Hotel P&L Template: USALI Departmental Format with ADR, RevPAR, and GOP (2026)
A hotel P&L in the industry-standard USALI departmental format. Worked example for a 120-room full-service hotel at 70% occupancy and a $145 average daily rate, with rooms, food & beverage, and other operated departments rolling up to Gross Operating Profit.
Annual Hotel P&L (USALI Summary Operating Statement)
120-room full-service hotel. 70% annual occupancy, $145 ADR, $6.0M total revenue. Every figure below is derived by arithmetic from those inputs; swap in your own numbers.
| Line Item | Annual | % Total Revenue | Benchmark |
|---|---|---|---|
| Operated Department Revenue | |||
| Rooms | $4,445,700 | 74.1% | - |
| Food & Beverage | $1,330,000 | 22.2% | - |
| Other Operated (parking, spa, etc.) | $224,300 | 3.7% | - |
| Total Revenue | $6,000,000 | 100% | - |
| Departmental Expenses | |||
| Rooms Expense | $1,244,796 | 20.7% | 25-35% of rooms rev. |
| Food & Beverage Expense | $931,000 | 15.5% | 65-75% of F&B rev. |
| Other Operated Expense | $112,150 | 1.9% | - |
| Total Departmental Profit | $3,712,054 | 61.9% | - |
| Undistributed Operating Expenses | |||
| Administrative & General | $480,000 | 8.0% | 7-9% |
| Sales & Marketing | $420,000 | 7.0% | 5-8% |
| Property Operation & Maintenance | $270,000 | 4.5% | 4-6% |
| Utilities | $240,000 | 4.0% | 3-5% |
| Gross Operating Profit (GOP) | $2,302,054 | 38.4% | 30-40% |
| Fixed Charges (below GOP) | |||
| Management Fees | $180,000 | 3.0% | 2-4% |
| Property Taxes | $200,000 | 3.3% | - |
| Insurance | $90,000 | 1.5% | - |
| EBITDA | $1,832,054 | 30.5% | - |
This statement stops at EBITDA. Interest, income tax, depreciation, and amortization sit below this line and are financing/ownership items rather than operating results, which is why hotel owners judge operations on GOP and GOPPAR.
The Three Metrics That Drive a Hotel P&L
Rooms revenue is the engine, so occupancy, rate, and their combination matter more than any other line.
Rooms revenue divided by room nights sold. In this example, $4,445,700 / 30,660 nights = $145. ADR measures pricing power but ignores how full the hotel is.
Room nights sold divided by available room nights. Here, 30,660 / 43,800 = 70%. A 120-room hotel has 43,800 available room nights per year (120 x 365).
ADR x occupancy, or rooms revenue / available room nights. Both give $101.50 here. RevPAR is the headline metric because it captures rate and occupancy together.
Room nights sold = 43,800 x 70% occupancy = 30,660
Rooms revenue = 30,660 x $145 ADR = $4,445,700
RevPAR = $4,445,700 / 43,800 = $101.50
RevPAR = $145 ADR x 70% occupancy = $101.50 (identical)
Why a Hotel P&L Is Organized by Department
A restaurant or retail P&L groups costs by type (COGS, labor, rent). A hotel P&L, following the Uniform System of Accounts for the Lodging Industry (USALI), groups them by department instead, because each department has a completely different cost profile:
- Rooms returns roughly 72.0% departmental profit in this example ($3,200,904 on $4,445,700 revenue), because the marginal cost of selling one more night is low.
- Food & Beverage returns only about 30.0% ($399,000 on $1,330,000), because food cost and service labor consume most of the revenue.
- Undistributed expenses (admin, sales, maintenance, utilities) cannot be assigned to one department, so they sit below departmental profit and are deducted to reach GOP.
This structure lets an owner see whether a shortfall is an operating problem in a specific department or a whole-property overhead problem, and it makes GOP comparable between hotels regardless of how each is financed or owned.