Hotel P&L Template

Download the .xlsx file and open it in Excel or Google Sheets — no macros or add-ins required. Start with the Monthly P&L sheet: scan through the pre-loaded revenue and expense lines and adjust any labels that don't match your property's setup. Most hotels keep the department structure as-is and just rename a few line items — for example, swapping 'Spa & Wellness' for 'Pool & Fitness' if that better describes your ancillary revenue. Enter your room inventory count in the KPI Dashboard sheet so that ADR, RevPAR, and occupancy calculations populate correctly.

Once the structure looks right, enter your monthly room revenue, F&B revenue, and expense figures. If you're pulling from a PMS or accounting system, the department subtotals are usually the fastest starting point — enter the totals first, then break them out into line items as needed. The Department P&L sheet updates automatically from what you enter in the monthly view, giving you a clean departmental breakdown without double-entry.

Come back each month to enter actuals. Over time, the Annual Summary becomes your most valuable view — you'll see whether RevPAR is tracking above or below the prior year, whether F&B margins are holding up during slower occupancy months, and how GOP percentage moves across seasons. Owners and general managers who review the KPI Dashboard monthly say they catch labor creep and OTA commission overruns well before they show up as a problem at year-end.

Hotels operate across multiple revenue streams simultaneously, and a single-column P&L misses most of what drives profitability. Rooms revenue is the engine, but F&B, events, and ancillary income can account for 20–40% of total revenue at a full-service property. More importantly, each department has a different cost structure: rooms labor is relatively fixed, F&B cost of goods moves with covers and menu mix, and event revenue can swing by 30% depending on whether your market has a strong corporate calendar. Without departmental P&L, it's easy to see strong total revenue and miss that F&B is losing money on every cover.

Hospitality accounting follows the USALI (Uniform System of Accounts for the Lodging Industry) structure because it makes benchmarking meaningful. ADR and RevPAR are the standard metrics lenders, operators, and buyers use to evaluate a hotel's top-line performance, and GOP percentage — gross operating profit as a share of total revenue — is the primary measure of operational efficiency. For most limited-service hotels, GOP should land between 35–50%; full-service properties typically run 25–40% due to higher F&B and event labor. A hotel operating below these ranges usually has a labor problem, an OTA commission problem, or both.

The most practical way to use a hotel P&L is as a forward-looking tool, not just a historical record. At the start of each month, set your budgeted occupancy, ADR, and F&B covers. At month-end, compare actuals to plan and look for three things: whether RevPAR variance came from rate or occupancy (different fixes), whether F&B cost of goods percentage is inside target (28–34% for most hotel restaurants), and whether total labor as a share of revenue is in line with your comp set. Those three checks catch the vast majority of margin problems before they compound across a quarter.