRock Hospitality Company:

Opinion on the Consolidated Financial Statements

We have audited the accompanying consolidated balance sheets of DiamondRock Hospitality
Company and subsidiaries (the Company) as of December 31, 2017 and 2016, the related consolidated
statements of operations, stockholders’ equity, and cash flows for each of the years in the three-year
period ended December 31, 2017, the related notes, and financial statement schedule III (collectively,
the consolidated financial statements). In our opinion, the consolidated financial statements present
fairly, in all material respects, the financial position of the Company as of December 31, 2017 and
2016, and the results of its operations and its cash flows for each of the years in the three-year period
ended December 31, 2017, in conformity with U.S. generally accepted accounting principles.

We also have audited, in accordance with the standards of the Public Company Accounting
Oversight Board (United States) (PCAOB), the Company’s internal control over financial reporting as
of December 31, 2017, based on criteria established in Internal Control—Integrated Framework (2013)
issued by the Committee of Sponsoring Organizations of the Treadway Commission, and our report
dated February 27, 2018 expressed an unqualified opinion on the effectiveness of the Company’s
internal control over financial reporting.

Basis for Opinion

These consolidated financial statements are the responsibility of the Company’s management. Our

responsibility is to express an opinion on these consolidated financial statements based on our audits.
We are a public accounting firm registered with the PCAOB and are required to be independent with
respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and
regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audits in accordance with the standards of the PCAOB. Those standards require

that we plan and perform the audit to obtain reasonable assurance about whether the consolidated
financial statements are free of material misstatement, whether due to error or fraud. Our audits
included performing procedures to assess the risks of material misstatement of the consolidated
financial statements, whether due to error or fraud, and performing procedures that respond to those
risks. Such procedures included examining, on a test basis, evidence regarding the amounts and
disclosures in the consolidated financial statements. Our audits also included evaluating the accounting
principles used and significant estimates made by management, as well as evaluating the overall
presentation of the consolidated financial statements. We believe that our audits provide a reasonable
basis for our opinion.

/s/ KPMG LLP

We have served as the Company’s auditor since 2004.

McLean, Virginia
February 27, 2018

F-5

DIAMONDROCK HOSPITALITY COMPANY

CONSOLIDATED BALANCE SHEETS

As of December 31, 2017 and 2016

(in thousands, except share and per share amounts)

ASSETS
Property and equipment, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Restricted cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Due from hotel managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Favorable lease assets, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid and other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2017

2016

$2,692,286
40,204
86,621
26,690
71,488
183,569

$2,646,676
46,069
77,928
18,013
19,127
243,095

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$3,100,858

$3,050,908

LIABILITIES AND STOCKHOLDERS’ EQUITY

Liabilities:
Mortgage debt, net of unamortized debt issuance costs . . . . . . . . . . . . . . . . .
Term loans, net of unamortized debt issuance costs . . . . . . . . . . . . . . . . . . . .

$ 639,639
298,153

$ 821,167
99,372

Total debt

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

937,792

920,539

Deferred income related to key money, net . . . . . . . . . . . . . . . . . . . . . . . . .
Unfavorable contract liabilities, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred ground rent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Due to hotel managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dividends declared and unpaid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable and accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . .

14,307
70,734
86,614
74,213
25,708
57,845

20,067
72,646
80,509
58,294
25,567
36,499

Total liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,267,213

1,214,121

Stockholders’ Equity:
Preferred stock, $0.01 par value; 10,000,000 shares authorized; no shares

issued and outstanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

—

Common stock, $0.01 par value; 400,000,000 shares authorized; 200,306,733
and 200,200,902 shares issued and outstanding at December 31, 2017 and
2016, respectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additional paid-in capital
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated deficit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2,003
2,061,451
(229,809)

2,002
2,055,365
(220,580)

Total stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1,833,645

1,836,787

Total liabilities and stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . .

$3,100,858

$3,050,908

The accompanying notes are an integral part of these consolidated financial statements.

F-6

DIAMONDROCK HOSPITALITY COMPANY

CONSOLIDATED STATEMENTS OF OPERATIONS

Years Ended December 31, 2017, 2016, and 2015

(in thousands, except share and per share amounts)

Revenues:
Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Food and beverage . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Operating Expenses:
Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Food and beverage . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Management fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other hotel expenses . . . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization . . . . . . . . . . . . . . . . . . . .
Impairment losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hotel acquisition costs . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gain on business interruption insurance . . . . . . . . . . . . .

Total operating expenses, net

. . . . . . . . . . . . . . . . . . .

Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Interest and other income, net . . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gain on repayment of note receivable . . . . . . . . . . . . . . .
Loss (gain) on sales of hotel properties, net
. . . . . . . . . .
. . . . . . . . . . . . . . .
Loss on early extinguishment of debt

Total other expenses, net . . . . . . . . . . . . . . . . . . . . . . . .

Income before income taxes . . . . . . . . . . . . . . . . . . . . . .
Income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Earnings per share:

Basic earnings per share . . . . . . . . . . . . . . . . . . . . . . .

Diluted earnings per share . . . . . . . . . . . . . . . . . . . . .

Weighted-average number of common shares outstanding:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2017

2016

2015

635,932
183,049
51,024

870,005

158,534
120,460
21,969
302,272
99,090
3,209
2,028
26,711
(4,051)

730,222

139,783

(1,820)
38,481
—
764
274

37,699

102,084
(10,207)

91,877

0.46

650,624
194,756
51,178

896,558

159,151
125,916
30,143
302,805
97,444
—
—
23,629
—

739,088

157,470

(762)
41,735
—
(10,698)
—

30,275

127,195
(12,399)

114,796

0.57

673,578
208,173
49,239

930,990

163,549
137,297
30,633
317,623
101,143
10,461
949
24,061
—

785,716

145,274

(688)
52,684
(3,927)
—
—

48,069

97,205
(11,575)

85,630

0.43

200,784,450

201,079,573

200,796,678

Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

201,521,468

201,676,258

201,459,934

The accompanying notes are an integral part of these consolidated financial statements.

F-7

DIAMONDROCK HOSPITALITY COMPANY

CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY

Years Ended December 31, 2017, 2016 and 2015

(in thousands, except share and per share amounts)

Balance at December 31, 2014 . . . . . . .
Dividends of $0.50 per common share . .
Issuance and vesting of common stock

Common Stock

Par Value

Additional
Paid-In
Capital

Accumulated
Deficit

Total

199,964,041
—

$2,000
—

$2,045,755
353

$(218,768) $1,828,987
(100,789)

(101,142)

grants, net . . . . . . . . . . . . . . . . . . . .

253,130

Sale of common stock in secondary

offerings, net of placement fees and
expenses of $179 . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . .

Balance at December 31, 2015 . . . . . . .
Dividends of $0.50 per common share . .
Issuance and vesting of common stock

grants, net . . . . . . . . . . . . . . . . . . . .
Share repurchases . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . .

Balance at December 31, 2016 . . . . . . .
Dividends of $0.50 per common share . .
Issuance and vesting of common stock

grants, net . . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . .

5
—

2,985

—

2,987

7,785
—

—
85,630

7,790
85,630

524,606
—

200,741,777
—

$2,007
—

$2,056,878
358

$(234,280) $1,824,605
(100,738)

(101,096)

187,362
(728,237)
—

2
(7)
—

4,634
(6,505)
—

—
—
114,796

4,636
(6,512)
114,796

200,200,902
—

$2,002
—

$2,055,365
424

$(220,580) $1,836,787
(100,682)

(101,106)

105,831
—

1
—

5,662
—

—
91,877

5,663
91,877

Balance at December 31, 2017 . . . . . . .

200,306,733

$2,003

$2,061,451

$(229,809) $1,833,645

The accompanying notes are an integral part of these consolidated financial statements.

F-8

DIAMONDROCK HOSPITALITY COMPANY

CONSOLIDATED STATEMENTS OF CASH FLOWS

Years Ended December 31, 2017, 2016 and 2015

(in thousands)

2017

2016

2015

Cash flows from operating activities:

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Adjustments to reconcile net income to net cash provided by operating activities:

$ 91,877

$ 114,796

$ 85,630

Real estate depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate asset depreciation as corporate expenses . . . . . . . . . . . . . . . . . . . . . . .
Loss (gain) on sale of hotel properties, net . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gain on repayment of note receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Loss on early extinguishment of debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-cash ground rent
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-cash amortization of financing costs, debt premium, and interest rate cap as

interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Impairment losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Estimated recovery of impairment losses from insurance . . . . . . . . . . . . . . . . . . .
Gain on business interruption insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortization of favorable and unfavorable contracts, net . . . . . . . . . . . . . . . . . . .
Amortization of deferred income related to key money . . . . . . . . . . . . . . . . . . . .
Stock-based compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred income tax expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Changes in assets and liabilities:

Prepaid expenses and other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Restricted cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Due to/from hotel managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable and accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

99,090
95
764
—
274
6,290

1,950
43,993
(40,784)
(4,051)
(1,912)
(5,760)
6,201
7,702

(22,282)
2,535
1,540
17,006

97,444
66
(10,698)
—
—
5,671

2,302
—
—
—
(1,912)
(2,851)
5,321
10,405

17,007
55
(1,056)
(20,969)

101,143
80
—
(3,927)
—
5,915

2,353
10,461
—
—
(1,651)
(993)
5,723
10,292

(3,144)
12,606
106
2,963

Net cash provided by operating activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

204,528

215,581

227,557

Cash flows from investing activities:

Hotel capital expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hotel acquisitions
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from sale of properties, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from property insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes receivable repayments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Change in restricted cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Receipt of deferred key money . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(99,551)
(93,795)
(764)
10,042
—
5,457
—

(102,861)
—
183,874
—
—
4,641
—

(62,950)
(150,400)
—
—
3,927
2,785
3,000

Net cash (used in) provided by investing activities . . . . . . . . . . . . . . . . . . . . . . . . .

(178,611)

85,654

(203,638)

Cash flows from financing activities:

Scheduled mortgage debt principal payments . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Repurchase of common stock and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from sale of common stock, net
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from mortgage debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Repayments of mortgage debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from senior unsecured term loan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Draws on senior unsecured credit facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Repayments of senior unsecured credit facility . . . . . . . . . . . . . . . . . . . . . . . . . . .
Payment of financing costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchase of interest rate cap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Payment of cash dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(12,417)
(537)
—
—
(170,368)
200,000
—
—
(1,579)
—
(100,542)

(11,198)
(7,197)
—
—
(249,793)
100,000
75,000
(75,000)
(2,765)
—
(100,771)

(13,322)
(2,735)
7,790
355,000
(202,130)
—
195,000
(195,000)
(2,866)
(325)
(96,112)

Net cash (used in) provided by financing activities . . . . . . . . . . . . . . . . . . . . . . . .

(85,443)

(271,724)

45,300

Net (decrease) increase in cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . .
Cash and cash equivalents, beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(59,526)
243,095

29,511
213,584

69,219
144,365

Cash and cash equivalents, end of year

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 183,569

$ 243,095

$ 213,584

The accompanying notes are an integral part of these consolidated financial statements.

F-9

DIAMONDROCK HOSPITALITY COMPANY

CONSOLIDATED STATEMENTS OF CASH FLOWS (Continued)

Years Ended December 31, 2017, 2016 and 2015

(in thousands)

Supplemental Disclosure of Cash Flow Information:
Cash paid for interest

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$36,288

$40,345

$48,916

Cash paid for income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 3,251

$ 1,973

$ 1,099

Non-cash Investing and Financing Activities:
Unpaid dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$25,708

$25,567

$25,599

Buyer assumption of mortgage debt on sale of hotel . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $89,486

$ —

2017

2016

2015

The accompanying notes are an integral part of these consolidated financial statements.

F-10

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements

1. Organization

DiamondRock Hospitality Company (the ‘‘Company’’ or ‘‘we’’) is a lodging-focused real estate

company that owns a portfolio of premium hotels and resorts. Our hotels are concentrated in key
gateway cities and in destination resort locations and the majority of our hotels are operated under a
brand owned by one of the leading global lodging brand companies (Marriott International, Inc.
(‘‘Marriott’’) or Hilton Worldwide (‘‘Hilton’’)). We are an owner, as opposed to an operator, of the
hotels in our portfolio. As an owner, we receive all of the operating profits or losses generated by our
hotels after we pay fees to the hotel managers, which are based on the revenues and profitability of the
hotels.

As of December 31, 2017, we owned 28 hotels with 9,630 rooms, located in the following markets:

Atlanta, Georgia; Boston, Massachusetts (2); Burlington, Vermont; Charleston, South Carolina;
Chicago, Illinois (2); Denver, Colorado (2); Fort Lauderdale, Florida; Fort Worth, Texas; Huntington
Beach, California; Key West, Florida (2); New York, New York (4); Salt Lake City, Utah; San Diego,
California; San Francisco, California; Sedona, Arizona (2); Sonoma, California; Washington D.C. (2);
St. Thomas, U.S. Virgin Islands; and Vail, Colorado. Two of our hotels, the Frenchman’s Reef &
Morning Star Marriott Beach Resort and the Inn at Key West, are currently closed as a result of
damage incurred from Hurricanes Irma and Maria in September 2017.

We conduct our business through a traditional umbrella partnership real estate investment trust, or

UPREIT, in which our hotel properties are owned by our operating partnership, DiamondRock
Hospitality Limited Partnership, or subsidiaries of our operating partnership. The Company is the sole
general partner of our operating partnership and currently owns, either directly or indirectly, all of the
limited partnership units of our 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 U.S. GAAP. All intercompany accounts and transactions have been eliminated in
consolidation. If the Company determines that it has an interest in a variable interest entity within the
meaning of the Financial Accounting Standards Board ‘‘(FASB’’) Accounting Standards Codification
(‘‘ASC’’) 810, Consolidation, the Company will consolidate the entity when it is determined to be the
primary beneficiary of the entity.

In 2016, the Company adopted the FASB Accounting Standards Update (‘‘ASU’’) No. 2015-02,

Consolidation (Topic 810): Amendments to the Consolidation Analysis. The Company evaluated the
application of ASU No. 2015-02 and concluded that our operating partnership meets the criteria of a
variable interest entity. The Company is the primary beneficiary and, accordingly, we continue to
consolidate our operating partnership. The Company’s sole significant asset is its investment in its
operating partnership, and consequently, substantially all of the Company’s assets and liabilities
represent those assets and liabilities of its operating partnership. In addition, all of the Company’s debt
is an obligation of its operating partnership.

The presentation of deferred tax assets and liabilities has been adjusted in the accompanying
consolidated balance sheet as of December 31, 2016. This adjustment reduced previously reported 2016
deferred tax assets, within prepaid and other assets on the consolidated balance sheet, and previously
reported 2016 deferred tax liabilities, within accounts payable and accrued expenses on the consolidated

F-11

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

2. Summary of Significant Accounting Policies (Continued)

balance sheet, each by $18.6 million, to reflect deferred taxes on a net basis by tax jurisdiction as
required under ASC 740, Income Taxes. There was no impact to the consolidated statement of
operations, the cash flows from operating, investing, or financing activities on the consolidated
statement of cash flows for the year ended December 31, 2016, or to the consolidated statement of
stockholders’ equity as of December 31, 2016.

Use of Estimates

The preparation of the financial statements in conformity with U.S. 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 Measurements

In evaluating fair value, U.S. GAAP outlines a valuation framework and creates a fair value
hierarchy that distinguishes between market assumptions based on market data (observable inputs) and
a reporting entity’s own assumptions about market data (unobservable inputs). The hierarchy ranks the
quality and reliability of inputs used to determine fair value, which are then classified and disclosed in
one of the three categories. The three levels are as follows:

(cid:127) Level 1—Inputs are quoted prices (unadjusted) in active markets for identical assets or liabilities

(cid:127) Level 2—Inputs include quoted prices in active markets for similar assets and liabilities, quoted
prices for identical or similar assets in markets that are not active and model-derived valuations
whose inputs are observable

(cid:127) Level 3—Model-derived valuations with unobservable inputs

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 5 to 40 years for buildings, land improvements and building improvements and

F-12

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

2. Summary of Significant Accounting Policies (Continued)

1 to 10 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
circumstances 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 property and related assets exceed the 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 property’s estimated fair market value
is recorded and an impairment loss is 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 or other
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 related assets and will cease recording depreciation expense. We will
classify the assets and related liabilities as held for sale on the balance sheet.

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 the hotels are recognized when the goods or services are provided.

Revenues consist of room sales, food and beverage sales and other hotel department revenues, such as
telephone, parking, gift shop sales and resort fees.

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 during the period in which the new
rate is enacted. However, deferred tax assets are recognized only to the extent that it is more likely
than not that they will be realized based on consideration of all available evidence, including the future
reversals of existing taxable temporary differences, future projected taxable income and tax planning
strategies. Valuation allowances are provided if, based upon the weight of the available evidence, it is
more likely than not that some or all of the deferred tax assets will not be realized.

F-13

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

2. Summary of Significant Accounting Policies (Continued)

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, local and/or 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 tests 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, which we have elected to be treated as a TRS, and the L’Auberge de
Sedona and Orchards Inn Sedona, which are each leased to a wholly owned subsidiary of the Company,
which we have elected to be treated as a TRS.

We had no accruals for tax uncertainties as of December 31, 2017 and 2016.

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 annually or at interim periods if events or circumstances indicate that the asset may be
impaired.

Earnings Per Share

Basic earnings per share is calculated by dividing net income by the weighted-average number of
common shares outstanding during the period. Diluted earnings per share is calculated by dividing net
income 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 or market 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.

F-14

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

2. Summary of Significant Accounting Policies (Continued)

Comprehensive Income

We do not have any comprehensive income other than net income. If we have any comprehensive

income in future periods, such that a statement of comprehensive income would be necessary, such
statement will be reported as one statement with the consolidated statement of operations.

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 that 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.

Due to/from Hotel Managers

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
due to hotel managers represents liabilities incurred by the hotel 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 or franchise agreements

or completing specific capital projects is deferred and amortized over the term of the hotel
management agreement, the term of the franchise agreement, or other systematic and rational period,
if appropriate. Deferred key money is classified as deferred income in the accompanying consolidated
balance sheets and amortized as an offset to base management fees or franchise fees.

Straight-Line Rental Income and Expense

We record rental income and 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 our 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.

Segment Reporting

Each one of our hotels is an operating segment. We evaluate each of our properties on an
individual basis to assess performance, the level of capital expenditures, and acquisition or disposition

F-15

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

2. Summary of Significant Accounting Policies (Continued)

transactions. Our evaluation of individual properties is not focused on property type (e.g. urban,
suburban, or resort), brand, geographic location, or industry classification.

We aggregate our operating segments using the criteria established by U.S. GAAP, including the

similarities of our product offering, types of customers and method of providing service. All of our
properties react similarly to economic stimulus, such as business investment, changes in Gross Domestic
Product, and changes in travel patterns. As such, all our operating segments meet the aggregation
criteria, resulting in a single reportable segment represented by our consolidated financial results.

Accounting for Impacts of Natural Disasters

Assets destroyed or damaged as a result of natural disasters or other involuntary events are written
off or reduced in carrying value to their salvage value. When recovery of all or a portion of the amount
of property damage loss or other covered expenses through insurance proceeds is demonstrated to be
probable, a receivable is recorded and offsets the loss or expense up to the amount of the total loss or
expense. No gain is recorded until all contingencies related to the insurance claim have been resolved.
Income resulting from business interruption insurance is not recognized until all contingencies related
to the insurance recoveries are resolved.

Recently Issued Accounting Pronouncements

In January 2017, the FASB issued ASU No. 2017-01, Business Combinations (Topic 805): Clarifying
the Definition of a Business, which clarifies the definition of a business to assist entities with evaluating
whether transactions should be accounted for as acquisitions of assets or business combinations. As a
result of the standard, we anticipate that the majority of our hotel acquisitions will be considered asset
purchases as opposed to business combinations. However, the determination will be made on a
transaction-by-transaction basis and we do not expect the determination to materially change the
recognition of the assets and liabilities acquired. This standard will be applied on a prospective basis
and, therefore, it does not affect the accounting for any of our previous transactions. This standard will
be effective for annual periods beginning after December 15, 2017. We adopted ASU No. 2017-01
effective January 1, 2018.

In November 2016, the FASB issued ASU No. 2016-18, Statement of Cash Flows (Topic 230):
Restricted Cash, which requires that the statement of cash flows explain the change during the period in
the total cash, cash equivalents, and amounts generally described as restricted cash or restricted cash
equivalents. This standard will be effective for annual periods beginning after December 15, 2017. We
adopted ASU No. 2016-18 effective January 1, 2018. As a result, restricted cash reserves will be
included with cash and cash equivalents on our consolidated statements of cash flows. The adoption
will not change the presentation of our consolidated balance sheets.

In August 2016, the FASB issued ASU No. 2016-15, Statement of Cash Flows (Topic 230):

Classification of Certain Cash Receipts and Cash Payments, which clarifies and provides specific guidance
on eight cash flow classification issues with an objective to reduce the current diversity in practice. This
standard will be effective for annual periods beginning after December 15, 2017. We adopted
ASU No. 2016-15 effective January 1, 2018 and it did not have a material impact on our consolidated
financial statements.

F-16

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

2. Summary of Significant Accounting Policies (Continued)

In March 2016, the FASB issued ASU No. 2016-09, Compensation—Stock Compensation (Topic
718): Improvements to Employee Share-Based Payment Accounting, which simplifies various aspects of
how share-based payments are accounted for and presented in the financial statements. This standard
requires companies to record all of the tax effects related to share-based payments through the income
statement, allows companies to elect an accounting policy to either estimate the share based award
forfeitures (and expense) or account for forfeitures (and expense) as they occur, and allows companies
to withhold up to the maximum individual statutory tax rate the shares upon settlement of an award
without causing the award to be classified as a liability. This guidance is effective for annual periods
beginning after December 15, 2016. We adopted ASU No. 2016-09 effective January 1, 2017 and it did
not have a material impact on our consolidated financial statements.

In February 2016, the FASB issued ASU No. 2016-02, Leases (Topic 842), which primarily changes

the lessee’s accounting for operating leases by requiring recognition of lease right-of-use assets and
lease liabilities. This standard is effective for annual reporting periods beginning after December 15,
2018, with early adoption permitted. The primary impact of the new standard will be to the treatment
of our ground leases, which represent a majority of all of our operating lease payments. We are
continuing to evaluate the effect of ASU 2016-02 on our consolidated financial statements and related
disclosures.

In May 2014, the FASB issued ASU No. 2014-09, Revenue from Contracts with Customers

(Topic 606), which affects virtually all aspects of an entity’s revenue recognition. The new standard sets
forth five prescribed steps to determine the timing and amount of revenue to be recognized to
appropriately depict the transfer of promised goods or services to customers in an amount that reflects
the consideration to which the entity expects to be entitled in exchange for those goods or services. In
August 2015, the FASB issued ASU No. 2015-14, Revenue from Contracts with Customers (Topic 606):
Deferral of the Effective Date, which deferred the effectiveness of ASU No. 2014-09 to reporting periods
beginning after December 15, 2017 and permitted early application for annual reporting periods
beginning after December 15, 2016. By working in conjunction with our hotel operators, we have
completed our evaluation of the effect that ASU No. 2014-09 will have on our consolidated financial
statements. Because of the short-term, day-to-day nature of our hotel revenues, we have determined
that the pattern of revenue recognition will not change significantly. Furthermore, we do not expect the
standard to significantly impact the recognition of or accounting for real estate sales to third parties,
since we primarily dispose of real estate in exchange for cash with few contingencies.We adopted the
new standard effective January 1, 2018 under the cumulative effect transition method. No adjustment
will be recorded to the Company’s opening balance of retained earnings on January 1, 2018 as there
was no impact to net income for the Company.

F-17

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

3. Property and Equipment

Property and equipment as of December 31, 2017 and 2016 consists of the following (in

thousands):

Land . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Land improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Furniture, fixtures and equipment . . . . . . . . . . . . . . . . . . .
Construction in progress . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 602,879
7,994
2,414,216
423,987
31,906

$ 553,769
7,994
2,355,871
428,991
35,253

2017

2016

Less: accumulated depreciation . . . . . . . . . . . . . . . . . . . . .

3,480,982
(788,696)

3,381,878
(735,202)

$2,692,286

$2,646,676

During 2017, we determined the carrying value of $1.8 million of construction in progress was not
recoverable and we recorded a corresponding $1.8 million charge within impairment losses for the year
ended December 31, 2017.

As of December 31, 2017 and 2016 we had accrued capital expenditures of $11.7 million and

$10.8 million, respectively.

Natural Disaster Impact

During September 2017, several of our hotels were impacted by the effects of Hurricanes Irma and

Maria. Frenchman’s Reef & Morning Star Marriott Beach Resort (‘‘Frenchman’s Reef’’), located in
St. Thomas, U.S. Virgin Islands, sustained significant damage and is currently closed. We expect that
Frenchman’s Reef will remain closed through the end of 2019. The Inn at Key West and Sheraton
Suites Key West located in Key West, Florida and the Westin Fort Lauderdale Beach Resort located in
Fort Lauderdale, Florida were impacted by the effects of Hurricane Irma. Each of our Florida hotels
closed in advance of the storm in order to comply with mandatory evacuation orders. The Westin Fort
Lauderdale Beach Resort and Sheraton Suites Key West sustained minimal damage and reopened
shortly after the storm, while the Inn at Key West sustained substantial damage and remains closed. We
expect the Inn at Key West to reopen in the second quarter of 2018, renamed as the Havana Cabana
Key West.

We maintain property, casualty, flood, and business interruption insurance for each of our hotels
with coverage up to $361 million for each covered event, subject to certain deductibles and sublimits.
While it is expected that insurance proceeds will be sufficient to cover all or a substantial portion of
the remediation costs and business interruption at these hotels, no determination has been made as to
the total amount or timing of the related payments.

During the year ended December 31, 2017, we recognized a $41.7 million impairment loss for

property damage at Frenchman’s Reef, the Inn at Key West, and the Sheraton Suites Key West. We
have filed insurance claims for Frenchman’s Reef and the Inn at Key West, but the damage to the
Sheraton Suites Key West is below the insurance deductible. We recorded a reduction to the
impairment loss and a corresponding receivable of $40.8 million reflecting the insurance proceeds that
are probable of receipt up to the amount of the loss recorded. The receivable for insurance proceeds is

F-18

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

3. Property and Equipment (Continued)

included in prepaid and other assets on the accompanying consolidated balance sheet. We believe these
amounts to be recoverable by considering various factors, including discussions with our insurance
providers, consideration of their financial strength, and review of our insurance provisions and limits.

4. Favorable Lease Assets

In connection with the acquisition of certain hotels, we have recognized intangible assets for
favorable ground leases and tenant leases. Our favorable lease assets, net of accumulated amortization
of $2.7 million and $2.3 million as of December 31, 2017 and 2016, respectively, consist of the following
(in thousands):

Westin Boston Waterfront Hotel Ground Lease . . . . . . . .
Orchards Inn Sedona Annex Sublease . . . . . . . . . . . . . . .
Lexington Hotel New York Tenant Leases . . . . . . . . . . . .

December 31,
2017

December 31,
2016

$17,643
8,925
122

$26,690

$17,859
—
154

$18,013

The favorable lease assets are recorded at the acquisition date and are generally amortized using
the straight-line method over the remaining non-cancelable term of the lease agreement. Amortization
expense for the years ended December 31, 2017, 2016, and 2015, was $0.4 million, $0.3 million, and
$0.5 million, respectively. Amortization expense is expected to total $0.4 million annually for 2018
through 2022.

In connection with our acquisition of the Orchards Inn Sedona on February 28, 2017, we recorded

a $9.1 million favorable lease asset. We determined the value using a discounted cash flow of the
favorable difference between the contractual lease payments and estimated market rents. The market
rents were estimated by a third-party valuation firm and the discount rate was estimated using a risk
adjusted rate of return. See Note 10 for further discussion of this favorable lease asset.

We owned a favorable lease asset related to 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’’). During the second quarter of 2015, we decided not to exercise the option to acquire
the leasehold interest and recorded an impairment loss of $9.6 million, which includes the write-off of
$0.6 million of other assets related to the lease right included within prepaid and other assets on the
accompanying consolidated balance sheets.

During 2015, we evaluated the Lexington Hotel New York favorable tenant leases for

recoverability of the carrying value. The lease with one of the retail tenants at the Lexington Hotel
New York was expected to terminate prior to the end of the lease term. We concluded that the asset
was not realizable and recorded an impairment loss of $0.8 million during 2015.

F-19

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

5. Capital Stock

Common Shares

We are authorized to issue up to 400 million shares of common stock, $0.01 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 out of assets
legally available for the payment of dividends when authorized by our board of directors.

We have an ‘‘at-the-market’’ equity offering program (the ‘‘ATM Program’’), pursuant to which we
may issue and sell shares of our common stock from time to time, having an aggregate offering price of
up to $200 million. We did not sell any shares between January 2015 and December 31, 2017. In
December 2017, our board of directors renewed the ATM Program. As of December 31, 2017,
$200 million of the ATM shares were available to be sold under the ATM Program. Subsequent to
December 31, 2017, we sold 230,719 shares of common stock at an average price of $12.02 for net
proceeds of $2.7 million under the ATM Program.

Our board of directors have approved a share repurchase program authorizing us to repurchase up

to $150 million in shares of our common stock. Repurchases under this program will be made in open
market or privately negotiated transactions as permitted by federal securities laws and other legal
requirements. This authority may be exercised from time to time and in such amounts as market
conditions warrant, and subject to regulatory considerations. The timing, manner, price and actual
number of shares repurchased will depend on a variety of factors including stock price, corporate and
regulatory requirements, market conditions, and other corporate liquidity requirements and priorities.
The share repurchase program may be suspended or terminated at any time without prior notice.

During the year ended December 31, 2016, we repurchased 728,237 shares of our common stock at
an average price of $8.92 per share for a total purchase price of $6.5 million. We have not repurchased
any additional shares subsequent to December 31, 2016. We retired all repurchased shares on their
respective settlement dates. In December 2017, our board of directors renewed the $150 million share
repurchase program, effective January 1, 2018. As of February 27, 2018, we have $150 million of
authorized capacity remaining under our share repurchase program.

Dividends

We have paid the following dividends to holders of our common stock for the years ended

December 31, 2017 and 2016:

Payment Date

Record Date

Dividend
per Share

$0.125
$0.125
$0.125
$0.125
$0.125
$0.125
$0.125
$0.125

F-20

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

5. Capital Stock (Continued)

Preferred Shares

We are authorized to issue up to 10 million shares of preferred stock, $0.01 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. As of December 31, 2017 and 2016,
there were no shares of preferred stock outstanding.

Operating Partnership Units

Holders of operating partnership units have certain redemption rights, which enable them to cause
our 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 the limited
partners or our stockholders. As of December 31, 2017 and 2016, there were no operating partnership
units held by unaffiliated third parties.

6. Stock Incentive Plans

We are authorized to issue up to 6,082,664 shares of our common stock under our 2016 Equity

Incentive Plan (the ‘‘2016 Plan’’), of which we have issued or committed to issue 447,089 shares as of
December 31, 2017. In addition to these shares, additional shares of common stock could be issued in
connection with the performance stock unit awards as further described below. The 2016 Plan replaced
the 2004 Stock Option and Incentive Plan, as amended (the ‘‘2004 Plan’’). We no longer make share
grants and issuances under the 2004 Plan, although awards previously made under the 2004 Plan that
are outstanding will remain in effect in accordance with the terms of that plan and the applicable
award agreements.

Restricted Stock Awards

Restricted stock awards issued to our officers and employees generally vest over a 3-year period
from the date of the grant based on continued employment. 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

F-21

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

6. Stock Incentive Plans (Continued)

corporate expenses in the accompanying consolidated statements of operations. A summary of our
restricted stock awards from January 1, 2015 to December 31, 2017 is as follows:

Unvested balance at January 1, 2015 . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Unvested balance at December 31, 2015 . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Unvested balance at December 31, 2016 . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Number of
Shares

514,419
216,159
(183)
(255,828)

474,567
461,281
(126,610)
(241,698)

567,540
324,502
(16,669)
(244,411)

Weighted-
Average Grant
Date Fair
Value

$10.82
14.48
9.08
10.39

12.72
8.94
10.08
11.83

10.62
11.19
10.80
11.29

Unvested balance at December 31, 2017 . . . . . . . . . . . . . .

630,962

$10.66

The remaining share awards are expected to vest as follows: 287,148 during 2018, 227,699 during
2019, and 116,115 during 2020. As of December 31, 2017, 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, 2017, 2016, and 2015, we recorded $3.1 million, $2.8 million and $2.8 million,
respectively, of compensation expense related to restricted stock awards.

Performance Stock Units

Performance stock units (‘‘PSUs’’) are restricted stock units that vest three years from the date of

grant. Each executive officer is granted a target number of PSUs (the ‘‘PSU Target Award’’). For the
PSUs issued in 2014 and 2015 and vesting in 2017 and 2018, respectively, the actual number of shares
of common stock issued to each executive officer is subject to the achievement of certain levels of total
stockholder return relative to the total stockholder return of a peer group of publicly-traded lodging
REITs over a three-year performance period. There will be no payout of shares of our common stock if
our total stockholder return falls below the 30th percentile of the total stockholder returns of the peer
group. The maximum number of shares of common stock issued to an executive officer is equal to
150% of the PSU Target Award and is earned if our total stockholder return is equal to or greater than
the 75th percentile of the total stockholder returns of the peer group. For PSUs issued in 2016 and
vesting in 2019, the calculation of total stockholder return relative to the total stockholder return of a
peer group over a three-year performance period remained in effect for 75% of the number of PSUs to
be earned in the performance period. The remaining 25% is determined based on achieving
improvement in market share for each of our hotels over the three-year performance period. For the
PSUs issued in 2017 and vesting in 2020, the calculation of total stockholder return relative to the total

F-22

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

6. Stock Incentive Plans (Continued)

stockholder return of a peer group over a three-year performance period applies to 50% of the number
of PSUs to be earned in the performance period. The remaining 50% is determined based on achieving
improvement in market share for each of our hotels over the three-year performance period.

We measure compensation expense for the PSUs based upon the fair market value of the award at

the grant date. Compensation expense is recognized on a straight-line basis over the three-year
performance period and is included in corporate expenses in the accompanying consolidated statements
of operations. The grant date fair value of the portion of the PSUs based on our relative total
stockholder return is determined using a Monte Carlo simulation performed by a third-party valuation
firm. The grant date fair value of the portion of the PSUs based on improvement in market share for
each of our hotels is the closing price of our common stock on the grant date. The determination of
the grant-date fair values of outstanding awards included the following assumptions:

Award Grant Date

Volatility

Risk-Free
Rate

Fair Value at
Grant Date

February 27, 2015 . . . . . . . . . . . . . . . . . . . . . . . . .
February 26, 2016 . . . . . . . . . . . . . . . . . . . . . . . . .
February 26, 2017 . . . . . . . . . . . . . . . . . . . . . . . . .

22.9% 1.01%
24.3% 0.93%
26.7% 1.46%

$12.13
$ 8.42
$10.89

A summary of our PSUs from January 1, 2015 to December 31, 2017 is as follows:

Unvested balance at January 1, 2015 . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additional units from dividends . . . . . . . . . . . . . . . . . . . . .

Unvested balance at December 31, 2015 . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additional units from dividends . . . . . . . . . . . . . . . . . . . . .
Vested(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Unvested balance at December 31, 2016 . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additional units from dividends . . . . . . . . . . . . . . . . . . . . .
Vested(2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Number of
Units

436,170
218,467
21,722

676,359
310,398
38,324
(242,096)
(96,301)

686,684
266,009
33,478
(200,374)

Weighted-
Average Grant
Date Fair
Value

$10.95
12.13
13.51

11.41
8.54
9.37
9.85
10.74

10.65
11.04
11.17
12.15

Unvested balance at December 31, 2017 . . . . . . . . . . . . . .

785,797

$10.42

(1) The number of shares of common stock earned for the PSUs vested in 2016 was equal to

89.5% of the PSU Target Award.

(2) There was no payout of shares of our common stock for PSUs that vested on

February 27, 2017, as our total stockholder return fell below the 30th percentile of the
total stockholder returns of the peer group over the three-year performance period.

F-23

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

6. Stock Incentive Plans (Continued)

The remaining unvested target units are expected to vest as follows: 216,186 during 2018, 294,545

during 2019 and 275,066 during 2020. The number of shares of common stock earned for the PSUs
vesting in 2018 is equal to 51.8% of the PSU Target Award. As of December 31, 2017, the
unrecognized compensation cost related to the PSUs was $3.1 million and is expected to be recognized
on a straight-line basis over a period of 22 months. For the years ended December 31, 2017, 2016, and
2015, we recorded approximately $2.5 million, $2.0 million, and $2.3 million, respectively, of
compensation expense related to the PSUs.

The compensation expense recorded for the year ended December 31, 2016 includes the reversal

of $0.4 million of previously recognized compensation expense resulting from the forfeiture of PSUs
related to the resignation of our former Executive Vice President and Chief Operating Officer.

7. Earnings Per Share

Basic earnings per share is calculated by dividing net income available to common stockholders by

the weighted-average number of common shares outstanding. Diluted earnings per share is calculated
by dividing net income available to common stockholders that has been adjusted for dilutive securities,
by the weighted-average number of common shares outstanding including dilutive securities.

The following is a reconciliation of the calculation of basic and diluted earnings per share (in

thousands, except share and per-share data):

Years Ended December 31,

2017

2016

2015

Numerator:

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

91,877

114,796

85,630

Denominator:
Weighted-average number of common shares

outstanding—basic . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of dilutive securities:

Unvested restricted common stock . . . . . . . . . . . . . .
Shares related to unvested PSUs . . . . . . . . . . . . . . .
Unexercised stock appreciation rights . . . . . . . . . . . .

Weighted-average number of common shares

200,784,450

201,079,573

200,796,678

188,759
548,259
—

47,468
549,217
—

129,640
533,092
524

outstanding—diluted . . . . . . . . . . . . . . . . . . . . . . . . . .

201,521,468

201,676,258

201,459,934

Earnings per share:

Basic earnings per share . . . . . . . . . . . . . . . . . . . . . . .

Diluted earnings per share . . . . . . . . . . . . . . . . . . . . .

0.46

0.57

0.43

We did not include the unexercised stock appreciation rights of 20,770 for the years ended

December 31, 2017 and 2016 as they would be anti-dilutive.

F-24

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

8. Debt

The following table sets forth information regarding the Company’s debt as of December 31, 2017

(dollars in thousands):

Property

Interest Rate

Maturity Date

Amortization
Provisions

Principal Balance as of
December 31,

2017

2016

LIBOR + 2.25% October 2017(1)

Interest Only

— $170,368

4.25% November 2020

25 years

56,717

58,331

3.99% January 2023

25 years

64,833

66,848

3.96% April 2023
3.94% April 2023

4.40% August 2024
3.66% May 2025

30 years
30 years

28,277
64,859

84,067
84,116

28,896
66,276

85,451
85,000

4.33% July 2025
4.36% November 2025

30 years
30 years

63,519
198,046

64,579
201,470

Lexington Hotel New York .
Salt Lake City Marriott

Downtown . . . . . . . . . . .

Westin Washington D.C.

City Center . . . . . . . . . .

The Lodge at Sonoma, a
Renaissance Resort &
Spa . . . . . . . . . . . . . . . .
Westin San Diego . . . . . . .
Courtyard Manhattan /

Midtown East . . . . . . . . .
Renaissance Worthington . .
JW Marriott Denver at

Cherry Creek . . . . . . . . .
Boston Westin . . . . . . . . . .

Unamortized debt

issuance costs . . . . . . .

Total mortgage debt, net of

unamortized debt
issuance costs . . . . . . . . .

(4,795)

(6,052)

639,639

100,000
200,000

821,167

100,000
—

(1,847)

(628)

298,153

99,372

Unsecured term loan . . . . . LIBOR + 1.45%(2) May 2021
Unsecured term loan . . . . . LIBOR + 1.45%(2) April 2022

Interest Only
Interest Only

Unamortized debt

issuance costs . . . . . . .

Unsecured term loans, net
of unamortized debt
issuance costs . . . . . . . . .

Senior unsecured credit

facility . . . . . . . . . . . . . .

LIBOR + 1.50% May 2020(3)

Interest Only

—

Total debt, net of

unamortized debt
issuance costs . . . . . . .

Weighted-Average Interest

Rate . . . . . . . . . . . . . . .

3.79%

(1) The mortgage was repaid on April 26, 2017.

(2) The interest rate at December 31, 2017 was 2.81%

$937,792

$920,539

(3) The credit facility may be extended for an additional year upon the payment of applicable fees and the

satisfaction of certain customary conditions.

F-25

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

8. Debt (Continued)

The aggregate debt maturities as of December 31, 2017 are as follows (in thousands):

2018 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2022 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 13,642
14,247
66,238
113,574
214,153
522,580

$944,434

Mortgage Debt

We have incurred limited recourse, property specific mortgage debt secured by 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 or other customary recourse provisions, the lender may seek
payment from us. As of December 31, 2017, 8 of our 28 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 trap’’ provisions as well as restrictions on
incurring additional debt without lender consent. As of December 31, 2017, we were in compliance with
the financial covenants of our mortgage debt.

On April 26, 2017, we repaid the mortgage loan secured by the Lexington Hotel New York with
proceeds from a new unsecured term loan, which is discussed further below. The mortgage loan had an
outstanding balance of $170.4 million at repayment.

Senior Unsecured Credit Facility

We are party to a $300 million senior unsecured credit facility with a maturity date of May 2020.

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. The facility also includes an
accordion feature to expand up to $600 million, subject to lender consent. The interest rate on the
facility is based upon LIBOR, plus an applicable margin based upon the Company’s leverage ratio, as
follows:

Leverage Ratio

Less than or equal to 35% . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Greater than 35% but less than or equal to 45% . . . . . . . . . . . . . . . . . . .
Greater than 45% but less than or equal to 50% . . . . . . . . . . . . . . . . . . .
Greater than 50% but less than or equal to 55% . . . . . . . . . . . . . . . . . . .
Greater than 55% . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Applicable
Margin

1.50%
1.65%
1.80%
2.00%
2.25%

F-26

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

8. Debt (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 average usage of the facility
was greater than 50% or 0.30% of the unused portion of the facility if the average usage of the facility
was less than or equal to 50%.

The facility also contains various corporate financial covenants. A summary of the most restrictive

covenants is as follows:

Maximum leverage ratio(1) . . . . . . . . . . . . . . . . . . .
Minimum fixed charge coverage ratio(2) . . . . . . . . .
Minimum tangible net worth(3) . . . . . . . . . . . . . . . .
Secured recourse indebtedness

. . . . . . . . . . . . . . . . Less than 45%
of Total Asset
Value

Covenant

60%
1.50x
$1.91 billion

Actual at
December 31,
2017

24.6%
4.42x
$2.60 billion
21.4%

(1) Leverage ratio is net indebtedness, as defined in the credit agreement, divided by total
asset value, defined in the credit agreement as the value of our owned hotels based on
hotel net operating income divided by a defined capitalization rate.

(2) Fixed charge coverage ratio is Adjusted EBITDA, generally defined in the credit

agreement as EBITDA less FF&E reserves, for the most recently ending 12 months, to
fixed charges, which is defined in the credit agreement as interest expense, all regularly
scheduled principal payments and payments on capitalized lease obligations, for the same
most recently ending 12-month period.

(3) Tangible net worth, as defined in the credit agreement, is (i) total gross book value of all

assets, exclusive of depreciation and amortization, less intangible assets, total
indebtedness, and all other liabilities, plus (ii) 75% of net proceeds from future equity
issuances.

As of December 31, 2017, we had no borrowings outstanding under the facility and the Company’s

leverage ratio was 24.6%. Accordingly, interest on our borrowings under the facility, if any, will be
based on LIBOR plus 150 basis points for the following quarter. We incurred interest and unused
credit facility fees on the facility of $1.0 million, $1.3 million and $1.1 million for the years ended
December 31, 2017, 2016 and 2015, respectively.

Unsecured Term Loans

We are party to a five-year $100 million unsecured term loan and a five-year $200 million

unsecured term loan.

The financial covenants of the term loans are consistent with the covenants on our senior
unsecured credit facility, which are described above. The interest rate on each of the term loans is

F-27

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

8. Debt (Continued)

based on a pricing grid ranging from 145 to 220 basis points over LIBOR, based on the Company’s
leverage ratio, as follows:

Leverage Ratio

Applicable
Margin

1.45%
1.60%
1.75%
1.95%
2.20%

As of December 31, 2017, the Company’s leverage ratio was 24.6%. Accordingly, interest on our

borrowings under the term loans will be based on LIBOR plus 145 basis points for the following
quarter. We incurred interest on the term loans of $6.2 million and $1.3 million for the years ended
December 31, 2017 and 2016, respectively.

9. Dispositions

On June 8, 2016, we sold the 485-room Orlando Airport Marriott to an unaffiliated third party for
a contractual sales price of $63 million. We received net proceeds of approximately $65.8 million from
the transaction, which included credit for the hotel’s capital replacement reserve. We recognized a
pre-tax gain on sale of the hotel of approximately $3.7 million.

On June 30, 2016, we sold the 821-room Hilton Minneapolis to an unaffiliated third party for a
contractual sales price of $140 million. The buyer assumed the $89.5 million mortgage loan secured by
the hotel. We received net proceeds of approximately $54.8 million from the transaction, which
included credit for the hotel’s working capital. We recognized a pre-tax gain on sale of the hotel of
approximately $4.9 million during the year ended December 31, 2016. We recognized an incremental
pre-tax loss of $0.8 million during the year ended December 31, 2017 due to a post-closing adjustment
for hotel expenses incurred under our ownership period.

On July 7, 2016, we sold the 169-room Hilton Garden Inn Chelsea/New York City to an
unaffiliated third party for a contractual sales price of $65.0 million. We received net proceeds of
approximately $63.3 million from the transaction. We recognized a pre-tax gain on sale of the hotel of
approximately $2.0 million.

Our consolidated statements of operations include the following pre-tax income (loss), inclusive of

the gains and losses on sale, from the hotel properties sold during 2016 (in thousands):

Orlando Airport Marriott . . . . . . . . . . . . . . . . . . . . . . . .
Hilton Minneapolis . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hilton Garden Inn Chelsea/New York City . . . . . . . . . . .

$ — $ 8,225
4,872
3,107

(764)
—

$2,752
1,428
3,272

Total pre-tax (loss) income . . . . . . . . . . . . . . . . . . . . .

$(764) $16,204

$7,452

2017

2016

2015

F-28

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

10. Acquisitions

2017 Acquisitions

On February 28, 2017, we acquired the 88-room L’Auberge de Sedona and the 70-room Orchards

Inn Sedona, each located in Sedona, Arizona, for a total contractual purchase price of $97 million. The
acquisition was funded with corporate cash. The hotels were managed by IMH Financial Corporation
(‘‘IMH’’) through December 6, 2017. The management agreement provided for a base management fee
of 2.45% of gross revenues during IMH’s management of the hotel in 2017.

Effective December 7, 2017, the hotel is managed by Two Roads Hospitality pursuant to a new

management agreement with an initial term of five years. The management agreement provides for a
base management fee of 0.5% of gross revenues through 2018, 1% of gross revenues in 2019, and 1.5%
of gross revenues for the remainder of the term. The management agreement also provides for an
incentive management fee of 10% of hotel operating profit above an owner’s priority determined in
accordance with the terms of the management agreement. The incentive management fee is capped at
1% of gross revenues for each year. The management agreement also specifies a corporate marketing
contribution of 1% of gross revenues.

We lease the buildings and sublease the underlying land containing 28 of the 70 rooms at the
Orchards Inn Sedona, which expires in 2070, including all extension options. We reviewed the terms of
the annex sublease in conjunction with the hotel acquisition accounting and concluded that the terms
are favorable to us compared with a typical current market lease. As a result, we recorded a
$9.1 million favorable lease asset that will be amortized through 2070.

2015 Acquisitions

On February 6, 2015, we acquired the 157-room Shorebreak Hotel located in Huntington Beach,

California for a purchase price of $58.8 million. Upon acquisition of the hotel, we entered into a
10-year management agreement with Kimpton Hotel and Restaurant Group, LLC.

On June 30, 2015, we acquired the 184-suite Sheraton Suites Key West located in Key West,
Florida for a purchase price of $94.4 million. We assumed the existing management agreement with
Ocean Properties.

The following table summarizes the estimated fair values of the assets acquired and liabilities

assumed in our acquisitions (in thousands):

Land . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Building and improvements . . . . . . . . . . . . . . . .
Furniture, fixtures and equipment . . . . . . . . . . . .

Total fixed assets . . . . . . . . . . . . . . . . . . . . . .
Favorable lease asset . . . . . . . . . . . . . . . . . . . . .
Unfavorable lease liability . . . . . . . . . . . . . . . . .
Other assets and liabilities, net . . . . . . . . . . . . . .

L’Auberge de Orchards Inn

Sedona

$39,384
22,204
4,376

65,964
—
—
(2,710)

Sedona

$ 9,726
10,180
1,982

21,888
9,065
—
(412)

Shorebreak
Hotel

Sheraton Suites
Key West

$19,908
37,525
1,338

58,771
—
(349)
401

$49,592
42,958
1,378

93,928
—
—
500

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$63,254

$30,541

$58,823

$94,428

F-29

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

10. Acquisitions (Continued)

Acquired properties are included in our results of operations from the date of acquisition. The
following pro forma financial information for the years ended December 31, 2017, 2016, and 2015,
presents our results of operations (in thousands, except per share data) as if the hotels acquired in
2017 were acquired on January 1, 2016 and as if the hotels acquired in 2015 were acquired on
January 1, 2014. The pro forma information is not necessarily indicative of the results that actually
would have occurred nor does it indicate future operating results.

Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,

2017

2016

2015

(unaudited)
$873,427

(unaudited)
$924,806

(unaudited)
$942,547

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 91,602

$118,232

$ 89,184

Earnings per share:
Basic earnings per share . . . . . . . . . . . . . . . . . .

Diluted earnings per share . . . . . . . . . . . . . . . .

0.46

0.45

0.59

0.44

For the year ended December 31, 2017, our consolidated statement of operations includes
$29.3 million of revenues and $5.9 million of net income related to the operations of the hotels
acquired in 2017.

Recent Developments

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, local and/or foreign income taxes.

F-30

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

11. Income Taxes (Continued)

Our provision for income taxes consists of the following (in thousands):

Current—Federal

. . . . . . . . . . . . . . . . . . . . . . . . . . .
State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Deferred—Federal . . . . . . . . . . . . . . . . . . . . . . . . . . .
State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended December 31,

2017

2016

2015

622
1,221
662

2,505
6,432
425
845

7,702

$ — $ —
770
515

1,297
697

1,994
9,779
1,324
(698)

1,285
8,249
2,315
(274)

10,405

10,290

Income tax provision . . . . . . . . . . . . . . . . . . . . . . . . .

$10,207

$12,399

$11,575

A reconciliation of the statutory federal tax provision to our income tax provision is as follows (in

thousands):

Year Ended December 31,

2017

2016

2015

Statutory federal tax provision (35)% . . . . . . . . . . .
Tax impact of REIT election . . . . . . . . . . . . . . . . .
State income tax provision, net of federal tax benefit
Foreign income tax benefit . . . . . . . . . . . . . . . . . . .
Tax reform impact on U.S. taxes . . . . . . . . . . . . . . .
Tax reform impact on foreign taxes . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 35,729
(22,277)
1,652
(430)
(2,143)
(2,076)
(248)

$ 44,518
(31,101)
1,703
(3,080)
—
—
359

$ 34,272
(21,544)
1,745
(2,266)
—
—
(632)

Income tax provision . . . . . . . . . . . . . . . . . . . . . . .

$ 10,207

$ 12,399

$ 11,575

On December 22, 2017, the U.S. government enacted comprehensive tax legislation, H.R. 1,
originally known as the Tax Cuts and Jobs Act (the ‘‘Tax Act’’). Among other changes to the U.S. tax
code, the Tax Act reduces the U.S. federal corporate income tax rate to 21%, and requires companies
to pay a one-time transition tax on certain unrepatriated earnings (where applicable) of foreign
subsidiaries with an election option to defer the transition tax over eight years. Accordingly, our federal
net deferred tax liabilities as of December 31, 2017 have been remeasured using a U.S. federal income
tax rate of 21% that is effective beginning on January 1, 2018, to reflect the effects of the enacted
changes in tax rates at the date of enactment based on the applicable enacted tax rate when the
temporary differences and carryforwards are expected to reverse. The impact of this remeasurement is
a decrease to net deferred tax liabilities and a decrease to the deferred income tax provision in 2017 of
approximately $4.2 million. Additionally, we incurred a transition tax obligation of $18.2 million related
to the deemed mandatory repatriation of foreign earnings and profits of the Frenchman’s Reef &
Morning Star Marriott Beach Resort (located in the U.S. Virgin Islands) that we have elected to defer
over the eight-year period allowed (upon election) under the Tax Act. The transition tax increased our
2017 REIT taxable income in 2017 by approximately $1.5 million.

F-31

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

11. Income Taxes (Continued)

We are required to pay franchise taxes in certain jurisdictions. We recorded approximately
$0.4 million of franchise taxes during each of the years ended December 31, 2017, 2016 and 2015,
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 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):

2017

2016

Federal

Net operating loss carryforwards . . . . . . . . . . . . . . . . . . . .
Deferred income related to key money . . . . . . . . . . . . . . . .
Alternative minimum tax credit carryforwards . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization . . . . . . . . . . . . . . . . . . . . . .

$ 3,099
2,549
169
355
(8,889)

$ 12,629
5,313
—
296
(14,535)

Federal—Deferred tax (liabilities) assets, net . . . . . . . . . . . . .

$(2,717) $ 3,703

State

$ 3,126
801
81
111
(2,803)
(400)

$ 3,021
816
71
45
(2,231)
(400)

State—Deferred tax assets, net . . . . . . . . . . . . . . . . . . . . . . .

Foreign (USVI)

Deferred income related to key money . . . . . . . . . . . . . . . .
Depreciation and amortization . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Land basis recorded in purchase accounting . . . . . . . . . . . .

916

$ 1,322

95
(796)
1
(2,617)

$ 1,278
508
2
(4,260)

Foreign—Deferred tax liabilities, net . . . . . . . . . . . . . . . . . . .

$(3,317) $ (2,472)

F-32

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

11. Income Taxes (Continued)

As of December 31, 2017, we had deferred tax assets of $6.2 million consisting of federal and state
net operating loss carryforwards. The federal loss carryforwards of $3.1 million generally expire in 2029
through 2034 if not utilized by then. We believe that it is more likely than not that the results of future
operations will generate sufficient taxable income to realize the deferred tax asset related to federal
loss carryforwards prior to their expiration and have determined that no valuation allowance is
required. The state loss carryforwards of $3.1 million generally expire in 2020 through 2034 if not
utilized by then. The Company analyzes state loss carryforwards on a state by state basis and records a
valuation allowance when we deem it more likely than not that future results will not generate
sufficient taxable income in the respective state to realize the deferred tax asset prior to the expiration
of the loss carryforwards. As of December 31, 2017, we have a $0.4 million valuation allowance on the
deferred tax asset related to the Illinois state loss carryforward. The remaining deferred tax assets of
$4.2 million are expected to be recovered against reversing existing taxable temporary differences.

The Frenchman’s Reef & Morning Star Marriott Beach Resort is owned by a subsidiary that has
elected to be treated as a TRS, and is subject to U.S. Virgin Islands (‘‘USVI’’) income taxes. We are
party to a tax agreement with the USVI that reduces the income tax rate to approximately 7%. This
agreement expires in February 2030.

12. Relationships with Managers

We are party to hotel management agreements for each of our hotels owned. 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

F-33

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

12. Relationships with Managers (Continued)

the initial term unless the property manager gives notice to us of its election not to renew the hotel
management agreement.

Property

Manager

Date of
Agreement

Initial
Term

Number of Renewal
Terms

Atlanta Alpharetta Marriott
. . . . . . Marriott
Bethesda Marriott Suites . . . . . . . . Marriott
. . . . . . . Marriott
Boston Westin Waterfront
Chicago Marriott Downtown . . . . . . Marriott
Courtyard Denver Downtown . . . . . Sage Hospitality
Courtyard Manhattan/Fifth Avenue . . Marriott
Courtyard Manhattan/Midtown East . HEI Hotels & Resorts (1)
Frenchman’s Reef & Morning Star

Marriott Beach Resort

. . . . . . . . Marriott (2)

The Gwen Chicago . . . . . . . . . . . . HEI Hotels & Resorts
Hilton Boston Downtown . . . . . . . . Davidson Hotels & Resorts
Hilton Burlington . . . . . . . . . . . . .
Interstate Hotels & Resorts
Hilton Garden Inn New York City/

9/2000
12/2004
5/2004
3/2006
7/2011
12/2004
8/2017

9/2000
6/2016
11/2012
12/2010

Times Square Central . . . . . . . . . Highgate Hotels

. . . . . . . . . . . . . . . . . Viceroy Hotels & Resorts (3)

1/2011
10/2017
Hotel Rex
12/2016
Inn at Key West . . . . . . . . . . . . . . Ocean Properties
5/2011
JW Marriott Denver at Cherry Creek
Sage Hospitality
6/2011
Lexington Hotel New York . . . . . . . Highgate Hotels
1/2000
Renaissance Charleston . . . . . . . . . Marriott
9/2000
Renaissance Worthington . . . . . . . . Marriott
12/2001
Salt Lake City Marriott Downtown . . Marriott
12/2017
L’Auberge de Sedona . . . . . . . . . . Two Roads Hospitality (4)
12/2017
Orchards Inn Sedona . . . . . . . . . . Two Roads Hospitality (4)
Sheraton Suites Key West . . . . . . . . Ocean Properties
6/2015
Shorebreak Hotel . . . . . . . . . . . . . Kimpton Hotel & Restaurant Group 2/2015
The Lodge at Sonoma, a Renaissance

30 years
21 years
20 years
32 years
5 years
30 years
10 years

30 years
10 years
7 years
5 years

10 years
10 years
10 years
5 years
10 years
21 years
30 years
30 years
5 years
5 years
12 years
10 years

Two ten-year periods
Two ten-year periods
Four ten-year periods
Two ten-year periods
One five-year period
None
None

Two ten-year periods
None
Two five-year periods
Month-to-month

One five-year period
One five-year period
Two five-year periods
One five-year period
One five-year period
Two five-year periods
Two ten-year periods
Three fifteen-year periods
One five-year period
One five-year period
None
None

Resort & Spa . . . . . . . . . . . . . . Marriott
Vail Marriott Mountain Resort & Spa Vail Resorts
Westin Fort Lauderdale Beach Resort HEI Hotels & Resorts
Westin San Diego . . . . . . . . . . . . .
Westin Washington D.C. City Center . HEI Hotels & Resorts

Interstate Hotels & Resorts

10/2004
6/2005
12/2014
12/2010
4/2015

One ten-year period

20 years
151⁄2 years None
None
10 years
Month-to-month
5 years
None
10 years

(1) HEI Hotels & Resorts assumed management of the hotel in August 2017. The hotel was previously managed by Marriott.

(2) We terminated the management agreement with Marriott, effective February 20, 2018. The hotel is currently closed as a

result of the physical damage incurred from Hurricanes Irma and Maria.

(3) Viceroy Hotels & Resorts assumed management of the hotel in October 2017. The hotel was previously managed by Joie

de Vivre Hotels.

(4) Two Roads Hospitality assumed management of the hotels in December 2017. The hotels were previously managed by IMH

Financial Corporation.

Under our hotel management agreements, the hotel 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, but the fee only applies to that
portion of hotel operating profits above a negotiated return on our invested capital, which we refer to

F-34

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

12. Relationships with Managers (Continued)

as the owner’s priority. We refer to this excess of operating profits over the owner’s priority as
‘‘available cash flow.’’

The following table sets forth the base management fee, incentive management fee and FF&E

reserve contribution, generally due and payable each fiscal year, for each of our properties:

Property

Atlanta Alpharetta Marriott . . . . . . . . . . . . . . . . . . . . . . .
Bethesda Marriott Suites . . . . . . . . . . . . . . . . . . . . . . . . .
Boston Westin Waterfront
. . . . . . . . . . . . . . . . . . . . . . . .
Chicago Marriott Downtown . . . . . . . . . . . . . . . . . . . . . . .
Courtyard Denver Downtown . . . . . . . . . . . . . . . . . . . . . .
Courtyard Manhattan/Fifth Avenue . . . . . . . . . . . . . . . . . .
Courtyard Manhattan/Midtown East
. . . . . . . . . . . . . . . . .
Frenchman’s Reef & Morning Star Marriott Beach

Resort (10) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Gwen Chicago . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hilton Boston Downtown . . . . . . . . . . . . . . . . . . . . . . . . .
Hilton Burlington . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hilton Garden Inn New York City/Times Square Central
. . .
Hotel Rex . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inn at Key West . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
JW Marriott Denver at Cherry Creek . . . . . . . . . . . . . . . .
Lexington Hotel New York . . . . . . . . . . . . . . . . . . . . . . . .
Renaissance Charleston . . . . . . . . . . . . . . . . . . . . . . . . . .
Renaissance Worthington . . . . . . . . . . . . . . . . . . . . . . . . .
Salt Lake City Marriott Downtown . . . . . . . . . . . . . . . . . .
L’Auberge de Sedona . . . . . . . . . . . . . . . . . . . . . . . . . . .
Orchards Inn Sedona . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sheraton Suites Key West
. . . . . . . . . . . . . . . . . . . . . . . .
Shorebreak Hotel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Lodge at Sonoma, a Renaissance Resort & Spa . . . . . .
Vail Marriott Mountain Resort & Spa . . . . . . . . . . . . . . . .
Westin Fort Lauderdale Beach Resort . . . . . . . . . . . . . . . .
Westin San Diego . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Westin Washington D.C. City Center . . . . . . . . . . . . . . . . .

(1) As a percentage of gross revenues.

FF&E Reserve
Management Fee(1) Management Fee(2) Contribution(1)

Incentive

Base

3%(3)
3%
2.5%

2%(6)
1.5%(8)
6%
1.5%(9)

3%
2%(11)
2%

1.5%(12)

3%
2.75%(13)
3%
2.5%

3%(14)
3.5%(15)

1.5%(16)
0.5%(17)
0.5%(17)

3%
2.5%
3%
3%
2%

1.5%(12)

25%
50%(4)
20%
18%(7)
10%
25%
15%

15%
15%
10%
10%
20%
15%
10%
10%
20%
20%
25%
20%
10%
10%
10%
15%
20%
20%
15%
10%
15%

5%
5%(5)
4%
5%
4%
4%
4%

5.5%
4%
4%

—

4%
4%
4%
4%
5%
5%
5%
5%
4%
4%
4%
4%
5%
4%
4%
4%
4%

(2) Based on a percentage of hotel operating profits above a specified return on our invested capital or specified

operating profit thresholds.

(3) The base management fee decreases to 2% of gross revenues between February 2018 and January 2021.

(4) The owner’s priority expires in 2028, after which the manager will receive 50% of the hotel’s operating

profits.

(5) The contribution is reduced to 1% until operating profits exceed an owner’s priority of $4.4 million.

(6) The base management fee decreased from 3.0% to 2.0% for October 2017 through September 2021 and will

then revert back to 3% for the remainder of the term.

F-35

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

12. Relationships with Managers (Continued)

(7) Calculated as 18% of net operating income. There is no owner’s priority; however, the Company’s

contribution to the hotel’s multi-year guest room renovation is treated as a deduction in calculating net
operating income.

(8) The base management fee is a sum of 1.5% of gross revenues and 1.5% of gross operating profit.

(9) Prior to August 2017, the base management fee was 5% of gross revenues under the previous hotel manager.

The base management fee was 1.5% of gross revenues between August 2017 and December 2017 and
increases to 1.75% of gross revenues for 2018 through the remainder of the term.

(10) We terminated the management agreement with Marriott, effective February 20, 2018. The hotel is currently

closed as a result of the physical damage incurred from Hurricanes Irma and Maria.

(11) The base management fee increases to 2.25% for 2018 through the remainder of the term.

(12) Total management fees are capped at 2.5% of gross revenues.

(13) Prior to September 2017, the base management fee was 3% of gross revenues under the previous hotel

manager.

(14) The base management fee decreased to 2% from January 2017 through June 2017, and reverted back to 3%

for the remainder of the term.

(15) The base management fee increased to 3.5% beginning September 2017 through the remainder of the term.

(16) The base management fee decreased from 3% to 1.5% beginning May 2016 and will increase to 2.0% in May

2018 and to 3.0% in May 2021 through the remainder of the term.

(17) Prior to December 2017, the base management fee was 2.45% of gross revenues under the previous hotel

manager. The base management fee increases to 1.0% for 2019 and 1.5% for 2020 through the remainder of
the term.

The following is a summary of management fees for the years ended December 31, 2017, 2016 and

2015 (in thousands):

Year Ended December 31,

2017

2016

2015

Base management fees . . . . . . . . . . . . . . . . . . . . . . . .
Incentive management fees . . . . . . . . . . . . . . . . . . . .
Amortization of deferred income related to key money
Amortization of unfavorable contract liabilities . . . . . .

$22,265
6,259
(4,840)
(1,715)

$24,480
7,810
(432)
(1,715)

$25,491
7,405
(548)
(1,715)

Total management fees, net . . . . . . . . . . . . . . . . . . . .

$21,969

$30,143

$30,633

Ten of our hotels earned incentive management fees for the year ended December 31, 2017. Nine
of our hotels earned incentive management fees for the year ended December 31, 2016. Seven of our
hotels earned incentive management fees for the year ended December 31, 2015.

Performance Termination Provisions

Our management agreements provide us with termination rights upon a manager’s failure to meet
certain financial performance criteria and manager’s decision not to cure the failure by making a cure
payment.

F-36

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

12. Relationships with Managers (Continued)

Key Money

Our managers and franchisors have contributed to us certain amounts in exchange for the right to

manage or franchise hotels we have acquired and in connection with the completion of certain brand
enhancing capital projects. We refer to these amounts as ‘‘key money.’’ Key money is classified as
deferred income in the accompanying consolidated balance sheets and amortized against management
fees or franchise fees on the accompanying consolidated statements of operations.

During 2015, Starwood provided us with $3.0 million of key money in connection with our

renovation associated with the brand conversion of the hotel formerly known as the Conrad Chicago to
The Gwen, a Luxury Collection Hotel. The key money was amortized against franchise fees over the
period of the renovation—January 2016 through April 2017.

We amortized $5.8 million of key money during the year ended December 31, 2017, $2.9 million

during the year ended December 31, 2016, and $1.0 million during the year ended December 31, 2015.

In connection with the change in hotel manager of the Courtyard Manhattan/Midtown East, we
recognized $1.9 million of accelerated amortization of key money during the year ended December 31,
2017. In connection with the termination of the hotel manager of Frenchman’s Reef & Morning Star
Marriott Beach Resort, we accelerated the amortization of key money from the date of our notice of
termination in 2017 through the effective termination date of February 20, 2018. We recognized an
additional $2.6 million of amortization of key money during the year ended December 31, 2017 in
connection with this acceleration. The remaining $2.2 million of unamortized key money related to
Frenchman’s Reef & Morning Star Marriott Beach Resort as of December 31, 2017 will be amortized
during the first quarter of 2018.

F-37

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

12. Relationships with Managers (Continued)

Franchise Agreements

The following table sets forth the terms of the hotel franchise agreements for our 13 franchised

hotels:

Date of
Agreement

Term

Franchise Fee

Vail Marriott Mountain Resort & Spa .

6/2005

16 years

JW Marriott Denver at Cherry Creek .

5/2011

15 years

6% of gross room sales plus 3% of
gross food and beverage sales

6% of gross room sales and 3% of
gross food and beverage sales

Lexington Hotel New York . . . . . . . . .

3/2012

20 years

5% of gross room sales

Courtyard Denver Downtown . . . . . . .

7/2011

16 years

4.5% of gross room sales (1)

Hilton Boston Downtown . . . . . . . . . .

7/2012

10 years

Westin Washington D.C. City Center . .

12/2010

20 years

Westin San Diego . . . . . . . . . . . . . . . .

12/2010

20 years

Hilton Burlington . . . . . . . . . . . . . . . .

7/2012

10 years

Hilton Garden Inn New York/Times

Square Central . . . . . . . . . . . . . . . .

6/2011

22 years

Westin Fort Lauderdale Beach Resort .

12/2014

20 years

5% of gross room sales and 3% of
gross food and beverage sales; program
fee of 4% of gross room sales

7% of gross room sales and 3% of
gross food and beverage sales

3% of gross room sales and 3% of
gross food and beverage sales; program
fee of 4% of gross room sales (2)

5% of gross room sales; program fee
of 4.3% of gross room sales

6% of gross room sales and 2% of
gross food and beverage sales

The Gwen Chicago . . . . . . . . . . . . . . .

5/2015

20 years

4.5% of gross room sales

Sheraton Suites Key West . . . . . . . . . .

2/2006

20 years

5% of gross room sales

Courtyard Manhattan/Midtown East

. .

8/2017

25 years

6% of gross room sales

(1) Prior to October 2017, the franchise fee was 5.5% of gross room sales. The franchise fee reverts

back to 5.5% of gross room sales beginning October 2019.

(2) Prior to July 2017, the franchise fee was 5% of gross room sales. The franchise fee will increase to
4% of gross room sales beginning August 2019 and to 5% of gross room sales beginning August
2020 through the remainder of the term.

F-38

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

12. Relationships with Managers (Continued)

The following is a summary of franchise fees for the years ended December 31, 2017, 2016 and

2015 (in thousands):

Year Ended December 31,

2017

2016

2015

Franchise fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortization of deferred income related to key money

$24,890
(920)

$24,237
(2,420)

$22,192
(170)

Total franchise fees, net . . . . . . . . . . . . . . . . . . . . . . .

$23,970

$21,817

$22,022

Total franchise fees are included in other hotel expenses on the accompanying consolidated

statements of operations.

13. Commitments and Contingencies

Litigation

We are subject to various claims, lawsuits and legal proceedings, including routine litigation arising
in the ordinary course of business, regarding the operation of our hotels and Company matters. While
it is not possible to ascertain the ultimate outcome of such matters, management believes that the
aggregate amount of such liabilities, if any, in excess of amounts covered by insurance will not have a
material adverse impact on our financial condition or results of operations. The outcome of claims,
lawsuits and legal proceedings brought against the Company, however, is subject to significant
uncertainties.

Other Matters

As previously reported, in February 2016, the Company was notified by the franchisor of one of its
hotels that as a result of low guest satisfaction scores, the Company was in default under the franchise
agreement for that hotel. The Company continues to proactively work with the franchisor and the
manager of the hotel and has developed and executed a plan aimed to improve guest satisfaction
scores. To date, the guest satisfaction scores have improved so that the Company is no longer in default
under the franchise agreement. However, if the guest satisfaction scores were to decrease again, the
franchisor may again notify the Company that it is in default under the franchise agreement and that
the franchisor is reserving all of its rights under the franchise agreement, including the right to
terminate the franchise agreement in the future.

While the Company continues to work diligently with the franchisor and manager to maintain the
guest satisfaction scores at a level such that the Company does not fall back into default, no assurance
can be given that the Company will be successful. If the Company is not successful, the franchisor may
seek to terminate the franchise agreement and assert a claim it is owed a termination fee, including a
payment for liquidated damages, which could result in a material adverse effect on the Company’s
business, financial condition or results of operation.

F-39

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

13. Commitments and Contingencies (Continued)

Ground Leases

Five of our hotels are subject to ground lease agreements that cover all of the land underlying the

respective hotel:

(cid:127) The Bethesda Marriott Suites hotel is subject to a ground lease that runs until 2087. There are

no renewal options.

(cid:127) The Courtyard Manhattan/Fifth Avenue is subject to a ground lease that runs until 2085,

inclusive of one 49-year renewal option.

(cid:127) 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. We own a 21% interest in the land under the hotel. The term of the
ground lease covering the land under the hotel runs through 2056, inclusive of our renewal
options. The term of the ground lease covering the extension into the City Creek Project was
amended during 2017 to run coterminously with the term of the ground lease covering the land
under the hotel. As such, the term now runs through 2056, inclusive of our renewal options.

(cid:127) The Westin Boston Waterfront is subject to a ground lease that runs until 2099. There are no

renewal options.

(cid:127) The Shorebreak Hotel is subject to a ground lease that runs until 2100, inclusive of two renewal
options of 25 years each and one 24-year renewal option. We own a 95.5% undivided interest in
the land underlying the hotel and lease the remaining 4.5% under the ground lease.

In addition, 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. The remainder of the land on which the parking
garage is constructed is owned by us in fee simple.

A portion of the JW Marriott Denver at Cherry Creek is subject to a ground lease that covers
approximately 5,500 square feet. The term of the ground lease runs through December 2030, inclusive
of the two 5-year renewal options. The lease may be indefinitely extended thereafter in one-year
increments. The remainder of the land on which the hotel is constructed is owned by us in fee simple.

We lease the buildings and sublease the underlying land containing 28 of the 70 rooms at the
Orchards Inn Sedona, which expires in 2070, including all extension options. The remainder of the land
on which the hotel is constructed is owned by us in fee simple.

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 and Westin Boston
Waterfront Hotel ground leases) and payments for all (or in the case of the ground lease covering the
Salt Lake City Marriott Downtown extension, our tenant’s 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.

Ground rent expense was $10.2 million, $12.7 million and $15.1 million for the years ended

December 31, 2017, 2016 and 2015, respectively. Cash paid for ground rent was $4.1 million,
$7.0 million and $9.4 million for the years ended December 31, 2017, 2016 and 2015, respectively.

F-40

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

13. Commitments and Contingencies (Continued)

The following table reflects the current and future annual rents under our ground leases:

Ground leases under hotel:

Property

Bethesda Marriott Suites . . .
Courtyard Manhattan/Fifth

Avenue(3)(4) . . . . . . . . .

Salt Lake City Marriott

Downtown (Ground lease
for hotel)(5) . . . . . . . . . .
(Ground lease for

extension) . . . . . . . . . .

Westin Boston Waterfront
Hotel(7) (Base rent) . . .

Westin Boston Waterfront
Hotel (Percentage rent) . . . .

JW Marriott Denver at

Term(1)

Through 4/2087

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

1/2013 - 12/2016
1/2017 - 12/2017
1/2018 - 12/2056(6)

1/2016 - 12/2020
1/2021 - 12/2025
1/2026 - 12/2030
1/2031 - 12/2035
1/2036 - 5/2099

Through 5/2015
6/2016 - 5/2026
6/2026 - 5/2036
6/2036 - 5/2046
6/2046 - 5/2056
6/2056 - 5/2066
6/2066 - 5/2099

Annual Rent

$740,632(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

$11,305
$13,000
$13,500

$750,000
$1,000,000
$1,500,000
$1,750,000
No base rent

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

Cherry Creek . . . . . . . . .

1/2015 - 12/2020
1/2021 - 12/2025
1/2026 - 12/2030(8)
Through 4/2016
5/2016 - 4/2021(9)
Orchards Inn Sedona . . . . . 5/2013 - 12/2070(10)

Shorebreak Hotel . . . . . . . .

Ground leases under parking

garage:

Renaissance Worthington . . .

8/2013 - 7/2022
8/2022 - 7/2037
8/2037 - 7/2052
8/2052 - 7/2067

$50,000
$55,000
$60,000
$115,542
$126,649
$9,815

$40,400
$46,081
$51,763
$57,444

(1) These terms assume our exercise of all renewal options.

(2) Represents rent for the year ended December 31, 2017. Rent increases 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.

F-41

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

13. Commitments and Contingencies (Continued)

(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, 2017.

(5) We own a 21% interest in the land underlying the hotel and, as a result, 21% of the annual rent under the

ground lease is paid to us by the hotel.

(6) Rent will increase from the prior year’s rent based on a Consumer Price Index calculation on each January 1,

beginning January 1, 2019 and through the end of the lease.

(7) 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.

(8) Beginning January 2031, we have the right to renew the ground lease in one-year increments at the prior

year’s annual rent plus 3%.

(9) Rent will increase on May 1, 2021 and every five years thereafter based on a Consumer Price Index

calculation.

(10) Rent will increase on July 1, 2018 and every year thereafter based on a Consumer Price Index calculation.

Future minimum annual rental commitments under all non-cancelable operating leases as of

December 31, 2017 are as follows (in thousands):

$ 4,957
4,885
4,583
4,747
4,762
619,799

$643,733

14. Fair Value of Financial Instruments

The fair value of certain financial assets and liabilities and other financial instruments as of

December 31, 2017 and 2016, in thousands, are as follows:

December 31, 2017

December 31, 2016

Carrying
Amount(1)

Fair Value

Carrying
Amount(1)

Fair Value

Debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$937,792

$942,529

$920,539

$906,156

(1) The carrying amount of debt is net of unamortized debt issuance costs.

The fair value of our mortgage debt is a Level 2 measurement under the fair value hierarchy (see
Note 2). 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
approximate fair value due to the short-term nature of these financial instruments.

F-42

DIAMONDROCK HOSPITALITY COMPANY

Notes to the Consolidated Financial Statements (Continued)

15. Quarterly Operating Results (Unaudited)

2017 Quarter Ended

March 31

June 30

September 30

December 31

(In thousands, except per share data)

Total revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total operating expenses . . . . . . . . . . . . . . . . . . . . . .

$196,210
176,914

$243,272
192,621

$223,486
189,168

$207,037
171,519

Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 19,296

$ 50,651

$ 34,318

$ 35,518

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Basic earnings per share . . . . . . . . . . . . . . . . . . . . . .

Diluted earnings per share . . . . . . . . . . . . . . . . . . . .

8,887

$ 36,595

$ 21,623

$ 24,772

0.04

0.18

0.11

0.12

2016 Quarter Ended

March 31

June 30

September 30

December 31

(In thousands, except per share data)

Total revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total operating expenses . . . . . . . . . . . . . . . . . . . . . .

$213,034
188,723

$256,664
198,559

$220,239
178,936

$206,621
172,870

Operating income . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 24,311

$ 58,105

$ 41,303

$ 33,751

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 16,778

$ 44,175

$ 29,937

$ 23,906

Basic earnings per share . . . . . . . . . . . . . . . . . . . . . .

Diluted earnings per share . . . . . . . . . . . . . . . . . . . .

0.08

0.22

0.15

0.12

F-43

DiamondRock Hospitality Company
Schedule III—Real Estate and Accumulated Depreciation
As of December 31, 2017 (in thousands)

Description

Encumbrances

Land

Building
and
Improvements

Initial Cost

Costs
Capitalized
Subsequent to
Acquisition

Gross Amount at End of Year

Building
and
Improvements

Land

Total

Accumulated
Depreciation

F
-
4
4

.
.

.
.
.

.
.
.
.
.
.

.
.
.
.
.
.
.
.

Beach Resort

.
.
.
Atlanta Alpharetta Marriott
.
.
.
Bethesda Marriott Suites .
.
.
Boston Westin Waterfront
.
.
.
Chicago Marriott Downtown .
.
.
.
The Gwen Chicago .
.
Courtyard Denver .
.
.
.
.
Courtyard Manhattan/Fifth Avenue .
Courtyard Manhattan/Midtown East .
.
Frenchman’s Reef & Morning Star Marriott
.
.
.
.
Hilton Boston Downtown .
Hilton Burlington .
.
.
.
Hilton Garden Inn/New York Times Square
.
.
.
.
.
.
Central
.
.
.
.
.
Hotel Rex .
.
.
.
.
.
Inn at Key West
.
.
.
.
.
.
JW Marriott Denver .
.
.
L’Auberge de Sedona .
.
.
.
Lexington Hotel New York .
.
.
.
.
Orchards Inn Sedona .
.
.
.
.
Renaissance Charleston .
.
.
Renaissance Worthington .
.
.
.
Salt Lake City Marriott Downtown .
.
.
Sheraton Suites Key West .
Shorebreak Hotel
.
.
.
.
.
The Lodge at Sonoma, a Renaissance Resort
.
.
.
.
.
.
.

.
.
.
Westin Fort Lauderdale Beach Resort
.
.
Westin San Diego .
Westin Washington, D.C City Center .
Vail Marriott Mountain Resort & Spa

and Spa .

.
.
.
.
.
.
.
.
.
.
.
.

.
.
.
.
.
.
.
.
.

.
.
.
.
.

.
.
.

.
.

Total .

. . .

.
.
.
.
.
.
.
.

.
.
.

.
.
.
.
.
.
.
.
.
.
.
.

.
.
.
.
.

.
.
.
.
.
.
.
.

.
.
.

.
.
.
.
.
.
.
.
.
.
.
.

.
.
.
.
.

— $
—
(198,046)
—
—
—
—
(84,067)

—
—
—

—
—
—
(63,519)
—
—
—
—
(84,116)
(56,717)
—
—

(28,277)
—
(64,859)
(64,833)
—

3,623
—
—
36,900
31,650
9,400
—
16,500

17,713
23,262
9,197

60,300
7,856
32,888
9,200
39,384
92,000
9,726
5,900
15,500
—
49,592
19,908

3,951
54,293
22,902
24,579
5,800

33,503
45,656
273,696
347,921
76,961
36,180
34,685
54,812

50,697
128,628
40,644

88,896
21,085
13,371
63,183
22,204
229,368
10,180
32,511
63,428
45,815
42,958
37,525

22,720
83,227
95,617
122,229
52,463

2,186
1,960
23,709
73,994
22,172
2,706
4,252
5,131

17,614
12,285
2,002

182
(39)
(1,766)
1,475
185
20,442
52
4,785
16,811
4,317
335
3,035

6,858
4,888
8,194
11,361
3,802

3,623
—
—
36,900
31,650
9,400
—
16,500

17,713
23,262
9,197

60,300
7,856
32,888
9,200
39,384
92,000
9,726
5,900
15,500
855
49,592
19,908

3,951
54,293
22,902
24,579
5,800

35,689
47,616
297,405
421,915
99,133
38,886
38,937
59,943

68,285
140,913
42,646

89,078
21,046
11,605
64,658
22,389
249,810
10,232
37,296
80,239
49,277
43,293
40,560

29,578
88,115
103,811
133,590
56,265

39,312
47,616
297,405
458,815
130,783
48,286
38,937
76,443

85,998
164,175
51,843

149,378
28,902
44,493
73,858
61,773
341,810
19,958
43,196
95,739
50,132
92,885
60,468

33,529
142,408
126,713
158,169
62,065

$ (10,781)
(15,476)
(80,503)
(110,069)
(22,536)
(6,022)
(12,322)
(18,755)

(15,230)
(18,527)
(5,858)

(7,436)
(2,702)
(1,075)
(10,623)
(740)
(39,262)
(230)
(6,185)
(21,013)
(15,684)
(2,769)
(2,820)

(11,045)
(6,624)
(13,776)
(17,704)
(17,104)

$(644,434)

$602,024

$2,170,163

$252,928

$602,879

$2,422,210

$3,025,089

$(492,871)

$2,532,218

Net
Book
Value

28,531
32,140
216,902
348,746
108,247
42,264
26,615
57,688

70,768
145,648
45,985

141,942
26,200
43,418
63,235
61,033
302,548
19,728
37,011
74,726
34,448
90,116
57,648

22,484
135,784
112,937
140,465
44,961

Year of
Acquisition

Depreciation
Life

2005
2004
2007
2006
2006
2011
2004
2004

2005
2012
2012

2014
2012
2014
2011
2017
2011
2017
2010
2005
2004
2015
2015

2004
2014
2012
2012
2005

40 Years
40 Years
40 Years
40 Years
40 Years
40 Years
40 Years
40 Years

40 Years
40 Years
40 Years

40 Years
40 Years
40 Years
40 Years
40 Years
40 Years
40 Years
40 Years
40 Years
40 Years
40 Years
40 Years

40 Years
40 Years
40 Years
40 Years
40 Years

Notes:

The change in total cost of properties for the fiscal years ended December 31, 2017, 2016 and 2015 is as follows:

Balance at December 31, 2014 .
Additions:

Acquisitions

.
.
Capital expenditures .

Deductions:

Dispositions and other

.
.

Balance at December 31, 2015 .

Additions:

Acquisitions
.
Capital expenditures

.
.

Deductions:

Dispositions and other

.
.

Balance at December 31, 2016 .

Additions:

Acquisitions
.
Capital expenditures

.
.

Deductions:

Dispositions and other

.
.

Balance at December 31, 2017 .

.
.

. .
.
.

. .

. .
.
.

.
.

$2,944,103

149,983
30,965

—

3,125,051

—
61,823

(269,240)

2,917,634

81,494
68,573

(42,612)

$3,025,089

The change in accumulated depreciation of real estate assets for the fiscal years ended December 31, 2017, 2016 and 2015 is as follows:

Balance at December 31, 2014 .
Depreciation and amortization .
.
Dispositions and other .

Balance at December 31, 2015 .
Depreciation and amortization .
.
Dispositions and other .

Balance at December 31, 2016 .
Depreciation and amortization .
.
Dispositions and other .

Balance at December 31, 2017 .

.
.
.

$355,462
63,847
—

419,309
65,490
(42,847)

441,952
60,023
(9,104)

$492,871

The aggregate cost of properties for Federal income tax purposes (in thousands) is approximately $2,988,637 as of December 31, 2017.

F-45

C orpor ate i n F or M ati o n

Board oF direCtors
williaM w. MCCarten
Chairman of the Board

daniel j. altoBello
Independent Director

tiMothy r. Chi
Chief Executive Officer at WeddingWire and
Independent Director

Maureen l. MCavey
Independent Director

gilBert t. ray
Independent Director

williaM j. shaw
Independent Director

BruCe d. wardinski
President and Chief Executive Officer at
Playa Hotels and Resorts and
Independent Director

Mark w. Brugger
President and Chief Executive Officer and Director

Corporate oFFiCers
Mark w. Brugger
President and Chief Executive Officer

troy g. FurBay
Executive Vice President and
Chief Investment Officer

thoMas g. healy
Executive Vice President and
Chief Operating Officer

sean M. Mahoney (until March 31, 2018)
Executive Vice President,
Chief Financial Officer and Treasurer

Briony r. Quinn
Chief Accounting Officer and Corporate Controller

williaM j. tennis
Executive Vice President,
General Counsel and Corporate Secretary

Corporate headQuarters

DiamondRock Hospitality Company
2 Bethesda Metro Center
Suite 1400
Bethesda, Maryland 20814
(240) 744-1150
FAX (240) 744-1199

annual Meeting

DiamondRock Hospitality Company will hold its
annual meeting of shareholders on May 2, 2018 at:
Bethesda Marriott Suites Hotel
6711 Democracy Boulevard
Bethesda, MD 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
6201 15th Avenue
Brooklyn, New York 11219
(718) 921-8200
www.amstock.com

independent registered puBliC
aCCounting FirM

KPMG LLP
1676 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 Officer and Chief Financial Officer
have furnished the Sections 302 and 906 certifica tions
required by the U.S. Securities and Exchange Commission
in our Annual Report on Form 10-K. In addition, our
Chief Executive Officer has certified to the NYSE that
he is not aware of any violations by us of NYSE
corporate governance standards.

internet aCCess

A corporate profile, recent press releases, SEC filings,
property locations and other information about
DiamondRock Hospitality Company can be found on
the internet at www.drhc.com.

BACK COVER: L’Auberge de Sedona, Arizona

2 Bethesda Me tro Center, s uite 1400

Bethesd a, Maryland 20814

(240) 744-1150