Value creation through profitable and sustainable hotel operation
Pandox was founded in 1995 by Securum and Skanska who’s mission was to take over and restructure a hotel portfolio and prepare it for a subsequent divestment.
Well-proven strategy and unique business model
Pandox’s business concept is to own and lease hotel properties to strong hotel operators under long-term, revenue-based leases and apply specialist expertise to be an active owner, creating value throughout the hotel value chain. Pandox’s vision is to be one of the world’s leading hotel property companies.
Startegie on six pillars:
Hotel properties only
Pandox’s strategy is focused on hotel properties as the only class of asset, where specialisation and knowledge are crucial to achieving results.
Large hotel properties in strategic locations
Pandox focuses on large hotel properties in the full-service segment that are strategically located in commercially and culturally important cities.
Revenue-based leases with shared investments
Pandox’s core business is signing long-term, revenue-based leases with the best hotel operators and to share investments with them. This lays the foundation for a sustain-able and high quality hotel property portfolio.
Deep hotel expertise
Pandox is an active owner with a deep knowledge of the hotel industry and consid-erable experience in all operating models in the hotel market. This, combined with analysis and insight, gives us knowledge advantages in the market.
Diversification in several dimensions
Pandox’s hotel property portfolio is diversified through geographies, demand, brands and hotel products, which balances and evens out the effects of fluctuation over a hotel business cycle.
Flexibility and own operation of hotels reduce risk
Pandox is able to move freely throughout the hotel value chain and also operate its own hotels. This reduces risk and at the same time create new business opportunities.
Strong position in domestic markets
Pandox has a well-diversified portfolio with a presence in 90 cities in 15 coun-tries, including the England, Wales, Northern Ireland and Scotland submarkets. The portfolio has the most exposure – around 80 percent measured in number of rooms – to domestic and regional cities with mainly domestic demand.
40% OF PANDOX’S PORTFOLIO
Domestic cities
Domestic demand is a key driver
No or limited international demand
Fewer commercial drivers
Greater dependence on the public sector
Mostly purpose-driven travel
Examples in Pandox’s portfolio:
Leeds, Sheffield, Gothenburg, Jönköping, Örebro, Jyväskylä, Kuopio, Bergen, Bodø, Dortmund, Mönchengladbach and Wolfsburg.
40% OF PANDOX’S PORTFOLIO
Regional cities
Growing destinations that are “on the way up”
Demand is mainly regional and domestic
Elements of international demand
Various drivers of demand
Demand from many different guest segments
Examples in Pandox’s portfolio:
Hamburg, Munich, Cologne, Frankfurt, The Hague, Copenhagen, Stockholm, Oslo, Helsinki, Manchester, Birmingham and Basel.
20% OF PANDOX’S PORTFOLIO
International cities
Internationally established destinations
Highly dynamic
Hubs for international travel
Markets with strong purchasing power
Complete set of demand drivers
Demand from all guest segments
Examples in Pandox’s portfolio:
London (which is also a megacity), Amsterdam, Montreal, Brussels, Berlin, Vienna and Dublin.
