UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 10-Q

_______________________________________________


☒			QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For quarterly period ended ~~March 31,~~June 30, 2021


☐			TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934.

COMMISSION FILE NO. 1-38012

Playa Hotels & Resorts N.V.

(Exact name of registrant as specified in its charter)




The	Netherlands	98-1346104
(State or other jurisdiction of incorporation or organization)		(IRS Employer Identification Number)

Nieuwezijds Voorburgwal 104

1012 SG

Amsterdam,

the

Netherlands

Not Applicable

(Address of Principal Executive Offices)

(Zip Code)

+31 6 82 55 84 30

(Registrant's Telephone Number, Including Area Code)

Securities registered pursuant to Section 12(b) of the Act:


Title of each Class	Trading Symbol(s)	Name of Each Exchange on Which Registered
Ordinary Shares, €0.10 par value	PLYA	The Nasdaq Stock Market LLC

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 such shorter period that the registrant was required to file such reports) and (2) has been subject to such filing requirements for the past ninety (90) days. Yes ☒ No ☐

Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted 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 such files). Yes ☒ No ☐

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	☐	Accelerated filer	☒
Non-accelerated filer	☐	Smaller reporting company	☐
		Emerging growth company	☐

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 provided pursuant to Section 13(a) of the Exchange Act. ☐

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ☐ No ☒

As of ~~April 30,~~July 31, 2021, there were ~~164,029,575~~164,218,341 shares of the registrant’s ordinary shares, €0.10 par value, outstanding.


Playa Hotels & Resorts N.V. TABLE OF CONTENTS

PART I. FINANCIAL INFORMATION
		Page
Item 1.	Financial Statements (unaudited)
	Condensed Consolidated Balance Sheets as of ~~of March 31~~ June 3 0 , ~~202~~1 2021 and December 31, 2 ~~020~~2020	1
	Condensed Consolidated Statements of Operations for the ~~three months~~ ~~ended~~ ~~March 31, 202~~1three and 2six ~~020~~ months ended June 3 0 , 2021 and 2020	2
	Condensed Consolidated Statements of Comprehensive Loss for the three and six months ended ~~March 31,~~June 30 , 2021 and 2020	3
	Condensed Consolidated Statements of Shareholders' Equity for the three and six months ended ~~March 31,~~June 30 , 2021 and 2020	4
	Condensed Consolidated Statements of Cash Flows for the ~~three~~six months ended ~~March~~ 31 ~~, 202~~1 June 30, 2021 and 20 202020	56
	Notes to the Condensed Consolidated Financial Statements	78
Item 2.	Management's Discussion and Analysis of Financial Condition and Results of Operations	2325
Item 3.	Quantitative and Qualitative Disclosures About Market Risk	4455
Item 4.	Controls and Procedures	4556
PART II. OTHER INFORMATION
Item 1.	Legal Proceedings	4657
Item 1A.	Risk Factors	4657
Item 2.	Unregistered Sales of Equity Securities and Use of Proceeds	4657
Item 3.	Defaults Upon Senior Securities	4657
Item 4.	Mine Safety Disclosures	4657
Item 5.	Other Information	4657
Item 6.	Exhibits	4758

PART I. FINANCIAL INFORMATION

Item 1. Financial Statements

Playa Hotels & Resorts N.V.

Condensed Consolidated Balance Sheets

($ in thousands, except share data)

(unaudited)


		As of March 31,		As of December 31,			As of June 30,		As of December 31,
		2021		2020			2021		2020
ASSETS	ASSETS					ASSETS
Cash and cash equivalents	Cash and cash equivalents	$	200,427	$	146,919	Cash and cash equivalents	$	237,715	$	146,919
Restricted cash	Restricted cash	25,939		25,941		Restricted cash	25,647		25,941
Trade and other receivables, net	Trade and other receivables, net	27,083		25,433		Trade and other receivables, net	39,695		25,433
Accounts receivable from related parties	Accounts receivable from related parties	3,482		3,726		Accounts receivable from related parties	3,653		3,726
Inventories	Inventories	14,063		13,813		Inventories	14,362		13,813
Prepayments and other assets	Prepayments and other assets	42,051		47,638		Prepayments and other assets	39,391		47,638
Property and equipment, net	Property and equipment, net	1,630,006		1,727,383		Property and equipment, net	1,612,774		1,727,383
Assets held for sale	Assets held for sale	55,864		34,472		Assets held for sale	0		34,472
Goodwill, net	Goodwill, net	61,654		61,654		Goodwill, net	61,654		61,654
Other intangible assets	Other intangible assets	8,303		8,556		Other intangible assets	8,040		8,556
Deferred tax assets	Deferred tax assets	11		2,130		Deferred tax assets	0		2,130
Total assets	Total assets	$	2,068,883	$	2,097,665	Total assets	$	2,042,931	$	2,097,665
LIABILITIES AND SHAREHOLDERS' EQUITY	LIABILITIES AND SHAREHOLDERS' EQUITY					LIABILITIES AND SHAREHOLDERS' EQUITY
Trade and other payables	Trade and other payables	$	117,153	$	123,410	Trade and other payables	$	138,534	$	123,410
Payables to related parties	Payables to related parties	8,054		8,073		Payables to related parties	6,957		8,073
Income tax payable	Income tax payable	158		348		Income tax payable	124		348
Debt	Debt	971,999		1,251,267		Debt	945,409		1,251,267
Related party debt	Related party debt	193,064		0		Related party debt	193,753		0
Derivative financial instruments	Derivative financial instruments	40,811		46,340		Derivative financial instruments	35,924		46,340
Other liabilities	Other liabilities	29,358		29,768		Other liabilities	28,971		29,768
Liabilities held for sale		5,419		0

Deferred tax liabilities	Deferred tax liabilities	64,161		70,323		Deferred tax liabilities	55,887		70,323
Total liabilities	Total liabilities	1,430,177		1,529,529		Total liabilities	1,405,559		1,529,529
Commitments and contingencies (see Note 7)	Commitments and contingencies (see Note 7)	0		0		Commitments and contingencies (see Note 7)	0		0
Shareholders' equity	Shareholders' equity					Shareholders' equity
Ordinary shares (par value €0.10; 500,000,000 shares authorized, 166,237,579 shares issued and 164,029,575 shares outstanding as of March 31, 2021 and 136,770,086 shares issued and 134,571,290 shares outstanding as of December 31, 2020)		18,470		14,871
Treasury shares (at cost, 2,208,004 shares as of March 31, 2021 and 2,198,796 shares as of December 31, 2020)		(16,697)		(16,642)
Ordinary shares (par value €0.10; 500,000,000 shares authorized, 166,417,879 shares issued and 164,209,875 shares outstanding as of June 30, 2021 and 136,770,086 shares issued and 134,571,290 shares outstanding as of December 31, 2020)						Ordinary shares (par value €0.10; 500,000,000 shares authorized, 166,417,879 shares issued and 164,209,875 shares outstanding as of June 30, 2021 and 136,770,086 shares issued and 134,571,290 shares outstanding as of December 31, 2020)	18,492		14,871
Treasury shares (at cost, 2,208,004 shares as of June 30, 2021 and 2,198,796 shares as of December 31, 2020)						Treasury shares (at cost, 2,208,004 shares as of June 30, 2021 and 2,198,796 shares as of December 31, 2020)	(16,697)		(16,642)
Paid-in capital	Paid-in capital	1,167,444		1,030,148		Paid-in capital	1,170,872		1,030,148
Accumulated other comprehensive loss	Accumulated other comprehensive loss	(28,066)		(30,949)		Accumulated other comprehensive loss	(25,082)		(30,949)
Accumulated deficit	Accumulated deficit	(502,445)		(429,292)		Accumulated deficit	(510,213)		(429,292)
Total shareholders' equity	Total shareholders' equity	638,706		568,136		Total shareholders' equity	637,372		568,136
Total liabilities and shareholders' equity	Total liabilities and shareholders' equity	$	2,068,883	$	2,097,665	Total liabilities and shareholders' equity	$	2,042,931	$	2,097,665

The accompanying Notes form an integral part of the Condensed Consolidated Financial Statements.

Playa Hotels & Resorts N.V.

Condensed Consolidated Statements of Operations

($ in thousands, except share data)

(unaudited)


		Three Months Ended March 31,					Three Months Ended June 30,				Six Months Ended June 30,
			2021		2020				2021		2020		2021		2020
Revenue	Revenue							Revenue
Package	Package		$	63,894	$	153,055		Package	$	104,780	$	302	$	168,674	$	153,357
Non-package	Non-package		12,995		22,578			Non-package	22,602		240		35,597		22,818
Management fees	Management fees		344		645			Management fees	452		(18)		796		627
Cost reimbursements	Cost reimbursements		513		950			Cost reimbursements	969		458		1,482		1,408
Total revenue	Total revenue		77,746		177,228			Total revenue	128,803		982		206,549		178,210
Direct and selling, general and administrative expenses	Direct and selling, general and administrative expenses							Direct and selling, general and administrative expenses
Direct	Direct		60,221		97,898			Direct	79,534		20,380		139,755		118,278
Selling, general and administrative	Selling, general and administrative		24,668		33,832			Selling, general and administrative	28,550		19,739		53,218		53,571
Depreciation and amortization	Depreciation and amortization		20,883		24,959			Depreciation and amortization	20,017		22,400		40,900		47,359
Reimbursed costs	Reimbursed costs		513		950			Reimbursed costs	969		458		1,482		1,408
Impairment loss	Impairment loss		24,011		16,173			Impairment loss	0		25,268		24,011		41,441
Loss on sale of assets	Loss on sale of assets		273		0			Loss on sale of assets	375		1,729		648		1,729
Gain on insurance proceeds								Gain on insurance proceeds	0		(2,950)		0		(2,950)
Direct and selling, general and administrative expenses	Direct and selling, general and administrative expenses		130,569		173,812			Direct and selling, general and administrative expenses	129,445		87,024		260,014		260,836
Operating (loss) income			(52,823)		3,416
Operating loss								Operating loss	(642)		(86,042)		(53,465)		(82,626)
Interest expense	Interest expense		(18,167)		(20,955)			Interest expense	(18,950)		(20,916)		(37,117)		(41,871)
Other expense			(706)		(3,906)
Other (expense) income								Other (expense) income	(628)		4,853		(1,334)		947
Net loss before tax	Net loss before tax		(71,696)		(21,445)			Net loss before tax	(20,220)		(102,105)		(91,916)		(123,550)
Income tax benefit (provision)			1,951		(1,111)
Income tax benefit								Income tax benefit	12,452		14,647		14,403		13,536
Net loss	Net loss		$	(69,745)	$	(22,556)		Net loss	$	(7,768)	$	(87,458)	$	(77,513)	$	(110,014)

Earnings per share	Earnings per share							Earnings per share
Losses per share - Basic	Losses per share - Basic		$	(0.43)	$	(0.17)		Losses per share - Basic	$	(0.05)	$	(0.67)	$	(0.48)	$	(0.85)
Losses per share - Diluted	Losses per share - Diluted		$	(0.43)	$	(0.17)		Losses per share - Diluted	$	(0.05)	$	(0.67)	$	(0.48)	$	(0.85)
Weighted average number of shares outstanding during the period - Basic	Weighted average number of shares outstanding during the period - Basic		160,827,261		129,286,708			Weighted average number of shares outstanding during the period - Basic	164,119,693		130,466,383		162,482,673		129,876,545
Weighted average number of shares outstanding during the period - Diluted	Weighted average number of shares outstanding during the period - Diluted		160,827,261		129,286,708			Weighted average number of shares outstanding during the period - Diluted	164,119,693		130,466,383		162,482,673		129,876,545

The accompanying Notes form an integral part of the Condensed Consolidated Financial Statements.

Playa Hotels & Resorts N.V.

Condensed Consolidated Statements of Comprehensive Loss

($ in thousands)

(unaudited)


		Three Months Ended March 31,					Three Months Ended June 30,				Six Months Ended June 30,
			2021		2020				2021		2020		2021		2020
Net loss	Net loss		$	(69,745)	$	(22,556)		Net loss	$	(7,768)	$	(87,458)	$	(77,513)	$	(110,014)
Other comprehensive income (loss), net of taxes	Other comprehensive income (loss), net of taxes							Other comprehensive income (loss), net of taxes
Unrealized gain (loss) on interest rate swaps	Unrealized gain (loss) on interest rate swaps		2,894		(15,048)			Unrealized gain (loss) on interest rate swaps	2,926		2,926		5,820		(12,122)
Pension obligation loss			(11)		(55)
Release of foreign currency translation reserve related to sale of Capri Resort (see Note 4)								Release of foreign currency translation reserve related to sale of Capri Resort (see Note 4)	140		0		140		0
Pension obligation (loss) gain								Pension obligation (loss) gain	(82)		152		(93)		97
Total other comprehensive income (loss)	Total other comprehensive income (loss)		2,883		(15,103)			Total other comprehensive income (loss)	2,984		3,078		5,867		(12,025)
Comprehensive loss	Comprehensive loss		$	(66,862)	$	(37,659)		Comprehensive loss	$	(4,784)	$	(84,380)	$	(71,646)	$	(122,039)

The accompanying Notes form an integral part of the Condensed Consolidated Financial Statements.

Playa Hotels & Resorts N.V.

Condensed Consolidated Statements of Shareholders' Equity

($ in thousands, except share data)

(unaudited)

Ordinary Shares Treasury Shares Paid-In Capital Accumulated Other
Comprehensive Loss Accumulated Deficit Total
Shares Amount Shares Amount
Balance at December 31, 2019 129,121,576 $ 14,215 1,846,095 $ (14,088) $ 1,001,088 $ (24,642) $ (166,922) $ 809,651
Net loss — — — — — — (22,556) (22,556)
Other comprehensive loss — — — — — (15,103) — (15,103)
Share-based compensation, net of tax withholdings 493,226 55 4,500 (34) 3,168 — — 3,189
Repurchase of ordinary shares (340,109) — 340,109 (2,500) — — — (2,500)
Balance at March 31, 2020 129,274,693 $ 14,270 2,190,704 $ (16,622) $ 1,004,256 $ (39,745) $ (189,478) $ 772,681

Ordinary Shares Treasury Shares Paid-In Capital Accumulated Other
Comprehensive Loss Accumulated Deficit Total
Shares Amount Shares Amount
Balance at December 31, 2020 134,571,290 $ 14,871 2,198,796 $ (16,642) $ 1,030,148 $ (30,949) $ (429,292) $ 568,136
Cumulative effect of accounting changes, net of tax — — — — — — (3,408) (3,408)
Balance at January 1, 2021 134,571,290 $ 14,871 2,198,796 $ (16,642) $ 1,030,148 $ (30,949) $ (432,700) $ 564,728
Net loss — — — — — — (69,745) (69,745)
Other comprehensive income — — — — — 2,883 — 2,883
Share-based compensation, net of tax withholdings 708,285 87 9,208 (55) 3,092 — — 3,124
Equity issuance (see Note 8) 28,750,000 3,512 — — 134,204 — — 137,716
Balance at March 31, 2021 164,029,575 $ 18,470 2,208,004 $ (16,697) $ 1,167,444 $ (28,066) $ (502,445) $ 638,706

~~The accompanying Notes form an integral part of the Condensed Consolidated Financial Statements.~~


	Ordinary Shares			Treasury Shares			Paid-In Capital		Accumulated Other Comprehensive Loss		Accumulated Deficit		Total
	Shares	Amount		Shares	Amount
Balance at December 31, 2019	129,121,576	$	14,215	1,846,095	$	(14,088)	$	1,001,088	$	(24,642)	$	(166,922)	$	809,651
Net loss	—	—		—	—		—		—		(22,556)		(22,556)
Other comprehensive loss	—	—		—	—		—		(15,103)		—		(15,103)
Share-based compensation, net of tax withholdings	493,226	55		4,500	(34)		3,168		—		—		3,189
Repurchase of ordinary shares	(340,109)	—		340,109	(2,500)		—		—		—		(2,500)
Balance at March 31, 2020	129,274,693	$	14,270	2,190,704	$	(16,622)	$	1,004,256	$	(39,745)	$	(189,478)	$	772,681
Net loss	—	—		—	—		—		—		(87,458)		(87,458)
Other comprehensive income	—	—		—	—		—		3,078		—		3,078
Share-based compensation, net of tax withholdings	332,735	38		8,092	(20)		2,681		—		—		2,699
Equity issuance, net	4,878,049	553		—	—		19,005		—		—		19,558
Balance at June 30, 2020	134,485,477	$	14,861	2,198,796	$	(16,642)	$	1,025,942	$	(36,667)	$	(276,936)	$	710,558

Playa Hotels & Resorts N.V.

Condensed Consolidated Statements of ~~Cash Flows~~Shareholders' Equity (continued)

($ in ~~thousands)~~thousands, except share data)

(unaudited)

Three Months Ended March 31,
2021 2020
CASH FLOWS FROM OPERATING ACTIVITIES
Net loss $ (69,745) $ (22,556)
Adjustments to reconcile net loss to net cash provided by operating activities
Depreciation and amortization 20,883 24,959
Amortization of debt discount and issuance costs 1,011 339
Share-based compensation 3,179 3,223
(Gain) loss on derivative financial instruments (2,635) 6,369
Impairment loss 24,011 16,173
Deferred income taxes (2,034) 2,500
Loss on sale of assets 273 0
Amortization of key money (234) (206)
Bad debt expense (9) (542)
Other 199 71
Changes in assets and liabilities:
Trade and other receivables, net (1,350) 9,880
Accounts receivable from related parties 244 (35)
Inventories (356) (545)
Prepayments and other assets 4,636 946
Trade and other payables (2,940) (13,596)
Payables to related parties (1,345) 2,171
Income tax payable (190) (976)
Other liabilities (160) (1,450)
Net cash (used in) provided by operating activities (26,562) 26,725
INVESTING ACTIVITIES
Capital expenditures (4,561) (6,434)
Receipt of key money 0 8,500
Purchase of intangibles (29) (56)
Proceeds from the sale of assets, net 34,212 3
Net cash provided by investing activities 29,622 2,013
FINANCING ACTIVITIES
Proceeds from ordinary shares, net of issuance costs 137,716 0
Repayments of debt (2,525) (2,525)
Proceeds from borrowings on revolving credit facility 0 40,000
Repayments of borrowings on revolving credit facility (84,667) (15,000)
Repurchase of ordinary shares 0 (2,500)
Repurchase of ordinary shares for tax withholdings (55) (34)
Principal payments on lease obligations (23) 0
Net cash provided by financing activities 50,446 19,941
INCREASE IN CASH AND CASH EQUIVALENTS 53,506 48,679
CASH, CASH EQUIVALENTS AND RESTRICTED CASH, BEGINNING OF THE PERIOD $ 172,860 $ 20,931
CASH, CASH EQUIVALENTS AND RESTRICTED CASH, END OF THE PERIOD $ 226,366 $ 69,610
RECONCILIATION OF CASH, CASH EQUIVALENTS AND RESTRICTED CASH
Cash and cash equivalents $ 200,427 $ 69,610
Restricted cash 25,939 0
TOTAL CASH, CASH EQUIVALENTS AND RESTRICTED CASH $ 226,366 $ 69,610


	Ordinary Shares			Treasury Shares			Paid-In Capital		Accumulated Other Comprehensive Loss		Accumulated Deficit		Total
	Shares	Amount		Shares	Amount
Balance at December 31, 2020	134,571,290	$	14,871	2,198,796	$	(16,642)	$	1,030,148	$	(30,949)	$	(429,292)	$	568,136
Cumulative effect of accounting changes, net of tax	—	—		—	—		—		—		(3,408)		(3,408)
Balance at January 1, 2021	134,571,290	$	14,871	2,198,796	$	(16,642)	$	1,030,148	$	(30,949)	$	(432,700)	$	564,728
Net loss	—	—		—	—		—		—		(69,745)		(69,745)
Other comprehensive income	—	—		—	—		—		2,883		—		2,883
Share-based compensation, net of tax withholdings	708,285	87		9,208	(55)		3,092		—		—		3,124
Equity issuance, net (see Note 8)	28,750,000	3,512		—	—		134,204		—		—		137,716
Balance at March 31, 2021	164,029,575	$	18,470	2,208,004	$	(16,697)	$	1,167,444	$	(28,066)	$	(502,445)	$	638,706
Net loss	—	—		—	—		—		—		(7,768)		(7,768)
Other comprehensive income	—	—		—	—		—		2,984		—		2,984
Share-based compensation	180,300	22		—	—		3,428		—		—		3,450
Balance at June 30, 2021	164,209,875	$	18,492	2,208,004	$	(16,697)	$	1,170,872	$	(25,082)	$	(510,213)	$	637,372

The accompanying Notes form an integral part of the Condensed Consolidated Financial Statements.

Playa Hotels & Resorts N.V.

Condensed Consolidated Statements of Cash Flows

($ in thousands)

(unaudited)


	Six Months Ended June 30,
	2021		2020
CASH FLOWS FROM OPERATING ACTIVITIES
Net loss	$	(77,513)	$	(110,014)
Adjustments to reconcile net loss to net cash provided by operating activities
Depreciation and amortization	40,900		47,359
Amortization of debt discount and issuance costs	2,036		679
Share-based compensation	6,629		5,942
(Gain) loss on derivative financial instruments	(4,596)		11,423
Impairment loss	24,011		41,441
Deferred income taxes	(15,716)		(12,573)
Loss on sale of assets	648		1,729
Amortization of key money	(198)		(439)
Bad debt expense	(47)		(79)
Other	668		(75)
Changes in assets and liabilities:
Trade and other receivables, net	(13,924)		44,462
Accounts receivable from related parties	73		2,855
Inventories	(637)		950
Prepayments and other assets	7,711		470
Trade and other payables	19,410		(61,207)
Payables to related parties	(2,442)		1,640
Income tax payable	(224)		(1,439)
Other liabilities	(367)		(1,520)
Net cash used in operating activities	(13,578)		(28,396)
INVESTING ACTIVITIES
Capital expenditures	(8,449)		(7,414)
Receipt of key money	0		8,500
Purchase of intangibles	(55)		(349)
Proceeds from the sale of assets, net	89,064		58,125
Net cash provided by investing activities	80,560		58,862
FINANCING ACTIVITIES
Proceeds from debt issuances, net of discount	0		199,600
Issuance costs of debt	0		(8,677)
Proceeds from ordinary shares, net of issuance costs	137,716		19,558
Repayments of debt	(29,429)		(5,050)
Proceeds from borrowings on revolving credit facility	0		40,000
Repayments of borrowings on revolving credit facility	(84,667)		(15,333)
Repurchase of ordinary shares	0		(2,500)
Repurchase of ordinary shares for tax withholdings	(55)		(54)
Principal payments on lease obligations	(45)		0
Net cash provided by financing activities	23,520		227,544
INCREASE IN CASH AND CASH EQUIVALENTS	90,502		258,010
CASH, CASH EQUIVALENTS AND RESTRICTED CASH, BEGINNING OF THE PERIOD	$	172,860	$	20,931
CASH, CASH EQUIVALENTS AND RESTRICTED CASH, END OF THE PERIOD	$	263,362	$	278,941
RECONCILIATION OF CASH, CASH EQUIVALENTS AND RESTRICTED CASH
Cash and cash equivalents	$	237,715	$	251,022
Restricted cash	25,647		27,919
TOTAL CASH, CASH EQUIVALENTS AND RESTRICTED CASH	$	263,362	$	278,941

The accompanying Notes form an integral part of the Condensed Consolidated Financial Statements.

Playa Hotels & Resorts N.V.

Condensed Consolidated Statements of Cash Flows (Continued)

($ in thousands)

(unaudited)


		Three Months Ended March 31,					Six Months Ended June 30,
		2021		2020			2021		2020
SUPPLEMENTAL DISCLOSURES OF CASH FLOW INFORMATION	SUPPLEMENTAL DISCLOSURES OF CASH FLOW INFORMATION					SUPPLEMENTAL DISCLOSURES OF CASH FLOW INFORMATION
Cash paid for interest	Cash paid for interest	$	18,798	$	14,034	Cash paid for interest	$	38,701	$	28,919
Cash paid for income taxes, net	Cash paid for income taxes, net	$	197	$	2,000	Cash paid for income taxes, net	$	580	$	2,040
SUPPLEMENTAL DISCLOSURES OF NON-CASH INVESTING AND FINANCING ACTIVITIES	SUPPLEMENTAL DISCLOSURES OF NON-CASH INVESTING AND FINANCING ACTIVITIES					SUPPLEMENTAL DISCLOSURES OF NON-CASH INVESTING AND FINANCING ACTIVITIES
Capital expenditures incurred but not yet paid	Capital expenditures incurred but not yet paid	$	720	$	4,083	Capital expenditures incurred but not yet paid	$	1,328	$	1,590
Intangible assets capitalized but not yet paid	Intangible assets capitalized but not yet paid	$	59	$	236	Intangible assets capitalized but not yet paid	$	111	$	208

Par value of vested restricted share awards	Par value of vested restricted share awards	$	87	$	55	Par value of vested restricted share awards	$	109	$	93

The accompanying Notes form an integral part of the Condensed Consolidated Financial Statements.

Playa Hotels & Resorts N.V.

Notes to the Condensed Consolidated Financial Statements

(unaudited)

Note 1. Organization, operations and basis of presentation

Background

Playa Hotels & Resorts N.V. (“Playa” or the “Company”) is a leading owner, operator and developer of all-inclusive resorts in prime beachfront locations in popular vacation destinations. We own and/or manage a portfolio of 22 resorts located in Mexico, the Dominican Republic and Jamaica. Unless otherwise indicated or the context requires otherwise, references in our condensed consolidated financial statements (our “Condensed Consolidated Financial Statements”) to “we,” “our,” “us” and similar expressions refer to Playa and its subsidiaries.

COVID-19 impact

Due to the spread of the coronavirus (“COVID-19”) global pandemic, and in response to related governmental restrictions and advisories, reductions in scheduled commercial airline service, and potential health risks to our employees and guests, we temporarily suspended operations at all of our resorts from late March through June 2020. Our resorts began reopening in July, in stages, based on incremental easing of government restrictions and advisories and increases in scheduled commercial airline service. As of ~~March 31,~~June 30, 2021, all of our resorts ~~have reopened with the exception of the Capri Resort.~~are open. We also implemented additional safety measures at our resorts to mitigate the potential health risks of COVID-19. We cannot predict when our business will return to normalized levels because we cannot predict when all effects of the pandemic will subside. The longer and more severe the pandemic, the greater the material adverse effect the pandemic will have on our business, results of operations, cash flows, financial condition, access to credit markets and ability to service our debt.

Basis of preparation, presentation and measurement

Our Condensed Consolidated Financial Statements have been prepared in accordance with accounting principles generally accepted in the United States of America (“U.S. GAAP”) for interim financial information. Certain information and disclosures normally included in financial statements prepared in accordance with U.S. GAAP have been condensed or omitted. Accordingly, these unaudited interim Condensed Consolidated Financial Statements should be read in conjunction with our Consolidated Financial Statements as of and for the year ended December 31, 2020, included in our Annual Report on Form 10-K, filed with the Securities and Exchange Commission (the “SEC”) on March 4, 2021 (the “Annual Report”).

In our opinion, the unaudited interim Condensed Consolidated Financial Statements have been prepared on the same basis as the annual Consolidated Financial Statements and include all adjustments, consisting of only normal recurring adjustments, necessary for fair presentation.

The results of operations for the three and six months ended ~~March 31,~~June 30, 2021 are not necessarily indicative of the results of operations to be expected for the full year ended December 31, 2021. All dollar amounts (other than per share amounts) in the following disclosures are in thousands of United States dollars, unless otherwise indicated.

Note 2. Significant accounting policies

Standards adopted

Standard

Description

Date of Adoption

Effect on the Financial Statements or Other Significant Matters

ASU No. 2019-12, Income Taxes (Topic 740): Simplifying the Accounting for Income Taxes

The standard simplifies the accounting for income taxes, eliminates certain exceptions within ASC 740, Income Taxes, and clarifies certain aspects of the current guidance to promote consistency among reporting entities.

January 2021

The adoption of ASU No. 2019-12 resulted in changes to our deferred tax liabilities and deferred income tax expense for our resorts located in the Dominican Republic, which are subject to hybrid tax regimes. We adopted ASU No. 2019-12 on a modified retrospective basis through a $3.4 million cumulative-effect adjustment to opening retained earnings in our Condensed Consolidated Financial Statements for the three months ended March 31, 2021.

Standards not yet adopted

Standard

Description

Date of Adoption

Effect on the Financial Statements or Other Significant Matters

ASU No. 2020-04, Reference Rate Reform (Topic 848): Facilitation of the Effects of Reference Rate Reform on Financial Reporting

The amendments in this update provide optional expedients and exceptions for applying generally accepted accounting principles (GAAP) to contracts, hedging relationships, and other transactions affected by reference rate reform if certain criteria are met.

January 2022

We are currently evaluating the impact of ASU No. 2020-04 on the Condensed Consolidated Financial Statements. We may elect to early adopt the standard prior to the discontinuation of one-month LIBOR rates.

Note 3. Revenue

The following tables present our revenues disaggregated by geographic segment (refer to discussion of our reportable segments in Note 15) ($ in thousands):


		Three Months Ended March 31, 2021													Three Months Ended June 30, 2021
		Yucatán Peninsula		Pacific Coast		Dominican Republic		Jamaica		Other		Total			Yucatán Peninsula		Pacific Coast		Dominican Republic		Jamaica		Other		Total
Package revenue	Package revenue	$	28,870	$	7,552	$	17,463	$	10,009	$	0	$	63,894	Package revenue	$	38,515	$	17,741	$	27,918	$	20,606	$	0	$	104,780
Non-package revenue	Non-package revenue	5,808		1,362		3,432		2,268		125		12,995		Non-package revenue	8,016		3,447		6,004		4,766		369		22,602
Management fees	Management fees	0		0		0		0		344		344		Management fees	0		0		0		0		452		452
Cost reimbursements	Cost reimbursements	0		0		0		377		136		513		Cost reimbursements	0		0		0		804		165		969
Total revenue	Total revenue	$	34,678	$	8,914	$	20,895	$	12,654	$	605	$	77,746	Total revenue	$	46,531	$	21,188	$	33,922	$	26,176	$	986	$	128,803

Three Months Ended March 31, 2020
Yucatán
Peninsula
Pacific
Coast
Dominican
Republic
Jamaica Other Total
Package revenue $ 56,727 $ 18,724 $ 31,367 $ 46,237 $ 0 $ 153,055
Non-package revenue 7,547 3,086 4,265 7,666 14 22,578
Management fees 0 0 0 0 645 645
Cost reimbursements 0 0 0 596 354 950
Total revenue $ 64,274 $ 21,810 $ 35,632 $ 54,499 $ 1,013 $ 177,228


	Three Months Ended June 30, 2020
	Yucatán Peninsula		Pacific Coast		Dominican Republic		Jamaica		Other		Total
Package revenue	$	(165)	$	(90)	$	(178)	$	735	$	0	$	302
Non-package revenue	187		15		190		(172)		20		240
Management fees	0		0		0		0		(18)		(18)
Cost reimbursements	0		0		0		414		44		458
Total revenue	$	22	$	(75)	$	12	$	977	$	46	$	982


	Six Months Ended June 30, 2021
	Yucatán Peninsula		Pacific Coast		Dominican Republic		Jamaica		Other		Total
Package revenue	$	67,385	$	25,293	$	45,381	$	30,615	$	0	$	168,674
Non-package revenue	13,824		4,809		9,436		7,034		494		35,597
Management fees	0		0		0		0		796		796
Cost reimbursements	0		0		0		1,181		301		1,482
Total revenue	$	81,209	$	30,102	$	54,817	$	38,830	$	1,591	$	206,549


	Six Months Ended June 30, 2020
	Yucatán Peninsula		Pacific Coast		Dominican Republic		Jamaica		Other		Total
Package revenue	$	56,562	$	18,634	$	31,189	$	46,972	$	0	$	153,357
Non-package revenue	7,734		3,101		4,455		7,494		34		22,818
Management fees	0		0		0		0		627		627
Cost reimbursements	0		0		0		1,010		398		1,408
Total revenue	$	64,296	$	21,735	$	35,644	$	55,476	$	1,059	$	178,210

Contract assets and liabilities

We do not have any material contract assets as of ~~March 31,~~June 30, 2021 and December 31, 2020 other than trade and other receivables on our Condensed Consolidated Balance Sheet. Our receivables are primarily the result of contracts with customers, which are reduced by an allowance for doubtful accounts that reflects our estimate of amounts that will not be collected.

We record contract liabilities when cash payments are received or due in advance of guests staying at our resorts, which are presented as advance deposits (see Note 14) within trade and other payables on our Condensed Consolidated Balance Sheet. Our advanced deposits are generally recognized as revenue within one year.

Note 4. Property and equipment

The balance of property and equipment, net is as follows ($ in thousands):


		As of March 31,		As of December 31,			As of June 30,		As of December 31,
		2021		2020			2021		2020
Property and equipment, gross	Property and equipment, gross					Property and equipment, gross
Land, buildings and improvements	Land, buildings and improvements	$	1,755,739	$	1,863,406	Land, buildings and improvements	$	1,756,911	$	1,863,406
Fixtures and machinery (1)	Fixtures and machinery (1)	79,707		83,802		Fixtures and machinery (1)	79,661		83,802
Furniture and other fixed assets	Furniture and other fixed assets	204,046		225,869		Furniture and other fixed assets	203,877		225,869
Construction in progress	Construction in progress	4,853		4,552		Construction in progress	4,782		4,552
Total property and equipment, gross	Total property and equipment, gross	2,044,345		2,177,629		Total property and equipment, gross	2,045,231		2,177,629
Accumulated depreciation	Accumulated depreciation	(414,339)		(450,246)		Accumulated depreciation	(432,457)		(450,246)
Total property and equipment, net	Total property and equipment, net	$	1,630,006	$	1,727,383	Total property and equipment, net	$	1,612,774	$	1,727,383

________

(1) Includes the gross balance of our financing lease right-of-use asset, which was $2.3 million as of ~~March 31,~~June 30, 2021 and December 31, 2020 (see Note 11).

Depreciation expense for property and equipment was ~~$20.5~~$40.2 million and ~~$24.7~~$46.7 million for the six months ended June 30, 2021 and 2020, respectively. Depreciation expense was $19.7 million and $22.0 million for the three months ended ~~March 31,~~June 30, 2021 and 2020, respectively.

Sale of assets

On February 5, 2021, we completed the sale of the Dreams Puerto Aventuras, which was reported in our Yucatán Peninsula reportable segment, for $34.5 million in cash consideration. Upon closing of the sale, we received total cash consideration of $34.3 million, after customary closing costs, and recognized a loss of $0.2 million within loss on sale of assets in the Condensed Consolidated Statements of Operations.

Consistent with the terms of our Existing Credit Agreement (as defined in Note 11), we expect that a portion of the net proceeds, after deducting incremental expenses and capital expenditures incurred across our portfolio for up to 24 months following the sale, will be used to prepay our Term Loan in February 2023.

~~Assets held for sale~~Capri Resort

On March 31, 2021, we entered into an agreement to sell our equity interest in the Capri Resort, which is reported within our Yucatán Peninsula reportable segment, for $55.0 million in cash consideration. Upon entering into the agreement, we classified the resort and related deferred tax liabilities as held for sale and recorded an impairment loss of $24.0 million based on the sale price. The sale price ~~which~~ is considered an observable input other than quoted prices (Level 2) in the U.S. GAAP fair value hierarchy (see Note 13). The impairment is recorded within impairment loss in the Condensed Consolidated Statements of Operations. ~~The assets associated with~~

On June 24, 2021, we completed the sale, ~~are recorded at fair value less~~received total cash consideration of $55.2 million, after customary closing costs, ~~to sell~~and recognized a loss of $0.5 million within loss on sale of assets ~~held for sale~~ in the Condensed Consolidated ~~Balance Sheet.~~Statements of Operations. In accordance with our Existing Credit Agreement (as defined in Note 11), we utilized 50% of the net proceeds from the sale of $24.4 million, after deducting incremental expenses, to repay a portion of our Term Loan on June 29, 2021. The remaining net proceeds, after deducting capital expenditures incurred across our portfolio for up to 18 months following the sale, will be used to repay our Term Loan and Term A3 Loan in December 2022.

Dreams Puerto Aventuras

On February 5, 2021, we completed the sale of the Dreams Puerto Aventuras, which is reported in our Yucatán Peninsula reportable segment, for $34.5 million in cash consideration. Upon closing, we received total cash consideration of $34.3 million, after customary closing costs, and recognized a gain of less than $0.1 million within loss on sale of assets in the Condensed Consolidated Statements of Operations. A portion of the net proceeds from the sale, after deducting incremental expenses and capital expenditures incurred across our portfolio for up to 24 months following the sale, will be used to repay our Term Loan and Term A3 Loan in February 2023.

Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark

On May 22, 2020, we completed the sale of the Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark, which were reported within our Jamaica reportable segment, for $60.0 million in cash consideration. Upon classification as held for sale, we recorded an impairment loss of $25.3 million based on the sale price of the properties, which is considered an observable input other than quoted prices (Level 2) in the U.S. GAAP fair value hierarchy. Upon closing, we received total cash consideration of $58.7 million, after customary closing costs, and recognized a $1.8 million loss within loss on sale of assets in the Condensed Consolidated Statements of Operations. A portion of the net proceeds from the sale, after deducting incremental expenses and capital expenditures incurred across our portfolio for up to 24 months following the sale, will be used to repay our Term Loan in May 2022.

Lessor contracts

We rent certain real estate to third parties for office and retail space within our resorts. Our lessor contracts are considered operating leases and generally have a contractual term of one to three years. The following table presents our rental income for the three and six months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		Three Months Ended March 31,				Three Months Ended June 30,
Leases	Leases	2021		2020			Leases	2021		2020
Operating lease income (1)	Operating lease income (1)	$	606	$	1,146		Operating lease income (1)	$	787	$	0


	Six Months Ended June 30,
Leases	2021		2020
Operating lease income (1)	$	1,393	$	1,146

________

(1) Our operating lease income, which is recorded within non-package revenue in the Condensed Consolidated Statements of Operations, includes variable lease revenue which is typically calculated as a percentage of our tenant's net sales.

Note 5. Income taxes

We file tax returns for our entities in key jurisdictions including Mexico, Dominican Republic, Jamaica and the United States. We are domiciled in ~~The~~the Netherlands and ~~are taxed in The Netherlands with~~ our ~~other~~ Dutch ~~subsidiaries. Dutch companies~~subsidiaries are subject to ~~Dutch corporate income tax at~~ a general tax rate of 25%. Our other operating subsidiaries are subject to tax rates up to 30%.

We recorded income tax benefits of $12.5 million and $14.4 million for the three months and six months ended June 30, 2021, respectively. The income tax benefit recognized in both periods includes the impact of certain discrete adjustments related to the sale of our resorts and our valuation allowance.

In connection with the sale of the Capri Resort (see Note 4), we recognized a $5.6 million income tax benefit from the write-off of existing deferred tax liabilities and a $1.2 million income tax expense due to capital gains for the three months ended June 30, 2021. For the six months ended June 30, 2021, we recognized a net $5.5 million income tax benefit from the sale of the Dreams Puerto Aventuras and the Capri Resort, which represents the aggregate tax impact of capital gains, impairment and elimination of existing deferred tax balances.

We continually monitor the realizability of our deferred tax assets, which consist primarily of net operating loss ~~carryforwards and other deferred tax assets, including any new adverse~~carryforwards. After considering the residual economic effects of the COVID-19 pandemic (see Note 1) and the timing of reversals of deferred tax ~~liabilities. As a result,~~liabilities, we recognized an additional ~~$3.0~~$0.7 million and $3.7 million of valuation ~~allowance~~allowances against the deferred tax assets of our Mexico and Jamaica entities during the three and six months ended ~~March 31, 2021.~~June 30, 2021, respectively.

~~For the three months ended March 31,~~

In July 2021, ~~our income tax benefit was $2.0 million, compared to~~we signed an ~~income tax provision~~outstanding Advanced Pricing Agreement (“APA”) for one of ~~$1.1 million for the three months ended March 31, 2020. The increase in~~ our income tax benefit of $3.1 million was driven primarily by a $3.5 million increased tax benefit due to lower pre-tax book income from our tax paying entities, a $4.1 million increased tax benefit due to impairment on the Capri Resort and a $5.7 million increased tax benefit associated with foreign exchange rate fluctuations. These increases in our income tax benefit were partially offset by a $3.0 million increased income tax provision related to valuation allowances recognized for our Jamaica and Mexico entities, a $2.9 million income tax provision for the sale of the Dreams Puerto Aventuras, a $3.3 million decreased discrete tax benefit due to higher deferred tax liabilities of certain Dominican Republic entities and ~~a $1.1 million decreased income~~all of our Dominican Republic entities had effective APAs as of the date of this filing. All APAs are set to expire during the third quarter, but we expect to renegotiate and finalize terms in 2021, which is reflected in our estimated annual effective tax ~~benefit related to~~rate calculation.

We had no uncertain tax positions or unrecognized tax benefits as of June 30, 2021. We expect no significant changes in unrecognized tax benefits over the ~~Jamaica employment tax credit.~~next twelve months.

Note 6. Related party transactions

Relationship with Hyatt

Hyatt Hotels Corporation (“Hyatt”) is considered a related party due to its ownership of our ordinary shares by its affiliated entities and representation on our Board of Directors. We pay Hyatt fees associated with the franchise agreements of our resorts operating under the all-ages Hyatt Ziva and adults-only Hyatt Zilara brands and receive reimbursements for guests that pay for their stay using the World of Hyatt® guest loyalty program.

Relationship with Sagicor

Sagicor Financial Corporation Limited and its affiliated entities (collectively “Sagicor”) is considered a related party due to its ownership of our ordinary shares and representation on our Board of Directors. We pay Sagicor for insurance coverage for one of our Jamaica properties. Sagicor is also a part owner of the Jewel Grande Montego Bay Resort & Spa and compensates us as manager of the property.

Relationship with Davidson Kempner Capital Management L.P.

Davidson Kempner Capital Management L.P. (DKCM) is the investment manager of multiple affiliated funds and is considered a related party due to the funds' ownership of our ordinary shares following the equity raise in January 2021 (see Note 8). The affiliated funds managed by DKCM are also the lenders to our Property Loan and Additional Credit Facility, which consists of our Term A1, Term A2 and Term A3 loans (see Note 11). We pay DKCM periodic interest payments related to the outstanding debt.

Lease with our Chief Executive Officer

One of our offices is owned by our Chief Executive Officer and we sublease the space at that location from a third party.

Transactions with related parties

Transactions between us and related parties during the three and six months ended ~~March 31,~~June 30, 2021 and 2020 were as follows ($ in thousands):


			Three Months Ended March 31,					Three Months Ended June 30,			Six Months Ended June 30,
Related Party	Related Party	Transaction	2021		2020		Related Party	Transaction	2021		2020		2021		2020
Hyatt	Hyatt	Franchise fees (1)	$	3,516	$	5,516	Hyatt	Franchise fees (1)	$	4,459	$	1,048	$	7,975	$	6,564
Sagicor	Sagicor	Insurance premiums (1)	$	155	$	414	Sagicor	Insurance premiums (1)	$	203	$	119	$	358	$	533
Sagicor	Sagicor	Cost reimbursements	$	430	$	722	Sagicor	Cost reimbursements	$	858	$	442	$	1,288	$	1,164
Chief Executive Officer	Chief Executive Officer	Lease expense (2)	$	228	$	182	Chief Executive Officer	Lease expense (2)	$	188	$	196	$	416	$	378
DKCM	DKCM	Interest expense	$	5,404	$	0	DKCM	Interest expense	$	5,467	$	0	$	10,871	$	0

________

(1)Included in direct expense in the Condensed Consolidated Statements of Operations with the exception of certain immaterial fees associated with the Hyatt franchise agreements, which are included in selling, general, and administrative expense.

(2)Included in selling, general, and administrative expense in the Condensed Consolidated Statements of Operations.

Note 7. Commitments and contingencies

We are involved in various claims and lawsuits arising in the normal course of business, including proceedings involving tort and other general liability claims, and workers’ compensation and other employee claims. Most occurrences involving liability and claims of negligence are covered by insurance with solvent insurance carriers. We recognize a liability when we believe the loss is probable and reasonably estimable. We currently believe that the ultimate outcome of such lawsuits and proceedings will not, individually or in the aggregate, have a material effect on our Condensed Consolidated Financial Statements.

The Dutch corporate income tax act provides the option of a fiscal unity, which is a consolidated tax regime wherein the profits and losses of group companies can be offset against each other. Our Dutch companies file as a fiscal unity, with the exception of Playa Romana B.V., Playa Romana Mar B.V. and Playa Hotels & Resorts N.V. Playa Resorts Holding B.V. is the head of our Dutch fiscal unity and is jointly and severally liable for the tax liabilities of the fiscal unity as a whole.

Note 8. Ordinary shares

On January 11, 2021, we issued 28,750,000 ordinary shares with a par value of €0.10 per share in connection with a public equity offering. We received $137.7 million in cash consideration, net of underwriting discounts and customary closing costs.

As of ~~March 31,~~June 30, 2021, our ordinary share capital consisted of ~~164,029,575~~164,209,875 ordinary shares outstanding, which have a par value of €0.10 per share. In addition, ~~4,431,295~~4,244,706 restricted shares and performance share awards and ~~29,168~~27,501 restricted share units were outstanding under the 2017 Plan (as defined in Note 9). The holders of restricted shares and performance share awards are entitled to vote, but not dispose of, such shares until they vest. The holders of restricted share units are neither entitled to vote nor dispose of such shares until they vest.

Note 9. Share-based compensation

We adopted our 2017 Omnibus Incentive Plan (the “2017 Plan”) to attract and retain independent directors, executive officers and other key employees and service providers. As of ~~March 31,~~June 30, 2021, there were ~~4,833,991~~4,841,947 shares available for future grants under the 2017 Plan.

Restricted share awards consist of restricted shares and restricted share units that are granted to eligible employees, executives, and board members and consist of ordinary shares (or the right to receive ordinary shares).

A summary of our restricted share awards from January 1, 2021 to ~~March 31,~~June 30, 2021 is as follows:


		Number of Shares	Weighted-Average Grant Date Fair Value			Number of Shares	Weighted-Average Grant Date Fair Value
Unvested balance at January 1, 2021	Unvested balance at January 1, 2021	2,225,139	$	8.53	Unvested balance at January 1, 2021	2,225,139	$	8.53
Granted	Granted	1,925,298	5.45		Granted	1,925,298	5.45
Vested	Vested	(717,493)	8.22		Vested	(897,793)	8.61
Forfeited	Forfeited	0	0		Forfeited	(7,956)	8.66
Unvested balance at March 31, 2021		3,432,944	$	6.87
Unvested balance at June 30, 2021					Unvested balance at June 30, 2021	3,244,688	$	6.68

Performance share awards consist of ordinary shares that may become earned and vested at the end of a three-year performance period based on the achievement of performance targets adopted by our Compensation Committee. On January 4, 2021, we issued 1,027,519 performance share awards with market conditions where 50% of the performance awards will vest based on the total shareholder return of our ordinary shares relative to those of our peer group (“Relative TSR Awards”) and 50% will vest based on the compound annual growth rate of the price of our ordinary shares (“Absolute TSR Awards”). The Relative TSR Awards ~~and Absolute TSR Awards~~ may vest between 0% and 150% of target, ~~and~~with the award capped at 100% of target should Playa’s TSR be negative. The Absolute TSR Awards may vest up to 100% of ~~target, respectively.~~target.

The table below summarizes the key inputs used in the Monte-Carlo simulation to determine the grant date fair value of our performance share awards ($ in thousands):


Performance Award Grant Date	Percentage of Total Award		Grant Date Fair Value by Component		Volatility (1)		Interest Rate (2)		Dividend Yield
January 4, 2021
Peer Shareholder Return	50	%	$	3,088	57.69	%	0.16	%	0	%
Growth Rate	50	%	$	2,230	57.69	%	0.16	%	0	%

________

(1) Expected volatility was determined based on the historical share prices in our industry.

(2) The risk-free rate was based on U.S. Treasury zero coupon issues with a remaining term equal to the remaining term of the measurement period.

A summary of our performance share awards from January 1, 2021 to ~~March 31,~~June 30, 2021 is as follows:


		Number of Shares	Weighted-Average Grant Date Fair Value			Number of Shares	Weighted-Average Grant Date Fair Value
Unvested balance at January 1, 2021	Unvested balance at January 1, 2021	0	$	0	Unvested balance at January 1, 2021	0	$	0
Granted	Granted	1,027,519	5.18		Granted	1,027,519	5.18

Unvested balance at March 31, 2021		1,027,519	$	5.18
Unvested balance at June 30, 2021					Unvested balance at June 30, 2021	1,027,519	$	5.18

Note 10. Earnings per share

Basic and diluted earnings or losses per share (“EPS”) are as follows ($ in thousands, except share data):


		Three Months Ended March 31,				Three Months Ended June 30,				Six Months Ended June 30,
		2021		2020				2021		2020		2021		2020
Numerator	Numerator						Numerator
Net loss	Net loss	$	(69,745)	$	(22,556)		Net loss	$	(7,768)	$	(87,458)	$	(77,513)	$	(110,014)
Denominator	Denominator						Denominator
Denominator for basic EPS - weighted-average number of shares outstanding	Denominator for basic EPS - weighted-average number of shares outstanding	160,827,261		129,286,708			Denominator for basic EPS - weighted-average number of shares outstanding	164,119,693		130,466,383		162,482,673		129,876,545
Effect of dilutive securities	Effect of dilutive securities						Effect of dilutive securities
Unvested restricted share awards	Unvested restricted share awards	0		0			Unvested restricted share awards	0		0		0		0
Denominator for diluted EPS - adjusted weighted-average number of shares outstanding	Denominator for diluted EPS - adjusted weighted-average number of shares outstanding	160,827,261		129,286,708			Denominator for diluted EPS - adjusted weighted-average number of shares outstanding	164,119,693		130,466,383		162,482,673		129,876,545

EPS - Basic	EPS - Basic	$	(0.43)	$	(0.17)		EPS - Basic	$	(0.05)	$	(0.67)	$	(0.48)	$	(0.85)
EPS - Diluted	EPS - Diluted	$	(0.43)	$	(0.17)		EPS - Diluted	$	(0.05)	$	(0.67)	$	(0.48)	$	(0.85)

For the three and six months ended ~~March 31,~~June 30, 2021 and 2020, 1,027,519 and 1,200,714 shares of unvested performance-based equity awards, respectively, were not included in the computation of diluted EPS after assumed conversions as their effect would have been anti-dilutive. The performance targets of our unvested performance-based equity awards were partially achieved as of ~~March 31,~~June 30, 2021, but were not ~~met~~achieved as of ~~March 31,~~June 30, 2020.

For the three and six months ended ~~March 31,~~June 30, 2021 and 2020, ~~3,432,944~~3,244,688 and ~~2,711,789~~2,326,993 shares of unvested restricted share awards were not included in the computation of diluted EPS as their effect would have been anti-dilutive.

For the three and six months ended ~~March 31,~~June 30, 2021 and 2020, outstanding earnout warrants to acquire a total of 2,987,770 ordinary shares were not included in the computation of diluted EPS after assumed conversions because the warrants were not exercisable as of the end of the respective reporting period.

Note 11. Debt

Our debt consists of the following ($ in thousands):


				Outstanding Balance as of							Outstanding Balance as of
		Interest Rate	Maturity Date	March 31, 2021		December 31, 2020			Interest Rate	Maturity Date	June 30, 2021		December 31, 2020
Revolving Credit Facilities	Revolving Credit Facilities							Revolving Credit Facilities
Revolving Credit Facility (1)	Revolving Credit Facility (1)	LIBOR + 3.00% LIBOR + 4.00%	April 27, 2022 ($17.0 million) January 27, 2024 ($68.0 million)	$	0	$	84,667	Revolving Credit Facility (1)	LIBOR + 3.00% LIBOR + 4.00%	April 27, 2022 ($17.0 million) January 27, 2024 ($68.0 million)	$	0	$	84,667

Senior Secured Credit Facilities	Senior Secured Credit Facilities							Senior Secured Credit Facilities
Term Loan (2)	Term Loan (2)	LIBOR + 2.75%	April 27, 2024	$	973,823	$	976,348	Term Loan (2)	LIBOR + 2.75%	April 27, 2024	$	946,919	$	976,348
Term A1 Loan	Term A1 Loan	11.4777%	April 27, 2024	35,000		35,000		Term A1 Loan	11.4777%	April 27, 2024	35,000		35,000
Term A2 Loan	Term A2 Loan	11.4777%	April 27, 2024	31,000		31,000		Term A2 Loan	11.4777%	April 27, 2024	31,000		31,000
Term A3 Loan (3)	Term A3 Loan (3)	LIBOR + 3.00%	April 27, 2024	28,000		28,000		Term A3 Loan (3)	LIBOR + 3.00%	April 27, 2024	28,000		28,000
Total Term Loans (at stated value)	Total Term Loans (at stated value)			1,067,823		1,070,348		Total Term Loans (at stated value)			1,040,919		1,070,348
Unamortized discount	Unamortized discount			(1,533)		(1,658)		Unamortized discount			(1,407)		(1,658)
Unamortized debt issuance costs	Unamortized debt issuance costs			(5,571)		(6,015)		Unamortized debt issuance costs			(5,120)		(6,015)
Total Term Loans, net	Total Term Loans, net			$	1,060,719	$	1,062,675	Total Term Loans, net			$	1,034,392	$	1,062,675

Property Loan	Property Loan							Property Loan
Property Loan (at stated value)	Property Loan (at stated value)	9.25%	July 1, 2025	$	110,000	$	110,000	Property Loan (at stated value)	9.25%	July 1, 2025	$	110,000	$	110,000
Unamortized discount	Unamortized discount			(3,751)		(3,960)		Unamortized discount			(3,539)		(3,960)
Unamortized debt issuance costs	Unamortized debt issuance costs			(4,176)		(4,409)		Unamortized debt issuance costs			(3,940)		(4,409)
Total Property Loan, net	Total Property Loan, net			$	102,073	$	101,631	Total Property Loan, net			$	102,521	$	101,631

Financing lease obligations	Financing lease obligations			$	2,271	$	2,294	Financing lease obligations			$	2,249	$	2,294

Total debt, net	Total debt, net			$	1,165,063	$	1,251,267	Total debt, net			$	1,139,162	$	1,251,267

________

(1)Undrawn balances bear interest between 0.25% to 0.5% depending on certain leverage ratios. We had available balances of $85.0 million and $0.3 million as of ~~March 31,~~June 30, 2021 and December 31, 2020, respectively. The weighted-average interest rate on the outstanding balance of our Revolving Credit Facility was 3.15% as of December 31, 2020.

(2)One-month London Interbank Offered Rate (“LIBOR”) is subject to a 1.0% floor. The interest rate was 3.75% as of both ~~March 31,~~June 30, 2021 and December 31, 2020. Our 2 interest rate swaps fix LIBOR at 2.85% on $800.0 million of our Term Loan (see Note 12).

(3)LIBOR ~~rate~~ is subject to a 1.0% floor. The interest rate was 4.00% as of both ~~March 31,~~June 30, 2021 and December 31, 2020.

Fifth Amendment to Amended and Restated Credit Agreement

On February 5, 2021, we entered into the Fifth Amendment to the Amended & Restated Credit Agreement (the “Fifth Amendment”, and collectively with the unamended terms of the Senior Secured Credit Facility, the “Existing Credit Agreement”). The terms of the Senior Secured Credit Facility remain in effect except for the following terms modified by the Fifth Amendment:

i.extend the maturity date for $68.0 million of the $85.0 million revolving credit facility through January 2024. The remaining $17.0 million matures in April 2022;

ii.repaid the $84.7 million outstanding balance on our Revolving Credit Facility as a condition to maturity extension;

iii.increase the interest rate on the extended portion of our revolving credit facility to LIBOR plus an applicable margin of 4.00%;

iv.extend the replacement of the total net leverage ratio requirement of the financial covenant with a minimum liquidity balance through March 31, 2022 (the “Relief Period”);

v.further modify the financial covenant for certain test dates after the Relief Period; and

vi.add certain restrictions on, among other things, the incurrence of additional debt and making of investments, dispositions and restricted payments during the Relief Period and thereafter.

S
~~econd~~

Second Amendment to Additional Credit Facility

On February 5, 2021, we entered into the Second Amendment to the Additional Credit Facility (the “Second Amendment”). The terms of the Additional Credit Facility remain in effect except for the following terms modified by the Second Amendment:

i.extend the Relief Period through March 31, 2022;

ii.further modify the financial covenant for certain test dates after the Relief Period; and

iii.add certain restrictions on, among other things, the incurrence of additional debt and making of investments, dispositions and restricted payments during the Relief Period and thereafter.

Financial maintenance covenants

We were in compliance with all applicable covenants as of ~~March 31,~~June 30, 2021. A summary of our applicable covenants and restrictions is as follows:


Debt						Covenant Terms
Existing Credit Agreement						We are required to maintain a minimum liquidity balance of ~~$60.0~~$70.0 million through the Relief Period. If we have more than 35% drawn on the Revolving Credit Facility for periods subsequent to December 31, 2021, we will be subject to the following total net leverage ratio requirements: ▪6.50x for the period ended March 31, 2022; ▪6.00x for the period ended June 30, 2022; and ▪4.75x for periods thereafter.
Term A1 Loan						Same terms as the Existing Credit Agreement.
Term A2 Loan						No applicable debt covenants.
Term A3 Loan						No applicable debt covenants.
Property Loan						No applicable debt covenants other than the requirement to maintain a cash reserve until the Properties achieve a debt service coverage ratio of 1.50x for 2 consecutive quarters.

Note 12. Derivative financial instruments

Effective March 29, 2018, we entered into 2 interest rate swaps to mitigate the interest rate risk inherent to our floating rate debt. The interest rate swaps are not for trading purposes and have fixed notional values of $200.0 million and $600.0 million. The fixed rate paid by us is 2.85% and the variable rate received resets monthly to the one-month LIBOR rate, which results in us fixing LIBOR at 2.85% on $800.0 million of our Term Loan. The interest rate swaps mature on March 31, 2023.

Our interest rate swaps are designated as cash flow hedges, but are deemed ineffective due to the decrease in interest rates. All changes in fair value are recognized through interest expense in the Condensed Consolidated Statements of Operations.

The following tables present the effect of our interest rate swaps, net of tax, in the Condensed Consolidated Statements of Comprehensive Loss and Condensed Consolidated Statements of Operations for the three and six months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		2021		2020			2021		2020
AOCI from our cash flow hedges as of January 1	AOCI from our cash flow hedges as of January 1	$	26,369	$	20,164	AOCI from our cash flow hedges as of January 1	$	26,369	$	20,164
Change in fair value	Change in fair value	0		16,956		Change in fair value	0		16,956
Reclassification from AOCI to interest expense	Reclassification from AOCI to interest expense	(2,894)		(1,908)		Reclassification from AOCI to interest expense	(2,894)		(1,908)
OCI related to our cash flow hedges for the three months ended March 31	OCI related to our cash flow hedges for the three months ended March 31	(2,894)		15,048		OCI related to our cash flow hedges for the three months ended March 31	(2,894)		15,048
AOCI from our cash flow hedges as of March 31		$	23,475	$	35,212
Change in fair value						Change in fair value	0		0
Reclassification from AOCI to interest expense						Reclassification from AOCI to interest expense	(2,926)		(2,926)
OCI related to our cash flow hedges for the three months ended June 30						OCI related to our cash flow hedges for the three months ended June 30	(2,926)		(2,926)
AOCI from our cash flow hedges as of June 30(1)						AOCI from our cash flow hedges as of June 30(1)	$	20,549	$	32,286

________

(1) As of ~~March 31,~~June 30, 2021, the total amount expected to be reclassified from AOCI to interest expense during the next twelve months is $11.7 million.


Derivative Liabilities for Ineffective Hedges	Derivative Liabilities for Ineffective Hedges	Financial Statement Classification		Three Months Ended March 31,					Derivative Liabilities for Ineffective Hedges	Financial Statement Classification		Three Months Ended June 30,				Six Months Ended June 30,
			2021		2020						Financial Statement Classification		2021		2020			2021		2020
Interest rate swaps (1)	Interest rate swaps (1)		Interest expense		$	2,811	$	8,729				Interest rate swaps (1)		$	3,591		$	9,774	$	6,402	$	18,503

________

(1) Includes the change in fair value of our interest rate swaps and the cash interest paid for the monthly settlements of the derivative.

The following tables present the effect of our interest rate swaps in the Condensed Consolidated Balance Sheet as of ~~March 31,~~June 30, 2021 and December 31, 2020 ($ in thousands):


Derivative Liabilities for Ineffective Hedges	Derivative Liabilities for Ineffective Hedges	Financial Statement Classification		As of March 31,			As of December 31,	Derivative Liabilities for Ineffective Hedges			Financial Statement Classification		As of June 30,	As of December 31,
			2021		2020					2021			2020
Interest rate swaps	Interest rate swaps		Derivative financial instruments		$	40,811			$	46,340		Interest rate swaps	Derivative financial instruments	$	35,924	$	46,340

Derivative financial instruments expose us to credit risk in the event of non-performance by the counterparty under the terms of the interest rate swaps. We incorporate these counterparty credit risks in our fair value measurements (see Note 13) and believe we minimize this credit risk by transacting with major creditworthy financial institutions.

Note 13. Fair value of financial instruments

The objective of a fair value measurement is to estimate the price at which an orderly transaction to sell the asset or to transfer the liability would take place between market participants at the measurement date under current market conditions. U.S. GAAP establishes a hierarchical disclosure framework, which prioritizes and ranks the level of observability of inputs used in measuring fair value as follows:

•Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities.

•Level 2: Unadjusted quoted prices for similar assets or liabilities in active markets, or unadjusted quoted prices for identical or similar assets or liabilities in markets that are not active, or inputs other than quoted prices that are observable for the asset or liability.

•Level 3: Inputs are unobservable and reflect our judgments about assumptions that market participants would use in pricing an asset or liability.

1517

We believe the carrying value of our financial instruments, excluding our debt, approximate their fair values as of ~~March 31,~~June 30, 2021 and December 31, 2020. We did not have any Level 3 instruments during any of the periods presented in our Condensed Consolidated Financial Statements.

The following table presents our fair value hierarchy for our financial liabilities measured at fair value on a recurring basis as of ~~March 31,~~June 30, 2021 and December 31, 2020 ($ in thousands):


		March 31, 2021		Level 1		Level 2		Level 3			June 30, 2021		Level 1		Level 2		Level 3
Fair value measurements on a recurring basis	Fair value measurements on a recurring basis									Fair value measurements on a recurring basis
Interest rate swap	Interest rate swap	$	40,811	$	0	$	40,811	$	0	Interest rate swap	$	35,924	$	0	$	35,924	$	0


	December 31, 2020		Level 1		Level 2		Level 3
Fair value measurements on a recurring basis
Interest rate swap	$	46,340	$	0	$	46,340	$	0

~~The following table presents our fair value hierarchy for our financial assets measured at fair value on a nonrecurring basis as of March 31, 2021~~ ~~($ in thousands)~~:

March 31, 2021 Level 1 Level 2 Level 3
Fair value measurements on a nonrecurring basis
Impaired long-lived assets (1)
$ 55,000 $ 0 $ 55,000 $ 0

~~________~~

~~(1)~~ On March 31, 2021, we recorded an impairment loss of $24.0 million based on the sale price of the Capri Resort, which we consider an observable input other than quoted prices. Refer to further discussion of the sale in Note 4.

The following tables present our fair value hierarchy for our financial liabilities not measured at fair value as of ~~March 31,~~June 30, 2021 and December 31, 2020 ($ in thousands):


		Carrying Value		Fair Value							Carrying Value		Fair Value
		As of March 31, 2021		Level 1		Level 2		Level 3			As of June 30, 2021		Level 1		Level 2		Level 3
Financial liabilities not recorded at fair value	Financial liabilities not recorded at fair value									Financial liabilities not recorded at fair value
Term Loan	Term Loan	$	969,728	$	0	$	0	$	952,973	Term Loan	$	943,161	$	0	$	0	$	927,421

Term A1 Loan	Term A1 Loan	33,879		0		0		35,433		Term A1 Loan	33,969		0		0		35,327
Term A2 Loan	Term A2 Loan	30,008		0		0		31,383		Term A2 Loan	30,087		0		0		31,289
Term A3 Loan	Term A3 Loan	27,104		0		0		27,645		Term A3 Loan	27,175		0		0		27,648
Property Loan	Property Loan	102,073		0		0		111,985		Property Loan	102,521		0		0		111,841
Total liabilities	Total liabilities	$	1,162,792	$	0	$	0	$	1,159,419	Total liabilities	$	1,136,913	$	0	$	0	$	1,133,526


	Carrying Value		Fair Value
	As of December 31, 2020		Level 1		Level 2		Level 3
Financial liabilities not recorded at fair value
Term Loan	$	971,920	$	0	$	0	$	936,799
Revolving Credit Facility	84,667		0		0		84,769
Term A1 Loan	33,792		0		0		35,182
Term A2 Loan	29,930		0		0		31,161
Term A3 Loan	27,033		0		0		28,028
Property Loan	101,631		0		0		109,871
Total liabilities	$	1,248,973	$	0	$	0	$	1,225,810

1618

The following table summarizes the valuation techniques used to estimate the fair value of our financial instruments measured at fair value on a recurring basis and our financial instruments not measured at fair value:


						Valuation Technique
Financial instruments recorded at fair value
Interest rate swaps						The fair value of the interest rate swaps is estimated based on the expected future cash flows by incorporating the notional amount of the swaps, the contractual period to maturity, and observable market-based inputs, including interest rate curves. The fair value also incorporates credit valuation adjustments to appropriately reflect nonperformance risk. The fair value of our interest rate swaps is largely dependent on forecasted LIBOR as of the measurement date. If, in subsequent periods, forecasted LIBOR exceeds 2.85% we will recognize a gain and future cash inflows. Conversely, if forecasted LIBOR falls below 2.85% in subsequent periods we will recognize a loss and future cash outflows.
Financial instruments not recorded at fair value
Term Loans and Property Loan						The fair value of our Term Loans and Property Loan are estimated using cash flow projections over the remaining contractual period by applying market forward rates and discounting back at the appropriate discount rate.
Revolving Credit Facility						The valuation technique of our Revolving Credit Facility is consistent with our Term Loans. The fair value of the Revolving Credit Facility generally approximates its carrying value as the expected term is significantly shorter in duration.

Note 14. Other balance sheet items

Trade and other receivables, net

The following summarizes the balances of trade and other receivables, net as of ~~March 31,~~June 30, 2021 and December 31, 2020 ($ in thousands):


		As of March 31,		As of December 31,			As of June 30,		As of December 31,
		2021		2020			2021		2020
Gross trade and other receivables (1)	Gross trade and other receivables (1)	$	29,939	$	28,346	Gross trade and other receivables (1)	$	42,451	$	28,346
Allowance for doubtful accounts (2)	Allowance for doubtful accounts (2)	(2,856)		(2,913)		Allowance for doubtful accounts (2)	(2,756)		(2,913)
Total trade and other receivables, net	Total trade and other receivables, net	$	27,083	$	25,433	Total trade and other receivables, net	$	39,695	$	25,433

________

(1) The opening balance as of January 1, 2020 was $73.0 million.

(2) We recognized an additional $3.1 million in bad debt expense during the year ended December 31, 2020 primarily as result of the negative effects of COVID-19.

We have not experienced any significant write-offs to our accounts receivable during the three and six months ended ~~March 31,~~June 30, 2021 and 2020.

1719

Prepayments and other assets

The following summarizes the balances of prepayments and other assets as of ~~March 31,~~June 30, 2021 and December 31, 2020 ($ in thousands):


		As of March 31,		As of December 31,			As of June 30,		As of December 31,
		2021		2020			2021		2020
Advances to suppliers	Advances to suppliers	$	6,111	$	8,748	Advances to suppliers	$	4,019	$	8,748
Prepaid income taxes	Prepaid income taxes	11,389		12,731		Prepaid income taxes	11,743		12,731
Prepaid other taxes (1)	Prepaid other taxes (1)	13,204		14,033		Prepaid other taxes (1)	12,984		14,033
Operating lease right-of-use assets	Operating lease right-of-use assets	4,075		4,263		Operating lease right-of-use assets	3,885		4,263
Contract deposit (2)		2,700		2,700
Key money (2)						Key money (2)	2,430		2,700
Other assets	Other assets	4,572		5,163		Other assets	4,330		5,163
Total prepayments and other assets	Total prepayments and other assets	$	42,051	$	47,638	Total prepayments and other assets	$	39,391	$	47,638

________

(1) Includes recoverable value-added tax, general consumption tax and other sales tax accumulated by our Mexico, Jamaica, Netherlands and Dominican Republic entities.

(2) Represents a cash deposit related to the Sanctuary Cap Cana management contract. ~~Subsequent to March 31,~~In April 2021, we entered into an agreement to classify this deposit as key money.

Goodwill

The gross carrying values and accumulated impairment losses of goodwill by reportable segment (refer to discussion of our reportable segments in Note 15) as of ~~March 31,~~June 30, 2021 and December 31, 2020 are as follows ($ in thousands):


		Yucatán Peninsula		Pacific Coast		Dominican Republic		Jamaica		Total			Yucatán Peninsula		Pacific Coast		Dominican Republic		Jamaica		Total
Balance at December 31, 2020	Balance at December 31, 2020											Balance at December 31, 2020
Gross carrying value	Gross carrying value	$	51,731	$	0	$	0	$	35,879	$	87,610	Gross carrying value	$	51,731	$	0	$	0	$	35,879	$	87,610
Accumulated impairment losses	Accumulated impairment losses	(6,168)		0		0		(19,788)		(25,956)		Accumulated impairment losses	(6,168)		0		0		(19,788)		(25,956)
Net carrying value	Net carrying value	45,563		0		0		16,091		61,654		Net carrying value	45,563		0		0		16,091		61,654

Activity during the period	Activity during the period											Activity during the period
Impairment losses	Impairment losses	0		0		0		0		0		Impairment losses	0		0		0		0		0

Balance at March 31, 2021
Balance at June 30, 2021												Balance at June 30, 2021
Gross carrying value	Gross carrying value	51,731		0		0		35,879		87,610		Gross carrying value	51,731		0		0		35,879		87,610
Accumulated impairment losses	Accumulated impairment losses	(6,168)		0		0		(19,788)		(25,956)		Accumulated impairment losses	(6,168)		0		0		(19,788)		(25,956)
Net carrying value	Net carrying value	$	45,563	$	0	$	0	$	16,091	$	61,654	Net carrying value	$	45,563	$	0	$	0	$	16,091	$	61,654

As a result of COVID-19 and the temporary suspension of operations at our resorts (see Note 1), the forecasted future cash flows of our reporting units materially decreased during the first quarter of 2020. We performed an interim quantitative impairment analysis as of March 31, 2020 and recognized goodwill impairment losses at the following reporting units for the three months ended March 31, 2020 as we determined that their carrying values exceeded their fair value ($ in thousands):


Reporting Unit	Reportable Segment	Impairment Loss
Jewel Runaway Bay Beach Resort & Waterpark	Jamaica	$	6,946
Jewel Dunn’s River Beach Resort & Spa	Jamaica	$	5,126
Jewel Paradise Cove Beach Resort & Spa	Jamaica	$	4,101

We recognized 0 goodwill impairment losses on our reporting units during the three and six months ended ~~March 31,~~June 30, 2021.

1820

Other intangible assets

Other intangible assets as of ~~March 31,~~June 30, 2021 and December 31, 2020 consisted of the following ($ in thousands):


		As of March 31,		As of December 31,			As of June 30,		As of December 31,
		2021		2020			2021		2020
Gross carrying value	Gross carrying value					Gross carrying value
Casino and other licenses (1)	Casino and other licenses (1)	$	875	$	875	Casino and other licenses (1)	$	875	$	875
Management contract	Management contract	1,900		1,900		Management contract	1,900		1,900
Enterprise resource planning system (2)	Enterprise resource planning system (2)	6,106		6,047		Enterprise resource planning system (2)	6,159		6,047
Other	Other	4,206		4,238		Other	4,230		4,238
Total gross carrying value	Total gross carrying value	13,087		13,060		Total gross carrying value	13,164		13,060

Accumulated amortization	Accumulated amortization					Accumulated amortization
Management contract	Management contract	(261)		(238)		Management contract	(285)		(238)
Enterprise resource planning system (2)	Enterprise resource planning system (2)	(1,310)		(1,125)		Enterprise resource planning system (2)	(1,494)		(1,125)
Other	Other	(3,213)		(3,141)		Other	(3,345)		(3,141)
Total accumulated amortization	Total accumulated amortization	(4,784)		(4,504)		Total accumulated amortization	(5,124)		(4,504)

Net carrying value	Net carrying value					Net carrying value
Casino and other licenses (1)	Casino and other licenses (1)	875		875		Casino and other licenses (1)	875		875
Management contract	Management contract	1,639		1,662		Management contract	1,615		1,662
Enterprise resource planning system (2)	Enterprise resource planning system (2)	4,796		4,922		Enterprise resource planning system (2)	4,665		4,922
Other	Other	993		1,097		Other	885		1,097
Total net carrying value	Total net carrying value	$	8,303	$	8,556	Total net carrying value	$	8,040	$	8,556

________

(1) Our casino and other licenses have indefinite lives. Accordingly, there is no associated amortization expense or accumulated amortization.

(2) Represents software development costs incurred to develop and implement SAP as our integrated enterprise resource planning system, of which $1.4 million was placed into service in 2020 and is being amortized over a weighted-average amortization period of 7 years.

Amortization expense for intangible assets was ~~$0.3~~$0.7 million and ~~$0.3~~$0.7 million for the six months ended June 30, 2021 and 2020, respectively, and $0.4 million and $0.4 million for the three months ended ~~March 31,~~June 30, 2021 and 2020, respectively.

Trade and other payables

The following summarizes the balances of trade and other payables as of ~~March 31,~~June 30, 2021 and December 31, 2020 ($ in thousands):


		As of March 31,		As of December 31,			As of June 30,		As of December 31,
		2021		2020			2021		2020
Trade payables	Trade payables	$	16,368	$	23,348	Trade payables	$	21,909	$	23,348
Advance deposits (1)	Advance deposits (1)	35,492		29,707		Advance deposits (1)	39,971		29,707
Withholding and other taxes payable	Withholding and other taxes payable	36,755		37,450		Withholding and other taxes payable	34,287		37,450
Interest payable	Interest payable	153		618		Interest payable	99		618
Payroll and related accruals	Payroll and related accruals	12,497		15,668		Payroll and related accruals	17,819		15,668
Accrued expenses and other payables	Accrued expenses and other payables	15,888		16,619		Accrued expenses and other payables	24,449		16,619
Total trade and other payables	Total trade and other payables	$	117,153	$	123,410	Total trade and other payables	$	138,534	$	123,410

________

(1) The opening balance as of January 1, 2020 was $53.8 million.

1921

Other liabilities

The following summarizes the balances of other liabilities as of ~~March 31,~~June 30, 2021 and December 31, 2020 ($ in thousands):


		As of March 31,		As of December 31,			As of June 30,		As of December 31,
		2021		2020			2021		2020
Pension obligation (1)(2)	Pension obligation (1)(2)	$	6,267	$	6,231	Pension obligation (1)(2)	$	6,313	$	6,231
Lease liabilities	Lease liabilities	4,580		4,762		Lease liabilities	4,391		4,762
Unfavorable ground lease liability	Unfavorable ground lease liability	2,067		2,090		Unfavorable ground lease liability	2,044		2,090
Key money (3)	Key money (3)	15,556		15,790		Key money (3)	15,323		15,790
Other	Other	888		895		Other	900		895
Total other liabilities	Total other liabilities	$	29,358	$	29,768	Total other liabilities	$	28,971	$	29,768

________

(1) For the six months ended June 30, 2021 and 2020, the service cost component of net periodic pension cost was $0.4 million and $0.4 million, respectively. For the three months ended ~~March 31,~~June 30, 2021 and 2020, the service cost component of net periodic pension cost was $0.2 million and $0.2 million, respectively. These costs are recorded within direct expense in the Condensed Consolidated Statements of Operations.

(2) For the ~~three~~six months ended ~~March 31,~~June 30, 2021 and 2020, the non-service cost components of net periodic pension benefit or cost were ~~$0.1~~$0.5 million and ~~$0.6~~$1.3 million, respectively. For the three months ended June 30, 2021 and 2020, the non-service cost components of net periodic pension benefit or cost were $0.4 million and $0.7 million, respectively. These costs are recorded within other ~~expense~~(expense) income in the Condensed Consolidated Statements of Operations.

(3) Represents the unamortized balance of key money received, which is amortized as a reduction to franchise fees within direct expenses in the Condensed Consolidated Statements of Operations. We received $8.5 million of additional key money in 2020.

Note 15. Segment information

We consider each one of our owned resorts to be an operating segment, none of which meets the threshold for a reportable segment. We also allocate resources and assess operating performance based on individual resorts. Our operating segments meet the aggregation criteria and thus, we present 4 separate reportable segments by geography: (i) Yucatán Peninsula, (ii) Pacific Coast, (iii) Dominican Republic and (iv) Jamaica. For the three and six months ended ~~March 31,~~June 30, 2021 and 2020, we have excluded the immaterial amounts of management fees, cost reimbursements and other from our segment reporting.

Our operating segments are components of the business which are managed discretely and for which discrete financial information is reviewed regularly by our Chief Executive Officer, Chief Financial Officer and Chief Operating Officer, all of whom represent our chief operating decision maker (“CODM”). Financial information for each reportable segment is reviewed by the CODM to assess performance and make decisions regarding the allocation of resources.

The performance of our business is evaluated primarily on adjusted earnings before interest expense, income tax benefit, ~~(provision),~~ and depreciation and amortization expense (“Adjusted EBITDA”), which should not be considered an alternative to net loss or other measures of financial performance or liquidity derived in accordance with U.S. GAAP. The performance of our segments is evaluated on Adjusted EBITDA before corporate expenses and management fee income (“Owned Resort EBITDA”).

We define Adjusted EBITDA as net loss, determined in accordance with U.S. GAAP, for the period presented, before interest expense, income tax benefit, ~~(provision),~~ and depreciation and amortization expense, further adjusted to exclude the following items: (a) impairment loss; (b) loss on sale of assets; (c) other ~~expense;~~(expense) income; (d) share-based compensation; (e) other tax ~~expense;~~income (expense); (f) transaction expenses; and (g) severance expenses.

There are limitations to using financial measures such as Adjusted EBITDA and Owned Resort EBITDA. For example, other companies in our industry may define Adjusted EBITDA differently than we do. As a result, it may be difficult to use Adjusted EBITDA or similarly named financial measures that other companies publish to compare the performance of those companies to our performance. Because of these limitations, Adjusted EBITDA should not be considered as a measure of the income or loss generated by our business or discretionary cash available for investment in our business and investors should carefully consider our U.S. GAAP results presented in our Condensed Consolidated Financial Statements.

2022

The following table presents segment owned net revenue and a reconciliation to total revenue for the three and six months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		Three Months Ended March 31,				Three Months Ended June 30,				Six Months Ended June 30,
		2021		2020				2021		2020		2021		2020
Owned net revenue	Owned net revenue						Owned net revenue
Yucatán Peninsula	Yucatán Peninsula	$	33,603	$	62,317		Yucatán Peninsula	$	45,067	$	21	$	78,670	$	62,338
Pacific Coast	Pacific Coast	8,621		21,155			Pacific Coast	20,514		(74)		29,135		21,081
Dominican Republic	Dominican Republic	20,881		35,596			Dominican Republic	33,888		11		54,769		35,607
Jamaica	Jamaica	11,722		51,436			Jamaica	24,134		564		35,856		52,000
Segment owned net revenue (1)	Segment owned net revenue (1)	74,827		170,504			Segment owned net revenue (1)	123,603		522		198,430		171,026
Other	Other	125		15			Other	369		20		494		35
Management fees	Management fees	344		645			Management fees	452		(18)		796		627
Cost reimbursements	Cost reimbursements	513		950			Cost reimbursements	969		458		1,482		1,408
Compulsory tips	Compulsory tips	1,937		5,114			Compulsory tips	3,410		0		5,347		5,114
Total revenue	Total revenue	$	77,746	$	177,228		Total revenue	$	128,803	$	982	$	206,549	$	178,210

________

(1) Segment owned net revenue represents total revenue less compulsory tips paid to employees, cost reimbursements, management fees and other miscellaneous revenue not derived from segment operations.

The following table presents segment Owned Resort EBITDA, Adjusted EBITDA and a reconciliation to net loss for the three and six months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		Three Months Ended March 31,				Three Months Ended June 30,				Six Months Ended June 30,
		2021		2020				2021		2020		2021		2020
Owned Resort EBITDA	Owned Resort EBITDA						Owned Resort EBITDA
Yucatán Peninsula	Yucatán Peninsula	$	7,174	$	24,935		Yucatán Peninsula	$	13,022	$	(8,004)	$	20,196	$	16,931
Pacific Coast	Pacific Coast	485		8,872			Pacific Coast	7,078		(2,816)		7,563		6,056
Dominican Republic	Dominican Republic	1,666		7,789			Dominican Republic	7,926		(4,881)		9,592		2,908
Jamaica	Jamaica	(2,780)		19,073			Jamaica	4,072		(8,097)		1,292		10,976
Segment Owned Resort EBITDA	Segment Owned Resort EBITDA	6,545		60,669			Segment Owned Resort EBITDA	32,098		(23,798)		38,643		36,871
Other corporate	Other corporate	(9,394)		(10,971)			Other corporate	(9,635)		(7,606)		(19,029)		(18,577)
Management fees	Management fees	344		645			Management fees	452		(18)		796		627
Total Adjusted EBITDA	Total Adjusted EBITDA	(2,505)		50,343			Total Adjusted EBITDA	22,915		(31,422)		20,410		18,921
Interest expense	Interest expense	(18,167)		(20,955)			Interest expense	(18,950)		(20,916)		(37,117)		(41,871)
Depreciation and amortization	Depreciation and amortization	(20,883)		(24,959)			Depreciation and amortization	(20,017)		(22,400)		(40,900)		(47,359)
Impairment loss	Impairment loss	(24,011)		(16,173)			Impairment loss	0		(25,268)		(24,011)		(41,441)
Loss on sale of assets	Loss on sale of assets	(273)		0			Loss on sale of assets	(375)		(1,729)		(648)		(1,729)
Other expense		(706)		(3,906)
Other (expense) income							Other (expense) income	(628)		4,853		(1,334)		947
Share-based compensation	Share-based compensation	(3,179)		(3,223)			Share-based compensation	(3,450)		(2,719)		(6,629)		(5,942)
Other tax expense		(163)		(237)
Other tax income (expense)							Other tax income (expense)	2		(231)		(161)		(468)
Transaction expenses	Transaction expenses	(579)		(586)			Transaction expenses	(139)		(289)		(718)		(875)
Severance expense	Severance expense	(1,287)		(1,198)			Severance expense	0		(1,246)		(1,287)		(2,444)
Non-service cost components of net periodic pension cost (benefit) (1)	Non-service cost components of net periodic pension cost (benefit) (1)	57		(551)			Non-service cost components of net periodic pension cost (benefit) (1)	422		(738)		479		(1,289)
Net loss before tax	Net loss before tax	(71,696)		(21,445)			Net loss before tax	(20,220)		(102,105)		(91,916)		(123,550)
Income tax benefit (provision)		1,951		(1,111)
Income tax benefit							Income tax benefit	12,452		14,647		14,403		13,536
Net loss	Net loss	$	(69,745)	$	(22,556)		Net loss	$	(7,768)	$	(87,458)	$	(77,513)	$	(110,014)

________

(1) Represents the non-service cost components of net periodic pension cost (benefit) recorded within other ~~expense~~(expense) income in the Condensed Consolidated Statements of Operations. We include these costs in calculating Adjusted EBITDA as they are considered part of our ongoing resort operations.

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The following table presents segment property and equipment, gross and a reconciliation to total property and equipment, net as of ~~March 31,~~June 30, 2021 and December 31, 2020 ($ in thousands):


		As of March 31,		As of December 31,			As of June 30,		As of December 31,
		2021		2020			2021		2020
Segment property and equipment, gross	Segment property and equipment, gross					Segment property and equipment, gross
Yucatán Peninsula	Yucatán Peninsula	$	665,284	$	799,849	Yucatán Peninsula	$	665,211	$	799,849
Pacific Coast	Pacific Coast	288,339		288,328		Pacific Coast	288,357		288,328
Dominican Republic	Dominican Republic	679,286		678,900		Dominican Republic	679,941		678,900
Jamaica	Jamaica	406,879		406,047		Jamaica	407,133		406,047
Total segment property and equipment, gross	Total segment property and equipment, gross	2,039,788		2,173,124		Total segment property and equipment, gross	2,040,642		2,173,124
Corporate property and equipment, gross	Corporate property and equipment, gross	4,557		4,505		Corporate property and equipment, gross	4,589		4,505
Accumulated depreciation	Accumulated depreciation	(414,339)		(450,246)		Accumulated depreciation	(432,457)		(450,246)
Total property and equipment, net	Total property and equipment, net	$	1,630,006	$	1,727,383	Total property and equipment, net	$	1,612,774	$	1,727,383

The following table presents segment capital expenditures and a reconciliation to total capital expenditures for the ~~three~~six months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		Three Months Ended March 31,					Six Months Ended June 30,
		2021		2020			2021		2020
Segment capital expenditures	Segment capital expenditures					Segment capital expenditures
Yucatán Peninsula	Yucatán Peninsula	$	681	$	1,580	Yucatán Peninsula	$	1,251	$	2,348
Pacific Coast	Pacific Coast	141		257		Pacific Coast	307		230
Dominican Republic	Dominican Republic	645		6,932		Dominican Republic	1,631		4,286
Jamaica	Jamaica	1,027		1,634		Jamaica	2,138		1,809
Total segment capital expenditures (1)	Total segment capital expenditures (1)	2,494		10,403		Total segment capital expenditures (1)	5,327		8,673
Corporate	Corporate	57		114		Corporate	118		331
Total capital expenditures (1)	Total capital expenditures (1)	$	2,551	$	10,517	Total capital expenditures (1)	$	5,445	$	9,004

________

(1) Represents gross additions to property and equipment.

Note 16. Subsequent events

In preparing the interim Condensed Consolidated Financial Statements, there were no subsequent events since ~~March 31,~~June 30, 2021.

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Item 2. Management's Discussion and Analysis of Financial Condition and Results of Operations

The following discussion and analysis of Playa Hotels & Resorts N.V.'s (“Playa”) financial condition and results of operations should be read in conjunction with our unaudited condensed consolidated financial statements (our “Condensed Consolidated Financial Statements”) and the notes related thereto which are included in “Item 1. Financial Statements” of this Quarterly Report on Form 10-Q. Unless the context otherwise requires, “we,” “us,” “our” and the “Company” refer to Playa and its subsidiaries.

Cautionary Note Regarding Forward-Looking Statements

This quarterly report contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements reflect our current expectations and projections about future events at the time, and thus involve uncertainty and risk. The words “believe,” “expect,” “anticipate,” “will,” “could,” “would,” “should,” “may,” “plan,” “estimate,” “intend,” “predict,” “potential,” “continue,” and the negatives of these words and other similar expressions generally identify forward looking statements. Forward-looking statements are subject to various factors that could cause actual outcomes or results to differ materially from those indicated in these statements, including the risks described under the sections entitled “Risk Factors” of our Annual Report on Form 10-K, filed with the SEC on March 4, 2021 and as such factors may be updated from time to time in our periodic filings with the SEC, which are accessible on the SEC’s website at www.sec.gov. These factors should not be construed as exhaustive and should be read in conjunction with the other cautionary statements that are included in this release and in our filings with the SEC. Currently, one of the most significant factors that could cause actual outcomes to differ materially from our forward-looking statements is the adverse effects of the current COVID-19 pandemic on our financial condition, results of operations and prospects, the airlines that service the locations where we own resorts, the short and longer-term demand for travel, the global economy and the local economies where we own resorts, and the financial markets. As a result of the COVID-19 pandemic, we have experienced severely reduced occupancy levels at our resorts compared to historic levels and we continue to experience lower occupancy as compared to pre-pandemic levels. The extent to which the COVID-19 pandemic will continue to impact us and consumer behavior will depend on future developments, which are highly uncertain and cannot be predicted with confidence, including the scope, severity and duration of the pandemic, continuing resurgences of the ~~pandemic,~~virus and its variants, including the Delta variant, the government actions taken to contain the pandemic or mitigate its impact, the speed, effectiveness and distribution of vaccine and treatment therapies, the rate of public adoption of COVID-19 vaccines, and the direct and indirect economic effects of the pandemic and containment measures, including the magnitude of its impact on unemployment rates, labor-force availability, and consumer discretionary spending, among others. Additional factors that could cause actual results and future events to differ materially from those set forth or contemplated in the forward-looking statements include:

•general economic uncertainty and the effect of general economic conditions on the lodging industry in particular;

•the popularity of the all-inclusive resort model, particularly in the luxury segment of the resort market;

•changes in economic, social or political conditions in the regions we operate, including changes in perception of public-safety and changes in the supply of rooms from competing resorts;

•the success and continuation of our relationships with Hyatt Hotels Corporation (“Hyatt”) and Hilton Worldwide Holdings, Inc. (“Hilton”);

•the volatility of currency exchange rates;

•the success of our branding or rebranding initiatives with our current portfolio and resorts that may be acquired in the future;

•our failure to successfully complete acquisition, expansion, repair and renovation projects in the timeframes and at the costs and returns anticipated;

•changes we may make in timing and scope of our development and renovation projects;

•significant increases in construction and development costs;

•significant increases in utilities costs;

•our ability to obtain and maintain financing arrangements on attractive terms or at all;

•our ability to obtain and maintain ample liquidity to fund operations and service debt;

2325

•the impact of and changes in governmental regulations or the enforcement thereof, tax laws and rates, accounting guidance and similar matters in regions in which we operate;

•the ability of our guests to reach our resorts given government mandated travel restrictions, as well as the demand for our resorts resulting from government mandated safety protocols and health concerns;

•the effectiveness of our internal controls and our corporate policies and procedures and the success and timing of the remediation efforts for the material weakness that we identified in our internal control over financial reporting;

•changes in personnel and availability of qualified personnel;

•environmental uncertainties and risks related to adverse weather conditions and natural disasters;

•outbreak of widespread contagious diseases other than COVID-19;

•dependence on third parties to provide Internet, telecommunications and network connectivity to our data centers;

•the volatility of the market price and liquidity of our ordinary shares and other of our securities; and

•the increasingly competitive environment in which we operate.

While forward-looking statements reflect our good faith beliefs, they are not guarantees of future performance. The Company disclaims any obligation to publicly update or revise any forward-looking statement to reflect changes in underlying assumptions or factors, new information, data or methods, future events or other changes after the date of this quarterly report, except as required by applicable law. You should not place undue reliance on any forward-looking statements, which are based only on information currently available to us (or to third parties making the forward-looking statements).

Overview

Playa is a leading owner, operator and developer of all-inclusive resorts in prime beachfront locations in popular vacation destinations in Mexico and the Caribbean. As of ~~March 31,~~June 30, 2021, Playa owned and/or managed a total portfolio consisting of 22 resorts (8,366 rooms) located in Mexico, Jamaica, and the Dominican Republic. In Mexico, Playa owns and manages Hyatt Zilara Cancún, Hyatt Ziva Cancún, Panama Jack Resorts Cancún, Panama Jack Resorts Playa del Carmen, Hilton Playa del Carmen All-Inclusive Resort, Hyatt Ziva Puerto Vallarta and Hyatt Ziva Los ~~Cabos and Capri Resort.~~Cabos. In Jamaica, Playa owns and manages Hyatt Zilara Rose Hall, Hyatt Ziva Rose Hall, Hilton Rose Hall Resort & Spa, Jewel Grande Montego Bay Resort & Spa, and Jewel Paradise Cove Beach Resort & Spa. In the Dominican Republic, Playa owns and manages the Hilton La Romana All-Inclusive Family Resort, the Hilton La Romana All-Inclusive Adult Resort, Hyatt Zilara Cap Cana and Hyatt Ziva Cap Cana. Playa owns two resorts in the Dominican Republic that are managed by a third-party and manages ~~three~~five resorts on behalf of third-party owners. Playa leverages years of all-inclusive resort operating expertise and relationships with globally recognized hospitality brands to provide a best in class experience and exceptional value to our guests, while building a direct relationship to improve customer acquisition cost and drive repeat business.

For the three months ended ~~March 31,~~June 30, 2021, during which time we had ~~severely~~ reduced occupancy as a result of the continuing effects of the COVID-19 pandemic, we generated a net loss of ~~$69.7~~$7.8 million, total revenue of ~~$77.7~~$128.8 million, Net Package RevPAR of ~~$91.40~~$150.98, and Adjusted EBITDA of ~~$(2.5)~~$22.9 million. For the three months ended ~~March 31,~~June 30, 2020, when all of our resorts were closed due to the initial outbreak of the COVID-19 pandemic, we generated a net loss of ~~$22.6~~$87.5 million, total revenue of ~~$177.2~~$1.0 million, Net Package RevPAR of ~~$197.55~~$0, and Adjusted EBITDA of ~~$50.3~~$(31.4) million.

Impact of COVID-19 Pandemic

The COVID-19 pandemic and the public health measures that have been undertaken in response have had a significant adverse impact on the global economy, the travel and hospitality industries and our business starting in the first quarter of 2020. The effects of the COVID-19 pandemic, including related government restrictions, border closings, quarantines, “shelter-in-place” orders and “social distancing,” have significantly disrupted global leisure travel, and have adversely impacted global commercial activity, contributing to worldwide economic contraction and increased unemployment. We expect that the continuing ~~economic~~ fallout will create headwinds for ~~leisure~~global travel even after ~~the current~~ government restrictions are lifted.

Due to the spread of the COVID-19 pandemic and the associated restrictions placed on international travel, we temporarily suspended operations at all of our resorts in late March ~~2020 and~~2020. We subsequently began reopening our resorts on July 1, ~~2020. As of March 31, 2021,~~2020 and all of our resorts ~~had reopened with the exception~~are open as of ~~the Capri Resort.~~June 30, 2021. Our resorts account for all of our revenue. Following the gradual loosening of government travel restrictions, the availability of vaccines and increased adoption levels of vaccines beginning in the first quarter of 2021, and related increases in available flights to the locations of our resorts, occupancy at our resorts has increased, but still remains well below pre-pandemic levels. Based on our second quarter results and reservations for future periods, we are hopeful that this positive trend in occupancy will continue.

The suspension of operations at our resorts during part of 2020, and the ~~severely~~ reduced occupancy at ~~the~~our resorts ~~that~~since they have reopened, ~~has had a significant~~

~~adverse effect on~~have adversely affected our liquidity. As of ~~March 31,~~June 30, 2021, we had ~~$200.4~~$237.7 million of available cash, excluding ~~$25.9~~$25.6 million of restricted cash. For discussion of the measures that were previously taken to improve our liquidity during fiscal year 2020, please refer to our Annual Report on Form 10-K filed with the SEC on March 4, 2021. We have taken the following measures during the 2021 fiscal year to further mitigate the impact of the effects of the COVID-19 pandemic on our liquidity position:

•raised $138.0 million, net of underwriting discounts, of additional capital in January 2021 through an underwritten public equity offering at $5.00 per share;

•paid down the outstanding balance under our Revolving Credit Facility in February 2021 and also amended and extended our existing facility, further extending the covenant waiver period were we to draw the credit line over 35%;

•sold the Dreams Puerto Aventuras in February 2021 for a total cash consideration of $34.5 million; and

•~~entered into an agreement to sell~~sold the Capri Resort in ~~March~~June 2021 for a total cash consideration of ~~$55.0~~$55.2 million.

We cannot predict when the pandemic and its economic effects ~~of the pandemic~~ will subside, and thus we cannot predict whether our resorts will be permitted to remain open or when our business will return to normalized ~~or even to break-even~~ levels. There also can be no guarantee that when the current ~~effects of the~~ pandemic ~~subside~~subsides that there will not be resurgences of the virus or its variants or that the demand for lodging, and consumer confidence in travel generally, will recover as quickly as other industries. The longer and more severe the pandemic, and the actual occurrence or even the possibility of repeat or cyclical outbreaks of the virus beyond the one currently being experienced, the greater the material adverse effect the pandemic will have on our business, results of operations, cash flows, financial condition, access to credit markets and ability to service our indebtedness.

2527

Our Portfolio of Resorts

As of ~~March 31,~~June 30, 2021, the following table presents an overview of our resorts and is organized by our four geographic business segments: the Yucatán Peninsula, the Pacific Coast, the Dominican Republic and Jamaica.

Name of Resort

Location

Brand and Type

Operator

Year Built; Significant Renovations

Rooms

Name of Resort

Location

Brand and Type

Operator

Year Built; Significant Renovations

Rooms

Owned Resorts

Yucatán Peninsula

Hyatt Ziva Cancún

Cancún, Mexico

Hyatt Ziva (all ages)

Playa

1975; 1980; 1986; 2002; 2015

547

Hyatt Ziva Cancún

Cancún, Mexico

Hyatt Ziva (all ages)

Playa

1975; 1980; 1986; 2002; 2015

547

Hyatt Zilara Cancún

Cancún, Mexico

Hyatt Zilara (adults-only)

Playa

2006; 2009; 2013; 2017

310

Hyatt Zilara Cancún

Cancún, Mexico

Hyatt Zilara (adults-only)

Playa

2006; 2009; 2013; 2017

310

Panama Jack Resorts Cancún

Cancún, Mexico

Panama Jack (all ages)

Playa

1985; 2009; 2017

458

Panama Jack Resorts Cancún

Cancún, Mexico

Panama Jack (all ages)

Playa

1985; 2009; 2017

458

Hilton Playa del Carmen All-Inclusive Resort

Playa del Carmen, Mexico

Hilton (adults-only)

Playa

2002; 2009; 2019

524

Hilton Playa del Carmen All-Inclusive Resort

Playa del Carmen, Mexico

Hilton (adults-only)

Playa

2002; 2009; 2019

524

Panama Jack Resorts Playa del Carmen

Playa del Carmen, Mexico

Panama Jack (all ages)

Playa

1996; 2006; 2012; 2017

287

Panama Jack Resorts Playa del Carmen

Playa del Carmen, Mexico

Panama Jack (all ages)

Playa

1996; 2006; 2012; 2017

287

Capri Resort (1)

Riviera Maya, Mexico

Secrets (adults-only)

Playa

2003

291

Pacific Coast

Hyatt Ziva Los Cabos

Cabo San Lucas, Mexico

Hyatt Ziva (all ages)

Playa

2007; 2009; 2015

591

Hyatt Ziva Los Cabos

Cabo San Lucas, Mexico

Hyatt Ziva (all ages)

Playa

2007; 2009; 2015

591

Hyatt Ziva Puerto Vallarta

Puerto Vallarta, Mexico

Hyatt Ziva (all ages)

Playa

1969; 1990; 2002; 2009; 2014; 2017

335

Hyatt Ziva Puerto Vallarta

Puerto Vallarta, Mexico

Hyatt Ziva (all ages)

Playa

1969; 1990; 2002; 2009; 2014; 2017

335

Dominican Republic

Hilton La Romana All-Inclusive Resort

La Romana, Dominican Republic

Hilton (adults-only)

Playa

1997; 2008; 2019

356

Hilton La Romana All-Inclusive Resort

La Romana, Dominican Republic

Hilton (adults-only)

Playa

1997; 2008; 2019

356

Hilton La Romana All-Inclusive Resort

La Romana, Dominican Republic

Hilton (all ages)

Playa

1997; 2008; 2019

418

Hilton La Romana All-Inclusive Resort

La Romana, Dominican Republic

Hilton (all ages)

Playa

1997; 2008; 2019

418

Dreams Palm Beach

Punta Cana, Dominican Republic

Dreams (all ages)

AMResorts

1994; 2008

500

Dreams Palm Beach

Punta Cana, Dominican Republic

Dreams (all ages)

AMResorts

1994; 2008

500

Dreams Punta Cana

Punta Cana, Dominican Republic

Dreams (all ages)

AMResorts

2004

620

Dreams Punta Cana

Punta Cana, Dominican Republic

Dreams (all ages)

AMResorts

2004

620

Hyatt Ziva Cap Cana

Cap Cana, Dominican Republic

Hyatt Ziva (all ages)

Playa

2019

375

Hyatt Ziva Cap Cana

Cap Cana, Dominican Republic

Hyatt Ziva (all ages)

Playa

2019

375

Hyatt Zilara Cap Cana

Cap Cana, Dominican Republic

Hyatt Zilara (adults-only)

Playa

2019

375

Hyatt Zilara Cap Cana

Cap Cana, Dominican Republic

Hyatt Zilara (adults-only)

Playa

2019

375

Jamaica

Hyatt Ziva Rose Hall

Montego Bay, Jamaica

Hyatt Ziva (all ages)

Playa

2000; 2014; 2017

276

Hyatt Ziva Rose Hall

Montego Bay, Jamaica

Hyatt Ziva (all ages)

Playa

2000; 2014; 2017

276

Hyatt Zilara Rose Hall

Montego Bay, Jamaica

Hyatt Zilara (adults-only)

Playa

2000; 2014; 2017

344

Hyatt Zilara Rose Hall

Montego Bay, Jamaica

Hyatt Zilara (adults-only)

Playa

2000; 2014; 2017

344

Hilton Rose Hall Resort & Spa

Montego Bay, Jamaica

Hilton (all ages)

Playa

1974; 2008; 2017

495

Hilton Rose Hall Resort & Spa

Montego Bay, Jamaica

Hilton (all ages)

Playa

1974; 2008; 2017

495

Jewel Paradise Cove Beach Resort & Spa

Runaway Bay, Jamaica

Jewel (adults-only)

Playa

2013

225

Jewel Paradise Cove Beach Resort & Spa

Runaway Bay, Jamaica

Jewel (adults-only)

Playa

2013

225

Jewel Grande Montego Bay Resort & Spa (2)

Montego Bay, Jamaica

Jewel (all ages)

Playa

2016; 2017

Jewel Grande Montego Bay Resort & Spa (1)

Montego Bay, Jamaica

Jewel (all ages)

Playa

2016; 2017

Total Rooms Owned

7,415

Total Rooms Owned

7,124

Managed Resorts

Sanctuary Cap Cana (3)

Punta Cana, Dominican Republic

Sanctuary (adults-only)

Playa

2008; 2015; 2018

324

Jewel Grande Montego Bay Resort & Spa (2)

Montego Bay, Jamaica

Jewel (condo-hotel)

Playa

2016; 2017

129

The Yucatán Resort Playa del Carmen (4)

Playa del Carmen, Mexico

Tapestry Collection by Hilton (adults-only)

Playa

2012

Hyatt Ziva Riviera Cancún (5)

Riviera Maya, Mexico

Hyatt Ziva (all ages)

Playa

2008, 2021

438

Managed Resorts (2)

Sanctuary Cap Cana

Punta Cana, Dominican Republic

Sanctuary (adults-only)

Playa

2008; 2015; 2018

324

Jewel Grande Montego Bay Resort & Spa (1)

Montego Bay, Jamaica

Jewel (condo-hotel)

Playa

2016; 2017

129

The Yucatan Playa Del Carmen All-Inclusive Resort

Playa del Carmen, Mexico

Tapestry Collection by Hilton (adults-only)

Playa

2012

Hyatt Ziva Riviera Cancún (3)

Riviera Maya, Mexico

Hyatt Ziva (all ages)

Playa

2008, 2021

438

Hyatt Zilara Riviera Maya (4)

Riviera Maya, Mexico

Hyatt Zilara (adults-only)

Playa

2003

291

Total Rooms Operated

951

Total Rooms Operated

1,242

Total Rooms Owned and Operated

8,366

Total Rooms Owned and Operated

8,366

________

(1) Following the termination of the management agreement with AMResorts in October 2020, this resort has been temporarily closed. On March 31, 2021, we entered into an agreement to sell this resort and expect to close the transaction in the second quarter of 2021.

~~(2)~~ ~~We acquired~~Represents an 88-unit tower and spa ~~as part of the business combination with Sagicor. Additionally, we~~owned by us. We manage the majority of the units within the remaining two condo-hotel towers owned by Sagicor that comprise the Jewel Grande Montego Bay Resort & Spa.

~~(3)~~(2) Owned by a third party.

~~(4)~~(3) ~~We entered into a management agreement to operate this resort during the first quarter of 2021. The resort is currently closed for renovations but is expected to open in the second quarter of 2021.~~

~~(5)~~We entered into a management agreement to operate this resort during the first quarter of 2021. The resort is currently closed for renovations but is expected to open in the third quarter of 2021.

(4) We entered into a management agreement to operate this resort during the second quarter of 2021. The resort is currently closed for renovations but is expected to open in the first quarter of 2022.

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Results of Operations

Three Months Ended ~~March 31,~~June 30, 2021 and 2020

The following table summarizes our results of operations on a consolidated basis for the three months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		Three Months Ended March 31,				Increase / Decrease					Three Months Ended June 30,				Increase / Decrease
		2021		2020		Change		% Change			2021		2020		Change		% Change
Revenue	Revenue									Revenue
Package	Package	$	63,894	$	153,055	$	(89,161)	(58.3)	%	Package	$	104,780	$	302	$	104,478	34,595.4	%
Non-package	Non-package	12,995		22,578		(9,583)		(42.4)	%	Non-package	22,602		240		22,362		9,317.5	%
Management fees	Management fees	344		645		(301)		(46.7)	%	Management fees	452		(18)		470		2,611.1	%
Cost reimbursements	Cost reimbursements	513		950		(437)		(46.0)	%	Cost reimbursements	969		458		511		111.6	%
Total revenue	Total revenue	77,746		177,228		(99,482)		(56.1)	%	Total revenue	128,803		982		127,821		13,016.4	%
Direct and selling, general and administrative expenses	Direct and selling, general and administrative expenses									Direct and selling, general and administrative expenses
Direct	Direct	60,221		97,898		(37,677)		(38.5)	%	Direct	79,534		20,380		59,154		290.3	%
Selling, general and administrative	Selling, general and administrative	24,668		33,832		(9,164)		(27.1)	%	Selling, general and administrative	28,550		19,739		8,811		44.6	%
Depreciation and amortization	Depreciation and amortization	20,883		24,959		(4,076)		(16.3)	%	Depreciation and amortization	20,017		22,400		(2,383)		(10.6)	%
Reimbursed costs	Reimbursed costs	513		950		(437)		(46.0)	%	Reimbursed costs	969		458		511		111.6	%
Impairment loss	Impairment loss	24,011		16,173		7,838		48.5	%	Impairment loss	—		25,268		(25,268)		(100.0)	%
Loss on sale of assets	Loss on sale of assets	273		—		273		100.0	%	Loss on sale of assets	375		1,729		(1,354)		(78.3)	%
Gain on insurance proceeds										Gain on insurance proceeds	—		(2,950)		2,950		(100.0)	%
Direct and selling, general and administrative expenses	Direct and selling, general and administrative expenses	130,569		173,812		(43,243)		(24.9)	%	Direct and selling, general and administrative expenses	129,445		87,024		42,421		48.7	%
Operating (loss) income		(52,823)		3,416		(56,239)		(1,646.3)	%
Operating loss										Operating loss	(642)		(86,042)		85,400		99.3	%
Interest expense	Interest expense	(18,167)		(20,955)		2,788		(13.3)	%	Interest expense	(18,950)		(20,916)		1,966		9.4	%
Other expense		(706)		(3,906)		3,200		(81.9)	%
Other (expense) income										Other (expense) income	(628)		4,853		(5,481)		(112.9)	%
Net loss before tax	Net loss before tax	(71,696)		(21,445)		(50,251)		234.3	%	Net loss before tax	(20,220)		(102,105)		81,885		80.2	%
Income tax benefit (provision)		1,951		(1,111)		3,062		(275.6)	%
Income tax benefit										Income tax benefit	12,452		14,647		(2,195)		(15.0)	%
Net loss	Net loss	$	(69,745)	$	(22,556)	$	(47,189)	209.2	%	Net loss	$	(7,768)	$	(87,458)	$	79,690	91.1	%

The tables below set forth information for our total portfolio and our comparable portfolio with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Management Fee Revenue, Total Net Revenue, Adjusted EBITDA and Adjusted EBITDA Margin. For a description of these operating metrics and non-U.S. GAAP measures, see “Key Indicators of Financial and Operating Performance” below. For discussion of Adjusted EBITDA and reconciliation to the most comparable U.S. GAAP financial measures, see “Key Indicators of Financial and Operating Performance” and “Non-U.S. GAAP Financial Measures” below.

Our comparable portfolio for the three months ended ~~March 31,~~June 30, 2021 excludes the following resorts: Capri Resort, which was sold in June 2021, Dreams Puerto Aventuras, which was sold in February 2021, and Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark, which were sold in May 2020.

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Total Portfolio


		Three Months Ended March 31,						Increase / Decrease						Three Months Ended June 30,						Increase / Decrease
		2021			2020			Change			% Change			2021			2020			Change			% Change
Occupancy	Occupancy	31.6		%	66.6		%	(35.0)		pts	(52.6)	%	Occupancy	49.9		%	—		%	49.9		pts	—	%
Net Package ADR	Net Package ADR	$	288.88		$	296.68		$	(7.80)		(2.6)	%	Net Package ADR	$	302.71		$	—		$	302.71		—	%
Net Package RevPAR	Net Package RevPAR	$	91.40		$	197.55		$	(106.15)		(53.7)	%	Net Package RevPAR	$	150.98		$	—		$	150.98		—	%
		($ in thousands)												($ in thousands)
Net Package Revenue	Net Package Revenue	$	62,083		$	148,096		$	(86,013)		(58.1)	%	Net Package Revenue	$	101,615		$	302		$	101,313		33,547.4	%
Net Non-package Revenue	Net Non-package Revenue	12,869			22,423			(9,554)			(42.6)	%	Net Non-package Revenue	22,357			240			22,117			9,215.4	%
Management Fee Revenue	Management Fee Revenue	344			645			(301)			(46.7)	%	Management Fee Revenue	452			(18)			470			2,611.1	%
Total Net Revenue	Total Net Revenue	75,296			171,164			(95,868)			(56.0)	%	Total Net Revenue	124,424			524			123,900			23,645.0	%
Adjusted EBITDA	Adjusted EBITDA	$	(2,505)		$	50,343		$	(52,848)		(105.0)	%	Adjusted EBITDA	$	22,915		$	(31,422)		$	54,337		172.9	%
Adjusted EBITDA Margin	Adjusted EBITDA Margin	(3.3)		%	29.4		%	(32.7)		pts	(111.2)	%	Adjusted EBITDA Margin	18.4		%	(5,996.6)		%	6,015.0		pts	100.3	%

Comparable Portfolio


		Three Months Ended March 31,						Increase / Decrease						Three Months Ended June 30,						Increase / Decrease
		2021			2020			Change			% Change			2021			2020			Change			% Change
Occupancy	Occupancy	31.6		%	65.8		%	(34.2)		pts	(52.0)	%	Occupancy	51.8		%	—		%	51.8		pts	—	%
Net Package ADR	Net Package ADR	$	291.49		$	303.16		$	(11.67)		(3.8)	%	Net Package ADR	$	302.89		$	—		$	302.89		—	%
Net Package RevPAR	Net Package RevPAR	$	92.06		$	199.38		$	(107.32)		(53.8)	%	Net Package RevPAR	$	156.84		$	—		$	156.84		—	%
		($ in thousands)												($ in thousands)
Net Package Revenue	Net Package Revenue	$	61,435		$	134,535		$	(73,100)		(54.3)	%	Net Package Revenue	$	101,677		$	292		$	101,385		34,720.9	%
Net Non-package Revenue	Net Non-package Revenue	12,311			20,322			(8,011)			(39.4)	%	Net Non-package Revenue	22,332			224			22,108			9,869.6	%
Management Fee Revenue	Management Fee Revenue	344			645			(301)			(46.7)	%	Management Fee Revenue	452			(18)			470			2,611.1	%
Total Net Revenue	Total Net Revenue	74,090			155,502			(81,412)			(52.4)	%	Total Net Revenue	124,461			498			123,963			24,892.2	%
Adjusted EBITDA	Adjusted EBITDA	$	(2,875)		$	45,129		$	(48,004)		(106.4)	%	Adjusted EBITDA	$	23,593		$	(28,653)		$	52,246		182.3	%
Adjusted EBITDA Margin	Adjusted EBITDA Margin	(3.9)		%	29.0		%	(32.9)		pts	(113.4)	%	Adjusted EBITDA Margin	19.0		%	(5,753.6)		%	5,772.6		pts	100.3	%

Total Revenue and Total Net Revenue

Our total revenue for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $99.5~~increased $127.8 million, or ~~56.1%~~13,016.4%, compared to the three months ended ~~March 31,~~June 30, 2020. Our Total Net Revenue for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $95.9~~increased $123.9 million, or ~~56.0%~~23,645.0%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are due to ~~reduced occupancy at~~the resumption of resort operations this year as compared to the second quarter of 2020 (during which time all of our resorts ~~during the first quarter as a result of the COVID-19 pandemic.~~were closed). See “Impact of COVID-19 Pandemic” above for more information regarding the effects of the COVID-19 pandemic on our results of operations.

2830

The following table shows a reconciliation of comparable Net Package Revenue, Net Non-package Revenue and Management Fee Revenue to total revenue for the three months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		Three Months Ended March 31,				Increase/Decrease					Three Months Ended June 30,				Increase/Decrease
		2021		2020		Change		% Change			2021		2020		Change		% Change
Net Package Revenue	Net Package Revenue									Net Package Revenue
Comparable Net Package Revenue	Comparable Net Package Revenue	$	61,435	$	134,535	$	(73,100)	(54.3)	%	Comparable Net Package Revenue	$	101,677	$	292	$	101,385	34,720.9	%
Non-comparable Net Package Revenue	Non-comparable Net Package Revenue	648		13,561		(12,913)		(95.2)	%	Non-comparable Net Package Revenue	(62)		10		(72)		(720.0)	%
Net Package Revenue	Net Package Revenue	62,083		148,096		(86,013)		(58.1)	%	Net Package Revenue	101,615		302		101,313		33,547.4	%

Net Non-package Revenue	Net Non-package Revenue									Net Non-package Revenue
Comparable Net Non-package Revenue	Comparable Net Non-package Revenue	12,311		20,322		(8,011)		(39.4)	%	Comparable Net Non-package Revenue	22,332		224		22,108		9,869.6	%
Non-comparable Net Non-package Revenue	Non-comparable Net Non-package Revenue	558		2,101		(1,543)		(73.4)	%	Non-comparable Net Non-package Revenue	25		16		9		56.3	%
Net Non-package Revenue	Net Non-package Revenue	12,869		22,423		(9,554)		(42.6)	%	Net Non-package Revenue	22,357		240		22,117		9,215.4	%

Management Fee Revenue	Management Fee Revenue									Management Fee Revenue
Comparable Management Fee Revenue	Comparable Management Fee Revenue	344		645		(301)		(46.7)	%	Comparable Management Fee Revenue	452		(18)		470		2,611.1	%
Non-comparable Management Fee Revenue	Non-comparable Management Fee Revenue	—		—		—		—	%	Non-comparable Management Fee Revenue	—		—		—		—	%
Management Fee Revenue	Management Fee Revenue	344		645		(301)		(46.7)	%	Management Fee Revenue	452		(18)		470		2,611.1	%

Total Net Revenue	Total Net Revenue									Total Net Revenue
Comparable Total Net Revenue	Comparable Total Net Revenue	74,090		155,502		(81,412)		(52.4)	%	Comparable Total Net Revenue	124,461		498		123,963		24,892.2	%
Non-comparable Total Net Revenue	Non-comparable Total Net Revenue	1,206		15,662		(14,456)		(92.3)	%	Non-comparable Total Net Revenue	(37)		26		(63)		(242.3)	%
Total Net Revenue	Total Net Revenue	75,296		171,164		(95,868)		(56.0)	%	Total Net Revenue	124,424		524		123,900		23,645.0	%
Compulsory tips	Compulsory tips	1,937		5,114		(3,177)		(62.1)	%	Compulsory tips	3,410		—		3,410		—	%
Cost Reimbursements	Cost Reimbursements	513		950		(437)		(46.0)	%	Cost Reimbursements	969		458		511		111.6	%
Total revenue	Total revenue	$	77,746	$	177,228	$	(99,482)	(56.1)	%	Total revenue	$	128,803	$	982	$	127,821	13,016.4	%

Comparable Total Net Revenue

Our Comparable Total Net Revenue for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $81.4~~increased $124.0 million, or ~~52.4%~~24,892.2%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are due to ~~reduced occupancy at~~the resumption of resort operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts ~~during the first quarter as a result of the COVID-19 pandemic.~~were closed). See “Impact of COVID-19 Pandemic” above for more information regarding the effects of the COVID-19 pandemic on our results of operations.

Direct Expenses

The following table shows a reconciliation of our direct expenses to Net Direct Expenses for the three months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		Three Months Ended March 31,				Increase/Decrease					Three Months Ended June 30,				Increase/Decrease
		2021		2020		Change		% Change			2021		2020		Change		% Change
Direct expenses	Direct expenses	$	60,221	$	97,898	$	(37,677)	(38.5)	%	Direct expenses	$	79,534	$	20,380	$	59,154	290.3	%
Less: compulsory tips	Less: compulsory tips	1,937		5,114		(3,177)		(62.1)	%	Less: compulsory tips	3,410		—		3,410		—	%
Net Direct Expenses	Net Direct Expenses	$	58,284	$	92,784	$	(34,500)	(37.2)	%	Net Direct Expenses	$	76,124	$	20,380	$	55,744	273.5	%

Our direct expenses include resort expenses, such as food and beverage, salaries and wages, utilities and other ongoing operational expenses. Our Net Direct Expenses were ~~$58.3~~$76.1 million, or ~~77.4%~~61.2% of Total Net Revenue, for the three months ended ~~March 31,~~June 30, 2021 and ~~$92.8~~$20.4 million, or ~~54.2%~~3,889.3% of Total Net Revenue, for the three months ended ~~March 31,~~June 30, 2020.

Net Direct Expenses for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $34.5~~increased $55.7 million, or ~~37.2%~~273.5%, compared to the three months ended ~~March 31,~~June 30, 2020. Net Direct Expenses at our comparable properties ~~decreased $28.2~~increased $56.2 million, or ~~33.5%~~294.8%, compared to the three months ended ~~March 31,~~June 30, 2020. Net Direct Expenses ~~decreases~~increases are due to ~~reduced occupancy at all~~the resumption of ~~our resorts during~~resort operations this year as compared to the ~~first~~

2931

second quarter ~~and cost cutting measures taken in response to the COVID-19 pandemic.~~of 2020 (during which time all of our resorts were closed). Direct operating expenses fluctuate based on various factors, including changes in occupancy, labor costs, utilities, repair and maintenance costs and license and property taxes. Management fees and franchise fees, which are computed as a percentage of revenue, increase or decrease as a result of changes in revenues.

Net Direct Expenses consists of the following items ($ in thousands):

Total Portfolio


		Three Months Ended March 31,				Increase/Decrease					Three Months Ended June 30,				Increase/Decrease
		2021		2020		Change		% Change			2021		2020		Change		% Change

Food and beverages	Food and beverages	$	10,295	$	20,890	$	(10,595)	(50.7)	%	Food and beverages	$	16,517	$	702	$	15,815	2,252.8	%
Salaries and wages	Salaries and wages	25,037		37,615		(12,578)		(33.4)	%	Salaries and wages	28,387		11,393		16,994		149.2	%
Repairs and maintenance	Repairs and maintenance	2,940		4,183		(1,243)		(29.7)	%	Repairs and maintenance	3,983		1,478		2,505		169.5	%
Utilities and sewerage	Utilities and sewerage	7,364		9,663		(2,299)		(23.8)	%	Utilities and sewerage	8,632		3,312		5,320		160.6	%
Licenses and property taxes	Licenses and property taxes	805		799		6		0.8	%	Licenses and property taxes	750		898		(148)		(16.5)	%
Incentive and management fees	Incentive and management fees	146		1,680		(1,534)		(91.3)	%	Incentive and management fees	287		(256)		543		212.1	%
Franchise / license fees	Franchise / license fees	4,249		7,008		(2,759)		(39.4)	%	Franchise / license fees	5,737		1,227		4,510		367.6	%
Transportation and travel expenses	Transportation and travel expenses	923		1,375		(452)		(32.9)	%	Transportation and travel expenses	997		74		923		1,247.3	%
Laundry and cleaning expenses	Laundry and cleaning expenses	879		1,205		(326)		(27.1)	%	Laundry and cleaning expenses	1,074		270		804		297.8	%
Property and equipment rental expense	Property and equipment rental expense	175		833		(658)		(79.0)	%	Property and equipment rental expense	454		(31)		485		1,564.5	%
Entertainment expenses and decoration	Entertainment expenses and decoration	903		2,022		(1,119)		(55.3)	%	Entertainment expenses and decoration	1,706		14		1,692		12,085.7	%
Office supplies	Office supplies	168		250		(82)		(32.8)	%	Office supplies	239		59		180		305.1	%
Other operational expenses	Other operational expenses	4,400		5,261		(861)		(16.4)	%	Other operational expenses	7,361		1,240		6,121		493.6	%
Total Net Direct Expenses	Total Net Direct Expenses	$	58,284	$	92,784	$	(34,500)	(37.2)	%	Total Net Direct Expenses	$	76,124	$	20,380	$	55,744	273.5	%

Comparable Portfolio


		Three Months Ended March 31,				Increase/Decrease					Three Months Ended June 30,				Increase/Decrease
		2021		2020		Change		% Change			2021		2020		Change		% Change

Food and beverages	Food and beverages	$	10,172	$	18,622	$	(8,450)	(45.4)	%	Food and beverages	$	16,517	$	642	$	15,875	2,472.7	%
Salaries and wages	Salaries and wages	23,536		34,601		(11,065)		(32.0)	%	Salaries and wages	27,992		10,751		17,241		160.4	%
Repairs and maintenance	Repairs and maintenance	2,895		3,514		(619)		(17.6)	%	Repairs and maintenance	3,939		1,236		2,703		218.7	%
Utilities and sewerage	Utilities and sewerage	7,296		8,670		(1,374)		(15.8)	%	Utilities and sewerage	8,570		2,999		5,571		185.8	%
Licenses and property taxes	Licenses and property taxes	796		755		41		5.4	%	Licenses and property taxes	686		829		(143)		(17.2)	%
Incentive and management fees	Incentive and management fees	104		1,403		(1,299)		(92.6)	%	Incentive and management fees	287		(171)		458		267.8	%
Franchise / license fees	Franchise / license fees	4,249		7,016		(2,767)		(39.4)	%	Franchise / license fees	5,737		1,227		4,510		367.6	%
Transportation and travel expenses	Transportation and travel expenses	906		1,273		(367)		(28.8)	%	Transportation and travel expenses	991		62		929		1,498.4	%
Laundry and cleaning expenses	Laundry and cleaning expenses	872		1,018		(146)		(14.3)	%	Laundry and cleaning expenses	1,073		259		814		314.3	%
Property and equipment rental expense	Property and equipment rental expense	166		781		(615)		(78.7)	%	Property and equipment rental expense	453		(25)		478		1,912.0	%
Entertainment expenses and decoration	Entertainment expenses and decoration	884		1,825		(941)		(51.6)	%	Entertainment expenses and decoration	1,707		14		1,693		12,092.9	%
Office supplies	Office supplies	167		233		(66)		(28.3)	%	Office supplies	238		57		181		317.5	%
Other operational expenses	Other operational expenses	4,084		4,646		(562)		(12.1)	%	Other operational expenses	7,134		1,198		5,936		495.5	%
Total Net Direct Expenses	Total Net Direct Expenses	$	56,127	$	84,357	$	(28,230)	(33.5)	%	Total Net Direct Expenses	$	75,324	$	19,078	$	56,246	294.8	%

3032

Selling, General and Administrative Expenses

Our selling, general and administrative expenses for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $9.2~~increased $8.8 million, or ~~27.1%~~44.6%, compared to the three months ended ~~March 31,~~June 30, 2020. ~~These decreases were driven by reduced occupancy at~~The resumption of resort operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts ~~during the first quarter and cost cutting measures taken~~were closed) resulted in ~~response to the COVID-19 pandemic. These closures and cost cutting measures drove~~ a ~~$5.0~~$6.3 million ~~decrease~~increase in advertising and commissions and a $1.2 million increase in corporate personnel expenses. Additionally, our January 2021 grants of restricted and performance share awards (see Note 9 to the Condensed Consolidated Financial Statements) drove a $0.7 million increase in share-based compensation expense over the prior period. These increases were partially offset by a $1.2 million decrease in ~~professional fees,~~insurance expenses which was driven by the sales of the Jewel Dunn’s River Beach Resort & Spa and ~~$1.1 million decrease~~Jewel Runaway Bay Beach Resort & Waterpark in ~~corporate personnel costs. Our non-comparable properties sold in 2020 and 2021 contributed to an additional $0.7 million decrease in selling, general and administrative expenses.~~May 2020.

Depreciation and Amortization Expense

Our depreciation and amortization expense for the three months ended ~~March 31,~~June 30, 2021 decreased ~~$4.1~~$2.4 million, or ~~16.3%~~10.6%, compared to the three months ended ~~March 31,~~June 30, 2020. ~~The decrease~~This was ~~due to $2.2 million~~a result of ~~accelerated depreciation incurred in 2020 related to renovation projects at the Hilton Playa del Carmen All-Inclusive Resort and~~ a ~~$2.2~~$2.1 million decrease due to the sales of the Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark in May 2020, ~~and~~ the Dreams Puerto Aventuras in February 2021, and the Capri Resort in June 2021.

Impairment Loss

Our impairment loss for the three months ended ~~March 31,~~June 30, 2021 ~~increased $7.8~~decreased $25.3 million, or ~~48.5%~~100.0%, compared to the three months ended ~~March 31,~~June 30, 2020. The ~~increase~~decrease was driven by ~~$24.0~~$25.3 million of property and equipment impairment recognized upon classification of the Capri Resort as held for sale in March 2021, as the carrying value exceeded the sale price of the assets under the sales agreement. For further details see Note 4 to our Condensed Consolidated Financial Statements. The increase was partially offset by $16.2 million in goodwill impairment losses on the Jewel Runaway Bay Beach Resort & Waterpark and Jewel Dunn’s River Beach Resort & Spa ~~and Jewel Paradise Cove Beach Resort & Spa reporting units that were only recognized~~as held for sale during the three months ended ~~March 31,~~June 30, 2020. ~~The~~We had no property and equipment or goodwill impairment losses ~~in 2020 were due to~~during the ~~decrease in forecasted future cash flows from the temporary suspension of operations from COVID-19.~~three months ended June 30, 2021.

Interest Expense

Our interest expense for the three months ended ~~March 31,~~June 30, 2021 decreased ~~$2.8~~$2.0 million, or ~~13.3%~~9.4%, compared to the three months ended ~~March 31,~~June 30, 2020. The decrease in interest expense was primarily driven by a ~~$9.0~~$7.0 million decrease due to the change in fair value of our interest rate swaps. ~~In March 2019,~~Due to the significant drop in interest rates during 2020 resulting from the COVID-19 pandemic, we ~~adopted hedge accounting and designated~~recognized a non-cash loss on our interest rate swaps ~~as cash flow hedges, which required changes in fair value~~of $5.0 million during the three months ended June 30, 2020, compared to ~~be recorded through other comprehensive loss. Starting in March 2020, as our cash flow hedges were deemed ineffective due to the decline in interest rates, we recognized all changes in fair value of~~a non-cash gain on our interest rate swaps ~~through interest expense.~~of $2.0 million during the three months ended June 30, 2021. These decreases were partially offset by additional interest expense from the Additional Senior Secured Credit Facility and Property Loan Agreement executed on June 12, 2020 by ~~$2.2~~$1.7 million and ~~$2.5~~$2.4 million, respectively.

Cash interest paid increased to ~~$18.9~~$19.9 million for the three months ended ~~March 31,~~June 30, 2021 as compared to the three months ended ~~March 31,~~June 30, 2020, representing a ~~$4.8~~$5.0 million ~~or 33.9%,~~ increase over the period. Cash interest paid increased due to the Additional Senior Secured Credit Facility and Property Loan Agreement executed on June 12, 2020 by ~~$2.1~~$2.3 million and ~~$1.7~~$2.6 million, respectively. These increases were partially offset by $0.8 million decrease due to the repayment of our outstanding Revolving Credit Facility balance in February 2021.

Income Tax Benefit

Our income tax benefit for the three months ended June 30, 2021 decreased $2.2 million, or 15.0%, compared to the three months ended June 30, 2020. The decrease in our income tax benefit of $2.2 million was driven primarily by:

•a $1.1 million decreased tax benefit due to lower pre-tax book losses from our tax paying entities;

•a $0.6 million decreased discrete tax benefit due to deferred tax liabilities on fixed assets of certain Dominican Republic entities;

•a $0.7 million increased tax expense related to valuation allowances recognized for our Jamaica and Mexico entities; and

•a $5.8 million decreased tax benefit related to the sales of the Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark.

These decreases were partially offset by:

•a $4.4 million increased tax benefit associated with the sale of the Capri Resort; and

•a $1.6 million increased tax benefit associated with foreign exchange rate fluctuations, primarily for our Mexican entities.

Results of Operations

Six Months Ended June 30, 2021 and 2020

The following table summarizes our results of operations on a consolidated basis for the six months ended June 30, 2021 and 2020 ($ in thousands):


	Six Months Ended June 30,				Increase / Decrease
	2021		2020		Change		% Change
Revenue
Package	$	168,674	$	153,357	$	15,317	10.0	%
Non-package	35,597		22,818		12,779		56.0	%
Management fees	796		627		169		27.0	%
Cost reimbursements	1,482		1,408		74		5.3	%
Total revenue	206,549		178,210		28,339		15.9	%
Direct and selling, general and administrative expenses
Direct	139,755		118,278		21,477		18.2	%
Selling, general and administrative	53,218		53,571		(353)		(0.7)	%

Depreciation and amortization	40,900		47,359		(6,459)		(13.6)	%
Reimbursed costs	1,482		1,408		74		5.3	%
Impairment loss	24,011		41,441		(17,430)		(42.1)	%
Loss on sale of assets	648		1,729		(1,081)		(62.5)	%
Gain on insurance proceeds	—		(2,950)		2,950		(100.0)	%
Direct and selling, general and administrative expenses	260,014		260,836		(822)		(0.3)	%
Operating loss	(53,465)		(82,626)		29,161		35.3	%
Interest expense	(37,117)		(41,871)		4,754		11.4	%
Other (expense) income	(1,334)		947		(2,281)		(240.9)	%
Net loss before tax	(91,916)		(123,550)		31,634		25.6	%
Income tax benefit	14,403		13,536		867		6.4	%
Net loss	$	(77,513)	$	(110,014)	$	32,501	29.5	%

The tables below set forth information for our total portfolio and comparable portfolio with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Management Fee Revenue, Total Net Revenue, Adjusted EBITDA and Adjusted EBITDA Margin. For a description of these operating metrics and non-U.S. GAAP measures, see “Key Indicators of Financial and Operating Performance” below. For discussion of Adjusted EBITDA and reconciliation to the most comparable U.S. GAAP financial measures, see “Key Indicators of Financial and Operating Performance” and “Non-U.S. GAAP Financial Measures” below.

Our comparable portfolio for the six months ended June 30, 2021 excludes the following resorts: Capri Resort, which was sold in June of 2021, Dreams Puerto Aventuras, which was sold in February 2021, and Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark, which were sold in May 2020.

Total Portfolio


	Six Months Ended June 30,						Increase / Decrease
	2021			2020			Change			% Change
Occupancy	40.7		%	33.6		%	7.1		pts	21.1	%
Net Package ADR	$	297.31		$	297.28		$	0.03		0.0	%
Net Package RevPAR	$	121.05		$	100.01		$	21.04		21.0	%
	($ in thousands)
Net Package Revenue	$	163,698		$	148,398		$	15,300		10.3	%
Net Non-package Revenue	35,226			22,663			12,563			55.4	%
Management Fee Revenue	796			627			169			27.0	%
Total Net Revenue	199,720			171,688			28,032			16.3	%
Adjusted EBITDA	$	20,410		$	18,921		$	1,489		7.9	%
Adjusted EBITDA Margin	10.2		%	11.0		%	(0.8)		pts	(7.3)	%

Comparable Portfolio


	Six Months Ended June 30,						Increase / Decrease
	2021			2020			Change			% Change
Occupancy	42.4		%	32.6		%	9.8		pts	30.1	%
Net Package ADR	$	298.50		$	305.14		$	(6.64)		(2.2)	%
Net Package RevPAR	$	126.50		$	99.55		$	26.95		27.1	%
	($ in thousands)
Net Package Revenue	$	163,117		$	129,067		$	34,050		26.4	%
Net Non-package Revenue	34,639			19,696			14,943			75.9	%
Management Fee Revenue	796			627			169			27.0	%
Total Net Revenue	198,552			149,390			49,162			32.9	%
Adjusted EBITDA	$	21,269		$	14,269		$	7,000		49.1	%
Adjusted EBITDA Margin	10.7		%	9.6		%	1.1		pts	11.5	%

Total Revenue and Total Net Revenue

Our total revenue for the six months ended June 30, 2021 increased $28.3 million, or 15.9%, compared to the six months ended June 30, 2020. Our Total Net Revenue for the six months ended June 30, 2021 increased $28.0 million, or 16.3%, compared to the six months ended June 30, 2020. These increases are due to the resumption of resort operations this year as compared to the second quarter of 2020 (during which time all of our resorts were closed).

The following table shows a reconciliation of comparable Net Package Revenue, Net Non-package Revenue and Management Fee Revenue to total revenue for the six months ended June 30, 2021 and 2020 ($ in thousands):


	Six Months Ended June 30,				Increase/Decrease
	2021		2020		Change		% Change
Net Package Revenue
Comparable Net Package Revenue	$	163,117	$	129,067	$	34,050	26.4	%
Non-comparable Net Package Revenue	581		19,331		(18,750)		(97.0)	%
Net Package Revenue	163,698		148,398		15,300		10.3	%

Net Non-package Revenue
Comparable Net Non-package Revenue	34,639		19,696		14,943		75.9	%
Non-comparable Net Non-package Revenue	587		2,967		(2,380)		(80.2)	%
Net Non-package Revenue	35,226		22,663		12,563		55.4	%

Management Fee Revenue
Comparable Management Fee Revenue	796		627		169		27.0	%
Non-comparable Management Fee Revenue	—		—		—		—	%
Management Fee Revenue	796		627		169		27.0	%

Total Net Revenue
Comparable Total Net Revenue	198,552		149,390		49,162		32.9	%
Non-comparable Total Net Revenue	1,168		22,298		(21,130)		(94.8)	%
Total Net Revenue	199,720		171,688		28,032		16.3	%
Compulsory tips	5,347		5,114		233		4.6	%
Cost Reimbursements	1,482		1,408		74		5.3	%
Total revenue	$	206,549	$	178,210	$	28,339	15.9	%

Comparable Total Net Revenue

Our Comparable Total Net Revenue for the six months ended June 30, 2021 increased $49.2 million, or 32.9%, compared to the six months ended June 30, 2020. These increases are due to the resumption of resort operations this year as compared to the second quarter of 2020 (during which time all of our resorts were closed).

Direct Expenses

The following table shows a reconciliation of our direct expenses to Net Direct Expenses for the six months ended June 30, 2021 and 2020 ($ in thousands):


	Six Months Ended June 30,				Increase/Decrease
	2021		2020		Change		% Change
Direct expenses	$	139,755	$	118,278	$	21,477	18.2	%
Less: compulsory tips	5,347		5,114		233		4.6	%
Net Direct Expenses	$	134,408	$	113,164	$	21,244	18.8	%

Our direct expenses include resort expenses, such as food and beverage, salaries and wages, utilities and other ongoing operational expenses. Our Net Direct Expenses were $134.4 million, or 67.3%, of Total Net Revenue for the six months ended June 30, 2021 and $113.2 million, or 65.9%, of Total Net Revenue for the six months ended June 30, 2020.

Net Direct Expenses for the six months ended June 30, 2021 increased $21.2 million, or 18.8%, compared to the six months ended June 30, 2020. Net Direct Expenses at our comparable properties increased $27.7 million, or 26.8%, compared to the six months ended June 30, 2020 due to the resumption of resort operations this year as compared to the second quarter of 2020 (during which time all of our resorts were closed). Direct operating expenses fluctuate based on various factors, including changes in occupancy, labor

costs, utilities, repair and maintenance costs and license and property taxes. Management fees and franchise fees, which are generally computed as a percentage of revenue, increase or decrease as a result of changes in revenues.

Net Direct Expenses consists of the following items ($ in thousands):

Total Portfolio


	Six Months Ended June 30,				Increase/Decrease
	2021		2020		Change		% Change

Food and beverages	$	26,812	$	21,592	$	5,220	24.2	%
Salaries and wages	53,424		49,008		4,416		9.0	%
Repairs and maintenance	6,923		5,661		1,262		22.3	%
Utilities and sewerage	15,996		12,975		3,021		23.3	%
Licenses and property taxes	1,555		1,697		(142)		(8.4)	%
Incentive and management fees	433		1,424		(991)		(69.6)	%
Franchise / license fees	9,986		8,235		1,751		21.3	%
Transportation and travel expenses	1,920		1,449		471		32.5	%
Laundry and cleaning expenses	1,953		1,475		478		32.4	%
Property and equipment rental expense	629		802		(173)		(21.6)	%
Entertainment expenses and decoration	2,609		2,036		573		28.1	%
Office supplies	407		309		98		31.7	%
Other operational expenses	11,761		6,501		5,260		80.9	%
Total Net Direct Expenses	$	134,408	$	113,164	$	21,244	18.8	%

Comparable Portfolio


	Six Months Ended June 30,				Increase/Decrease
	2021		2020		Change		% Change

Food and beverages	$	26,678	$	19,263	$	7,415	38.5	%
Salaries and wages	51,378		45,352		6,026		13.3	%
Repairs and maintenance	6,802		4,750		2,052		43.2	%
Utilities and sewerage	15,810		11,669		4,141		35.5	%
Licenses and property taxes	1,430		1,583		(153)		(9.7)	%
Incentive and management fees	391		1,233		(842)		(68.3)	%
Franchise / license fees	9,986		8,243		1,743		21.1	%
Transportation and travel expenses	1,888		1,336		552		41.3	%
Laundry and cleaning expenses	1,945		1,277		668		52.3	%
Property and equipment rental expense	618		756		(138)		(18.3)	%
Entertainment expenses and decoration	2,591		1,839		752		40.9	%
Office supplies	403		289		114		39.4	%
Other operational expenses	11,202		5,845		5,357		91.7	%
Total Net Direct Expenses	$	131,122	$	103,435	$	27,687	26.8	%

Selling, General and Administrative Expenses

Our selling, general and administrative expenses for the six months ended June 30, 2021 decreased $0.4 million, or 0.7%, compared to the six months ended June 30, 2020. The decrease was primarily driven by a $1.2 million decrease in professional fees and a $1.2 million decrease in insurance expenses, which primarily resulted from the sales of the Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark in May 2020. These decreases were partially offset by a $1.2 million increase in advertising and commissions and a $0.2 million increase in corporate personnel expenses due to the resumption of resort operations this year as compared to the second quarter of 2020 (during which time all of our resorts were closed).

Depreciation and Amortization Expense

Our depreciation and amortization expense for the six months ended June 30, 2021 decreased $6.5 million, or 13.6%, compared to the six months ended June 30, 2020. The decrease was largely due to a $4.4 million decrease from our dispositions of the Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark in May 2020, the Dreams Puerto Aventuras in February 2021, and the Capri Resort in June 2021, and a $2.2 million decrease due to accelerated depreciation incurred in 2020 related to renovation projects at the Hilton Playa del Carmen All-Inclusive Resort.

Impairment Loss

Our impairment loss for the six months ended June 30, 2021 decreased $17.4 million, or 42.1%, compared to the six months ended June 30, 2020. The decrease was driven by $25.3 million of property and equipment impairment recognized during the six months ended June 30, 2020 upon classification of the Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark as held for sale. In addition, we recognized a $16.2 million goodwill impairment loss during the first quarter of 2020 at the Jewel Runaway Bay Beach Resort & Waterpark, Jewel Dunn’s River Beach Resort & Spa, and Jewel Paradise Cove Beach Resort & Spa due to the decrease in forecasted future cash flows from the temporary suspension of operations from COVID-19. These decreases were partially offset by $24.0 million of property and equipment impairment for the six months ended June 30, 2021 recognized upon classification of the Capri Resort as held for sale in March 2021.

Interest Expense

Our interest expense for the six months ended June 30, 2021 decreased $4.8 million, or 11.4%, compared to the six months ended June 30, 2020. The decrease in interest expense was driven primarily by a $16.0 million decrease due to the change in fair value of our interest rate swaps. In March 2019, we elected to adopt hedge accounting and designate our interest rate swaps as cash flow hedges. After the adoption of hedge accounting, we recorded the change in fair value of our interest rate swaps through other comprehensive income (loss). Due to the significant drop in interest rates during 2020 resulting from the COVID-19 pandemic, our cash flow hedge was deemed ineffective and dedesignated in March 2020, resulting in us recognizing the change in fair value of our interest rate swaps through interest expense. In addition, interest on our Revolving Credit Facility for the six months ended June 30, 2021 decreased by $1.2 million compared to the same period last year, driven by the repayment of the entire outstanding balance in February 2021. These decreases were partially offset by additional interest expense from the Additional Senior Secured Credit Facility and Property Loan Agreement executed on June 12, 2020 by $3.9 million and $4.9 million, respectively, as well as additional interest expense on our Term Loan of $3.9 million.

Cash interest paid increased to $38.7 million for the six months ended June 30, 2021 as compared to the six months ended June 30, 2020, representing a $9.8 million increase over the prior period. Cash interest paid increased due to the Additional Senior Secured Credit Facility and Property Loan Agreement executed on June 12, 2020 by $4.4 million and $4.3 million, respectively.

Income Tax Benefit

~~For~~Our income tax benefit for the ~~three~~six months ended ~~March 31,~~June 30, 2021 increased $0.9 million, or 6.4%, compared to the six months ended June 30, 2020. The increase in our income tax benefit was ~~$2.0~~mainly driven by:

•a $2.3 million ~~compared~~increased tax benefit due to higher pre-tax book losses from our tax paying entities;

•an $8.3 million increased tax benefit associated with the sale of the Capri Resort; and

•a $7.3 million increased tax benefit associated with foreign exchange rate fluctuations, primarily for our Mexican entities.

These increases were partially offset by:

•a $3.7 million increased tax expense related to valuation allowances recognized for our Jamaica and Mexico entities;

•a $3.9 million decreased discrete tax benefit due to deferred tax liabilities on fixed assets of certain Dominican Republic entities;

•a $1.1 million decreased income tax benefit related to the Jamaica employment tax credit;

•a $2.9 million income tax provision ~~for~~associated with the ~~three months ended March 31, 2020. See further details in Note 5~~sale of the Dreams Puerto Aventuras; and

•a $5.8 million decreased income tax benefit related to ~~our Condensed Consolidated Financial Statements.~~the sales of the Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark.

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Key Indicators of Financial and Operating Performance

We use a variety of financial and other information to monitor the financial and operating performance of our business. Some of this is financial information prepared in accordance with U.S. GAAP, while other information, though financial in nature, is not prepared in accordance with U.S. GAAP. For reconciliations of non-U.S. GAAP financial measures to the most comparable U.S. GAAP financial measure, see “Non-U.S. GAAP Financial Measures.” Our management also uses other information that is not financial in nature, including statistical information and comparative data that are commonly used within the lodging industry to evaluate the financial and operating performance of our portfolio. Our management uses this information to measure the performance of our segments and consolidated portfolio. We use this information for planning and monitoring our business, as well as in determining management and employee compensation. These key indicators include:

•Net Package Revenue

•Net Non-package Revenue

•Owned Net Revenue

•Management Fee Revenue

•Total Net Revenue

•Occupancy

•Net Package ADR

•Net Package RevPAR

•Adjusted EBITDA

•Adjusted EBITDA Margin

•Owned Resort EBITDA

•Owned Resort EBITDA Margin

•Comparable Non-U.S. GAAP Measures

Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Management Fee Revenue, Cost Reimbursements, Total Net Revenue and Net Direct Expenses

“Net Package Revenue” is derived from the sale of all-inclusive packages, which include room accommodations, food and beverage services and entertainment activities, net of compulsory tips paid to employees. Government mandated compulsory tips in the Dominican Republic are not included in this adjustment, as they are already excluded from revenue. Revenue is recognized, net of discounts and rebates, when the rooms are occupied and/or the relevant services have been rendered. Advance deposits received from guests are deferred and included in trade and other payables until the rooms are occupied and/or the relevant services have been rendered, at which point the revenue is recognized.

“Net Non-package Revenue” represents all other revenues earned from the operations of our resorts, other than Net Package Revenue, net of compulsory tips paid to employees. Government mandated compulsory tips in the Dominican Republic are not included in this adjustment, as they are already excluded from revenue. Net Non-package Revenue includes revenue associated with guests' purchases of upgrades, premium services and amenities, such as premium rooms, dining experiences, wines and spirits and spa packages, which are not included in the all-inclusive package. Revenue not included in a guest’s all-inclusive package is recognized when the goods are consumed.

“Owned Net Revenue” represents Net Package Revenue and Net Non-package Revenue. Owned Net Revenue represents a key indicator to assess the overall performance of our business and analyze trends, such as consumer demand, brand preference and competition. In analyzing our Owned Net Revenues, our management differentiates between Net Package Revenue and Net Non-package Revenue. Guests at our resorts purchase packages at stated rates, which include room accommodations, food and beverage services and entertainment activities, in contrast to other lodging business models, which typically only include the room accommodations in the stated rate. The amenities at all-inclusive resorts typically include a variety of buffet and á la carte restaurants, bars, activities, and shows and entertainment throughout the day.

“Management Fee Revenue” is derived from fees earned for managing resorts owned by third-parties. The fees earned are typically composed of a base fee, which is computed as a percentage of revenue, and an incentive fee, which is computed as a percentage of profitability. Management Fee Revenue had a minor contribution to our operating results for the three and six months ~~ended~~

3239

~~March 31,~~ended June 30, 2021 and 2020, but we expect Management Fee Revenue to be a more relevant indicator to assess the overall performance of our business in the future as we enter into more management contracts.

“Total Net Revenue” represents Net Package Revenue, Net Non-package Revenue and Management Fee Revenue. “Cost Reimbursements” is excluded from Total Net Revenue as it is not considered a key indicator of financial and operating performance. Cost Reimbursements is derived from the reimbursement of certain costs incurred by Playa on behalf of resorts managed by Playa and owned by third parties. This revenue is fully offset by reimbursable costs and has no net impact on operating ~~(loss) income~~loss or net loss.

“Net Direct Expenses” represents direct expenses, net of compulsory tips paid to employees.

Occupancy

“Occupancy” represents the total number of rooms sold for a period divided by the total number of rooms available during such period. The total number of rooms available excludes any rooms considered “Out of Order” due to renovation or a temporary problem rendering them inadequate for occupancy for an extended period of time. Occupancy is a useful measure of the utilization of a resort’s total available capacity and can be used to gauge demand at a specific resort or group of properties during a given period. Occupancy levels also enable us to optimize Net Package ADR by increasing or decreasing the stated rate for our all-inclusive packages as demand for a resort increases or decreases.

Net Package ADR

“Net Package ADR” represents total Net Package Revenue for a period divided by the total number of rooms sold during such period. Net Package ADR trends and patterns provide useful information concerning the pricing environment and the nature of the guest base of our portfolio or comparable portfolio, as applicable. Net Package ADR is a commonly used performance measure in the all-inclusive segment of the lodging industry and is commonly used to assess the stated rates that guests are willing to pay through various distribution channels.

Net Package RevPAR

“Net Package RevPAR” is the product of Net Package ADR and the average daily occupancy percentage. Net Package RevPAR does not reflect the impact of non-package revenue. Although Net Package RevPAR does not include this additional revenue, it generally is considered the key performance measure in the all-inclusive segment of the lodging industry to identify trend information with respect to net room revenue produced by our portfolio or comparable portfolio, as applicable, and to evaluate operating performance on a consolidated basis or a regional basis, as applicable.

EBITDA, Adjusted EBITDA, Adjusted EBITDA Margin, Owned Resort EBITDA, and Owned Resort EBITDA Margin

We define EBITDA, a non-U.S. GAAP financial measure, as net income or loss, determined in accordance with U.S. GAAP, for the period presented, before interest expense, income tax and depreciation and amortization expense. We define Adjusted EBITDA, a non-U.S. GAAP financial measure, as EBITDA further adjusted to exclude the following items:

•Other income or expense

•Pre-opening expense

•Transaction expenses

•Severance expense

•Other tax expense

•Gain on property damage insurance proceeds

•Share-based compensation

•Loss on extinguishment of debt

•Other items, which may include but are not limited to the following: management contract termination fees; gains or losses from legal settlements; repairs from hurricanes and tropical storms and impairment losses.

We include the non-service cost components of net periodic pension cost or benefit recorded within other income or expense in the Condensed Consolidated Statements of Operations in calculating Adjusted EBITDA as they are considered part of our ongoing resort operations.

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“Adjusted EBITDA Margin” represents Adjusted EBITDA as a percentage of Total Net Revenue.

“Owned Resort EBITDA” represents Adjusted EBITDA before corporate expenses and Management Fee Revenue.

“Owned Resort EBITDA Margin” represents Owned Resort EBITDA as a percentage of Owned Net Revenue.

Usefulness and Limitation of Non-U.S. GAAP Measures

We believe that each of Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Total Net Revenue, Net Package ADR, Net Package RevPAR and Net Direct Expenses are useful to investors as they reflect our operating results by excluding compulsory tips. These tips have a margin of zero and do not represent our operating results.

We also believe that Adjusted EBITDA is useful to investors for two principal reasons. First, we believe Adjusted EBITDA assists investors in comparing our performance over various reporting periods on a consistent basis by removing from our operating results the impact of items that do not reflect our core operating performance. For example, changes in foreign exchange rates (which are the principal driver of changes in other income or expense), and expenses related to capital raising, strategic initiatives and other corporate initiatives, such as expansion into new markets (which are the principal drivers of changes in transaction expenses), are not indicative of the operating performance of our resorts. The other adjustments included in our definition of Adjusted EBITDA relate to items that occur infrequently and therefore would obstruct the comparability of our operating results over reporting periods. For example, revenue from insurance policies, other than business interruption insurance policies, is infrequent in nature, and we believe excluding these expense and revenue items permits investors to better evaluate the core operating performance of our resorts over time. We believe Adjusted EBITDA Margin provides our investors a useful measurement of operating profitability for the same reasons we find Adjusted EBITDA useful.

The second principal reason that we believe Adjusted EBITDA is useful to investors is that it is considered a key performance indicator by our board of directors (our “Board”) and management. In addition, the compensation committee of our Board determines the annual variable compensation for certain members of our management based, in part, on consolidated Adjusted EBITDA. We believe that Adjusted EBITDA is useful to investors because it provides investors with information utilized by our Board and management to assess our performance and may (subject to the limitations described below) enable investors to compare the performance of our portfolio to our competitors.

Our non-U.S. GAAP financial measures are not substitutes for revenue, net income or any other measure determined in accordance with U.S. GAAP. There are limitations to the utility of non-U.S. GAAP financial measures, such as Adjusted EBITDA. For example, other companies in our industry may define Adjusted EBITDA differently than we do. As a result, it may be difficult to use Adjusted EBITDA or similarly named non-U.S. GAAP financial measures that other companies publish to compare the performance of those companies to our performance. Because of these limitations, our non-U.S. GAAP financial measures should not be considered as a measure of the income or loss generated by our business or discretionary cash available for investment in our business, and investors should carefully consider our U.S. GAAP results presented.

For a reconciliation of EBITDA, Adjusted EBITDA and Owned Resort EBITDA to net income or loss as computed under U.S. GAAP, see “Non-U.S. GAAP Financial Measures.”

Comparable Non-U.S. GAAP Measures

We believe that presenting Adjusted EBITDA, Total Net Revenue, Net Package Revenue, Net Non-package Revenue and Net Direct Expenses on a comparable basis is useful to investors because these measures include only the results of resorts owned and in operation for the entirety of the periods presented and thereby eliminate disparities in results due to the acquisition or disposition of resorts or the impact of resort closures or re-openings in connection with redevelopment or renovation projects. As a result, we believe these measures provide more consistent metrics for comparing the performance of our operating resorts. We calculate comparable Adjusted EBITDA, comparable Total Net Revenue, comparable Net Package Revenue and comparable Net Non-package Revenue as the total amount of each respective measure less amounts attributable to non-comparable resorts, by which we mean resorts that were not owned or in operation during some or all of the relevant reporting period.

Our comparable resorts for the three and six months ended ~~March 31,~~June 30, 2021 ~~excludes~~exclude the following resorts: Capri Resort, which was sold in June 2021, Dreams Puerto Aventuras, which was sold in February 2021, and Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark which were sold in May 2020.

A reconciliation of net income or loss as computed under U.S. GAAP to comparable Adjusted EBITDA is presented in “Non-U.S. GAAP Financial Measures,” below. For a reconciliation of Comparable Net Package Revenue, Comparable Net Non-package

3441

Revenue, Comparable Management Fee Revenue and Comparable Total Net Revenue to total revenue as computed under U.S. GAAP, see “Results of Operations.”

Segment Results

Three Months Ended ~~March 31,~~June 30, 2021 and 2020

We evaluate our business segment operating performance using segment Owned Net Revenue and segment Owned Resort EBITDA. The following tables summarize segment Owned Net Revenue and segment Owned Resort EBITDA for the three months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		Three Months Ended March 31,				Increase / Decrease					Three Months Ended June 30,				Increase / Decrease
		2021		2020		Change		% Change			2021		2020		Change		% Change
Owned Net Revenue	Owned Net Revenue									Owned Net Revenue
Yucatán Peninsula	Yucatán Peninsula	$	33,603	$	62,317	$	(28,714)	(46.1)	%	Yucatán Peninsula	$	45,067	$	21	$	45,046	214,504.8	%
Pacific Coast	Pacific Coast	8,621		21,155		(12,534)		(59.2)	%	Pacific Coast	20,514		(74)		20,588		27,821.6	%
Dominican Republic	Dominican Republic	20,881		35,596		(14,715)		(41.3)	%	Dominican Republic	33,888		11		33,877		307,972.7	%
Jamaica	Jamaica	11,722		51,436		(39,714)		(77.2)	%	Jamaica	24,134		564		23,570		4,179.1	%
Segment Owned Net Revenue	Segment Owned Net Revenue	74,827		170,504		(95,677)		(56.1)	%	Segment Owned Net Revenue	123,603		522		123,081		23,578.7	%
Other	Other	125		15		110		733.3	%	Other	369		20		349		1,745.0	%
Management fees	Management fees	344		645		(301)		(46.7)	%	Management fees	452		(18)		470		2,611.1	%
Total Net Revenue	Total Net Revenue	$	75,296	$	171,164	$	(95,868)	(56.0)	%	Total Net Revenue	$	124,424	$	524	$	123,900	23,645.0	%


		Three Months Ended March 31,				Increase / Decrease					Three Months Ended June 30,				Increase / Decrease
		2021		2020		Change		% Change			2021		2020		Change		% Change
Owned Resort EBITDA	Owned Resort EBITDA									Owned Resort EBITDA
Yucatán Peninsula	Yucatán Peninsula	$	7,174	$	24,935	$	(17,761)	(71.2)	%	Yucatán Peninsula	$	13,022	$	(8,004)	$	21,026	262.7	%
Pacific Coast	Pacific Coast	485		8,872		(8,387)		(94.5)	%	Pacific Coast	7,078		(2,816)		9,894		351.3	%
Dominican Republic	Dominican Republic	1,666		7,789		(6,123)		(78.6)	%	Dominican Republic	7,926		(4,881)		12,807		262.4	%
Jamaica	Jamaica	(2,780)		19,073		(21,853)		(114.6)	%	Jamaica	4,072		(8,097)		12,169		150.3	%
Segment Owned Resort EBITDA	Segment Owned Resort EBITDA	6,545		60,669		(54,124)		(89.2)	%	Segment Owned Resort EBITDA	32,098		(23,798)		55,896		234.9	%
Other corporate	Other corporate	(9,394)		(10,971)		1,577		(14.4)	%	Other corporate	(9,635)		(7,606)		(2,029)		26.7	%
Management fees	Management fees	344		645		(301)		(46.7)	%	Management fees	452		(18)		470		2,611.1	%
Total Adjusted EBITDA	Total Adjusted EBITDA	$	(2,505)	$	50,343	$	(52,848)	(105.0)	%	Total Adjusted EBITDA	$	22,915	$	(31,422)	$	54,337	172.9	%

For a reconciliation of segment Owned Net Revenue and segment Owned Resort EBITDA to total revenue and net income, respectively, each as computed under U.S. GAAP, see Note 15 to our Condensed Consolidated Financial Statements.

3542

Yucatán Peninsula

The following tables set forth information with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Owned Resort EBITDA and Owned Resort EBITDA Margin for our Yucatán Peninsula segment for the three months ended ~~March 31,~~June 30, 2021 and 2020 for the total segment portfolio and comparable segment portfolio:

Total Portfolio


		Three Months Ended March 31,						Increase / Decrease						Three Months Ended June 30,						Increase / Decrease
		2021			2020			Change			% Change			2021			2020			Change			% Change
Occupancy	Occupancy	41.8		%	74.1		%	(32.3)		pts	(43.6)	%	Occupancy	52.0		%	—		%	52.0		%	—		%
Net Package ADR	Net Package ADR	$	290.91		$	299.22		$	(8.31)		(2.8)	%	Net Package ADR	$	328.38		$	—		$	328.38		$	—
Net Package RevPAR	Net Package RevPAR	$	121.66		$	221.58		$	(99.92)		(45.1)	%	Net Package RevPAR	$	170.77		$	—		$	170.77		$	—
		($ in thousands)												($ in thousands)
Net Package Revenue	Net Package Revenue	$	27,911		$	54,886		$	(26,975)		(49.1)	%	Net Package Revenue	$	37,264		$	(167)		$	37,431		22,413.8		%
Net Non-package Revenue	Net Non-package Revenue	5,692			7,431			(1,739)			(23.4)	%	Net Non-package Revenue	7,803			188			7,615			4,050.5		%
Owned Net Revenue	Owned Net Revenue	33,603			62,317			(28,714)			(46.1)	%	Owned Net Revenue	45,067			21			45,046			214,504.8		%
Owned Resort EBITDA	Owned Resort EBITDA	$	7,174		$	24,935		$	(17,761)		(71.2)	%	Owned Resort EBITDA	$	13,022		$	(8,004)		$	21,026		262.7		%
Owned Resort EBITDA Margin	Owned Resort EBITDA Margin	21.3		%	40.0		%	(18.7)		pts	(46.8)	%	Owned Resort EBITDA Margin	28.9		%	(38,114.3)		%	38,143.2		pts	100.1		%

Comparable Portfolio


		Three Months Ended March 31,						Increase / Decrease						Three Months Ended June 30,						Increase / Decrease
		2021			2020			Change			% Change			2021			2020			Change			% Change
Occupancy	Occupancy	42.2		%	73.4		%	(31.2)		pts	(42.5)	%	Occupancy	58.7		%	—		%	58.7		%	—		%
Net Package ADR	Net Package ADR	$	296.97		$	314.60		$	(17.63)		(5.6)	%	Net Package ADR	$	328.51		$	—		$	328.51		$	—
Net Package RevPAR	Net Package RevPAR	$	125.32		$	230.99		$	(105.67)		(45.7)	%	Net Package RevPAR	$	192.68		$	—		$	192.68		$	—
		($ in thousands)												($ in thousands)
Net Package Revenue	Net Package Revenue	$	27,261		$	50,806		$	(23,545)		(46.3)	%	Net Package Revenue	$	37,278		$	(144)		$	37,422		25,987.5		%
Net Non-package Revenue	Net Non-package Revenue	5,230			6,807			(1,577)			(23.2)	%	Net Non-package Revenue	7,753			78			7,675			9,839.7		%
Owned Net Revenue	Owned Net Revenue	32,491			57,613			(25,122)			(43.6)	%	Owned Net Revenue	45,031			(66)			45,097			68,328.8		%
Owned Resort EBITDA	Owned Resort EBITDA	$	7,133		$	23,927		$	(16,794)		(70.2)	%	Owned Resort EBITDA	$	13,813		$	(6,633)		$	20,446		308.2		%
Owned Resort EBITDA Margin	Owned Resort EBITDA Margin	22.0		%	41.5		%	(19.5)		pts	(47.0)	%	Owned Resort EBITDA Margin	30.7		%	(10,050.0)		%	10,080.7		%	100.3		%

Segment Comparable Owned Net Revenue. Our Comparable Owned Net Revenue for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $25.1~~increased $45.1 million, or ~~43.6%~~68,328.8%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are a result of ~~reduced occupancy at~~the resumption of resort operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts were closed). Comparable Net Package ADR of $328.51 for the three months ended June 30, 2021 benefited by an additional $6.93 as a result of a change in billing methodology of an online travel agency (“OTA”), which requires Playa to present this revenue gross of commissions under U.S. GAAP. Excluding the ~~first quarter due~~aforementioned change in billing practice, Comparable Net Package ADR would have been $321.58.

Compared to 2019, our Comparable Net Package ADR for the ~~COVID-19 pandemic.~~three months ended June 30, 2021 increased by $49.47, or 17.7%. Excluding the aforementioned change in billing practice, the increase would have been $42.54, or 15.2%.

Segment Comparable Owned Resort EBITDA. Our Comparable Owned Resort EBITDA for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $16.8~~increased $20.4 million, or ~~70.2%~~308.2%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are a result of ~~reduced occupancy at~~the resumption of operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts ~~in the first quarter due to the COVID-19 pandemic.~~were closed).

3643

Pacific Coast

The following tables set forth information with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Owned Resort EBITDA and Owned Resort EBITDA Margin for our Pacific Coast segment for the three months ended ~~March 31,~~June 30, 2021 and 2020 for the total segment portfolio:


		Three Months Ended March 31,						Increase / Decrease						Three Months Ended June 30,						Increase / Decrease
		2021			2020			Change			% Change			2021			2020			Change			% Change
Occupancy	Occupancy	28.0		%	62.4		%	(34.4)		pts	(55.1)	%	Occupancy	59.8		%	—		%	59.8		%	—		%
Net Package ADR	Net Package ADR	$	311.06		$	344.28		$	(33.22)		(9.6)	%	Net Package ADR	$	339.20		$	—		$	339.20		$	—
Net Package RevPAR	Net Package RevPAR	$	87.20		$	214.92		$	(127.72)		(59.4)	%	Net Package RevPAR	$	202.93		$	—		$	202.93		$	—
		($ in thousands)												($ in thousands)
Net Package Revenue	Net Package Revenue	$	7,268		$	18,110		$	(10,842)		(59.9)	%	Net Package Revenue	$	17,100		$	(89)		$	17,189		19,313.5		%
Net Non-package Revenue	Net Non-package Revenue	1,353			3,045			(1,692)			(55.6)	%	Net Non-package Revenue	3,414			15			3,399			22,660.0		%
Owned Net Revenue	Owned Net Revenue	8,621			21,155			(12,534)			(59.2)	%	Owned Net Revenue	20,514			(74)			20,588			27,821.6		%
Owned Resort EBITDA	Owned Resort EBITDA	$	485		$	8,872		$	(8,387)		(94.5)	%	Owned Resort EBITDA	$	7,078		$	(2,816)		$	9,894		351.3		%
Owned Resort EBITDA Margin	Owned Resort EBITDA Margin	5.6		%	41.9		%	(36.3)		pts	(86.6)	%	Owned Resort EBITDA Margin	34.5		%	(3,805.4)		%	3,839.9		pts	100.9		%

Segment Owned Net Revenue. Our Owned Net Revenue for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $12.5~~increased $20.6 million, or ~~59.2%~~27,821.6%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are a result of ~~reduced occupancy at~~the resumption of operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts ~~in the first quarter due to the COVID-19 pandemic.~~were closed). Net Package ADR of $339.20 for the three months ended June 30, 2021 benefited by an additional $5.83 as a result of a change in billing methodology of an OTA, which requires Playa to present this revenue gross of commissions under U.S. GAAP. Excluding the ~~segment was negatively impacted~~aforementioned change in billing practice, Net Package ADR would have been $333.37.

Compared to 2019, our Net Package ADR for the three months ended June 30, 2021 increased by ~~a significant decrease~~$43.72, or 14.8%. Excluding the aforementioned change in ~~MICE (meetings, incentives, conventions and events) room nights compared to~~billing practice, the ~~same period in the prior year.~~increase would have been $37.89, or 12.8%.

Segment Owned Resort EBITDA. Our Owned Resort EBITDA for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $8.4~~increased $9.9 million, or ~~94.5%~~351.3%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are a result of ~~reduced occupancy at~~the resumption of operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts ~~in the first quarter due to the COVID-19 pandemic.~~were closed).

Dominican Republic

The following table sets forth information with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Owned Resort EBITDA and Owned Resort EBITDA Margin for our Dominican Republic segment for the three months ended ~~March 31,~~June 30, 2021 and 2020 for the total segment portfolio:

~~Total Portfolio~~


		Three Months Ended March 31,						Increase / Decrease						Three Months Ended June 30,						Increase / Decrease
		2021			2020			Change			% Change			2021			2020			Change			% Change
Occupancy	Occupancy	26.0		%	57.3		%	(31.3)		pts	(54.6)	%	Occupancy	45.0		%	—		%	45.0		%	—		%
Net Package ADR	Net Package ADR	$	282.27		$	227.33		$	54.94		24.2	%	Net Package ADR	$	257.73		$	—		$	257.73		$	—
Net Package RevPAR	Net Package RevPAR	$	73.33		$	130.21		$	(56.88)		(43.7)	%	Net Package RevPAR	$	115.90		$	—		$	115.90		$	—
		($ in thousands)												($ in thousands)
Net Package Revenue	Net Package Revenue	$	17,449		$	31,330		$	(13,881)		(44.3)	%	Net Package Revenue	$	27,885		$	(178)		$	28,063		15,765.7		%
Net Non-package Revenue	Net Non-package Revenue	3,432			4,266			(834)			(19.5)	%	Net Non-package Revenue	6,003			189			5,814			3,076.2		%
Owned Net Revenue	Owned Net Revenue	20,881			35,596			(14,715)			(41.3)	%	Owned Net Revenue	33,888			11			33,877			307,972.7		%
Owned Resort EBITDA	Owned Resort EBITDA	$	1,666		$	7,789		$	(6,123)		(78.6)	%	Owned Resort EBITDA	$	7,926		$	(4,881)		$	12,807		262.4		%
Owned Resort EBITDA Margin	Owned Resort EBITDA Margin	8.0		%	21.9		%	(13.9)		pts	(63.5)	%	Owned Resort EBITDA Margin	23.4		%	(44,372.7)		%	44,396.1		pts	100.1		%

Segment Owned Net Revenue. Our Owned Net Revenue for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $14.7~~increased $33.9 million, or ~~41.3%~~307,972.7%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are a result of ~~reduced occupancy at~~the resumption of operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts ~~in the first quarter due~~were closed).

Compared to ~~the COVID-19 pandemic.~~2019, our Net Package ADR ~~in the segment was positively impacted~~for three months ended June 30, 2021 increased by $75.36, or 41.3%. This increase is driven by the ~~performance~~opening of ~~the~~ Hyatt Ziva and Hyatt Zilara Cap ~~Cana.~~Cana in the fourth quarter of 2019.

Segment Owned Resort EBITDA. Our Owned Resort EBITDA for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $6.1~~increased $12.8 million, or ~~78.6%~~262.4%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are a result of ~~reduced occupancy at~~the resumption of operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts ~~in the first quarter due to the COVID-19 pandemic.~~were closed).

Jamaica

The following table sets forth information with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Owned Resort EBITDA and Owned Resort EBITDA Margin for our Jamaica segment for the three months ended ~~March 31,~~June 30, 2021 and 2020 for the total segment portfolio and comparable segment portfolio:

Total Portfolio


		Three Months Ended March 31,						Increase / Decrease						Three Months Ended June 30,						Increase / Decrease
		2021			2020			Change			% Change			2021			2020			Change			% Change
Occupancy	Occupancy	26.3		%	70.8		%	(44.5)		pts	(62.9)	%	Occupancy	48.9		%	—		%	48.9		%	—		%
Net Package ADR	Net Package ADR	$	279.87		$	349.22		$	(69.35)		(19.9)	%	Net Package ADR	$	304.51		$	—		$	304.51		$	—
Net Package RevPAR	Net Package RevPAR	$	73.57		$	247.17		$	(173.60)		(70.2)	%	Net Package RevPAR	$	149.03		$	—		$	149.03		$	—
		($ in thousands)												($ in thousands)
Net Package Revenue	Net Package Revenue	$	9,455		$	43,770		$	(34,315)		(78.4)	%	Net Package Revenue	$	19,366		$	736		$	18,630		2,531.3		%
Net Non-package Revenue	Net Non-package Revenue	2,267			7,666			(5,399)			(70.4)	%	Net Non-package Revenue	4,768			(172)			4,940			2,872.1		%
Owned Net Revenue	Owned Net Revenue	11,722			51,436			(39,714)			(77.2)	%	Owned Net Revenue	24,134��			564			23,570			4,179.1		%
Owned Resort EBITDA	Owned Resort EBITDA	$	(2,780)		$	19,073		$	(21,853)		(114.6)	%	Owned Resort EBITDA	$	4,072		$	(8,097)		$	12,169		150.3		%
Owned Resort EBITDA Margin	Owned Resort EBITDA Margin	(23.7)		%	37.1		%	(60.8)		pts	(163.9)	%	Owned Resort EBITDA Margin	16.9		%	(1,435.6)		%	1,452.5		pts	101.2		%

Comparable Portfolio


		Three Months Ended March 31,						Increase / Decrease						Three Months Ended June 30,						Increase / Decrease
		2021			2020			Change			% Change			2021			2020			Change			% Change
Occupancy	Occupancy	26.3		%	70.7		%	(44.4)		pts	(62.8)	%	Occupancy	48.9		%	—		%	48.9		%	—		%
Net Package ADR	Net Package ADR	$	279.95		$	373.25		$	(93.30)		(25.0)	%	Net Package ADR	$	305.26		$	—		$	305.26		$	—
Net Package RevPAR	Net Package RevPAR	$	73.59		$	263.87		$	(190.28)		(72.1)	%	Net Package RevPAR	$	149.40		$	—		$	149.40		$	—
		($ in thousands)												($ in thousands)
Net Package Revenue	Net Package Revenue	$	9,457		$	34,289		$	(24,832)		(72.4)	%	Net Package Revenue	$	19,414		$	703		$	18,711		2,661.6		%
Net Non-package Revenue	Net Non-package Revenue	2,171			6,189			(4,018)			(64.9)	%	Net Non-package Revenue	4,793			(78)			4,871			6,244.9		%

Owned Net Revenue	Owned Net Revenue	11,628			40,478			(28,850)			(71.3)	%	Owned Net Revenue	24,207			625			23,582			3,773.1		%
Owned Resort EBITDA	Owned Resort EBITDA	$	(3,109)		$	14,867		$	(17,976)		(120.9)	%	Owned Resort EBITDA	$	3,959		$	(6,699)		$	10,658		159.1		%
Owned Resort EBITDA Margin	Owned Resort EBITDA Margin	(26.7)		%	36.7		%	(63.4)		pts	(172.8)	%	Owned Resort EBITDA Margin	16.4		%	(1,071.8)		%	1,088.2		pts	101.5		%

Segment Comparable Owned Net Revenue. Our Comparable Owned Net Revenue for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $28.9~~increased $23.6 million, or ~~71.3%~~3,773.1%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are a result of ~~reduced occupancy at~~the resumption of operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts ~~in the first quarter due~~were closed).

Compared to ~~the COVID-19 pandemic.~~2019, our Comparable Net Package ADR infor the ~~segment was negatively impacted~~three months ended June 30, 2021 decreased by ~~a higher mix of occupancy at our lower chain scale resorts.~~$13.72, or 4.3%.

Segment Comparable Owned Resort EBITDA. Our Comparable Owned Resort EBITDA for the three months ended ~~March 31,~~June 30, 2021 ~~decreased $18.0~~increased $10.7 million, or ~~120.9%~~159.1%, compared to the three months ended ~~March 31,~~June 30, 2020. These ~~decreases~~increases are a result of ~~reduced occupancy at~~the resumption of operations this quarter as compared to the second quarter of 2020 (during which time all of our resorts ~~in the first quarter due to the COVID-19 pandemic.~~were closed).

3845

Segment Results

Six Months Ended June 30, 2021 and 2020

We evaluate our business segment operating performance using segment Owned Net Revenue and segment Owned Resort EBITDA. The following tables summarize segment Owned Net Revenue and segment Owned Resort EBITDA for the six months ended June 30, 2021 and 2020 ($ in thousands):


	Six Months Ended June 30,				Increase / Decrease
	2021		2020		Change		% Change
Owned Net Revenue
Yucatán Peninsula	$	78,670	$	62,338	$	16,332	26.2	%
Pacific Coast	29,135		21,081		8,054		38.2	%
Dominican Republic	54,769		35,607		19,162		53.8	%
Jamaica	35,856		52,000		(16,144)		(31.0)	%
Segment Owned Net Revenue	198,430		171,026		27,404		16.0	%
Other	494		35		459		1,311.4	%
Management Fee Revenue	796		627		169		27.0	%
Total Net Revenue	$	199,720	$	171,688	$	28,032	16.3	%


	Six Months Ended June 30,				Increase / Decrease
	2021		2020		Change		% Change
Owned Resort EBITDA
Yucatán Peninsula	$	20,196	$	16,931	$	3,265	19.3	%
Pacific Coast	7,563		6,056		1,507		24.9	%
Dominican Republic	9,592		2,908		6,684		229.8	%
Jamaica	1,292		10,976		(9,684)		(88.2)	%
Segment Owned Resort EBITDA	38,643		36,871		1,772		4.8	%
Other corporate	(19,029)		(18,577)		(452)		2.4	%
Management Fee Revenue	796		627		169		27.0	%
Total Adjusted EBITDA	$	20,410	$	18,921	$	1,489	7.9	%

Yucatán Peninsula

The following tables set forth information with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Owned Resort EBITDA and Owned Resort EBITDA Margin for our Yucatán Peninsula segment for the six months ended June 30, 2021 and 2020 for the total segment portfolio and comparable segment portfolio:

Total Portfolio


	Six Months Ended June 30,						Increase / Decrease
	2021			2020			Change			% Change
Occupancy	46.8		%	37.0		%	9.8		pts	26.5	%
Net Package ADR	$	311.22		$	298.32		$	12.90		4.3	%
Net Package RevPAR	$	145.60		$	110.45		$	35.15		31.8	%
	($ in thousands)
Net Package Revenue	$	65,175		$	54,719		$	10,456		19.1	%
Net Non-package Revenue	13,495			7,619			5,876			77.1	%
Owned Net Revenue	78,670			62,338			16,332			26.2	%
Owned Resort EBITDA	$	20,196		$	16,931		$	3,265		19.3	%
Owned Resort EBITDA Margin	25.7		%	27.2		%	(1.5)		pts	(5.5)	%

Comparable Portfolio


	Six Months Ended June 30,						Increase / Decrease
	2021			2020			Change			% Change
Occupancy	53.3		%	36.4		%	16.9		pts	46.4	%
Net Package ADR	$	314.43		$	319.16		$	(4.73)		(1.5)	%
Net Package RevPAR	$	167.73		$	116.05		$	51.68		44.5	%
	($ in thousands)
Net Package Revenue	$	64,543		$	44,902		$	19,641		43.7	%
Net Non-package Revenue	12,980			6,035			6,945			115.1	%
Owned Net Revenue	77,523			50,937			26,586			52.2	%
Owned Resort EBITDA	$	21,498		$	15,088		$	6,410		42.5	%
Owned Resort EBITDA Margin	27.7		%	29.6		%	(1.9)		pts	(6.4)	%

Segment Comparable Owned Net Revenue. Our Comparable Owned Net Revenue for the six months ended June 30, 2021 increased $26.6 million, or 52.2%, compared to the six months ended June 30, 2020. These increases are a result of the resumption of operations this year as compared to the second quarter of 2020 (during which time all of our resorts were closed). Comparable Net Package ADR of $314.43 for the six months ended June 30, 2021 benefited by an additional $3.83 as a result of a change in billing methodology of an OTA, which requires Playa to present this revenue gross of commissions under U.S. GAAP. Excluding the aforementioned change in billing practice, Comparable Net Package ADR would have been $310.60.

Compared to 2019, our Comparable Net Package ADR for the six months ended June 30, 2021 increased by $13.83, or 4.6%. Excluding the aforementioned change in billing practice, the increase would have been $9.99, or 3.3%.

Segment Comparable Owned Resort EBITDA. Our Comparable Owned Resort EBITDA for the six months ended June 30, 2021 increased $6.4 million, or 42.5%, compared to the six months ended June 30, 2020. These increases are a result of the resumption of operations this year as compared to the second quarter of 2020 (during which time all of our resorts were closed).

Pacific Coast

The following tables set forth information with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Owned Resort EBITDA and Owned Resort EBITDA Margin for our Pacific Coast segment for the six months ended June 30, 2021 and 2020 for the total segment portfolio:


	Six Months Ended June 30,						Increase / Decrease
	2021			2020			Change			% Change
Occupancy	44.0		%	31.2		%	12.8		pts	41.0	%
Net Package ADR	$	330.29		$	342.58		$	(12.29)		(3.6)	%
Net Package RevPAR	$	145.39		$	106.93		$	38.46		36.0	%
	($ in thousands)
Net Package Revenue	$	24,368		$	18,021		$	6,347		35.2	%
Net Non-package Revenue	4,767			3,060			1,707			55.8	%
Owned Net Revenue	29,135			21,081			8,054			38.2	%
Owned Resort EBITDA	$	7,563		$	6,056		$	1,507		24.9	%
Owned Resort EBITDA Margin	26.0		%	28.7		%	(2.7)		pts	(9.4)	%

Segment Owned Net Revenue. Our Owned Net Revenue for the six months ended June 30, 2021 increased $8.1 million, or 38.2%, compared to the six months ended June 30, 2020. These increases are a result of the resumption of operations this year as compared to the second quarter of 2020 (during which time all of our resorts were closed). Net Package ADR of $330.29 for the six months ended June 30, 2021 benefited by an additional $3.98 as a result of a change in billing methodology of an OTA, which requires Playa to present this revenue gross of commissions under U.S. GAAP. Excluding the aforementioned change in billing practice, Net Package ADR would have been $326.31.

Compared to 2019, our Net Package ADR for the six months ended June 30, 2021 increased by $8.91, or 2.8%. Excluding the aforementioned change in billing practice, the increase would have been $4.92, or 1.5%.

Segment Owned Resort EBITDA.Our Owned Resort EBITDA for the six months ended June 30, 2021 increased $1.5 million, or 24.9%, compared to the six months ended June 30, 2020. These increases are a result of the resumption of operations this year as compared to the second quarter of 2020 (during which time all of our resorts were closed).

Dominican Republic

The following tables set forth information with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Owned Resort EBITDA and Owned Resort EBITDA Margin for our Dominican Republic segment for the six months ended June 30, 2021 and 2020 for the total segment portfolio:


	Six Months Ended June 30,						Increase / Decrease
	2021			2020			Change			% Change
Occupancy	35.5		%	28.6		%	6.9		pts	24.1	%
Net Package ADR	$	266.65		$	226.04		$	40.61		18.0	%
Net Package RevPAR	$	94.73		$	64.74		$	29.99		46.3	%
	($ in thousands)
Net Package Revenue	$	45,334		$	31,152		$	14,182		45.5	%
Net Non-package Revenue	9,435			4,455			4,980			111.8	%
Owned Net Revenue	54,769			35,607			19,162			53.8	%
Owned Resort EBITDA	$	9,592		$	2,908		$	6,684		229.8	%
Owned Resort EBITDA Margin	17.5		%	8.2		%	9.3		pts	113.4	%

Segment Owned Net Revenue. Our Owned Net Revenue for the six months ended June 30, 2021 increased $19.2 million, or 53.8%, compared to the six months ended June 30, 2020. These increases are a result of the resumption of operations this year as compared to the second quarter of 2020 (during which time all of our resorts were closed).

Compared to 2019, our Net Package ADR for the six months ended June 30, 2021 increased by $56.06, or 26.6%. This increase is driven by the opening of Hyatt Ziva and Hyatt Zilara Cap Cana in the fourth quarter of 2019.

Segment Owned Resort EBITDA. Our Owned Resort EBITDA for the six months ended June 30, 2021 increased $6.7 million, or 229.8%, compared to the six months ended June 30, 2020.

Jamaica

The following table sets forth information with respect to our Occupancy, Net Package ADR, Net Package RevPAR, Net Package Revenue, Net Non-package Revenue, Owned Net Revenue, Owned Resort EBITDA and Owned Resort EBITDA Margin for our Jamaica segment for the six months ended June 30, 2021 and 2020 for the total segment portfolio:

Total Portfolio


	Six Months Ended June 30,						Increase / Decrease
	2021			2020			Change			% Change
Occupancy	37.7		%	37.0		%	0.7		pts	1.9	%
Net Package ADR	$	295.96		$	355.09		$	(59.13)		(16.7)	%
Net Package RevPAR	$	111.51		$	131.43		$	(19.92)		(15.2)	%
	($ in thousands)
Net Package Revenue	$	28,821		$	44,506		$	(15,685)		(35.2)	%
Net Non-package Revenue	7,035			7,494			(459)			(6.1)	%
Owned Net Revenue	35,856			52,000			(16,144)			(31.0)	%
Owned Resort EBITDA	$	1,292		$	10,976		$	(9,684)		(88.2)	%
Owned Resort EBITDA Margin	3.6		%	21.1		%	(17.5)		pts	(82.9)	%

Comparable Portfolio


	Six Months Ended June 30,						Increase / Decrease
	2021			2020			Change			% Change
Occupancy	37.7		%	35.3		%	2.4		pts	6.8	%
Net Package ADR	$	296.48		$	380.91		$	(84.43)		(22.2)	%
Net Package RevPAR	$	111.70		$	134.64		$	(22.94)		(17.0)	%
	($ in thousands)
Net Package Revenue	$	28,872		$	34,992		(6,120)			(17.5)	%
Net Non-package Revenue	6,963			6,111			852			13.9	%
Owned Net Revenue	35,835			41,103			(5,268)			(12.8)	%
Owned Resort EBITDA	$	849		$	8,167		$	(7,318)		(89.6)	%
Owned Resort EBITDA Margin	2.4		%	19.9		%	(17.5)		pts	(87.9)	%

Segment Comparable Owned Net Revenue. Our Owned Net Revenue for the six months ended June 30, 2021 decreased $5.3 million, or 12.8%, compared to the six months ended June 30, 2020. Net Package ADR in the segment was negatively impacted by a higher mix of Occupancy at our lower chain scale resorts.

Compared to 2019, our Comparable Net Package ADR for the six months ended June 30, 2021 decreased by $53.50, or 15.3%.

Segment Comparable Owned Resort EBITDA. Our Owned Resort EBITDA for the six months ended June 30, 2021 decreased $7.3 million, or 89.6%, compared to the six months ended June 30, 2020.

Non-U.S. GAAP Financial Measures

Reconciliation of Net Loss to Adjusted EBITDA (Earnings Before Interest, Taxes, Depreciation and Amortization)

The following is a reconciliation of our U.S. GAAP net loss to EBITDA, Adjusted EBITDA, Owned Resort EBITDA and Comparable Owned Resort EBITDA for the three and six months ended ~~March 31,~~June 30, 2021 and 2020 ($ in thousands):


		Three Months Ended March 31,				Three Months Ended June 30,				Six Months Ended June 30,
		2021		2020				2021		2020		2021		2020
Net loss	Net loss	$	(69,745)	$	(22,556)		Net loss	$	(7,768)	$	(87,458)	$	(77,513)	$	(110,014)
Interest expense	Interest expense	18,167		20,955			Interest expense	18,950		20,916		37,117		41,871
Income tax (benefit) provision		(1,951)		1,111
Income tax benefit							Income tax benefit	(12,452)		(14,647)		(14,403)		(13,536)
Depreciation and amortization	Depreciation and amortization	20,883		24,959			Depreciation and amortization	20,017		22,400		40,900		47,359
EBITDA	EBITDA	(32,646)		24,469			EBITDA	18,747		(58,789)		(13,899)		(34,320)
Other expense (a)		706		3,906
Other expense (income) (a)							Other expense (income) (a)	628		(4,853)		1,334		(947)
Share-based compensation	Share-based compensation	3,179		3,223			Share-based compensation	3,450		2,719		6,629		5,942

Transaction expense (b)	Transaction expense (b)	579		586			Transaction expense (b)	139		289		718		875
Severance expense (c)	Severance expense (c)	1,287		1,198			Severance expense (c)	—		1,246		1,287		2,444
Other tax expense (d)	Other tax expense (d)	163		237			Other tax expense (d)	(2)		231		161		468

Impairment loss (e)		24,011		16,173
Impairment loss							Impairment loss	—		25,268		24,011		41,441
Loss on sale of assets	Loss on sale of assets	273		—			Loss on sale of assets	375		1,729		648		1,729
Non-service cost components of net periodic pension (cost) benefit (f)		(57)		551
Non-service cost components of net periodic pension (cost) benefit (e)							Non-service cost components of net periodic pension (cost) benefit (e)	(422)		738		(479)		1,289
Adjusted EBITDA	Adjusted EBITDA	(2,505)		50,343			Adjusted EBITDA	22,915		(31,422)		20,410		18,921
Other corporate	Other corporate	9,394		10,971			Other corporate	9,635		7,606		19,029		18,577
Management fee income	Management fee income	(344)		(645)			Management fee income	(452)		18		(796)		(627)
Owned Resort EBITDA	Owned Resort EBITDA	6,545		60,669			Owned Resort EBITDA	32,098		(23,798)		38,643		36,871
Less: Non-comparable Owned Resort EBITDA	Less: Non-comparable Owned Resort EBITDA	370		5,214			Less: Non-comparable Owned Resort EBITDA	(678)		(2,769)		(859)		4,652
Comparable Owned Resort EBITDA (g)		$	6,175	$	55,455
Comparable Owned Resort EBITDA (f)							Comparable Owned Resort EBITDA (f)	$	32,776	$	(21,029)	$	39,502	$	32,219

________

(a) Represents changes in foreign exchange rates and other miscellaneous expenses or income.

(b) Represents expenses incurred in connection with corporate initiatives, such as: debt refinancing costs; other capital raising efforts; and strategic initiatives, such as the launch of a new resort or possible expansion into new markets.

(d) Relates primarily to a Dominican Republic asset/revenue tax, which is an alternative tax to income tax in the Dominican Republic. We eliminate this expense from Adjusted EBITDA because it is substantially similar to the income tax provision or benefit we eliminate from our calculation of EBITDA.

(e) Represents the property and equipment impairment loss on our Capri Resort recognized as a result of the sale agreement we entered into during the first quarter of 2021 and goodwill impairment losses recognized during the first quarter of 2020 at the Jewel Runaway Bay Beach Resort & Waterpark, Jewel Dunn’s River Beach Resort & Spa and Jewel Paradise Cove Beach Resort & Spa from the decrease in forecasted future cash flows due to COVID-19. ~~Refer to further discussion in Note 4 and Note 14.~~

~~(f)~~ ~~Represents the~~ non-service cost components of net periodic pension (cost) benefit recorded within other ~~expense~~(expense) income in the Condensed Consolidated Statement of Operations. We include these for the purposes of calculating Adjusted EBITDA as they are considered part of our ongoing resort operations.

~~(g)~~(f) Comparable resorts for the three months ended ~~March 31,~~June 30, 2021 exclude the following: Capri Resort, which was sold in June 2021, Dreams Puerto Aventuras, which was sold in February 2021, and Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark which were sold in May 2020.

Seasonality

The seasonality of the lodging industry and the location of our resorts in Mexico and the Caribbean generally result in the greatest demand for our resorts between mid-December and April of each year, yielding higher occupancy levels and package rates during this period. This seasonality in demand has resulted in predictable fluctuations in revenue, results of operations, and liquidity, which are consistently higher during the first quarter of each year than in successive quarters.

However, the COVID-19 pandemic has altered this seasonal trend in 2020 and 2021. See “Impact of COVID-19 Pandemic” above for more information regarding the effects of the COVID-19 pandemic on our results of operations.

Inflation

Inflation has increased recently. Operators of lodging properties, in general, possess the ability to adjust room rates to reflect the effects of inflation. However, competitive pressures, in addition to the effects of the COVID-19 pandemic, may limit our ability to raise room rates to fully offset inflationary cost increases. See “Impact of COVID-19 Pandemic” above for more information regarding the effects of the COVID-19 pandemic on our results of operations.

3950

Liquidity and Capital Resources

The suspension of operations ofat all of our resorts ~~which account for all of our revenue,~~from late March 2020 through July 2020 as a result of the COVID-19 pandemic, ~~from late March until July 2020, the phased re-opening thereafter~~ and the severely reduced occupancy we experienced upon reopening the resorts and the reduced occupancy levels we continue to experience, have ~~experienced since, has had a significant adverse effect on~~adversely affected our liquidity. ~~See “Impact of COVID-19 Pandemic” above for information regarding the measures we have taken to preserve our available cash.~~

As of ~~March 31,~~June 30, 2021, we had ~~$200.4~~$237.7 million of available cash, excluding restricted cash, up from $146.9 million as of December 31, 2020. The increase in available cash was primarily attributable to the net cash proceeds from our equity raise of $137.7 million, ~~and~~ the sale of the Dreams Puerto Aventuras for $34.3 million and the sale of the Capri Resort for $55.2 million, which were partially offset by ~~cash used in the three months ended March 31, 2021 of $28.2 million,~~ the repayment of our outstanding Revolving Credit Facility balance of $84.7 million ~~development capital expenditures~~and the Term Loan principal repayment of ~~$2.2 million and maintenance capital expenditures of $1.3~~$24.4 million.

Our primary short-term cash needs are paying operating expenses, maintaining our resorts, and servicing our outstanding indebtedness. As of ~~March 31,~~June 30, 2021, we had ~~$68.0~~$45.5 million of scheduled contractual obligations remaining in 2021. We have deferred substantially all major development, expansion, renovation, repositioning and rebranding projects, with timing subject to the duration of the COVID-19 pandemic and the pace at which our business returns to more normalized levels.

We expect to meet our short-term liquidity requirements generally through our existing cash balances, ~~the sale of non-core assets and, if necessary,~~ equity issuances or short-term borrowings under our Revolving Credit Facility. As of ~~March 31,~~June 30, 2021, we had $85.0 million available on our Revolving Credit Facility, of which $68.0 million does not mature until January 2024. Additionally, in March 2021 we entered into an agreement to sell the Capri Resort for total cash consideration of $55.0 million. The sale is expected to close during the second quarter of 2021, however there is no assurance that we will complete the transaction.

Long-term liquidity needs may include property developments, expansions, renovations, repositioning and rebranding projects, potential acquisitions and the repayment of indebtedness. As of ~~March 31,~~June 30, 2021, our total debt obligations were ~~$1,180.1~~$1,153.2 million (which represents the principal amounts outstanding under ~~our Revolving Credit Facility,~~ Term Loans, Property Loan and financing lease obligations, excluding ~~$5.3~~$4.9 million of issuance discounts and ~~$9.7~~$9.1 million of unamortized debt issuance costs). We expect to meet our long-term liquidity requirements generally through the sources available for short-term needs, as well as equity or debt issuances or proceeds from the potential disposal of assets.

We are continuing to monitor our liquidity and we may pursue additional sources of liquidity as needed. The availability of additional liquidity options will depend on the economic and financial environment, our credit, our historical and projected financial and operating performance and continued compliance with financial covenants. If operating conditions do not improve, whether as a result of the current pandemic or a resurgence thereof or for other reasons, we may not be able to maintain our current liquidity position or access additional sources of liquidity at acceptable terms or at all.

Financing Strategy

We intend to use other financing sources that may be available to us from time to time, including financing from banks, institutional investors or other lenders, such as bridge loans, letters of credit, joint ventures and other arrangements. Future financings may be unsecured or may be secured by mortgages or other interests in our assets. In addition, we may issue publicly or privately placed debt or equity securities. When possible and desirable, we will seek to replace short-term financing with long-term financing. We may use the proceeds from any financings to refinance existing indebtedness, to finance resort projects or acquisitions or for general working capital or other purposes.

Our indebtedness may be recourse, non-recourse or cross-collateralized and may be fixed rate or variable rate. If the indebtedness is non-recourse, the obligation to repay such indebtedness will generally be limited to the particular resort or resorts pledged to secure such indebtedness. In addition, we may invest in resorts subject to existing loans secured by mortgages or similar liens on the resorts or may refinance resorts acquired on a leveraged basis.

4051

Cash Flows

The following table summarizes our net cash provided by or used in operating activities, investing activities and financing activities for the periods indicated and should be read in conjunction with our Condensed Consolidated Statements of Cash Flows and accompanying notes thereto ($ in thousands):


		Three Months Ended March 31,					Six Months Ended June 30,
		2021		2020			2021		2020
Net cash (used in) provided by operating activities		$	(26,562)	$	26,725
Net cash used in operating activities						Net cash used in operating activities	$	(13,578)	$	(28,396)
Net cash provided by investing activities	Net cash provided by investing activities	$	29,622	$	2,013	Net cash provided by investing activities	$	80,560	$	58,862
Net cash provided by financing activities	Net cash provided by financing activities	$	50,446	$	19,941	Net cash provided by financing activities	$	23,520	$	227,544

Net Cash Provided by or Used in Operating Activities

Our net cash (used in) provided by operating activities is generated primarily from operating loss or income from our resorts. For the ~~three~~six months ended ~~March 31,~~June 30, 2021, our net cash used in operating activities was ~~$26.6~~$13.6 million. For the ~~three~~six months ended ~~March 31,~~June 30, 2020, our net cash ~~provided by~~used in operating activities was ~~$26.7~~$28.4 million.

•Net loss of ~~$69.7~~$77.5 million for the ~~three~~six months ended ~~March 31,~~June 30, 2021 included significant non-cash income and expenses, including ~~$20.9~~$40.9 million of depreciation and amortization, $24.0 million of impairment losses, ~~$3.2~~$6.6 million of share-based compensation, and a ~~$2.6~~$4.6 million gain on the fair value of our interest rate swaps, offset by changes in our assets and liabilities through the normal course of operations.

•Net loss of ~~$22.6~~$110.0 million for the ~~three~~six months ended ~~March 31,~~June 30, 2020 included significant non-cash expenses, including ~~$25.0~~$47.4 million of depreciation and amortization, ~~$16.2~~$41.4 million of goodwill impairment losses, ~~$3.2~~$5.9 million of share based compensation, and a ~~$6.4~~$11.4 million loss on the fair value of our interest rates swaps, offset by changes in our assets and liabilities through the normal course of operations.

Net Cash Provided by or Used in Investing Activities

For the ~~three~~six months ended ~~March 31,~~June 30, 2021, our net cash provided by investing activities was ~~$29.6~~$80.6 million. For the ~~three~~six months ended ~~March 31,~~June 30, 2020, our net cash provided by investing activities was ~~$2.0~~$58.9 million.

Activity for the ~~three~~six months ended ~~March 31,~~June 30, 2021:

•Net proceeds from the sale of assets of ~~$34.2~~$89.1 million; and

•Purchases of property and equipment of ~~$4.6~~$8.4 million.

Activity for the ~~three~~six months ended ~~March 31,~~June 30, 2020:

•Purchases of property and equipment of ~~$6.4~~$7.4 million;

•~~Purchase~~Purchases of intangible assets of ~~$0.1~~$0.3 million;

•Proceeds from the sale of assets of $58.1 million; and

•Receipt of key money of $8.5 million.

Capital Expenditures

We maintain each of our properties in good repair and condition and in conformity with applicable laws and regulations, franchise and license agreements and management agreements. Capital expenditures made to extend the service life or increase the capacity of our assets, including expenditures for the replacement, improvement or expansion of existing capital assets (i.e., maintenance capital expenditures), differ from ongoing repair and maintenance expense items, which do not in our judgment extend the service life or increase the capacity of assets and are charged to expense as incurred. We have approval rights over capital expenditures made by our third-party manager as part of the annual budget process for each property they manage. From time to time, certain of our resorts may be undergoing renovations as a result of our decision to upgrade portions of the resorts, such as guestrooms, public space, meeting space, gyms, spas and/or restaurants, in order to better compete with other resorts in our markets. Due to the impacts of the COVID-19 pandemic on our liquidity, we deferred all non-critical capital expenditures for the remainder of the year.

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Net Cash Used in and Provided by Financing Activities

Our net cash provided by financing activities was ~~$50.4~~$23.5 million for the ~~three~~six months ended ~~March 31,~~June 30, 2021 compared to ~~$19.9~~$227.5 million of cash provided by financing activities for the ~~three~~six months ended ~~March 31,~~June 30, 2020.

Activity for the ~~three~~six months ended ~~March 31,~~June 30, 2021:

•Net proceeds from our equity issuance of $137.7 million;

•Principal payments on our Term Loan of ~~$2.5~~$29.4 million; and

•Repayments on our Revolving Credit Facility of $84.7 million.

Activity for the ~~three~~six months ended ~~March 31,~~June 30, 2020:

•Proceeds from debt issuances of $199.6 million;

•Proceeds from borrowings on our Revolving Credit Facility of $40.0 million;

•Issuance costs of debt of $8.7 million;

•Net proceeds from our equity issuance of $19.6 million;

•Principal payments on our Term Loan of ~~$2.5 million;~~

•~~Proceeds from borrowings on revolving credit facility of $40.0~~$5.1 million;

•Repayment ~~from borrowings~~ on ~~revolving credit facility~~our Revolving Credit Facility of ~~$15.0~~$15.3 million; and

•Repurchases of ordinary shares of $2.5 million.

Senior Secured Credit Facility

Playa Resorts Holding B.V., a subsidiary of ours, holds a senior secured credit facility (the “Senior Secured Credit Facility”) pursuant to the Existing Credit Agreement, which consists of a term loan facility which is scheduled to mature on April 27, 2024 (“Term Loan”) and a revolving credit facility, a portion of which is scheduled to mature on April 27, 2022 and a portion of which is scheduled to mature on January 27, 2024 (“Revolving Credit Facility”). The Term Loan bears interest at a rate per annum equal to LIBOR plus 2.75% (where the applicable LIBOR rate has a 1.0% floor). The Revolving Credit Facility bears interest at LIBOR plus 3.00% with respect to the portion maturing in April 2022, and LIBOR plus 4.00% with respect to the portion maturing January 2024. We are required to pay a commitment fee ranging from 0.25% to 0.5% per annum on the average daily undrawn balance of the Revolving Credit Facility.

The obligations under the Senior Secured Credit Facility are guaranteed by (a) substantially all of our material subsidiaries, subject to certain exceptions and (b) the Company on a limited recourse basis, with such guaranty being collateralized by a lien on our ordinary shares.

The obligations are further collateralized by, among other things, a lien on (i) all resorts located in Mexico, (ii) certain personal property associated with such resort properties and (iii) pledges of equity interests in certain of our subsidiaries that directly or indirectly own equity interests in any resort property or certain management companies.

Additional Credit Facility

On June 12, 2020, we entered into an additional senior secured credit facility with an average interest rate of 9.25% that matures on April 27, 2024 and ranks pari passu with the Existing Credit Agreement (the “Additional Credit Facility”). The Additional Credit Facility consists of the following term loans:

i.$35.0 million term loan at fixed rate of 11.4777% (the “Term A1 Loan”);

ii.$31.0 million term loan at fixed rate of 11.4777% (the “Term A2 Loan”); and

iii.$28.0 million term loan at our option of either a base rate plus a margin of 2.00% or LIBOR plus 3.00% (the “Term A3 Loan”). Term A3 Loan is subject to a 1.0% floor consistent with the Existing Credit Agreement.

We have used and intend to use the proceeds from the Additional Credit Facility for general corporate purposes. The obligations under the Additional Credit Facility are collateralized in a manner that is substantially identical to the Existing Credit Agreement.

Prior to the maturity date, the Additional Credit Facility does not require principal payments, but does include mandatory ~~prepayment~~repayment requirements for the Term A3 Loan that are consistent with the Existing Credit Agreement. Mandatory ~~prepayments~~repayments are

required for certain asset sales, casualty events and condemnation events that are not reinvested in our business where our total net leverage ratio is above 4.00x. We may not voluntarily prepay any portion of the Additional Credit Facility prior to June 2023 without paying a make-whole premium equal to 100% of the interest that would have otherwise accrued from the date of such payment through June 2022 plus 50% of the interest that otherwise would have accrued from June 2022 to June 2023. Subsequent to June 2023, we may prepay any portion of the Additional Credit Facility without penalty.

In connection with the Additional Credit Facility, we terminated the remaining $15.0 million of unused capacity of our Revolving Credit Facility under the Existing Credit Agreement. The Additional Credit Facility contains covenants (including a springing financial maintenance covenant) identical to those contained in the Existing Credit Agreement.

Property Loan Agreement

On June 12, 2020, we entered into a property loan agreement in the amount of $110.0 million that has a fixed interest rate of 9.25% and matures on July 1, 2025 (the “Property Loan”). Prior to maturity, the Property Loan does not require principal payments. The Property Loan is collateralized by the mortgages of our Hyatt Ziva and Hyatt Zilara Cap Cana properties located in the Dominican Republic and the Hilton Rose Hall Resort & Spa located in Jamaica (collectively the “Properties”). We intend to use the proceeds of the Property Loan to finance the operation and management of the Properties and for general corporate purposes.

During the term of the Property Loan, we are required to deposit certain cash reserves including reserves for operating expenses, debt service and certain property improvement plan required work. We will continue to fund the reserves until the Properties achieve a debt service coverage ratio of 1.50x for two consecutive calendar quarters. These reserves are presented as restricted cash on our Condensed Consolidated Balance Sheet, which had a balance of ~~$25.9~~$25.6 million as of ~~March 31,~~June 30, 2021.

Contractual Obligations

As of ~~March 31,~~June 30, 2021, there have been no significant changes to our “Contractual Obligations” table in Item 7, “Management's Discussion and Analysis of Financial Condition and Results of Operations” of our Annual Report, other than the change in our debt and related repayment requirements described below.

Our total debt decreased ~~$87.2~~$114.1 million, from $1,267.3 million as of December 31, 2020 to ~~$1,180.1~~$1,153.2 million as of ~~March 31,~~June 30, 2021. This decrease was driven ~~primarily~~ by the repayment of the $84.7 million balance previously outstanding on our Revolving Credit ~~Facility. As~~Facility and the $24.4 million repayment on our Term Loan as a result of the sale of the Capri Resort in June 2021. In accordance with our Existing Credit Agreement, we ~~have no balance outstanding~~utilized 50% of the net proceeds from the sale of $24.4 million, after deducting incremental expenses, to repay our Term Loan on ~~our Revolving Credit Facility as of March 31,~~June 29, 2021.

Additionally, in connection with the terms of the Existing Credit Agreement and Second Amendment, we are required to use the net proceeds from the sale of assets, subject to ~~prepay~~certain exceptions, including for customary reinvestment rights, to repay the proportionate balance on our Senior Secured Credit Facility and Term A3 Loan if our net leverage ratio is above 4.00x. In May 2022 and February 2023, we anticipate that we will ~~prepay~~repay the net proceeds, after taking into account certain investments made in accordance with our customary reinvestment rights, from the sales of the Jewel Dunn’s River Beach Resort & Spa and Jewel Runaway Bay Beach Resort & Waterpark of ~~$27.6~~$24.0 million andand the Dreams Puerto Aventuras of $9.5 million, re~~$11.9 million, respectively~~spectively, which include incremental transaction costs and capital expenditures incurred across our portfolio leading up to the ~~prepayment~~repayment date. In December 2022, we expect to repay the remaining 50% of the net proceeds from the sale of the Capri Resort of $24.4 million.

Off Balance Sheet Arrangements

We had no off balance sheet arrangements for the three and six months ended ~~March 31,~~June 30, 2021 and 2020.

Critical Accounting Policies and Estimates

Our Condensed Consolidated Financial Statements included herein have been prepared in accordance with U.S. GAAP. The preparation of these financial statements requires management to make estimates and assumptions that affect the reported amounts and related disclosures. A number of our significant accounting policies are critical due to the fact that they require us to exercise a higher degree of judgment and estimation based on assumptions that are inherently uncertain. While we believe our estimates, assumptions and judgments are reasonable, they are based upon information presently available. Actual results may differ significantly from these estimates under different assumptions, judgments or conditions, which could have a material effect on our financial position, results of operations and related disclosures. The impacts of the COVID-19 pandemic have increased uncertainty, which has reduced our ability to use past results to estimate future performance. Accordingly, our estimates and judgments may be subject to greater volatility than has been the case in the past.

We have discussed those estimates that we believe are critical and require the use of complex judgment in their application in our Consolidated Financial Statements included within our Annual Report on Form 10-K for the year ended December 31, 2020, filed with the SEC on March 4, 2021. There have been no material changes to our critical accounting policies or the methodologies or assumptions we apply under them except for those disclosed in Note 2 to our Condensed Consolidated Financial Statements.

Fair Value of Financial Instruments

Our financial instruments consist of cash and cash equivalents, restricted cash, trade and other receivables, accounts receivable from related parties, certain prepayments and other assets, trade and other payables, payables to related parties, derivative financial

instruments, other liabilities including our pension obligation and debt (excluding the financing lease obligation). See Note 13, “Fair value of financial instruments,” to our Condensed Consolidated Financial Statements for more information.

Related Party Transactions

See Note 6, “Related party transactions,” to our Condensed Consolidated Financial Statements for information on these transactions.

Recent Accounting Pronouncements

See the recent accounting pronouncements in Note 2 to our Condensed Consolidated Financial Statements.

Item 3. Quantitative and Qualitative Disclosures About Market Risk.

In the normal course of operations, we are exposed to interest rate risk and foreign currency risk which may impact future income and cash flows.

Interest Rate Risk

The risk from market interest rate fluctuations mainly affects long-term debt bearing interest at a variable interest rate. We currently use an interest rate swap (see Note 12 of our Condensed Consolidated Financial Statements) to manage exposure to this risk. As of ~~March 31,~~June 30, 2021, ~~17%~~15% of our outstanding indebtedness bore interest at floating rates and ~~83%~~85% bore interest at fixed rates. If market rates of interest on our floating rate debt were to increase by 1.0%, the increase in interest expense on our floating rate debt would decrease our future earnings and cash flows by approximately $0.2 million annually, assuming the balance outstanding under our Revolving Credit Facility remained at $0 million. If market rates of interest on our floating rate debt were to decrease by 1.0%, there would be no impact on our floating rate debt or our future earnings and cash flows, assuming the balance outstanding under our Revolving Credit Facility remained at $0 million and the current LIBOR rate on our floating rate debt could not fall below the existing 1.0% LIBOR floor.

Foreign Currency Risk

We are exposed to exchange rate fluctuations because all of our resort investments are based in locations where the local currency is not the U.S. dollar, which is our reporting currency. For the ~~three~~six months ended ~~March 31,~~June 30, 2021 approximately ~~3.4%~~3.2% of our revenues were denominated in currencies other than the U.S. dollar. As a result, our revenues reported on our Condensed Consolidated Statements of Operations are affected by movements in exchange rates.

Approximately ~~82.6%~~84% of our operating expenses for the ~~three~~six months ended ~~March 31,~~June 30, 2021 were denominated in the local currencies in the countries in which we operate. As a result, our operating expenses reported on our Condensed Consolidated Statements of Operations are affected by movements in exchange rates.

The foreign currencies in which our expenses are primarily denominated are the Mexican Peso, Dominican Peso and the Jamaican Dollar. The effect of an immediate 5% adverse change in foreign exchange rates on Mexican Peso-denominated expenses at ~~March 31,~~June 30, 2021 would have impacted our net income before tax by approximately ~~$1.5~~$3.5 million on a year-to-date basis. The effect of an immediate 5% adverse change in foreign exchange rates on Dominican Peso-denominated expenses at ~~March 31,~~June 30, 2021 would have impacted our net income before tax by approximately ~~$0.8~~$2.0 million on a year-to-date basis. The effect of an immediate 5% adverse change in foreign exchange rates on Jamaican Dollar-denominated expenses at ~~March 31,~~June 30, 2021 would have impacted our net income before tax by approximately ~~$0.7~~$1.6 million on a year-to-date basis.

At this time, we do not have any outstanding derivatives or other financial instruments designed to hedge our foreign currency exchange risk.

4455

Item 4. Controls and Procedures.

Disclosure Controls and Procedures.

We maintain a set of disclosure controls and procedures (as that term is defined in Rules 13a-15(e) and 15d-15(e) under the Exchange Act) designed to ensure that information required to be disclosed by us in reports that we file or submit under the Securities Exchange Act of 1934, as amended (the “Exchange Act”), is recorded, processed, summarized and reported within the time periods specified in SEC rules and forms, and that such information is accumulated and communicated to our management, including our Principal Executive Officer and Principal Financial Officer, as appropriate, to allow timely decisions regarding required disclosures. In accordance with Rule 13a-15(b) of the Exchange Act, as of the end of the period covered by this quarterly report, an evaluation was carried out under the supervision and with the participation of our management, including our Principal Executive Officer and Principal Financial Officer, of the effectiveness of our disclosure controls and procedures. Based on that ongoing evaluation, including the remedial actions and the material weakness in internal control over financial reporting described below, our Principal Executive Officer and Principal Financial Officer concluded that our disclosure controls and procedures were not effective as of ~~March 31,~~June 30, 2021.

Changes in Internal Control Over Financial Reporting.

There has been no change in our internal control over financial reporting (as defined in Rule 13a-15(f) and 15d-15(f) under the Exchange Act) during the most recent fiscal quarter that has materially affected, or is reasonably likely to materially affect, our internal control over financial reporting. As previously reported in our Annual Report on Form 10-K for the year ended December 31, 2020, filed with the SEC on March 4, 2021, we identified a material weakness in our internal control over financial reporting that existed as of December 31, 2020. A “material weakness” is a deficiency, or a combination of deficiencies, in internal control over financial reporting such that there is a reasonable possibility that a material misstatement in our annual or interim financial statements will not be prevented or detected on a timely basis. We previously reported the following material weakness in our internal control over financial reporting that existed as of December 31, 2020, which has not been remediated as of ~~March 31,~~June 30, 2021:

•The control activities related to our income tax provision did not operate with a level of precision that would identify a material misstatement (the “Tax Weakness”).

We have initiated and implemented measures designed to improve our internal controls processes and procedures related to income tax accounting. As a result of these efforts, we believe we are making progress toward remediating the underlying causes of the material weakness. Specifically, we hired additional resources and are in the process of developing and implementing enhanced policies, procedures and controls relating to income tax account reconciliations and analysis, including enhancing our documentation to reflect the control attributes that are performed and enhancing the precision of the control.

However, effectiveness will need to be successfully tested over several quarters before we can conclude that the Tax Weakness has been remediated. There can be no assurance that we will be successful in making these improvements and in remediating our current material weakness in a timely manner, or at all, and we may not prevent future material weaknesses from occurring.

4556

PART II. OTHER INFORMATION

Item 1. Legal Proceedings.

In the ordinary course of our business, we are subject to claims and administrative proceedings, none of which we believe are material or would be expected to have, individually or in the aggregate, a material adverse effect on our financial condition, cash flows or results of operations. The outcome of claims, lawsuits and legal proceedings brought against us, however, is subject to significant uncertainties. Refer to Note 7 to our financial statements included in “Item 1. Financial Statements” of this Form 10-Q for a more detailed description of such proceedings and contingencies.

Item 1A. Risk Factors.

As of ~~March 31,~~June 30, 2021, there have been no material changes from the risk factors previously disclosed in our Annual Report on Form 10-K for the year ended December 31, 2020, filed with the SEC on March 4, 2021, which is accessible on the SEC's website at www.sec.gov.

Item 2. Unregistered Sales of Equity Securities and Use of Proceeds.

(a) Unregistered Sale of Securities

None.

(b) Use of Proceeds

None.

Item 3. Defaults Upon Senior Securities.

None.

Item 4. Mine Safety Disclosures.

Not applicable.

Item 5. Other Information.

None.

4657

Item 6. Exhibits.

The following exhibits are filed as part of this Form 10-Q:


Exhibit Number						Exhibit Description
















~~10.1~~						Fifth Amendment to Amended & Restated Credit Agreement, dated as of February 5, 2021, among Playa Hotels & Resorts N.V., Playa Resorts Holding B.V., as Borrower, the Guarantors party thereto, Deutsche Bank AG New York Branch, as Administrative Agent and lender and the other lenders party thereto from time to time (incorporated by reference to Exhibit 10.1 to the Current Report on Form 8-K filed by the Company on February 5, 2021)

~~10.2~~						Second Amendment to Credit Agreement, dated as of February 5, 2021, among Playa Hotels & Resorts N.V., Playa Resorts Holding B.V., as borrower, Cortland Capital Market Services LLC, as Administrative Agent, and the other lenders party thereto from time to time (incorporated by reference to Exhibit 10.2 to the Current Report on Form 8-K filed by the Company on February 5, 2021)

31.1						Certification of the Chief Executive Officer pursuant to Rules 13a-14(a) and 15d-14(a) of the Securities Exchange Act of 1934, as amended, as adopted pursuant to Section 302 of the Sarbanes-Oxley Act of 2002

31.2						Certification of the Chief Financial Officer pursuant to Rules 13a-14(a) and 15d-14(a) of the Securities Exchange Act of 1934, as amended, as adopted pursuant to Section 302 of the Sarbanes-Oxley Act of 2002

32.1						Certification of the Chief Executive Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002

32.2						Certification of the Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002

101						The following materials from Playa Hotels & Resorts N.V.’s Quarterly Report on Form 10-Q for the period ended ~~March 31,~~June 30, 2021, formatted in XBRL (eXtensible Business Reporting Language): (i) Condensed Consolidated Balance Sheets, (ii) Condensed Consolidated Statements of Operations, (iii) Condensed Consolidated Statements of Comprehensive Loss (iv) Condensed Consolidated Statements of Shareholders' Equity, (v) Condensed Consolidated Statements of Cash Flows, and (vi) the Notes to the Condensed Consolidated Financial Statements

104						Cover Page Interactive Data File (formatted as Inline XBRL and contained in Exhibit 101)

4758

SIGNATURES

Pursuant to the requirements 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.

Playa Hotels & Resorts N.V.

Date:

~~May 5,~~August 4, 2021

By:

/s/ Bruce D. Wardinski

Bruce D. Wardinski

Chairman and Chief Executive Officer

(Principal Executive Officer)

Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed by the undersigned, in his capacity as the principal financial officer of the registrant.

Playa Hotels & Resorts N.V.

Date:

~~May 5,~~August 4, 2021

By:

/s/ Ryan Hymel

Ryan Hymel

Chief Financial Officer

(Principal Financial Officer)


	Three Months Ended March 31, 2020
	Yucatán Peninsula		Pacific Coast		Dominican Republic		Jamaica		Other		Total
Package revenue	$	56,727	$	18,724	$	31,367	$	46,237	$	0	$	153,055
Non-package revenue	7,547		3,086		4,265		7,666		14		22,578
Management fees	0		0		0		0		645		645
Cost reimbursements	0		0		0		596		354		950
Total revenue	$	64,274	$	21,810	$	35,632	$	54,499	$	1,013	$	177,228