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ANNUAL REPORT | 1 Royal Palm South Beach Miami, a Tribute Portfolio Resort

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ANNUAL REPORT | 1 Royal Palm South Beach Miami, a Tribute Portfolio Resort ANNUAL 2019 REPORT 2019 HIGHLIGHTS Caribe Hilton Acquired Chesapeake Lodging Trust in a $2.5 billion Sold 8 non-core assets for nearly $500 million, transaction, creating a nearly $10 billion company helping to significantly improve our overall and firmly solidying our position as the second- portfolio quality largest U.S. lodging REIT(1) Outperformed our full-service lodging REIT peers by Named to Newsweek’s America’s Most Responsible 30 basis points in comparable RevPAR growth(2) Companies 2020 List (1) Based on Park’s enterprise value as of 12/31/19 (2) Park’s 2019 RevPAR presented on a pro-forma basis to include fourth quarter results only from the 16 Chesapeake hotels remaining in Park’s portfolio as of December 31, 2019 (3) (3) Data represents as reported comparable operating statistics or calculations based on as reported comparable operating statistics in Park’s earnings releases for each stated time period, which is presented with respect to the comparable hotels for that time period as identified in that report. Data for 2019 is presented on a pro-forma basis to include fourth quarter results only from the 16 Chesapeake hotels remaining in Park’s portfolio as of December 31, 2019. In each case, the data is not shown on a comparable year-over-year basis and does not show trends with respect to the same pool of comparable hotels. $183 $31.7K $284 29.2% $174 28.8% $27.8K $265 $163 28.1% $25.2K $250 2017 2018 2019 2017 2018 2019 2017 2018 2019 2017 2018 2019 RevPAR Total RevPAR Hotel Adjusted Hotel Adjusted EBITDA Margin EBITDA/Key $2.3B TOTAL +$420M $519M +$898M(4) $497M +$946M 13 8 2017 2018 2019 Assets Pro-rata Assets Pro-rata (4) Includes $348M of stock repurchases Sold Gross Proceeds 2019Sold Gross Proceeds PARK HOTELS & RESORTS | 2019 2018 2019 Hyatt Regency Boston To Our Stockholders: 2019: Executing Transformational Growth incredibly proud of what we have achieved in just three years. We now own 60 hotels and resorts with over 33,000 rooms located in 2019 was a pivotal year in our transformational journey toward 17 states as well as Puerto Rico and the District of Columbia. We are creating long-term value for stockholders. In our third year as a affiliated with 18 high-quality brands that are part of the four major publicly traded lodging REIT, we successfully executed on our families of brands and have eight different operators, and over 85% long-term growth plan by acquiring Chesapeake Lodging Trust in of our portfolio is classified in the upper-upscale and luxury chain a $2.5-billion transaction, creating a nearly $10-billion company scales. Park’s portfolio now ranks among the highest quality in the based on our enterprise value as of December 31, 2019 and firmly sector, with our Core 30 hotels (87% of Pro-forma Comparable Hotel solidifying our position as the second-largest US lodging REIT. We Adjusted EBITDA) generating an average 2019 RevPAR of $205 and also continued our strategic approach to recycling capital, selling an average Pro-forma Comparable Hotel Adjusted EBITDA per key non-core assets that allowed us to reduce corporate leverage and north of $35,000. upgrade the quality of our portfolio. And as always, we remain laser-focused on operational excellence, driving revenues and At Park, we have a relentless focus on driving long-term value for executing strategic ROI projects. Overall, we believe our 2019 stockholders. Given the unprecedented length of our current lodging accomplishments have set Park up for long-term growth. cycle, it has become increasingly more challenging to find ways to create stockholder value and deliver outsized returns. This is where Park Hotels & Resorts has undergone significant transformation Park has and intends to continue to differentiate itself among a since our January 2017 spin-off from Hilton Worldwide. Our crowded sector of full-service hotel REITs. Since our spin-off from team has shown unwavering dedication to building a world-class Hilton, we have enjoyed the benefit of a unique and differentiated company that is focused on operational excellence and prudent internal growth story which has played out over the last three capital allocation while maintaining a strong and flexible balance years with our RevPAR growth and margin improvement among sheet. We have reshaped and upgraded our portfolio of hotels the best in the sector. The addition of the Chesapeake portfolio, and resorts by diversifying not only our geographic footprint but which similarly possesses many areas of opportunity from an asset also our brand and operator exposure. This in turn has diversified management perspective, only enhances our conviction in our our earnings, reduced exposure to certain markets, promoted best ability to create long-term value. As we sit in today’s low-RevPAR, practices among our hotels and operators, and provided us the high-expense-growth environment, we firmly believe Park has benefits of scale in a highly-fragmented industry. In short, I am additional runway for growth. ANNUAL REPORT | 1 Royal Palm South Beach Miami, a Tribute Portfolio Resort CHESAPEAKE PORTFOLIO $2.5B Acquisition 18 Hotels 10 Top 25 Markets $193 RevPAR(1) 32.3% Hotel Adjusted EBITDA Margin(1) (1) Reflects Chesapeake’s 2018 operating results for the 18 hotels acquired as part of the acquisition PARK HOTELS & RESORTS | 2019 Transformative Acquisitions & Dispositions With the September 2019 acquisition of Chesapeake Lodging Trust, we delivered on our promise to grow and diversify our earnings base while simultaneously improving the overall quality of our portfolio. At the time of acquisition, we added 18 high-quality urban and resort assets with nearly 6,000 rooms that are affiliated with premier brands such as Marriott, Hyatt and Hilton in key markets such as San Francisco, San Diego, Miami, Boston, Los Angeles, Chicago and Denver. With an average 2018 RevPAR of $193, or $19 higher than Park’s 2018 portfolio RevPAR, the addition of the Chesapeake portfolio would have improved our 2018 average RevPAR by $3. The Chesapeake portfolio also complemented our legacy Park portfolio by enhancing our already strong foundation for long-term growth through increased scale and diversification. This enhanced scale allowed us to be added to the S&P MidCap 400 index, providing stockholders increased liquidity as well as the stability of a strong institutional investor base. We firmly believe this acquisition provides us with multiple benefits that will drive long-term stockholder value. On the dispositions front, we continued our strategic approach to recycling capital in 2019. We sold or otherwise disposed of nine assets throughout the year, JW Marriott San Francisco Union Square recycling capital out of lower-growth and non-strategic markets and drastically reducing our international footprint. The November 2019 sale of our interest in the Conrad Dublin, for example, achieved the task of reducing both our international footprint as well as our investments in unconsolidated joint ventures, which do not provide us with the same operational control to effect change. Taking advantage of strong buyer interest, we sold two assets from the newly-acquired Chesapeake portfolio during the fourth quarter, which when combined with the disposal of seven legacy Park assets allowed us to quickly reduce our corporate leverage back to 4.2x Pro-forma Net Debt to Pro-forma Adjusted EBITDA by the end of the year (assuming the Chesapeake acquisition occurred on January 1, 2019), firmly within our stated target range of 3.0x – 5.0x Net Debt to Adjusted EBITDA. Continuing this trend, we sold our sole remaining international hotel, the Hilton Sao Paulo Morumbi, along with another legacy Park hotel in the first quarter of 2020, realizing very attractive multiples as a result of strong inbound investor interest. In total, our efforts since our spin-off from Hilton have resulted in significant portfolio transformation, with a total of 24 hotels comprising approximately 6,500 rooms sold or disposed of for over $1.2 billion in pro rata proceeds. We anticipate continuing to pursue non-core asset sales within the framework of our larger strategic goals and stockholder priorities. W Chicago – City Center Hyatt Regency Boston ANNUAL REPORT | 3 Hilton San Francisco Union Square Operational Excellence While we were active on the acquisitions and recycling capital front, we never took our focus from our relentless pursuit of operational 2019 OPERATIONAL HIGHLIGHTS excellence, driving revenues and improving efficiencies across the portfolio. In the face of rising labor costs and anemic room revenue growth, we capitalized on our geographic footprint and sizable group platform to drive group and banquets & catering revenues, optimize business mix and generate ancillary revenues. We also re-evaluated Pro-forma Comparable Pro-forma Comparable and renegotiated contracts, shuttered or reduced hours for RevPAR growth Total RevPAR growth underperforming outlets and analyzed productivity. Our aggressive asset management strategy has resulted in transformational growth since our spin-off from Hilton, and we expect to continue to find ways to maximize our portfolio going forward. We continue to focus on closing the margin gap with our peers, and we are pleased with our incremental progress. Adjusted Net Income EBITDA PARK HOTELS & RESORTS | 2019 Le Meridien San Francisco (Above) Hilton Denver City Center (Below) More specifically for 2019, we were pleased with our relative incredible rebound of demand at our Hilton Waikoloa Village, which operational outperformance of 1.9% pro-forma comparable RevPAR had a challenging 2018 due to the impact of the Kilauea volcano. growth, which outperformed our full-service lodging REIT peers With increased airlift into the islands from Southwest, we remain very by 30 basis points. We generated $316 million of Net Income, enthusiastic about our strong presence in Hawaii.
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