Operations overview
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Revenue per available room
Actual against the same period in 2025 and against plan.
What needs attention
Ranked by impact on the period result. Amounts are calculated from the same data as the P&L.
Where profit is made
Departmental profit for the selected period, in euros.
RevPAR variance bridge
Why revenue per room differs from plan — rate against volume.
Operational health
Indicators that rate alone cannot fix.
Bookings for the next 90 days
Occupancy on the books against the same point last year. The bars are today's position, the brass line is the plan for month end — the gap between them still needs to be sold. On the left there's still time to act on price, on the right only on costs.
Dates that need action
Days with the biggest gap against last year. They don't depend on the selected period — they always look forward from today.
Sales channels
The gross rate is what the guest sees. The net rate is what's left for the hotel after commission — it's what decides where to push demand.
Guest segments
Share of room-nights sold and the rate achieved.
Booking behaviour
Inputs for cancellation terms and for deciding how many rooms to overbook.
P&L on the USALI hotel standard
Revenue and direct costs by department, then undistributed costs. Gross operating profit is the result hotel management can influence; below it are the owner's items.
Actual against plan
Four levels of result for the selected period, in thousands of euros.
Biggest variances from plan
Ranked by the size of the variance in euros.
Room status 8. 9. 2026
Laid out by floor. Click a room to show its reservation on the right. At high occupancy most arrivals move into rooms that were vacated that same day — those rooms are marked as arrivals. Out-of-order rooms are also lost revenue, so they're counted in the result.
Room detail
Reservation, rate and status for the selected day.
Open maintenance tickets
Lost revenue = days out of order × the average rate for that room type. Click a row to select the room in the rack above.
Room condition and refurbishment
Input for the capital investment plan.
Cost per occupied room
Direct costs converted to one room-night sold. The gap between the room rate and this figure is the rooms margin.
Labour
Staff is the largest controllable cost.
Cash flow
Profit and cash aren't the same thing — deposits arrive early, the low season is paid for later. The flow already has the monthly loan instalment, the owner's draw and capital spending deducted. Nine months around the selected period, in thousands of euros.
Overdue receivables
Corporate clients and agencies as at the selected day.
Staff costs by category
Gross pay is what the employee sees. Total cost is gross pay plus employer contributions, 35,2 % for permanent employment. Agreement contracts carry lower contributions, and agency cleaning is invoiced, so it has none at all. The last column shows which P&L line the cost feeds into.
Monthly trend
Total employer cost in euros. Months after today are plan and have a lighter background; December includes year-end bonuses.
Link to the P&L
How much of each department's direct costs is people. The column total equals the "Total staff costs" line in the P&L.
Payroll and revenue
Staff cost against its share of revenue. In weak months the share rises even without payroll growth.
Key takeaways
Variances worth a look before the month-end close.