Huazhu Group Ltd

HKEX:1179

Earnings Call Transcript 2021-Q4

[Operator]

Ladies and gentlemen, thank you for standing by, and welcome to the Huazhu Group 2021 Q4 and Full Year Earnings Conference Call. Please be advised that today's conference is being recorded. [Operator Instructions]. It is now my pleasure to introduce IR Director, [ Jason Chen ].

[Unknown Executive]

Thank you, Andrew. Good morning, and good evening, everyone. Thanks for joining us today. Welcome to Huazhu Group's 2021 Fourth Quarter and Full Year Earnings Conference Call. Joining us today is our Founder and Chairman, Mr. Qi Ji; our CEO, Mr. Jin Hui; our President, Mr. Liu Xinxin; our CFO, Ms. Chen Hui; our Deputy CFO, Ms. Ye Fei; and our CEO of International business, Ms. He Jihong. Following their prepared remarks, management will be available to answer your questions.

Before we continue, please note that the discussion today will include forward-looking statements made under the safe harbor provision of the United States Private Securities Litigation Reform Act of 1995. Forward-looking statements involve inherent risks and uncertainties. As such, our results may be materially different from the views expressed today. A number of potential risks and uncertainties are outlined in our public filings with the SEC. Huazhu Group does not undertake any obligations to update any forward-looking statements, except as required on applicable laws.

On the call today, we will also mention adjusted financial measures during the discussion of our performance. Reconciliations of those measures to comparable GAAP information can be found in our earnings release that was distributed yesterday. As a reminder, this conference call is being recorded. The webcast of this conference call as well as supplementary slides presentation is available on Huazhu Group's website at ir.huazhu.com.

With that, now I will turn the card over to Mr. Qi Ji. Mr. Ji, please.

[Qi Ji, executive]

Good morning, and good evening, everyone. 2021 with another challenging year, cost in reservation and the resurgence of COVID-19 has brought many uncertainties to the lodging industry. At the same time, global macro conditions are also becoming increasingly complex. Since China's economy development strategy is changing from high-speed growth, high-quality development. We also adjusted our strategy from previous negative scale growth to sustainable quality growth, focusing on high-quality hotel development. With the new strategy, we should be able to achieve a sustainable and quality growth, created greater value to our customers, employees and franchisees and the connected industry figure by leveraging on our unique three-in-one business model which includes brand traffic and technology.

Under the sustainable quality strategy, the growth is still the main thing. However, the growth relies on 2 critical conditions. One is called precision or accuracy by leveraging on Huazhu's technology and innovative capability as well as a people-oriented organization on executive ability, we can see with a more precise and accurate operations to achieve higher efficiency and quality. Moreover, the precision also requires us to benchmark world-class companies on talent cultivation reservation in order to maximize the staff efficiency within the company. In efficient both products and service should also be changed and good enough to [indiscernible] and a more preciously for simplicity concentration, focus on core strategy. Success or failure is often determined by time details of the hotel business. Hence, precision becomes more and more important.

Another condition is called value for benefit. It means value creation, long-term focus and social benefit. Also we're continuously focus on creating greater value to our stakeholders along the value chain of lodging. Also, we would insist on doing difficult by the right things and being long-term focus. Last but not least, we would also focus on ESG development, environmental protection, carbon emission reduction, social warfare and corporate social responsibility to bring long-term benefits to our customers, employees, franchisees, partners, shareholders, communities and countries.

With that, I will turn the call to Jin Hui to discuss our business development and strategic focus.

[Hui Jin, executive]

[Interpreted] Thank you, Qi Ji. As mentioned by Qi Ji earlier, 2021 was again a challenging year. However, we continuously insist on implementing our strategies and achieved several great achievements for the year.

Please turn to Slide 4. On the quality hotel expansion front, we defined again our standard of Comfort 360 program and quality hotel. We achieved 7,830 hotels in operation by the end of this year with net openings of 1,041 hotels. We further penetrated into lower-tier cities with roughly 200 new cities of coverage added during the year. Also, we successfully introduced the Intercity and MAXX brand into China market. Moreover, through the joint venture with Sunac, we had opened 14 Steigenberger brand hotels in China in 2021. Lastly, Blossom House to further tap into the booming domestic leisure travel in the market.

In regards to our multi-dimensional direct sales, we had achieved another year of solid member growth of 14% to total 193 million members by the end of 2021. We also officially launched our H-world App 3.0 version to integrate customer services from online to offline. Also, our room nights contributed from corporate customers further improved to 11% in the fourth quarter 2021 and CRS contribution further improved to 63% in the same quarter. Lastly, in terms of our global technology platform, we have started gradual rollout of our one digital -- One Global Digital Platform for DH hotels.

Resurgence of COVID consistently affected our RevPAR recovery. Please turn to Slide 5. Since China remains implementing zero COVID policy, every resurgence of COVID in relative large scale will result in stricter traveling restriction and hence significantly affected our RevPAR recovery. In February, posted the Chinese New Year, we saw our RevPAR recovered steadily on a week-over-week basis. However, since March, the highly infectious Omicron virus has been spreading rapidly in China, which interrupted our RevPAR recovery trend. As of March '22, our month-to-date RevPAR recovered to only 64% of the same period of 2019.

Please turn to Slide 6. Although we are facing many difficulties and challenges, we will unevenly implement our sustainable quality growth strategy. We have formulated 4 strategic forecasts for 2022, which includes growth strategy, brand strategy, membership strategy and digitalization strategy. I will discuss details on each of these strategies in the following slides.

Please turn to Slide 7. Growth strategy mainly includes 3 areas: firstly, the China focus to penetrate into lower tier cities; secondly, breakthrough into Huazhu's less penetrated market; thirdly, further developing in upper mid and upscale hotel segment.

Firstly, we will continuously penetrating to the lower tier cities. Please turn to Slide 8. As of 2021, there are 40% and 57% hotels contributed from lower tier cities for hotel in operations and pipeline, respectively. We totally signed up 2,849 new hotels during 2021 with 55% of them came from lower-tier cities. At the end of 2021, we had covered 1,062 cities in total. Our future target is to cover 2,200 cities, which means we still have around over 1,000 empty markets to be penetrated.

Please turn to Slide 9. Our next key regions, key focus regions to penetrate our southern and western parts of China. The China's national strategy includes 4 economic development zones, as shown on the slide. We have good penetration in Jing-Jin-Ji agglomeration and Chang-Jiang delta area. However, Chengdu-Chongqing economic circle and Guangdong-Hong Kong-Macau Great Bay Area are still very much less penetrated for us. Last year, we had established our regional headquarters in Shenzhen and Chengdu to develop these 2 areas. Attract local franchisees and penetrate the local market. By doing so, we can achieve a more balanced development across all regions in China.

Lastly, I would like to discuss our upper-mid and upscale hotel segment. Please turn to Slide 10. In the upper mid segment, we instead on using multi-brand strategy to develop the market. Our brands include Crystal Orange, Intercity, Madison, Manxin, Mercure and Novotel. As of 2021, we have 454 upper mid hotels in operation and 264 in pipeline. We are targeting to achieve over 1,000 hotels in operations and pipelines by the end of 2023.

Our upscale hotel segment is also progressing steadily. Please turn to Slide 11. We divided our upscale hotels into 3 parts: Firstly, we are expanding the number of upscale hotels through the joint venture with Sunac. As of 2021, we achieved our first milestone of total 100 upscale hotels in operations and pipeline; secondly, we use our Blossom House brands to further tap into the booming domestic leisure traveling market. During 2021, we signed up a total of 35 hotels of Blossom House brand; lastly, we are using MAXX brands to seek for the conversion opportunities in China, focusing on China's existing market of independent upscale hotels. The best example is we had cooperated with Shanghai Les Suite Orient hotels by using MAXX brands to enter the CBD area at the Bund in Shanghai.

In terms of our brand strategy, we also divided into 3 parts. Please turn to Slide 12. First one is the product upgrade. We constantly upgrade our products for different brands to enhance the brand recognition and product quality. For example, our flagship economic brand HanTing we continuously upgrade the product and introduce new versions to the market.

Second one is on the flagship hotels. We selectively invest and open our flagship hotels in the core cities at colocations to improve our brand awareness. For example, we opened our new version of Crystal Orange 2.0 flagship hotels in Shanghai last year.

Lastly, we sharpened our brand positioning. Each Huazhu's brand should have its unique positioning to provide differentiated products and services to its own target customers. In order to gradually transit from products and function leading in the past, to brand leading in the future. For example, HanTing is targeting the mass market and the customers who are seeking for the highest value for money. Orange brand represents healthy, energetic and sunny. Ni Hao brand sort of become China's New Young's first choice when they choose the hotel.

Now let's move to the membership strategy. Please turn to Slide 13. We remain focusing on our direct sales channels, which mainly through our in-house sales, corporate customers and cross-industry alliance to attract new customers and expand our membership basis. Our H-World is a critical core platform on conducting a deep customer's operations.

Let's turn to Page 14. Over the last few years, our membership continuously grow steadily. We had achieved a CAGR of 26% growth from the year of 2015 to year of 2021.

Our CRS contribution also continuously improved. Please turn to Slide 15. For the full year of 2021, the CRS contribution improved by 3 percentage points year-over-year to 58%. More importantly, our CRS contributions in lower-tier cities are only slightly lower than the Tier 1 and Tier 2 cities.

Please turn to Slide 16. The contributions from the corporate customers also further improved. For the full year of 2021, the room nights contributed from the corporate customers accounted for roughly 11.9%, 2.5 percentage points improved from 2020. Specifically, the corporate customers' contribution also gradually improved in the upper mid and upscale segment.

Let's now move to the digitalization strategy. Please turn to Slide 17. Over the past several years of development, the Huazhu has already achieved several digitalization processes for its limited service hotels at the hotel level. Transferring many off-line functions to online, created a chain management hotel model -- chain management model. Today, while we deeply reviewed our previously development process, we find out that there are still many content and functions at hotel level and it can be further operated and managed digitally. Therefore, the first part of our digitalization strategy is to achieve the comprehensive digitalization of our limited service hotels at the off-line hotel level.

Please turn to Slide 18. In the future, we think the comprehensive digitalization can include the digital sales, online guest experiences, quality management, GOP management, lifetime franchisees services and extra. More digitalization can further improve the management efficiency and capabilities.

Please turn to Slide 19. In terms of the full service hotels, its business model is different to limited service hotels. And there's also a very new area for Huazhu to experiment. Therefore, the second part of our digitalization strategy is to transform the food service hotels from single hotel management to cloud-based digital chain hotel management model. We are experimenting to build up a digital shared platform to move off-line functions at hotel level such as human resources, accounting and finance and supply chain management to online in order to achieve an online shared service platform among many full service hotel, upscale hotels.

Before I finished my prepared remarks, I would like to emphasize again on the importance of ESG for Huazhu. Please turn to Slide 20. Under the background of China's carbon neutralization target as well as increasing concern on sustainable growth globally, Huazhu has already incorporated ESG into our long-term strategic planning.

Last year, we had released our first-ever ESG report since listing, and the release will continue in the future. At the same time, Huazhu has also started a very comprehensive internal assessment among each business divisions to seek the potential of improvements in any ESG-related matters.

With that, I will turn the call to Ye Fei to discuss our fourth quarter and full year of 2021 operational and financial performance. Ms. Ye, please.

[Fei Ye, executive]

Thank you, I jumped again a little bit. Good morning and good evening to everyone. Let's move on to our operational and financial review for the fourth quarter and full year of 2021. As shown on Slide 22, our combined hotel network expanded by 15% in 2021 to 753,000 rooms of 7,830 hotels, compared with 652,000 rooms of 6,789 hotels in 2020. Excluding DH, Legacy-Huazhu's hotel network expanded by 15% year-over-year to roughly 728,000 rooms of 7,706 hotels in 2021. For our hotel turnover in 2021, our total hotel turnover grew at 36% year-on-year to RMB 45 billion in 2021. This was mainly due to our continuous network expansion in China and a low base of 2020. Excluding DH, Legacy-Huazhu hotel turnover grew 38% year-on-year to RMB 42.7 billion in 2021.

Turn to Page 23. Legacy-Huazhu blended for Q4 '21 was RMB 163, 14% lower than 2019 level. The ADR in Q4 was up by 3% compared to 2019 level at RMB 239, while the occupancy in Q4 is 14 percentage points lower compared to 2019. This was mainly due to COVID-19 resurgence in November. For the full year 2021, Legacy-Huazhu blended RevPAR was RMB 172, a decline by 13% from 2019, but an increase of 16% from 2021. The ADR was RMB 239, up by 2% compared to 2019. While occupancy is 12 percentage points lower compared to 2019. It was mainly due to the several outbreaks of COVID through the years of 2021, especially in the later half.

Turning to Page 24. Despite the recovery in the fourth quarter was interrupted by Omicron variant since November, our Legacy-DH business saw a strong recovery in Q4 2021 on a yearly basis. DH's blended RevPAR for Q4 '21 rebounded by 153% to EUR 43 compared with Q4 2020. The occupancy improved by 24 percentage points compared with Q4 2020, and the ADR improved by 24% to EUR 94, only 3% lower than 2019 level. For the full year, DH blended RevPAR slightly increased by 4% to EUR 32 compared to 2020, mainly driven by a 3% increase in ADR. Occupancy rate was roughly flattish at 35% between 2020 and 2021 as the first quarter of 2020 was pre-COVID in Europe.

Please see our financial results on Slide 25. Total net revenue grew by 9% year-on-year to RMB 3.4 billion in the fourth quarter '21, mainly driven by 130% increase of DH's revenue in Q4 '21. However, Legacy-Huazhu recorded a 2% year-on-year revenue decline to RMB 2.8 billion, in line with our previous guidance. Due to COVID-19 resurgence in over 20 provinces since November, China's leased and owned hotels saw a 13% year-over-year decline in revenue, offset partially by an 8% year-over-year growth of manachised and franchised revenue. For the full year of 2021, total net revenue grew by 25% year-on-year to RMB 12.8 billion. Excluding DH, Legacy-Huazhu recorded a 30% year-on-year revenue growth to RMB 11.2 billion, in line with our previous guidance.

Breaking down the full year revenue, revenue from leased and owned hotels increased by 17% year-on-year to RMB 8.1 billion revenue from manachised and franchised hotel grew by 40% to RMB 4.4 billion. The asset light, manachised and franchised business contributed 34% of total revenue in 2021 compared to 31% in 2020 at group level. For the moment, this is mainly driven by the Legacy-Huazhu's manachised and franchised business who's portion also increased from 36% to 39% in 2021.

Now let's move to the cost and profitability session on Slide 26. In Q4 '21, the reported operating income was RMB 39 million, compared to a loss of RMB 134 million last year and positive RMB 72 million a quarter before. The year-on-year improvement was mainly driven by the DH business recovery and the EUR 60 million government subsidy received in Q4, but offset by the weaker China business performance. Excluding DH, Legacy-Huazhu's operating income in Q4 was RMB 60 million compared to RMB 315 million last year and RMB 239 million a quarter ago. On a full year basis, the reported operating income turned positive to RMB 164 million from a loss of RMB 1.7 billion last year. Despite several resurgences of COVID during 2021, Legacy-Huazhu recorded an operating income of RMB 891 million, compared to a loss of RMB 100 million last year.

Legacy-DH narrowed its loss significantly from RMB 1.6 billion in 2020 to RMB 727 million in 2021. Thanks to the government subsidy. Totally, European dollar [ $101 million ] received in the second and fourth quarter. The total hotel operating cost for fourth quarter 2021 was RMB 3.2 billion, increased by 16% year-on-year. The cost increase included a noncash impairment loss of RMB 257 million, which was mainly related to DH.

For Legacy-Huazhu, it recorded RMB 2.3 billion hotel operating costs indicating a 13% year-on-year growth. The increase was mainly attributable to higher rental cost of new upscale and upper mid hotels, higher personnel costs as we're expanding our hotel network rapidly and higher D&A costs which were related to the upscale and upper mid hotels opening and also upgrading of existing hotels as well as the consolidation impact of a recent CitiGO acquisition. For Legacy-DH, it recorded RMB 866 million hotel operating costs, indicating a 28% year-on-year growth. The increase was mainly due to variable costs increased along with business recovery as well as noncash impairment loss of RMB 257 million mentioned above. On a full year basis, total hotel operating costs grew 16% year-on-year to RMB 11.3 billion, mainly driven by 20% year-on-year growth of Legacy-Huazhu with similar reasons mentioned above.

As we mentioned in previous quarters, our future expansion of upscale hotels will mainly use asset-light model. Therefore, our preopening cost declined by 19% year-on-year to only RMB 30 million in Q4. The preopening costs significantly declined by 72% year-over-year to only RMB 81 million for the full year of 2021.

Our SG&A in Q4 increased by 21% year-on-year to RMB 624 million, driven by the increase in both Legacy-Huazhu and Legacy-DH. Excluding DH, SG&A for Legacy-Huazhu increased by 8% year-on-year to RMB 437 million. The increase was mainly attributable to the increase of headcounts for our sales team, IT team, BD team and last but not least, the upscale business unit, which are the areas we strategically invest in.

As you can see from the chart, the increase of SG&A is mainly driven by Legacy-Huazhu, while DH side recorded 2% savings from 2020, which also has part of the reclassification impact from the DH side.

Turning to Page 27. Our adjusted EBITDA income was RMB 278 million in Q4 compared to RMB 375 million a year ago. If we exclude the noncash impact loss of RMB 257 million, which was mainly related to DH, the adjusted EBITDA would have been RMB 535 million, representing a 43% year-on-year growth. DH EBITDA turned positive in Q4 '21 to RMB 69 million compared to a loss of RMB 389 million last year, thanks to the business recovery and government subsidy, but offset by the noncash impairment loss.

Excluding DH, Legacy-Huazhu recorded an adjusted EBITDA income of RMB 209 million, declined by 73% in Q4 2020 due to the impact of COVID-19's resurgence in the fourth quarter. Full year adjusted EBITDA turned positive of RMB 1.6 billion from a loss of RMB 244 million in 2020. This was mainly driven by the 81% of growth of Legacy-Huazhu's adjusted EBITDA of RMB 2 billion as well as a narrowed adjusted EBITDA loss of DH of RMB 461 million.

In Q4 2021, we recorded an adjusted net loss of RMB 227 million, in large from a loss of RMB 8 million in Q4 2020. Excluding DH, Legacy-Huazhu recorded an adjusted loss of RMB 187 million compared to a net income of RMB 300 million in Q4 2020. Adjusted net loss for the full year narrowed from RMB 1.8 billion in 2020 to RMB 260 million in 2021. Legacy-Huazhu turn positive profit of RMB 358 million compared to a loss of RMB 459 million a year ago.

Coming to the cash position. Our net debt remains healthy at RMB 4.7 billion by the end of Q4, and there's no risk of bridging the financial covenants of the remaining amount of Europe [ EUR 338 million ] syndication loan. Our cash balance was RMB 5.1 billion, and the unutilized bank facilities or RMB 3.3 billion. Given the COVID impact remains uncertain in the foreseeable future, we'll keep cautious on capital spending and discretional spending to preserve cash.

A few more words on DH. Since November last year, DH's recovery trend was again interrupted by Omicron variant. Its occupancy rate dropped by 3 percentage points to 46% compared to a quarter ago. However, as German government unfolded the initial opening applying since mid-February and later applied to lodging industry on March 4, it should help to reaccelerate our RevPAR recovery in the future. However, we would remain cautious and still implement the mitigation measures of further emphasis on efficiency improvements, negotiation of lease waiver, personnel cost optimization, deferral of major CapEx. Additionally, the short-time worker compensation would continue to be valid until June 30, 2022.

Turning to Page 31 on guidance. As you may know, since March 2022, the highly infections Omicron variant has been spreading rapidly in China, which seriously affected our business performance and China's zero COVID policy also adds great uncertainty to the business recovery. Moreover, the ward between Ukraine and Russia may negatively impact our European business. Therefore, the guidance can be of short-term view and only reflects our current understanding of the situation.

In terms of our hotel opening plan in 2022, after reviewing our existing pipeline in hotels under construction, we now expect to open around 1,500 hotels and closed around 500 to 550 hotels for the year. This is built on the presumption that COVID spreads will be contained in a reasonable time frame in China.

In terms of revenue guidance, for the first quarter of 2022, we expect revenue growth to be in the range of 11% to 15% compared to the first quarter of 2021 or to the range of 1% to 5%, if excluding DH. For the full year of 2022, we expect the revenue growth to range from 15% to 20% compared to the full year of 2021 or to the range from 4% to 9%, if excluding DH. Again, above guidance only reflects our current view, which are subject to change.

Last but not least, considering current conditions, we may from time to time make repurchase of our securities including American depository shares and convertible notes in open market transactions, privately negotiated transactions or otherwise, subject to market conditions and other factors.

With that, let's open for the Q&A.

[Operator]

[Operator Instructions] Our first question comes from the line of Billy Ng with Bank of America.

[Billy Ng, analyst]

[Interpreted] I'm just wonder, like in terms of the product upgrade I think in the PPT, you guys mentioned that as one of the growth drivers. So we understand that in the past, like product upgrade actually can significantly enhance RevPAR. Is that still the case going forward? And is that the case? And also in terms of the plan for doing product upgrades, are we helping the existing franchisees to do a large scale upgrade?

[Hui Jin, executive]

[Interpreted] So the product upgrading is our key strategy to cater into the consumption upgrade trend in China. It's happening not only to HanTing, JI Hotel, but also like Orange and Hi Inn. I think the RevPAR improvement of HanTing existing hotels upgrade has been bring -- has brought a very good return to the franchisees at least comparable level as the new hotels to the franchisees.

Arguably, Huazhu is the only one pushing the economy product upgrade in China, which is also well received by the customers of us.

[Billy Ng, analyst]

[Interpreted] So I think my second question is like basically we noticed right now, Omicron outbreak was -- is pretty severe in China. So I'm just wondering whether this outbreak has impacted the incentive of the franchisees and whether they decide to open for this year has changed?

[Hui Jin, executive]

[Interpreted] Certainly, you're right. The current COVID situation and also the China's zero COVID policy has the negative impact of our performance and also the franchisees the interest, especially reflected in the March number. But having said that, I would also mention 2 factors as a mitigation: First of all, China is very big and large market. Actually, our hotels in the lower-tier city has been running good. And this further stimulating the signing of the new hotels in those markets, that's number one; two is the further requisition of our hotels by the current government bureau. Currently, more than 1,850 hotels are under requisition. It's roughly 12% of our hotel portfolio. This is very important to help our franchisees to go through current tough time, especially for the franchisees in the Tier 1 or Tier 2 cities.

[Operator]

Our next question comes from the line of Zhiqi Lin with CICC.

[Lin Z., analyst]

[Interpreted] So my first question is that for the full year revenue guidance, what's the implying RevPAR recovery rate?

And my second question is that we know that ADR recovered faster than [indiscernible] in 2021. What's the trend of ADR in the future when we recover from COVID-19? Because some people say ADR may continue to increase because people pursue for better quality and strong brands, but I may not think so considering the soft consumption environment. So that's my 2 questions.

[Hui Jin, executive]

[Interpreted] So to answer your question, in terms of revenue guidance, for the Legacy China side, we budgeted 81% to 84% of RevPAR recovery compared to 2019 level. It is based on our internal assessment and also the evaluation of the impact of COVID.

And regarding to your second question of the consumer markets and also the corporate market reaction, yes, we admit there's a challenge of further sensitivity of the customers' price sensitivity, especially regarding the corporate customers. From our latest number, especially in January and the February, Chinese festival, actually, the recovery is pretty decent both for the leisure travel and also business travel. I would say, from Huazhu Group, we have full spectrum of product. Actually, this creates a very good opportunity for us to capture all kinds of customers, especially those who become more price sensitive because we are -- we have our own competitive edge in terms of high efficient and low-cost business model, creating both value for our franchisees and also customers.

[Operator]

Our next question comes from the line of Lia Pam with Goldman Sachs.

[Unknown Analyst]

[Interpreted] So the question related to your costs and also the margin price because we saw a bit of margin dilution last year for the China operations. Wondering whether you would have any guidance on the cost as well as the margins?

And secondly, in relation to your 7,000 hotels in 1,000 cities and expanding into another 1,000 cities, geographically, we know that you have a huge exposure in northern and eastern part of China. Wondering whether you have concentration guidance or expectation in the first tier, second or even third tier cities?

[Hui Jin, executive]

[Interpreted] Let me translate the second question first. So first of all, certainly, the lower tier city is much less penetrated compared to the up tier cities. The 1,000 incremental cities were mainly coming from third tier city, fourth and fifth, even like county. And secondly, we are -- relatively, we have lower market share in the southern China and Western China. So there's a lot of further growth area for Huazhu as well.

So to summary in our further -- in our portfolio, it will be 55% coming from lower-tier city and below and 45% were coming from Tier 1, Tier 2 cities. And our strategy is full penetration in -- through all tier of cities in China through full spectrum of brands. For example, we're going to enhance our penetration in Tier 1, Tier 2 by more upscale and mid products like Steigenberger, Blossom House and et cetera. And same time, we will increase our market share by economy and mid-scale brands in lower-tier city and, for example, HanTing and JI Hotel. That's the answer to the second question.

For the first question, certainly, we admit there is mounting pressure in terms of EBITDA because the revenue is under pressure for this sudden change of COVID situation. That's number one. Two, also, internally, we have analyzed -- there's a further improvement areas of cost management, even along our key strategy, further penetration, upscale and upper mid-scale and also digitalization. Under the sustainable and quality growth, overarching strategy will focus on the key areas and further improvement, improve the cost efficiency. We're going to develop more detailed measures in the next period of time.

[Operator]

And our next question comes from the line of Lina Yan with HSBC.

[Hau-Yee Yan, analyst]

Okay. I just have one question. Do you have an estimate for the breakeven revenue like the level of breakeven revenue for Huazhu Legacy and DH? And also do you have like a breakeven RevPAR level for that?

[Fei Ye, executive]

Sorry, you're asking a breakeven RevPAR for Huazhu and DH separately?

[Hau-Yee Yan, analyst]

Yes. Yes.

[Fei Ye, executive]

Historically, we have a ballpark estimate for China side is around RMB 130. And for the DH side, it's roughly around like EUR 60 to EUR 65.

[Hau-Yee Yan, analyst]

Okay. And do you have a breakeven RevPAR revenue for [indiscernible]?

[Fei Ye, executive]

Now what I'm talking about is relatively it's about the EBITDA breakeven level as we gave to the market before. And certainly, it will be subject to the COVID recovery, it's going to be moving very quickly, I think.

[Operator]

Our next question comes from the line of [ Bruce Neal ] with UBS.

[Unknown Analyst]

[Interpreted] I have two questions. And the first question is on the revenue performance for the first 2 months in Q1 this year. Despite the COVID resurgence disruption in March, we saw that the RevPAR recovery in the January and February is relatively better. So can I ask about the revenue performance in January and February this year?

[Hui Jin, executive]

[Foreign Language]

[Unknown Analyst]

[Interpreted] And my second question is on the cost front. So I saw that the gross margin in Q4 declined compared with the previous quarters, and I saw that the main reason is due to the increase in rental, personnel and other costs. So may I double check that is the increase in rental and personnel costs is mainly due to the increase in number of leased and owned hotels? And what's the main contributor in the other cost? And how much is the impact on cost increase from the acquisition of CitiGO.

[Fei Ye, executive]

Actually, you're right. The impact of -- the cost increase mainly come from the upscale and upper mid hotels in the leased hotels. And certainly, as we mentioned later, the continued growth model will be asset light. So we're going to control the further investment in this area. CitiGO has a very relatively -- the acquisition size is small. So the contribution to the cost side is relatively limited. It's just more than like RMB 10 million level, it's a limited contribution.

[Hui Jin, executive]

[Foreign Language]

[Operator]

Thank you. I'll now turn the call back over to IR Director, Jason Chen for any closing remarks.

[Unknown Executive]

Thank you, everyone, for taking your time with us today, and we look forward to connect with you again in the upcoming quarter. Thank you again. Bye-bye.

[Operator]

Ladies and gentlemen, this concludes today's conference call. Thank you for participating, and you may now disconnect.

[Portions of this transcript that are marked [Interpreted] were spoken by an interpreter present on the live call.]