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REQUIRED: Answer all parts a Calculate the economic-value-added (EVA) for each of the three Hotels. Take care to show workings and to lay-out calculations clearly. (15 Marks) What factors should the managing director of the hotel group keep in mind in using economic-value added (EVA) data to compare performance across the three hotels? (5 Marks) C) Write a short essay comparing and contrasting economic value added (EVA) and free-cash flow (FCF) as means of appraising financial performance. Use relevant examples to illustrate your argument. (10 Marks) (Total 30 marks)A luxury hotel company operates three properties, each of which is managed relatively independently of the others. To evaluate the performance of each hotel over time and to compare performance between them, the following data have been assembled for the year just ended: Income Statement & Balance Sheet, Last Financial Year (5000) Amounts in f thousands Paris Hotel Dusseldorf Amsterdam Hotel Hotel Income statement: Sales: 14.000 16,500 25,000 Operating costs: 7,450 14,100 17,080 Depreciation: 114 325 716 Interest on debt: 65 90 Non-recurring costs 1.000 1,500 Operating Income (loss): 5,436 2,010 5,614 Balance sheet at year end Current assets: 2,500 3,750 4.850 Fixed assets (net of 4,600 16,000 depreciation): 37,300 Total assets: 7,100 19,750 42,150 Current liabilities: 1,400 1,550 1,875 Debt capital: 600 720 Deferred taxation: 35 44 Pension liabilities: 31 44 Total liabilities: 1,466 2,150 2,683 Shareholder capital Invested: 5,634 17,600 39,467The non-recurring costs at the Paris Hotel relate to a shut-down brought about because of a fire at an adjoining building which is the subject of an insurance claim against the owner of that other property. In the case of the Amsterdam Hotel, the non-recurring costs relate to emergency repair work to the swimming pool complex following a storm. In both cases, the costs are regarded as not indicative of the underlying long-run performance of the hotels in question. The Dusseldorf Hotel encountered a very significant fall-off in demand because of an oversupply of luxury accommodation in the area. The depreciation charges are non-cash expenses that relate directly to the furniture and fittings within each of the hotels. The firm's opportunity cost of capital is 10% per annum. PTO Page 7 of 9