UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
(Mark One)
| x |
| þ | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31, 20112014 | |
| ¨ | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the transition period fromto COMMISSION FILE NO. 001-32876
WYNDHAM WORLDWIDE CORPORATION
(Exact
Namename of
Registrantregistrant as
Specifiedspecified in
Its Charter)its charter) |
| | |
| DELAWARE | | 20-0052541 |
(State or Other Jurisdiction other jurisdiction of Incorporation incorporation or Organization)
organization) | | Identification Number)No.) |
| | |
22 SYLVAN WAY | | 07054 |
| PARSIPPANY, NEW JERSEY | | 07054
(Zip Code) |
(Address of Principal Executive Offices)principal executive offices) | | |
(Registrant’s telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
|
| | |
| | Name of each exchange |
| Title of each Class | | Name of each exchange
on which registered |
| Common Stock, Par Value $0.01 per share | | New York Stock Exchange |
Securities registered pursuant to Section 12(g) of the Act:
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes þ No ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No þ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ No ¨ Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes þ No ¨ Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§ 229.405) is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ¨þ Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act. (Check one):
|
| | | | | | | |
| | | |
| Large accelerated filer | þ | Accelerated filer | ¨ | Non-accelerated filer | ¨ | Smaller reporting company | ¨ |
| | Accelerated filer ¨ | | Non-accelerated filer ¨ | | Smaller reporting company ¨ |
| | | |
| | | | (Do not check if a smaller reporting company) | | |
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ¨ No þ The aggregate market value of the registrant’s common stock held by non-affiliates of the registrant as of June 30,
2011,2014, was
$5,521,675,980.$9,402,262,649. All executive officers and directors of the registrant have been deemed, solely for the purpose of the foregoing calculation, to be “affiliates” of the registrant.
As of January 31,
2012,2015, the registrant had outstanding
145,946,692120,558,066 shares of common stock.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Proxy Statement prepared for the 20122015 Annual Meeting of Shareholders are incorporated by reference into Part III of this report.
Forward Looking Statements
This report includes “forward-looking” statements, as that term is defined by the Securities and Exchange Commission (“SEC”) in its rules, regulations and releases. Forward-looking statements are any statements other than statements of historical fact including statements regarding our expectations, beliefs, hopes, intentions or strategies regarding the future. In some cases forward-looking statements can be identified by the use of words such as “may,” “expects,” “should,” “believes,” “plans,” “anticipates,” “estimates,” “predicts,” “potential,”
“continue,”“continue” or other words of similar meaning. Forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those discussed in or implied by the forward-looking statements. Factors that might cause such a difference include but are not limited to general economic conditions, our financial and business prospects, our capital requirements, our financing prospects, our relationships with associates and those disclosed as risks under “Risk Factors” in Part I, Item 1A of this report. We caution readers that any such statements are based on currently available operational, financial and competitive information and they should not place undue reliance on these forward-looking statements, which reflect management’s opinion only as of the date on which they were made. Except as required by law, we disclaim any obligation to review or update these forward-looking statements to reflect events or circumstances as they occur.
Where You Can Find More Information
We file annual, quarterly and current reports, proxy statements, reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934 and other information with the SEC. Our SEC filings are available free of charge to the public over the Internet at the SEC’s website athttp://www.sec.gov. Our SEC filings are also available on our website athttp://www.WyndhamWorldwide.com as soon as reasonably practicable after they are filed with or furnished to the SEC. You may also read and copy any filed document at the SEC’s public reference room in Washington, D.C. at 100 F Street, N.E., Washington, D.C. 20549. Please call the SEC at 1-800-SEC-0330 for further information about public reference rooms.
We maintain an Internetinternet site athttp://www.WyndhamWorldwide.com. Our website and the information contained on or connected to that site are not incorporated into this Annual Report.
ITEM 1. BUSINESS
Wyndham Worldwide
As one of the world’s largest hospitality companies, we offer individual consumers and business customers a
broad arraywide range of hospitality services and products
across various accommodation alternatives and price ranges through our
global portfolio of world-renowned brands. The hospitality industry is a major component of the travel industry, which is one of the largest retail industry segments of the global economy.
Our operations are grouped into three segments of the hospitality industry: lodging, vacation exchange and rentals and vacation ownership. WithThrough our
3025 primary brands,
which include Wyndham Hotels and Resorts, Tryp by Wyndham, Ramada, Days Inn, Super 8, Howard Johnson, Wyndham Rewards, Wingate by Wyndham, Microtel Inns & Suites, RCI, The Registry Collection, Landal GreenParks, Novasol, Hoseasons, cottages4you, James Villa Holidays, ResortQuest by Wyndham Vacation Rentals, The Resort Company by Wyndham Vacation Rentals, Wyndham Vacation Resorts and WorldMark by Wyndham, we have built a significant presence in most major hospitality markets in the
U.S.United States and throughout the
rest of the world.
Approximately 60% of our revenues come from fees that we receive in exchange for providing services. We refer to the businesses that generate these fees as our “fee-for-service” businesses. We receive fees: (i) in the form of royalties for use of our brand names; (ii) for providing hotel Our brands include: Wyndham Hotels and resort management services; (iii) for providing property management services to vacation ownership resorts; (iv) for providingResorts, Ramada, Days Inn, Super 8, Howard Johnson, Wingate by Wyndham, Microtel Inns & Suites, Tryp by Wyndham, RCI, Landal GreenParks, Novasol, Hoseasons, cottages4you, James Villa Holidays, Wyndham Vacation Rentals, Wyndham Vacation Resorts, Shell Vacations Club and WorldMark by Wyndham. Our operations are grouped into three segments: lodging, vacation exchange and rentals services; and (v) for providing services under our Wyndham Asset Affiliation Model (“WAAM”). The remainder of our revenue comes primarily from proceeds received from the sale of vacation ownership interests and related financing.
ownership.Wyndham Hotel Group is the world’s largest hotel company based on the number of properties, franchisingwith 7,645 hotels and over 660,800 hotel rooms worldwide. We franchise in the upper upscale, upscale, upper midscale, midscale, economy and extended stay segments of the lodging industry and providing hotelwith a concentration in economy brands. We also provide property management services globally for full-service and select limited-service hotels. This is predominantly a fee-for-service business that providesproduces recurring revenue streams requireswith steady cash flow and low capital investment and produces strong cash flow.requirements.
Our vacation exchange and rentals business,
Wyndham Exchange &and Rentals is includes the world’s largest member-based vacation exchange network based on the number of members (3.8 million) and affiliated vacation ownership resorts (approximately 4,500) providing vacation exchange membersservices and products to timeshare developers and owners. We are also the world’s largest marketerprofessional manager of professionally serviced vacation rental properties based on the number of vacation rental properties marketed. Through this business, we provide vacation exchange services and products and access to distribution systems and networks to resort developers and owners of intervals of vacation ownership interests, and(approximately 103,000), which we market vacation rental properties primarily on behalf of independent owners,owners. In total, we provide access to over 107,000 vacation properties in more than 100 countries, including vacation ownership developerscondominiums, traditional hotel rooms, villas, cottages, chalets, city apartments, second homes, fractional resorts, private residence clubs and other hospitality providers.yachts. This is primarily a fee-for-service business that provides stable revenue streams requires low capital investment and produces strong cash flow.
Our vacation ownership business,
Wyndham Vacation Ownership is the world’s largest timeshare (also known as vacation ownershipownership) business based on the number of resorts, units, owners and revenues. Through our vacation ownership business, werevenues, with 203 resorts and approximately 904,000 owners. We develop and market vacation ownership interestsVacation Ownership Interests (“VOIs”) to individual consumers, provide consumer financing in connection with the sale of vacation ownership interestsVOIs and provide property management services at resorts. While
Our business segments generate a diversified revenue stream and high free cash flow. Approximately 63% of our revenues are generated from our fee-for-service businesses. We receive fees (i) in the form of royalties for use of our brand names, (ii) for providing property management services to hotels and vacation ownership business has historically required us to investresorts, (iii) for providing vacation exchange and rentals services and (iv) for providing services under our Wyndham Asset Affiliation Models (“WAAM”) in inventory development, a central strategyour timeshare business. The remainder of our revenue comes primarily from the sale of VOIs and related financing.
How we create value for Wyndham Worldwide is to leverage our scale and marketing expertise to pursue low-capital requirement, fee-for-service business relationships that produce strong cash flow. In 2010, we introduced WAAM which offers turn-key solutions for developers or banks in possession of newly developed inventory, which we sell for a fee through our extensive sales and marketing channels.shareholders
Our mission is to increase shareholder value by being the leader in travel accommodations and welcoming our guests to iconic brands and vacation destinations through our signature “Count On Me!” service. Our strategies to achieve these objectives are to:
Strategically allocate capital to expand our fee-for-service business models;
Increase market share by delivering exceptional customer service;
Grow cash flow and operating marginsprofit through superior executionexecution;
Develop innovative services and products to meet the evolving needs of customers;
Further develop our world class capabilities by strengthening our brands, attracting and developing the best talent and investing in all of our businesses;technology; and
Rebalance the Wyndham Worldwide portfolio to emphasize our fee-for-service business models;
Attract, retain and develop human capital across our organization; and
Support and promote Wyndham Green and Wyndham Diversity initiatives.
initiatives.
We
strive to provide value-added services and products
that are intended to
both enhance the travel experience of the individual consumer and
to drive revenues to our business customers.
The depth and breadth of our businesses acrossWe have a strong presence in many different segments of the hospitality
industry provideindustry. This allows us
with the opportunity to
expandleverage our relationships with our existing
individual and business customers
in one or more segments of our business by offering them
additional or alternative services and products from
our other segments.
We expect to generate annual net cash provided by operating activities less capital expenditures, equity investments and development advances in the range
All of
approximately $600 million to $700 million in 2012. This cash flow is expected to be utilized for (i) investment in our businesses
including acquisitions, (ii) share repurchases and (iii) dividends.Our lodging, vacation exchange and rentals and vacation ownership businesses all have both domestic and international operations. During 2011,2014, we derived 71%74% of our revenues in the U.S. and 29%26% internationally (approximately $755 million (18%)16% in Europe and $460 million (11%)10% in all other international regions). For a discussion of our segment revenues, profits, assets and geographical operations, see Note 21 to the Consolidated Financial Statements included in this Annual Report.
History and Development
Wyndham Worldwide’s
Our corporate history can be traced back to the
1990 formation of Hospitality Franchise Systems
(which changed its name to HFS Incorporated or HFS).(“HFS”) in 1990. HFS initially began as a hotel franchisor that later expanded
its hospitality business and became a major real estate and car rental franchisor.to include the addition of the vacation exchange business. In December 1997, HFS merged with CUC International, Inc.
, or CUC, to form Cendant Corporation,
(which changed its name to Avis Budget Group, Inc. in September 2006).In October 2005, Cendant determined to separate Cendant through spin-offs into four separate companies, including a spin-off of its Hospitality Services businesses to be re-named Wyndham Worldwide Corporation. During July 2006, Cendant transferred to its subsidiary, Wyndham Worldwide Corporation, allwhich then further expanded with the addition of the assetsvacation rentals and liabilities of Cendant’s Hospitality Services businesses and onvacation ownership businesses. On July 31, 2006, Cendant distributed all of the shares of its subsidiary, Wyndham Worldwide common stockCorporation, to the holders of Cendant common stock issued and outstanding onas of July 21, 2006 the(the record date for the distribution.distribution). The separation was effective on July 31, 2006. On August 1, 2006, we commenced “regular way” trading on the New York Stock Exchange under the symbol “WYN.”
Each of our lodging, vacation exchange
We have many widely recognized and rentals and vacation ownership businesses has a long operating history.well-established brands. Our lodging business began with the Howard Johnson and Ramada brands which opened their first hotels in 1954. RCI, our vacation exchange business, was established 38 years ago,in 1974. Hoseasons, Landal GreenParks and we have acquired and grownNovasol, some of the world’sEurope’s most renowned vacation rentalsrental brands, with histories starting as early as Hoseasonswere established in 1940, Landal GreenParks in1944, 1954 and Novasol in 1968.1968, respectively. Our vacation ownership brands began operations in 1978 with Shell Vacations Club, followed by Wyndham Vacation Resorts (formally known as Fairfield Resorts) in 1980 and WorldMark by Wyndham began vacation ownership operations(formally known as Trendwest Resorts) in 1980 and 1989 respectively..
Our portfolio of well-known hospitality brands was assembled over the past
twentytwenty-five years. The following is a timeline of our significant
brand acquisitions:
| | |
1990: | | Howard Johnson and Ramada (US) |
1992: | | Days Inn |
1993: | | Super 8 |
1995: | | Knights Inn |
1996: | | Travelodge North America |
| | Resort Condominiums International (RCI) |
2001: | | Cuendet |
| | Holiday Cottages Group |
| | Fairfield Resorts (now Wyndham Vacation Resorts) |
2002: | | Novasol |
| | Trendwest Resorts (now WorldMark by Wyndham) |
2004: | | Ramada International |
| | Landal GreenParks |
2005: | | Wyndham Hotels and Resorts |
2006: | | Baymont |
2008: | | Microtel Inns & Suites and Hawthorn Suites |
2010: | | Hoseasons |
| | Tryp |
| | ResortQuest |
| | James Villa Holidays |
2011: | | The Resort Company |
|
| | | | | | |
| 1990 | | 1992 | | 1993 | | 1996 |
| Howard Johnson | | Days Inn | | Super 8 | | Resort Condominiums International (RCI) |
| Ramada (US) | | | | | | Travelodge North America |
| 2001 | | 2002 | | 2004 | | 2005 |
| Wyndham Vacation Resorts | | WorldMark by Wyndham | | Landal GreenParks | | Wyndham Hotels and Resorts |
| Holiday Cottages Group | | Novasol | | Ramada International | | |
| Cuendet | | | | | | |
| 2006 | | 2008 | | 2010 | | 2012 |
| Baymont Inn and Suites | | Microtel Inns and Suites | | Hoseasons | | Shell Vacations Club |
| | | Hawthorn Suites | | ResortQuest | | Smoky Mountain Property Management |
| | | | | James Villa Holidays | | Oceana Resorts |
| | | | | Tryp | | |
BUSINESS DESCRIPTIONS
The following is a description
of the business of each of our three business units, Wyndham Hotel Group, Wyndham Exchange & Rentals and Wyndham Vacation Ownership, and the industries in which they compete.
Regions
The global lodging market consists of
over 145,000approximately 165,000 hotels with combined annual revenues
over $354 billion, or $2.4of approximately $467 billion. This represents nearly 15.5 million
per hotel.rooms, of which approximately 53% are affiliated with a brand. The market is geographically concentrated with the top 20 countries accounting for over
81%80% of
globaltotal rooms.
The regional distribution of the lodging industry consists of the following (according to Smith Travel Research Global (“STR”)):
|
| | | | | | | | | | | | | |
| | | | | Room Supply | | Revenues | | Brand |
| Region | | Hotels | | (millions) | | (billions) | | Affiliation |
| United States/Canada | | 59,600 |
| | 5.3 |
| | $ | 145 |
| | 68 | % |
| Europe | | 60,000 |
| | 4.5 |
| | 156 |
| | 41 | % |
| Asia Pacific | | 30,000 |
| | 3.8 |
| | 109 |
| | 51 | % |
| Latin America/Middle East | | 15,100 |
| | 1.9 |
| | 57 |
| | 43 | % |
Business Models
Companies in the lodging industry operate primarily under one of the following business models:
Franchise —- Under the franchise model, a company typically grants the use of a brand name to owners of hotels that the company neither owns nor managesa hotel owner in exchange for royalty fees that are typically equal to a percentage of room sales. Since the royalty fees are a recurring revenue stream and the cost structure is relatively low, the franchise model yields high margins and steady, predictable cash flows. During 2011, approximately 70%As of the availableDecember 31, 2014, we had 7,585 franchised properties in our hotel rooms in the U.S. were affiliated with a brand compared to only 41% in each of Europe and the Asia Pacific region.portfolio.
Management —- Under the management model, a company provides professional oversight and comprehensive operations support to lodging properties that it owns and/or lodging properties owned by a third partyhotel owners in exchange for base management fees that are typically equal to a percentage of hotel revenue,revenue. A company can also earn incentive management fees which may also include incentive fees based onare tied to the financial performance of the properties.hotel. As of December 31, 2014, we had 58 managed properties in our hotel portfolio.
Ownership —- Under the ownership model, a company owns hotels and bears all financial risks and rewards relating to the hotel, propertiesincluding appreciation and benefits financially from hotel revenues, earnings and appreciationdepreciation in the value of the property. As of December 31, 2014, we had two owned hotels in our portfolio.
Revenue Metrics
Performance in the lodging industry is measured by the following key metrics:
average
Average daily rate, or ADR;
ADR - ADR is defined as total revenue divided by the number of room nights sold. It represents the average price of a room at a hotel or group of hotels.
Average occupancy - Occupancy is the number of room nights sold divided by the total number of rooms. Average occupancy rate, or occupancy;allows us to gauge demand.
Revenue per available room, or RevPAR which - RevPAR is calculated by multiplying ADR by the average occupancy rate; and
newit is the average price of a room additions.
Demand in the global lodging industry is driven by, among other factors, business and leisure travel, both of which are significantly affectedmultiplied by the healthpercentage of rooms occupied. RevPAR is the economy. Inprimary metric used by our management to track the performance of our hotels, and it allows us to compare performance across regions, segments, and brands.
System growth - System growth is calculated by subtracting room terminations from gross room openings, and provides a prosperous economy, demand is typically high, which leadsmeasure for the number of rooms added to higher occupancy levels and permits increases in room rates. This cycle continues and ultimately spurs new hotel development. In a poor economy, demand deteriorates, which leads to lower occupancy levels and reduced rates. Demand outside the U.S. is also affected by demographics, airfare, trade and tourism, affluence and the freedom to travel.our portfolio.
The U.S. is the most dominant
sector ofcountry in the global lodging market with over
30%28% of global room revenues.
The U.S. lodging industry consists of over 50,000 hotels with combined annual revenues of over $107 billion, or $2.1 million per hotel. There are approximately 4.8 million guest rooms at these hotels, of which 3.4 million rooms are affiliated with a hotel chain. The following table displays trends in the key
performancerevenue metrics for the U.S. lodging industry over the last six years and for
20122015 (estimate):
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | | | | | Change in | |
Year | | Occupancy | | | ADR | | | RevPAR* | | | Occupancy | | | ADR | | | RevPAR* | |
2006 | | | 63.1 | % | | $ | 97.81 | | | $ | 61.75 | | | | 0.2 | % | | | 7.4 | % | | | 7.7 | % |
2007 | | | 62.8 | % | | | 104.31 | | | | 65.52 | | | | (0.5 | )% | | | 6.6 | % | | | 6.1 | % |
2008 | | | 59.8 | % | | | 107.38 | | | | 64.22 | | | | (4.8 | )% | | | 3.0 | % | | | (2.0 | )% |
2009 | | | 54.6 | % | | | 98.06 | | | | 53.50 | | | | (8.8 | )% | | | (8.7 | )% | | | (16.7 | )% |
2010 | | | 57.5 | % | | | 98.06 | | | | 56.43 | | | | 5.5 | % | | | 0.0 | % | | | 5.5 | % |
2011 | | | 60.1 | % | | | 101.64 | | | | 61.06 | | | | 4.4 | % | | | 3.7 | % | | | 8.2 | % |
2012 Estimate | | | 60.9 | % | | | 106.86 | | | | 65.05 | | | | 1.3 | % | | | 5.1 | % | | | 6.5 | % |
|
| | | | | | | | | | |
| Year | | Occupancy | | ADR | | RevPAR* |
| 2009 | | 54.6% | | $ | 98.16 |
| | $ | 53.55 |
|
| 2010 | | 57.5% | | 98.21 |
| | 56.46 |
|
| 2011 | | 59.9% | | 101.93 |
| | 61.04 |
|
| 2012 | | 61.3% | | 106.21 |
| | 65.08 |
|
| 2013 | | 62.1% | | 110.42 |
| | 68.60 |
|
| 2014 | | 64.4% | | 115.45 |
| | 74.31 |
|
| 2015 Estimate | | 65.1% | | 122.66 |
| | 79.80 |
|
*: |
RevPAR may not recalculate by multiplying occupancy by ADR due to rounding |
|
* RevPAR may not recalculate by multiplying occupancy by ADR due to rounding.
Sources: Smith Travel Research Global (“STR”) (2006STR (2009 to 2011)2014); PricewaterhouseCoopers (“PWC”PwC”) (2012)(2015). 20122015 estimated data is as of January 2012.2015.The following table depicts trends in revenues and new rooms added on a yearly basis for the U.S. lodging industry over the last six years and for 2012 (estimate):
| | | | | | | | | | | | | | | | |
| | | Revenues
($bn) | | | New Rooms
(000s) | | | Changes in | |
Year | | | | Revenues | | | New Rooms | |
2006 | | $ | 133.3 | | | | 138.9 | | | | 8.8 | % | | | 66.5 | % |
2007 | | | 139.4 | | | | 145.9 | | | | 4.5 | % | | | 5.0 | % |
2008 | | | 140.3 | | | | 132.5 | | | | 0.7 | % | | | (9.4 | )% |
2009 | | | 127.2 | | | | 47.6 | | | | (9.4 | )% | | | (64.0 | )% |
2010 | | | 136.9 | | | | 30.2 | | | | 7.7 | % | | | (36.6 | )% |
2011 | | | n/a | | | | 44.0 | | | | n/a | | | | 45.6 | % |
2012 Estimate | | | n/a | | | | 55.5 | | | | n/a | | | | 26.1 | % |
Sources *: STR (2006 to 2011); PWC (2012). 2012 estimated data is as of January 2012.
The U.S. lodging industry experienced positive RevPAR performance over the lastprior year primarily resulting from the ongoing recovery of demand. As the overall health of the economy improved during late 2010demand growth and all of 2011, the lodging industry benefited from the return of corporate spending on business travel as well as increased leisure travel. Demand, as measuredgains in ADR. U.S. occupancy grew by room night consumption, increased 4.4%3.6% to 64.4% in 2014. This growth was driven by a normalization of travel patterns experienced throughout 2011. ADR has continued to stabilize since reboundingstrong momentum in the second quarter of 2010both transient and as is typical for the lodging industry, the increase in demand during 2011 stimulated ADR increases throughout the year.group demand. During 2011,2014, ADR grew 3.7%.4.6% to $115.45. As a result of the occupancy and ADR gains, the U.S. Lodginglodging industry experienced RevPAR growth of 8.2%8.3% in 2011. 2014.
According to PwC’s most recent outlook on the Hospitality and Leisure Industry,
itthe strong momentum exhibited in 2014 in transient and group demand is expected to continue in 2015, resulting in an increase in pricing power for hotels. Industry occupancy is expected to reach levels that have not been seen since 1984. It is expected that
U.Sgrowth in U.S. hotel demand,
will increase approximately 2.0%as measured by room night consumption, is expected to exceed growth in
2012, ADR will grow over 5%, a level that hasn’t been achieved since 2007, and occupancysupply again in 2015. Occupancy and ADR gains
will be experiencedare expected across all
segments. Beyond 2012, certainsegments resulting in an overall RevPAR increase of 7.4%. Certain industry experts project RevPAR in the U.S. to grow at a
5.9%3.2% compounded annual growth rate
(“CAGR”) over the next three years (2013 – 2015).Accordingfrom 2016 to PwC, supply growth still remains at low levels although new construction activity appears to be increasing over the unusually low levels2018.
Segment Descriptions
Performance in the U.S. lodging industry is evaluated based upon chain scale segments, which are generally defined as follows:
Luxury —- typically offers first class appointmentsaccommodations and an extensive range of on-property amenities and services, including restaurants, spas, recreational facilities, business centers, concierges, room service and local transportation (shuttle service to airport and/or local attractions). ADR is normally greater than $180$210 for hotels in this category.
Upper Upscale —- typically offers well-appointed properties that offeraccommodations with a full range of on-property amenities and services, including restaurants, spas, recreational facilities, business centers, concierges, room service and local transportation (shuttle service to airport and/or local attractions). ADR normally falls in the range of $120 and $180$145 to $210 for hotels in this category.
Upscale —- typically offers a full range of on-property amenities and services, including restaurants, spas, recreational facilities, business centers, concierges, room service, and local transportation (shuttle service to airport and/or local attractions). ADR normally falls in the range of $100 and $120$110 to $145 for hotels in this category.
Upper Midscale —- typically offers restaurants, vending, selected business services, partial recreational facilities (either a pool or fitness equipment), and limited transportation (airport shuttle). ADR normally falls in the range of $85 and $100.$90 to $110 for hotels in this category.
Midscale —- typically offers restaurants (“midscale with food and beverage”) or limited breakfast, service (“midscale without food and beverage”), vending, selected business services, limited recreational facilities (either a pool or fitness equipment), and limited transportation (airport shuttle). ADR normally falls in the range of $60 and $85.$65 to $90 for hotels in this category.
Economy —- typically offers basic amenities and a limited breakfast. ADR is normally less than $60.
The following table sets forth the estimated key metrics$65 for each chain scale segment and associated sub-segments within the U.S. for 2011 compared to 2010 as currently defined by STR:
| | | | | | | | | | | | | | | | | | | | | | |
| | | | | Change in | |
Segment | | ADR | | Demand | | | Room
Supply | | | Occupancy | | | ADR | | | RevPAR | |
Luxury | | Greater than $180 | | | 6.0 | % | | | 0.8 | % | | | 5.2 | % | | | 5.7 | % | | | 11.2 | % |
Upper upscale | | $120 to $180 | | | 4.6 | % | | | 1.8 | % | | | 2.8 | % | | | 3.6 | % | | | 6.6 | % |
Upscale | | $100 to $120 | | | 6.0 | % | | | 1.8 | % | | | 4.1 | % | | | 3.8 | % | | | 8.0 | % |
Upper Midscale | | $85 to $100 | | | 11.0 | % | | | 5.5 | % | | | 5.2 | % | | | 3.3 | % | | | 8.6 | % |
Midscale | | $60 to $85 | | | (5.5 | )% | | | (8.7 | )% | | | 3.5 | % | | | (0.5 | )% | | | 3.0 | % |
Economy | | Less than $60 | | | 4.0 | % | | | 0.3 | % | | | 3.7 | % | | | 2.2 | % | | | 6.0 | % |
Total | | | | | 5.0 | % | | | 0.6 | % | | | 4.4 | % | | | 3.7 | % | | | 8.2 | % |
Source: STR
The European lodging industry consists of over 52,000 hotels with combined annual revenues over $135 billion, or $2.6 million per hotel. There are approximately 4.0 million guest rooms at these hotels, of which, 1.6 million rooms are affiliated with a hotel chain. The Asia Pacific lodging industry consists of over 20,000 hotels with combined annual revenues of approximately $96 billion, or $4.6 million per hotel. There are approximately 2.8 million guest rooms at these hotels, of which 1.2 million are affiliated with a hotel chain. The following table displays changes in the key performance metrics for the European and Asia Pacific lodging industry during 2011 as compared to 2010:
| | | | | | | | | | | | | | | | | | | | |
| | | Change in | |
Region | | Demand | | | Room
Supply | | | Occupancy | | | ADR | | | RevPAR | |
Europe | | | 4.2 | % | | | 1.0 | % | | | 3.1 | % | | | 9.4 | % | | | 12.7 | % |
Asia Pacific | | | 3.0 | % | | | 2.8 | % | | | 0.2 | % | | | 9.5 | % | | | 9.8 | % |
Source: STRthis category.
Wyndham Hotel Group Overview
Our lodging business,
Wyndham Hotel Group is the world’s largest hotel
company (basedfranchisor based on number of
properties). Over 88% of Wyndham Hotel Group’s revenues are derived from franchising activities. Wyndham Hotel Group generally does not own anyproperties, with 7,585 franchised hotels
withand over 660,800 hotel rooms worldwide, and is a leader in the
exception of its flagship resort, the Wyndham Grand Orlando Resort Bonnet Creek. Therefore, itseconomy segment. Our franchise business
model is easily adaptable to changing economic environments due to low operating cost
structures, whichstructures. This, in combination with recurring fee streams,
yieldyields high margins and predictable cash flows.
CapitalOngoing capital requirements are relatively low and mostly limited to technology expenditures
towhich support core
capabilities, and any incentives wecapabilities. We may employ
incentives to generate new business, such as key money, development advance notes, and
mezzanine or other forms of
subordinated financingfinancial support to assist franchisees and hotel owners in converting to one of our brands or building
a new
hotel brandedhotels under a Wyndham Hotel Group brand.
Wyndham Hotel Group comprises the following 15 brands, with 7,205 hotels representing over 613,000 rooms on six continents and another nearly 850 hotels representing approximately 111,900 rooms in the development pipeline as of December 31, 2011. Wyndham Hotel Group franchises in most segments
Our owned hotel portfolio currently consists of the
industry with the highest concentrationWyndham Grand Rio Mar Beach Resort and Spa in
the economy segment, and provides management services globally for full-service hotels. The following describes these 15 widely-known lodging brands:Days Innis a leading global brand in the economy segment with more guest rooms than any other economy brand in the world with approximately 1,865 properties worldwide. Under its ‘A Promise As Sure As the Sun’ service culture, Days Inn hotels offer value-conscious consumers free high-speed internet, upgraded bath amenitiesPuerto Rico (“Rio Mar hotel”) and the Wyndham Rewards loyalty program. MostGrand Orlando Bonnet Creek (“Bonnet Creek hotel”). Both hotels also offer free Daybreak breakfast, restaurants and meeting rooms.
Super 8 Worldwideis a leading global brand inrepresent mixed-use opportunities which allow us to introduce our hotel guests to the economy segment with approximately 2,250 properties in the U.S., Canada and China, making Super 8 the largest chainvacation ownership product.
Microtel Inns & Suites is an award winning economy chain of 315 properties predominantly located throughout North America. Microtel is also the only prototypical, all new-construction brand in the economy segment. For guests, this means a consistent experience featuring award-winning contemporary guest rooms and public area designs. For developers, Microtel provides hotel operators low cost of construction combined with support and guidance from ground break to grand opening as well as low cost of ongoing operations. Positioned in the upper-end of the economy segment, all properties offer complimentary continental breakfast, free wired and wireless internet access, free local and long distance calls and the Wyndham Rewards loyalty program.
Howard Johnson is an iconic American hotel brand having pioneered hotel franchising in 1954. Today, Howard Johnson has over 450 hotels in North America, Latin America, Asia and other international markets. In North America, the brand operates in the midscale and economy segments while internationally the brand includes midscale and upscale hotels. The Howard Johnson brand targets families and leisure travelers, providing complimentary continental “Rise and Dine” breakfast and high-speed internet access as well as the Wyndham Rewards loyalty program.
Travelodgeis a hotel chain with 440 properties located across North America. The brand operates primarily in the economy segment in the U.S. and in the midscale segment in Canada. Using its “Sleepy Bear” brand ambassador, Travelodge targets leisure travelers with a focus on those who prefer an active lifestyle of outdoor activity and offers guests complimentary Bear Bites continental breakfast and free high-speed internet access as well as the Wyndham Rewards loyalty program.
Knights Inn is a budget economy hotel chain with approximately 350 locations across North America. Knights Inn hotels provide basic overnight accommodations and complimentary breakfast for an
| affordable price as well as the Wyndham Rewards loyalty program. For operators, from first time owners to experienced hoteliers, the brand provides a lower cost of entry and competitive terms while still providing the extensive tools, systems and resources of the Wyndham Hotel Group.
|
Ramada Worldwideis a global midscale hotel chain with 845 properties located in 53 countries worldwide. Under its “You Do Your Thing, Leave the Rest to Us,” marketing foundation and supported by the “i am” service culture, most Ramada hotels feature free wireless high-speed internet access, meeting rooms, business services, fitness facilities, upgraded bath amenities and the Wyndham Rewards loyalty program. Most properties have an on-site restaurant/lounge, while other sites offer a complimentary continental breakfast with food available in the Ramada Mart.
Baymont Inn & Suitesis a midscale hotel chain with approximately 260 properties located across North America. The brand’s commitment to providing ‘hometown hospitality’ means guests are offered fresh baked cookies, complimentary breakfast and high-speed internet access as well as the Wyndham Rewards loyalty program. Most hotels also offer swimming pools and fitness centers.
Wyndham Hotels and Resortsis an upscale, full service brand of 100 properties located in key business and vacation destinations around the world. Business locations feature meeting space flexible for large and small meetings, as well as business centers and fitness centers. The brand is tiered as follows: Wyndham Grand Collection, comprised primarily of 4+Diamond hotels in resort or urban destinations, offer a unique guest experience, sophisticated design and distinct dining options; Wyndham Hotels and Resorts offers customers amenities such as golf, tennis, beautiful beaches and/or spas; and Wyndham Garden Hotels, generally located in corporate or suburban areas, provide flexible space for small to midsize meetings and relaxed dining options. Each tier offers the Wyndham Rewards loyalty program.
Wingate by Wyndham is a prototypical design hotel chain in the upper end of the midscale segment with over 160 properties in North America. Each hotel offers amenities and services that make life on the road more productive, all at a single rate. Guests enjoy oversized rooms appointed with all the comforts and conveniences of home and office. Each room is equipped with a flat screen TV, high-speed internet access, in-room microwave and refrigerator. The brand also offers complimentary hot breakfast, a 24-hour business center with free printing, copying and faxing and free access to a gym facility and the Wyndham Rewards loyalty program.
Tryp by Wyndhamis a select-service, mid-priced hotel brand comprised of over 90 hotels located predominantly throughout Europe and South America in key center city, airport and business center markets. This brand caters to both business and leisure travelers with varying accommodations suited for different travel needs and preferences. Guests enjoy free Internet in all rooms, free breakfast buffet with a special emphasis on healthy, fresh ingredients and the Wyndham Rewards loyalty program.
Hawthorn Suites by Wyndham is an extended stay brand that provides an ideal atmosphere for multi-night visits at approximately 75 properties predominantly in the U.S. We believe this brand provides a solution for longer-term travelers who typically seek accommodations at our Wyndham Hotels and Resorts or Wingate by Wyndham properties. Each hotel offers an inviting and practical environment for travelers with well appointed, spacious one and two-bedroom suites and fully-equipped kitchens. Guests enjoy free Internet in all rooms and common areas, complimentary hot breakfast buffets and evening social hours, as well as the Wyndham Rewards loyalty program.
Planet Hollywoodis a 4+Diamond, full-service, entertainment-based hotel brand that will be located in key destination cities globally. We have a 20 year affiliation relationship with Planet Hollywood Resorts International, LLC to franchise this brand and provide management services globally for branded hotels. All hotels will offer multiple food and beverage outlets, flexible meeting space, entertainment-based theming and the Wyndham Rewards loyalty program. As of December 31, 2011, we had no properties franchised or managed by us under this affiliation arrangement.
Dreamis a full-service, light-hearted brand with trend-setting design for gateway cities and resort destinations. This brand was added to our portfolio of offerings in January 2011 when we entered into a
| 30 year affiliation relationship with Chatwal Hotels & Resorts, LLC to franchise this brand and provide management services globally for branded hotels. The progressive service offerings emulate those of luxury hotels, but with a more relaxed point of view. All hotels also offer guests the Wyndham Rewards loyalty program. As of December 31, 2011, we had 5 properties franchised by us under this affiliation arrangement.
|
Nightis an ‘affordably chic’ brand featuring innovative designs. This brand was added to our portfolio of offerings in January 2011 when we entered into a 30 year affiliation relationship with Chatwal Hotels & Resorts, LLC to franchise this brand and provide management services globally for branded hotels. These hotels offer unique services such as guest deejays in lounges, discounts for green motorists with hybrid and electric cars, gourmet quick-serve food and beverage options and the Wyndham Rewards loyalty program. As of December 31, 2011, we had 1 property franchised by us under this affiliation arrangement.
The following table provides operating statistics for each of our brands with propertiesbrand in our system as of and for the year ended December 31, 2011. We derived occupancy, ADR and RevPAR from information provided by our franchisees.
| | | | | | | | | | | | | | | | | | | | | | | | | | |
Brand | | Global Segment
Served(1) | | Average
Rooms Per
Property | | | # of
Properties | | | # of
Rooms | | | Average
Occupancy
Rate | | | ADR | | | RevPAR * | |
Days Inn | | Economy | | | 81 | | | | 1,864 | | | | 150,436 | | | | 47.0 | % | | $ | 61.42 | | | $ | 28.88 | |
Super 8 | | Economy | | | 63 | | | | 2,249 | | | | 142,254 | | | | 52.1 | % | | $ | 54.32 | | | $ | 28.29 | |
Microtel Inns and Suites | | Economy | | | 71 | | | | 315 | | | | 22,441 | | | | 52.7 | % | | $ | 59.07 | | | $ | 31.11 | |
Howard Johnson | | Economy | | | 100 | | | | 451 | | | | 45,115 | | | | 46.7 | % | | $ | 60.72 | | | $ | 28.33 | |
Travelodge | | Economy | | | 75 | | | | 440 | | | | 33,081 | | | | 46.7 | % | | $ | 65.12 | | | $ | 30.41 | |
Knights Inn | | Economy | | | 62 | | | | 349 | | | | 21,698 | | | | 38.7 | % | | $ | 42.32 | | | $ | 16.39 | |
Ramada | | Midscale | | | 135 | | | | 845 | | | | 114,306 | | | | 51.4 | % | | $ | 76.40 | | | $ | 39.29 | |
Baymont | | Midscale | | | 83 | | | | 259 | | | | 21,605 | | | | 47.5 | % | | $ | 62.00 | | | $ | 29.43 | |
Wyndham Hotels and Resorts | | Upscale | | | 262 | | | | 100 | | | | 26,180 | | | | 58.4 | % | | $ | 108.27 | | | $ | 63.22 | |
Wingate by Wyndham | | Midscale | | | 92 | | | | 162 | | | | 14,836 | | | | 59.7 | % | | $ | 80.61 | | | $ | 48.11 | |
Tryp by Wyndham | | Upper Midscale | | | 144 | | | | 91 | | | | 13,076 | | | | 60.5 | % | | $ | 103.27 | | | $ | 62.48 | |
Hawthorn Suites by Wyndham | | Midscale | | | 95 | | | | 74 | | | | 7,036 | | | | 61.1 | % | | $ | 74.76 | | | $ | 45.69 | |
Night | | Upper Upscale | | | 72 | | | | 1 | | | | 72 | | | | 94.0 | % | | $ | 241.42 | | | $ | 227.05 | |
Dream | | Upper Upscale | | | 198 | | | | 5 | | | | 990 | | | | 75.6 | % | | $ | 198.31 | | | $ | 149.88 | |
| | | | | | | | | | | | | | | | | | | | | | | | | | |
Total | | | | | | | | | 7,205 | | | | 613,126 | | | | 50.2 | % | | $ | 66.46 | | | $ | 33.34 | |
| | | | | | | | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| Brand | | Primary Segment (*) | | Total Hotels | | Rooms | | |
| | | | Total | | North America (1) | | Latin America | | EMEA | | Asia/Pacific | | RevPAR |
| | Economy | | 2,510 |
| | 160,847 |
| | 110,623 |
| | 150 |
| | 57 |
| | 50,017 |
| | $ | 29.09 |
|
| | Economy | | 1,794 |
| | 145,078 |
| | 126,750 |
| | 286 |
| | 4,492 |
| | 13,550 |
| | 33.48 |
|
| | Midscale | | 837 |
| | 115,923 |
| | 57,913 |
| | 3,030 |
| | 30,097 |
| | 24,883 |
| | 43.22 |
|
| | Economy | | 429 |
| | 45,919 |
| | 27,885 |
| | 3,067 |
| | 528 |
| | 14,439 |
| | 30.96 |
|
| | Upscale | | 195 |
| | 43,865 |
| | 25,929 |
| | 5,740 |
| | 6,444 |
| | 5,752 |
| | 71.14 |
|
| | Economy | | 421 |
| | 30,989 |
| | 30,989 |
| | — |
| | — |
| | — |
| | 34.62 |
|
| | Midscale | | 369 |
| | 29,727 |
| | 29,727 |
| | — |
| | — |
| | — |
| | 34.51 |
|
| | Economy | | 398 |
| | 24,832 |
| | 24,832 |
| | — |
| | — |
| | — |
| | 20.94 |
|
| | Economy | | 323 |
| | 23,138 |
| | 21,751 |
| | 463 |
| | — |
| | 924 |
| | 40.23 |
|
| | Upper Midscale | | 119 |
| | 16,965 |
| | 486 |
| | 3,160 |
| | 13,254 |
| | 65 |
| | 55.97 |
|
| | Midscale | | 153 |
| | 13,923 |
| | 13,747 |
| | 176 |
| | — |
| | — |
| | 55.05 |
|
| | Midscale | | 97 |
| | 9,620 |
| | 9,286 |
| | — |
| | 334 |
| | — |
| | 50.19 |
|
| Total | | | | 7,645 |
| | 660,826 |
| | 479,918 |
| | 16,072 |
| | 55,206 |
| | 109,630 |
| | $ | 37.57 |
|
* |
RevPAR may not recalculate by multiplying average occupancy rate by ADR due to rounding. |
|
| |
(1)(*)
| The global segments served columnThis reflects the primary chain scale segments served using the STR Global definition and method as of December 2011.2014. STR Global is U.S. centric and categorizes a hotel chain, or brand, based on ADR in the U.S. We utilized these chain scale segments to classify our brands both in the U.S. and internationally.
|
| |
(1) | Comprised of U.S., Canada and Puerto Rico. |
The following table depicts our geographic distribution and key operating metrics by region:
| | | | | | | | | | | | | | | | | | | | |
Region | | # of
Properties | | | # of
Rooms(1) | | | Occupancy | | | ADR | | | RevPAR * | |
United States | | | 5,821 | | | | 450,788 | | | | 48.4 | % | | $ | 63.12 | | | $ | 30.57 | |
Canada | | | 476 | | | | 38,473 | | | | 52.5 | % | | | 95.99 | | | | 50.43 | |
Europe/Middle East/Africa | | | 322 | | | | 42,875 | | | | 58.5 | % | | | 86.29 | | | | 50.49 | |
Asia/Pacific | | | 490 | | | | 68,602 | | | | 55.2 | % | | | 50.91 | | | | 28.08 | |
Latin/South America | | | 96 | | | | 12,388 | | | | 52.5 | % | | | 92.36 | | | | 48.52 | |
| | | | | | | | | | | | | | | | | | | | |
Total | | | 7,205 | | | | 613,126 | | | | 50.2 | % | | | 66.46 | | | | 33.34 | |
| | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | |
| | | # of | | # of | | | | | | |
| Region | | Properties | | Rooms | | Occupancy | | ADR | | RevPAR* |
United States (1) | | 5,646 |
| | 440,175 |
| | 53.1 | % | | $ | 70.22 |
| | $ | 37.27 |
|
| Canada | | 505 |
| | 39,743 |
| | 55.2 | % | | 92.90 |
| | 51.26 |
|
| Europe/Middle East/Africa | | 402 |
| | 55,206 |
| | 62.3 | % | | 83.46 |
| | 51.99 |
|
Asia/Pacific (2) | | 960 |
| | 109,630 |
| | 56.2 | % | | 44.44 |
| | 24.98 |
|
| Latin America | | 132 |
| | 16,072 |
| | 56.0 | % | | 79.69 |
| | 44.60 |
|
| Total | | 7,645 |
| | 660,826 |
| | 54.5 | % | | 68.94 |
| | 37.57 |
|
| |
| * | RevPAR may not recalculate by multiplying occupancy by ADR due to rounding. |
| |
(1) | From time to time, as a result of weather or other business interruption and ordinary wear and tear, someIncludes properties located in Puerto Rico.
|
| |
(2) | China represents 88% of the rooms at thesetotal region with the majority of our hotels may be taken outin China being under master franchise agreements. |
The number of lodging properties and rooms in operation by market sector is as follows:
|
| | | | | | | | | | | | | | | | | |
| | As of December 31, |
| | 2014 | | 2013 | | 2012 |
| | Properties | | Rooms | | Properties | | Rooms | | Properties | | Rooms |
Economy (a) | 5,755 |
| | 410,752 |
| | 5,646 |
| | 401,665 |
| | 5,578 |
| | 398,304 |
|
Midscale (b) | 1,237 |
| | 130,234 |
| | 1,187 |
| | 124,688 |
| | 1,208 |
| | 125,900 |
|
Upper Midscale (c) | 543 |
| | 89,710 |
| | 543 |
| | 89,576 |
| | 469 |
| | 79,274 |
|
Upscale (d) | 110 |
| | 30,130 |
| | 104 |
| | 28,505 |
| | 82 |
| | 22,969 |
|
Upper Upscale (e) | — |
| | — |
| | 5 |
| | 989 |
| | 5 |
| | 990 |
|
| Total | 7,645 |
| | 660,826 |
| | 7,485 |
| | 645,423 |
| | 7,342 |
| | 627,437 |
|
These chain scale segments are utilized to classify our brands in the North America region. For illustrative purposes, we also reflected our international properties and rooms under these categories.
| |
(a) | Comprised of servicethe Days Inn, Super 8, Howard Johnson Inn, Howard Johnson Express, Travelodge, Microtel Inn & Suites by Wyndham and Knights Inn brands. |
| |
(b) | Primarily includes the Wingate by Wyndham, Hawthorn Suites by Wyndham, Ramada Inn, Ramada Limited, Howard Johnson Plaza, Howard Johnson Hotel and Baymont Inn & Suites brands. |
| |
(c) | Primarily includes the Ramada Hotels, Ramada Plaza, Tryp by Wyndham and Wyndham Garden Hotel brands. |
| |
(d) | Comprised of the Wyndham Hotels and Resorts brand. |
| |
(e) | Comprised of the Dream brand for repair.2013 and 2012. |
Our
The number of lodging properties and rooms changed as follows:
|
| | | | | | | | | | | | | | | | | |
| |
As of December 31, |
| | 2014 | | 2013 | | 2012 |
| | Properties | | Rooms | | Properties | | Rooms | | Properties | | Rooms |
| Beginning balance | 7,485 |
| | 645,423 |
| | 7,342 |
| | 627,437 |
| | 7,205 |
| | 613,126 |
|
| Additions | 619 |
| | 61,657 |
| | 633 |
| | 65,933 |
| | 688 |
| | 66,050 |
|
| Terminations | (459 | ) | | (46,254 | ) | | (490 | ) | | (47,947 | ) | | (551 | ) | | (51,739 | ) |
| Ending balance | 7,645 |
| | 660,826 |
| | 7,485 |
| | 645,423 |
| | 7,342 |
| | 627,437 |
|
In our franchising business, is designedwe seek to generate revenues for our hotel owners through our strong, well-known brands and the delivery of room night bookings to the hotel, the promotionservices such as marketing, information technology, revenue management, training, operations support, strategic sourcing and guest services.
The sources of
our revenues from franchising hotels include (i) ongoing franchise fees, which are comprised of royalty, marketing and reservation fees, (ii) initial franchise fees which relate to services provided to assist a franchised hotel to open for business under one of our brands and (iii) other service fees. Royalty fees are intended to cover the use of our
trademarks and our operating expenses, such as expenses incurred for franchise services, including quality assurance and administrative support, and to provide us with operating profits.trademarks. Marketing and reservation fees are intended to reimburse us for expenses associated with operating
an international, centralized, brand-specific reservations
system,systems, e-commerce channels including our brand.com websites and access to third-party distribution channels, such as online travel agents (“OTAs”), advertising and marketing programs, global sales efforts, operations support, training and other related services.
We promote and sell our brands through e-commerce initiatives, including online paid search and banner advertising as well as traditional media, including print and broadcast advertising. Since franchise fees generally are based on percentages of the franchised hotel’s gross room revenues, expanding our portfolio of franchised hotels and growing RevPAR at franchised hotels are important to our revenue growth. Other service fees include fees derived from providing ancillary services,
whichand are
generally intended to reimburse us for direct expenses associated with providing these services.
Our management business offers hotel owners the benefits of a global brand and a full range of management, marketing and reservation services. In addition to the standard franchise services,
described below, our hotel management business provides
full-service hotel owners with professional oversight and comprehensive operations support,
services such asincluding hiring, training and supervising the
hotel managers and employees,
who operate the hotels as well as annual budget preparation,
local sales and marketing efforts, financial analysis, and
extensive food and beverage services. Revenues earned from our management business include management and service fees. Management fees are comprised of
(i) base fees, which
typically are
calculated based ontypically a specified percentage of gross revenues from hotel operations, and
potentially (ii) incentive fees, which
typically are
calculated based ontypically a specified percentage of a hotel’s gross operating profit. Service fees include fees derived from accounting, design, construction and purchasing services and technical assistance provided to managed hotels.
In general, all operating and other expenses are paid by the hotel owner and we are reimbursed for our out-of-pocket expenses. We are also required to recognize
as revenue fees relating to
reimbursable payroll costs for operational employees who work at
certainsome of our managed
hotels.hotels as revenue. Although these costs are funded by hotel owners,
we are requiredaccounting guidance requires us to report these fees on a gross basis as both revenues and
expenses;expenses. As such, there is no effect on our operating income.
Our ownership portfolio is limited to two hotels in locations where we have developed or intend to develop timeshare units. Revenues earned from our owned hotels are comprised of (i) gross room nights, (ii) food and beverage services, and (iii) on-site spa, casino, golf and shop revenues. We are responsible for all operations and recognize all revenues and expenses associated with the hotels.
We also earn revenues from the Wyndham Rewards loyalty program when a member stays at a participating hotel.
These revenuesRevenues are derived from a fee we charge based upon a percentage of room revenues generated from such
stay.member stays. These
loyalty fees are intended to reimburse us for expenses associated with administering and marketing the
loyalty program.
Reservation Booking Channels
In 2011, hotels within
A majority of our
system sold 7.6% or approximately 80 million, of the one billion hotel room nights sold in the U.S. and another 30 million hotel room nights across other parts of the world. Over 97% of the hotels in our system are in the economy and midscale
segments of the global lodging industry. Economy and midscale hotels are
typically located on highway roadsides for convenience
to business and leisure travelers. Therefore, the majority of
hoteltravelers; therefore, a significant portion of room nights sold
at these hotels is to guests who seek accommodationsare on a
walk-in basis, which wewalk in or direct to hotel basis. We believe
their choice of hotel is attributable to the
brand reputation and
general recognition of
theour brand
name.names.
Another significant component of our value proposition to a hotel owner is access to our reservation booking channels, which we also refer to as our distribution platform. These channels include our proprietary brand web and mobile sites, our mobile apps, our call center facilities, our Wyndham Rewards loyalty program, our global sales team, global distribution partners such as Sabre and Amadeus, OTAs and other third-party internet referral or booking sources, such as Kayak, TripAdvisor and Google. Over half of our reservation delivery comes from online sources, including our proprietary and mobile websites.
For guests who
choose to book their hotel stay in advance
through our distribution platform, we booked
a total of 53 million room nights in 2014 on behalf of hotels within our system
a total of 42 million room nights in 2011, which(including all bookings under our global sales agreements). This represents
38%41% of total bookings at these hotels,
and includes close to 17 million room nights booked through our Wyndham Rewards loyalty program.Our most significant and fastest growing reservation source is online channels, which include proprietary web and mobile sites for each of our brands and for the Wyndham Rewards loyalty program, as well as OTAs and other third-party Internet booking sources. In 2011, we booked 19.2 million room nights through online channels on behalf of U.S. hotels within our system, representing 24% of the total bookings at these hotels. Since 2006, bookings made directly by customers on our brand web and mobile sites have increased at a five year CAGR of approximately 11%, and increased to over 8.2 million room nights in 2011, and bookings made through OTAs and other third-party Internet booking sources increased at a five year CAGR of approximately 17% to approximately 11 million room nights in 2011.
Therefore, aup 10% from last year.
A key strategy for reservation delivery is the continual investment in
and optimization of our
eCommercee-commerce capabilities (websites, mobile and other online channels)
, as well as the deployment of advertising spend to drive online traffic to our proprietary
eCommerce channels, including throughe-commerce channels. This strategy also encompasses marketing agreements we have with travel related search websites and affiliate networks, and other initiatives to drive business directly to our online channels. In addition, to ensure our franchisees receive bookings from OTAs and other third-party
Internetinternet sources, we provide direct connections between our central reservations system and strategic third-party
Internetinternet booking sources. These direct connections allow us to deliver more accurate and consistent rates and inventory, send bookings directly to our central
reservation systems without interference or delay and reduce our
franchisefranchisee distribution costs.
Apart from the Internet,
Loyalty Program
Building a robust loyalty program is critical to delivering our
call centers contributed over 2.7 million room nights in 2011 which represents 3.4% of the total bookings at the U.S. hotels withinvalue proposition to our
system. We maintain call centers in Saint John, Canada; Aberdeen, South Dakota;hotel owners, and
Manila, Philippines that handle bookings generated through toll-free numbers forwe have embarked on a multi-year plan to enhance our
brands.Our global distribution partners, such as Sabre and Amadeus, and global sales team also contributed a total of almost 2.8 million room nights in 2011, which represents 3.5% of the total bookings at the U.S. hotels within our system. Our global distribution partners process reservations made by offline travel agents and by any OTAs that do not have the ability to directly connect with our reservation system. Our global sales team generates sales from global and meeting planners, tour operators, travel agents, government and military clients, and corporate and small business accounts, to supplement the on-property sales efforts.
Loyalty Program
program. The Wyndham Rewards program which was introduced in 2003 and has grown steadily to become one of the lodging industry’s largest loyalty programs (based upon number of participating properties).since its inception. The diversity of our brands and significant footprint uniquely enables us to meet our members’ leisure as well asand business travel needs across the greatest numbera variety of locations, and a wide range of price points. The Wyndham Rewards program is offeredOver 39 million members in the U.S., Canada, Mexico, throughout Europe and in China. As of December 31, 2011, there were 28 million members70 countries have enrolled in the program of whom 7 million were active (members who have either earned or redeemed within the last 18 months).since its inception. These members stay at our brands more oftenfrequently and drive incremental room nights, higher ADR and a longer length of stay than guests who are not members.
non-members. On an annualized basis, a Wyndham Rewards offers its members numerous ways tomember spends 70% more than a non-member.
Wyndham Rewards is the largest lodging loyalty program as measured by number of participating hotels in the lodging industry. Members earn
and redeem points. Members accumulate points by staying in one of
approximately 6,500our participating branded hotels
participating in the program or by purchasing everyday services and products using a co-branded Wyndham Rewards credit card.
Members also have the option to earnThe points
ormay be redeemed for a variety of reward options, including airline
miles with approximately 40 business partners, including Wyndham Vacation Resorts, American Airlines, Continental Airlines, Delta Airlines, US Airways, United Airlines, Southwest Airlines, Alamo and National Car Rental, Avis Budget Group, Amtrak, Aeromexico, Air China and BMI. When staying at one of our franchised or managed hotels, Wyndham Rewards members may elect to earn airline miles or rail points instead of Wyndham Rewards points. Wyndham Rewards members have thousands of options for redeeming their points including hotel stays, airline tickets,travel, resort vacations,
car rentals, electronics, sporting goods, movieevent tickets, gift certificates for leading retailers and
theme park tickets,restaurants, and
gift certificates.more. During 2014, 74% of all points redeemed were for free nights, a 39% increase over prior years. This demonstrates the impact of the program in driving additional stays to our hotel owners.
Marketing, Sales and Revenue Management Services
Our brand and field marketing teams develop and implement global marketing strategies for each of our hotel brands, including generating consumer awareness of, and preference for each brand as well as direct response activities designed to drive bookings through our central reservation systems.brands. While brand positioning and strategy is generated from our U.S. headquarters, we have seasoned marketing professionals positioned around the globe to modify and implement these strategies on a local market level. Our marketing efforts communicate the unique value proposition of each of our individual brands, and are designed to build consumer awareness and drive business to our hotels, either directly or through our own reservation channels.
We deploy a variety of marketing strategies and tactics depending on the needs of the specific brand and local market, including online advertising,
social media marketing, traditional media planning and buying (radio, television and print), creative development, promotions, sponsorships and
highly targeted direct marketing.
In May 2014, we launched an umbrella marketing strategy which featured all 12 of our brands on television and in other forms of media, with a goal of driving more consumers to our proprietary websites and into our loyalty program. Our Best Available Rate guarantee gives consumers confidence to book directly with us by
providingguaranteeing the same rates regardless of whether they book through our call centers, websites or other
third party channel.third-party channels. In addition, we leverage the strength of our Wyndham Rewards
loyalty program to develop meaningful marketing promotions and campaigns to drive new and repeat business to hotels in our system. Our Wyndham Rewards marketing efforts drive tens of millions of consumer impressions through the program’s channels and
through the program’sits partners’ channels.
Our global sales organization strategically located throughout the world, leverages the significant size and diversification of our portfolio and our hotel brands to gain a larger share of business for each of our hotels through relationship-based selling to a diversebroad range of customers. Because our hotel portfolio meetsguests. With over 7,640 hotels throughout the needs of all types of travelers,world, we canare able to find more complete solutions for a client/company who may havewhose travel needs rangingrange from economy to upscale brands. We are ableIn order to accommodate travelers almost anywhere business or leisure travelers go withleverage multidimensional customer needs for our selection of over 7,200 hotels, throughout the world. The sales team is deployed globally in key markets within Europe, Mexico, Canada, Korea,Latin America, China, Singapore,Hong Kong, the Middle East and throughout the U.S. in order to leverage multidimensional customer needs for our hotels. The global sales team
We also
works with each hotel to identify the hotel’s individual needs and then works to find the right customers to stay with those brands and those hotels.We offer revenue management subscription services, with professionals deployed in key markets globally, to help maximize the revenues of our hotel ownersfranchisees by improvingadvising them on strategies for their consideration intended to optimize rate and inventory management capabilities andmanagement. These services also coordinatingcoordinate all recommended revenue programs delivered to our hotelsfranchisees in tandem with e-commerce and brand marketing strategies. Properties enrolled in our revenue management services have experienced higher production from call centers, websites and other channels, as well as stronger RevPAR index performance. As a result, the 4,700+ properties currently enrolled in the revenue management program have experienced improvement in RevPAR index since enrolling in our revenue management services.
Property Services
We continue to support our franchisees with a team of dedicated support and service providers both field based and housed at our corporate office. This team
Our worldwide teams of industry veterans
collaboratescontinually collaborate with
hotel ownersfranchisees on all aspects of their operations, and
createscreate detailed and individualized strategies for success.
ByWe are able to make meaningful contributions to hotel operations, which result in higher profits for our hotel owners by providing key services
such asincluding system integration, operations support, training, strategic sourcing, and development planning and
construction, we are able to make a meaningful contribution to the operations of the hotel resulting in more profits for our hotel owners.Our field services team, strategically dispersed worldwide, integrates new properties into our system and helps existing properties improve RevPAR performance and guest satisfaction. Our training teams provide robust educational opportunities to our hotel owners through instructor led, web-based and electronic learning vehicles for a number of relevant topics. Our strategic sourcing department helps franchisees control costs by leveraging the buying power of the entire Wyndham Worldwide organization to produce discounted prices on numerous items necessary for the successful operation of a hotel, such as linens and coffee. Our development planning and construction team provides architectural and interior design guidance to hotel owners to ensure compliance with brand standards, including construction site visits and the creation of interior design schemes.
construction.
We also provide hotel owners with property management system software that synchronizes each hotel’s inventory with our central reservations platform. These systems
help hotel owners manageassist franchisees with managing their
roomsroom inventory (room nights), rates (ADR) and reservations, which leads to greater profits
at the property levelfor our hotel owners and
better enables usenhances our ability to deliver reservations at the right price to
guests for our hotel owners.
Additionally, MyPortal, which is a property-focused intranet website, is the key communication vehicle
Beginning in 2015, we intend to provide cloud-based Software-as-a-Service reservations and
a single access pointrevenue management services to
all the information and tools available to help our
properties. This solution will offer hotel owners
manage their day-to-day activities.an integrated and automated revenue management system that will optimize rates, occupancy, and RevPAR to grow market share.
Our development team consists of
approximately 100nearly 90 professionals
dispersedin locations throughout the world, including
in the U.S., China, Mexico, India, Europe,
Australia, and the Middle East. Our development
team is focused on growing our franchise business and their efforts typically target existing franchisees as well as hotel developers, owners of independent hotels and owners of hotels leaving competitor brands. Approximately
30%44% of the new rooms added in
20112014 were with
our existing franchisees or managed hotel
owners already doing business with us.owners.
In addition, our development team is focused on growing our management business. Our hotel management business gives us access to development opportunities beyond pure play franchising transactions. When a hotel owner is seeking both a brand and a manager,
for a full-service hotel, we are able to couple these services
ininto one offering which we believe gives us a competitive advantage.
During 2011, Over the past 3 years, we have focused on portfolio deals and grew our development team generated 760 applications for new franchise and/or management agreements, of which 492, or 65%, resulted in new franchise and/or management agreements. The difference is attributable to various factors suchmanaged portfolio from 24 hotels as financing and agreement on contractual terms. Once executed, about 94% of hotels open within the following year, while 4% open between 12 and 24 months due to extensive renovations, permitting and delayed construction. The remaining may never open due to various factors such as financing.
As of December 31, 2011 we had approximately 850to 60 hotels as of December 31, 2014.
The number of lodging properties and 111,900 rooms pending opening in our development pipeline as of which 60%December 31, 2014 is as follows:
|
| | | | | | | | | | | | | | | | | | | | |
| | Domestic | | International | | Total |
| | Properties | | Rooms | | Properties | | Rooms | | Properties | | Rooms | | % |
| Conversions | 317 |
| | 31,113 |
| | 91 |
| | 10,793 |
| | 408 |
| | 41,906 |
| | 36 | % |
| New Construction | 200 |
| | 18,851 |
| | 351 |
| | 56,017 |
| | 551 |
| | 74,868 |
| | 64 | % |
| Total | 517 |
| | 49,964 |
| | 442 |
| | 66,810 |
| | 959 |
| | 116,774 |
| |
|
| % of Total | | | 43 | % | | | | 57 | % | | | | | | |
During 2014, 73% of our room additions were
international and 57% were new construction.conversions from either an unbranded hotel or a non-Wyndham Hotel Group brand. Many of these hotels are excluded from our pipeline statistics as the period from signing the contract to flagging the hotel often occurs within the quarter.
In North America, we generally employ a direct franchise model whereby we contract with and provide various services
and reservations assistance directly to
independent owner-operators of hotels.hotel owners. Under our direct franchise model, we principally market our lodging brands to hotel developers, owners of independent hotels, and hotel owners who have the right to terminate their
existing franchise affiliations with other lodging brands. We also market franchises to existing franchisees
becausesince many own, or may own in the future, other hotels that can be converted to one of our brands. Our standard franchise agreement grants a franchisee the right to non-exclusive use of the applicable franchise system in the operation of a single hotel at a specified location, typically for a period of 15 to 20
years, andyears. It also gives the franchisor and franchisee certain rights to terminate the franchise agreement before its
conclusionend date under certain circumstances, such as upon the lapse of a certain number of years after commencement of the agreement. Early termination options in
franchisethese agreements give us
the flexibility to terminate franchised hotels if business circumstances warrant. We also have the right to terminate a franchise agreement for failure by a franchisee to bring its property into compliance with contractual or quality standards within specified periods of time, pay required franchise fees or comply with other requirements of the
franchise agreement.
Although
While we generally employ a direct franchise model in North America, we
opened our firstcurrently have two company-owned
hotel,hotels. The
Wyndham Grand Orlando Resort Bonnet Creek
in late 2011. This hotel,
which is situated in our Bonnet Creek vacation ownership resort near the Walt Disney World resort in Florida,
and enables us to leverage the synergies of our company’s hotel and vacation ownership
components.elements. The Rio Mar hotel, which is located in Rio Grande, Puerto Rico, is a luxury oceanfront property that includes premier restaurants, a spa, casino, golf course, and comprehensive business center. We also hold land at this location for future vacation ownership development. As such, these two hotels provide us with mixed-use opportunities that allow us to generate cross product interest by exposing our hotel guests to the vacation ownership product. Additionally, under our mixed-use business model, we are able to provide our hotel guests and VOI owners with higher quality amenities.
In other parts of the world, we employ both a direct franchise and master franchise model. We generally employ a master franchise model or,in regions where we are not yet ready to support the required infrastructure for that region,a specific region. For example, while we may employ a direct franchising model in China for our Wyndham and Ramada brands, we use a master franchise model for our Super 8, Days Inn and Howard Johnson brands. Similarly, within Canada, we generally employ a
direct franchising model for our brands with the exception of our Days Inn and Travelodge brands, for which we use a master license model.
Franchise agreements in regions outside of North America may carry a lower fee structure based
uponon the
breadth of services we are
prepared to provide in that particular region. Under our master franchise model we principallytypically market our lodging brands to third parties that assume the principal role of franchisor, which entailsinvolves selling individual franchise agreements and providing quality assurance, marketing assistance, and reservations support to franchisees. Since we provide only limited services to master franchisors, the fees we receive in connection with master franchisethese agreements are typically lower than the fees we receive under a direct franchising model. Master franchise agreements, which are individually negotiated and vary among our different brands, typically contain provisions that permit us to terminate the agreement if the other party to the agreement fails to meet specified development schedules. The terms of our master franchise agreements generally
Strategies
We are
competitive with industry averages.We also enter into affiliation relationships whereby we provide our development, marketing and franchise services to brands owned by our affiliated partners. These relationships give us the ability to offer unique experiences to our guests and unique brand concepts to developers seeking to do business with Wyndham Hotel Group. Affiliation agreements typically carry lower royalty fees since we do not incur costs associated with owning the underlying intellectual property. Certain of these affiliated relationships contain development targets whereby our future development rights may be terminated upon failure to meet the specified targets.
Strategies
Wyndham Hotel Group is strategically focused on two objectives that we believe are essentialleveraging our strength to deliver an enhanced value proposition to our business: increasing our system sizefranchisees and strengthening our customer value proposition.
To increase our system size, we intendowners, and to add new rooms and retain existing properties that meet our performance criteria.
create long-term shareholder value. We expect to deploy the following tactics in pursuit of these goals:
grow our iconic brands globally;
deliver value-added operational support that improves hotel performance;
expand and enhance our Wyndham Rewards loyalty program;
align connectivity, systems and support to add new rooms:
create franchise conversion programsincrease contribution for our Super 8, Days Innfranchisees; and Ramada brands with a goal of reducing the average age of the North America system;
target new constructionincrease marketing effectiveness and conversion opportunities in China, the Middle East, Latin America, United Kingdom and India for our Wyndham, Ramada, Days Inn and Super 8 brands:
target key markets globally where the Wyndham brand is underrepresented and deploy a hub-and-spoke development strategy as well as offer customized financing solutions to hotel owners;
spur new construction growth in our Microtel and Wingate brands by developing a unique offering of franchisee-financing options for multi-unit developers in North America; and
introduce the Tryp by Wyndham brand to North America with targeted development efforts in key markets and continuing to increase its existing presence in Latin America and Europe.
To execute on retaining existing properties that meet our performance criteria, we will:
continue to strengthen our value proposition; and
continue to deploy our exceptional service culture tool, “Count on Me!”, into every aspect of the business to attain optimal customer satisfaction.
Helping make our franchised and managed hotels profitable, whether through incremental revenue, cost efficiencies, operational excellence or better service, is essential in attracting new owners and retaining existing properties. This is why continually strengthening our customer value proposition is our second strategic objective. To this end, we are executing a comprehensive, multi-faceted planscale to drive more business through our own direct, lowest cost channels. The launch of our new websites and improved content during 2011 were the first step in setting the foundation for these efforts. There are several other initiatives recently launched or in development to enable us to capture more business through our own online channels, including piloting ratings and reviews on our website, an umbrella, cross branded website, new mobile sites and apps, and our investment
in Room Key, which is a joint venture we invested in with 5 other major hotel companies. We have also invested in building out our eCommerce operational capabilities in the areas of online customer experience, online marketing and online retailing.
Our global strategy generally focuses on pursuing new room growth organically although we may consider the select acquisition of brands that fulfill our strategic objectives.
revenue.
Franchise and management fees are generally higher in the second and third quarters than in the first or fourth quarters of any calendar
year as a result ofyear. This is due to increased leisure travel and the related ability to charge higher ADRs during
the spring and summerthese months.
Competition is robust among the lodging brand franchisors to grow their franchise systems and retain their existing franchisees. We believe
existing and potential franchisees make decisions based principally upon the perceived value and quality of the brand and the services
offered to franchisees.offered. We further believe that the perceived value of a brand name is
to some extent,partially a function of the success of the existing hotels franchised under the
brands. We believe that existing and prospective franchisees value a franchise based upon their views of the relationship between the costs, including costs of conversion and affiliation, to the benefits, including potential for increased revenues and profitability, and upon the reputation of the franchisor.brand.
The ability of an individual franchisee to compete may be affected by the location and quality of its property, the number of
competing propertiescompetitors in the vicinity, community reputation and other factors. A franchisee’s success may also be affected by general, regional and local economic conditions. The potential negative effect of these conditions on our
results of operationsperformance is substantially reduced by virtue of the diverse
geographical locations of our franchised hotels and by the scale of our franchisee base. Our franchise system is dispersed among approximately
5,6005,495 franchisees, which reduces our exposure
tofrom any one franchisee. No one franchisee accounts for more than
4%9% of our franchised hotels or total segment revenues.
WYNDHAM EXCHANGE & RENTALS
Vacation Exchange and Rentals Industries
The vacation exchange and rentals industries offer leisure travelers access to a range of
fully-furnished vacation properties, which includeunique, non-traditional lodging accommodations, such as privately-owned vacation homes, villas, cottages, apartments, condominiums and vacation ownership resorts, as well as flexibility
(subject to availability) in time of travel and
choice of lodging
options in regions where travelers may not typically have access to such choices.The vacationoptions.
Vacation exchange
industry is a fee-for-service
business. The industrybusiness that offers services and products to timeshare
(also known as “vacation ownership”) developers and
consumers.owners. To participate in a vacation exchange,
through an exchange company, ana timeshare owner
generally provides
theirhis or her interval to an exchange company’s network and
in exchange, receives the opportunity to
exchange foruse another
interval.owner’s interval at a different location. The exchange company
then valuesassigns a value to the owner’s interval
within its network based upon a number of factors, including
the location and size of the
timeshare unit,
the start datedates of the interval,
week, and
the amenities at the resort.
Owners can then take advantage of their opportunity to exchange by selecting from other available inventory within the exchange company’s network. An exchange may then be completed based on these conditions. Exchange companies generally derive revenues
from owners of intervals by charging
exchange fees for facilitating exchanges and through annual membership dues. In
2010, 71%2013, 30% of
global timeshare owners
of intervals(or 6.0 million) were
members of vacation exchange
companies,members and
52% of such owners exchanged their intervals through such exchange companies.The long-term trend in the vacation exchange industry has been growth in the number of members of vacation exchange companies. Current economic conditions have resulted in stable membership levels, but we believe that an economic recovery will support a return to stronger growth. In 2010, there were approximately 6.0 million members industry-wide whothey completed approximately 3.12.9 million exchanges. Within the broader long-term growth trend
Timeshare private label clubs,
wheresuch as Club Wyndham, WorldMark by Wyndham and Disney Vacation Club, give members
have the option to exchange
within the clubboth internally or through external exchange channels.
The clubPrivate label clubs have been the largest driver of timeshare industry growth over the past several years. This long term trend has a positive impact on the average number of members, but a negative effect on the number of exchange transactions per
average member and revenue per
member.member as members exchange more within their private label club.
The over
$65$80 billion global vacation rentals industry is largely a fee-for-service business that offers vacation property owners the opportunity to rent their properties to leisure travelers. The industry is
broadly divided
broadly into two segments. The first is the professionally managed rental segment, where the homeowner provides their property to an agent to rent,
in a majority of cases,generally on an exclusive basis, and
pays the agent
receives a commission for marketing the property, managing bookings and providing quality assurance to the renter.
Additionally, theThe agent may
also offer services such as daily housekeeping, on-site check-in, in-unit maintenance, and in-room guest amenities. The other segment of the industry is the
listing business,rent-by-owner model where
there is no exclusive relationship and the property owner pays a fixed fee for an online listing or a
directory listing withminimal commission percentage for each booking. The agreement to list the owner’s property is usually not exclusive and typically includes minimal additional
services, typically with minimal to noservices. The rent-by-owner segment generally does not offer any quality assurance or direct booking ability
or quality assurance services. In thefor renters, and any fixed listing
model, this fixed fee is
generallyusually charged regardless of whether the unit is
ultimately rented.
Typically,Conversely, professionally managed vacation rental companies collect rent in advance and
aftergenerally offer accounting, housekeeping, maintenance and other services. After deducting the applicable commissions,
professional managers remit the net
amountsamount due to the property
owners and/or property managers.owners. In addition to commissions, professionally managed vacation rental companies may earn revenues from rental customers through fees that are incidental to the rental of the properties, such as
fees for travel services, local transportation, on-site services and insurance or similar types of products.
The global supply of vacation rental inventory is less organized than the lodging industry and is highly fragmented with much of it being made available by individual property owners. We believe that as of December 31,
2011,2014, there were approximately 1.3 million
and 2.7 million vacation properties
available for rental in the U.S. and
4.3 million properties in Europe
respectively.available for vacation rentals. In the U.S.,
the vacation properties available for rental are primarily condominiums or stand-alone
houses. Inhouses, whereas in Europe,
the vacation properties available for rental
includeofferings are more diverse, including individual homes,
apartments and
apartments, campsites and vacationholiday park
bungalows. Individual owners of vacation properties in the U.S. and Europe may own their properties as investments and may sometimes use such properties for their own use for portions of the year. We believe that the overall supply of vacation rental properties has grown primarily because of the increasing desire by existing owners of second homes to gain an earnings stream evidenced by homes not previously offered for rent appearing on the market.We believe that the overallchalets.
The global demand for vacation rentals
is approximately 76 million vacation weeks per year, 57 million of which are rented by leisure travelers in Europe. We believe this demand has been growing for the following reasons: (i) the consumer value of renting a unit for an entire
family;family, (ii) the increased use of the
Internetinternet as a tool for facilitating vacation rental
transactions;transactions and (iii) increased consumer awareness of vacation rental options.
The global demand per year for vacation rentals is approximately 54 million vacation weeks, 34 million of which are rented by leisure travelers from Europe. Demand for vacation rental properties is often regional since many leisure travelers rent properties within driving distance of their home.
Some leisure travelers, however, travel relatively long distances from their homes to vacation properties in domestic or international destinations. Current economic conditions have resulted in slower growth in demand in the near term, but we believe that long-term trends will support a return to stronger growth.The destinations where leisure travelers from Europe and the U.S. generally rent properties vary by country of origin of the leisure travelers. Leisure travelers from Europe generally rent properties in European holiday destinations, including the United Kingdom, Denmark, Ireland, Spain, France, the Netherlands, Germany, Italy and Portugal. Demand from European leisure travelers has recently been shifting beyond traditional Western Europe, based on increased accessibility of Eastern Europe, the expansion of the European Union and political stability across Europe. Demand from U.S. leisure travelers is focused on rentals in seaside destinations, such as
Hawaii, Florida and the Carolinas, in ski destinations such as the Rocky Mountains, and in urban centers such as Las Vegas, Nevada and San Francisco, California. Demand is also growing for destinations in Mexico and the Caribbean by leisure travelers from the U.S.
Wyndham Exchange & Rentals Overview
Wyndham Exchange & Rentals
connects vacation suppliers, including timeshare affiliates, individual homeowners, and vacation park operators with vacationers. Our mission is
largelyto send people on the vacation of their dreams. We have a
fee-for-service business that provides vacation exchange servicesdiverse portfolio of trusted brands to meet the needs of virtually every traveler. Through our industry-leading tools, expertise and
productsbrands, we bring outstanding value to
developers, managersboth suppliers and
owners of intervals of vacation ownership interests,guests to maximize supplier utilization and
markets and services vacation rental properties.guest experience. We
arehave the world’s largest vacation exchange network based on the number of
vacation exchange members and
affiliated vacation ownership resorts, and are the world’s largest
global marketerprofessional manager of vacation rental properties based on the number of professionally managed
vacation rental properties.
Our vacation exchange and rentalsWe are largely a fee-for-service business
primarily derives its revenues from fees that generate stablewith strong and predictable cash flows.
The revenues generated in our vacation exchange and rentals business are substantially derived from the direct customer relationships we have with our over 3.7 million vacation exchange members, the affiliated developers of over 4,000 resorts, our approximately 55,000 independent property owners and our repeat vacation rentals customers. No one external customer, developer or customer group accounts for more than 2% of our vacation exchange and rentals revenues.
Our vacation exchange business, RCI, derives a majority of its revenues from annual membership dues and
exchange fees for facilitating
transactions.exchanges. Our vacation exchange business also derives revenues from ancillary services including additional services provided to transacting members, programs with affiliated resorts, club servicing and loyalty programs.
Our vacation rentals business, Wyndham Vacation Rentals, primarily derives its revenues from fees, which generally average between 20% and 50% of the gross booking
fees for non-proprietary inventory, except for wherefees. For properties which we own, manage or operate under long-term capital and operating leases (which represent less than 10% of our portfolio), we receive 100% of the
revenues for properties that we own or operate under long-term capital leases.revenues. Our vacation rentals business also derives revenues from ancillary services delivered to property owners,
vacation rental guests and
travelers.homeowner associations.
Our vacation exchange and rentals business has access to over 107,000 unique, non-traditional vacation properties in more than 100 countries for specified periods, in a majority of casespredominantly on an exclusive basis, to approximately 100,000 vacation properties, which are comprised of over 4,000 vacation ownership resorts around the world through our vacation exchange business, and over 95,000 vacation rental properties with approximately 88,000 properties located in Europe and over 7,000 located in the U.S.basis. Each year, our vacation exchange and rentals business provides more than 5 million leisure-bound families with vacation exchange and rentals services and products. The properties available to leisure travelers through our vacation exchange and rentals business include vacation ownership condominiums, homes,traditional hotel rooms, villas, cottages, bungalows, campgrounds,chalets, city apartments, second homes, fractional resorts, private residences, luxury destinationresidence clubs, boats and yachts. We offer leisure travelers flexibility (subject to availability) as to time of travel and a choice of lodging options in regionsoptions. This flexibility also helps our timeshare developer affiliates, as it provides additional
benefit to which such travelers may not typically have such ease of access, and wethe timeshare product. We offer property owners marketing, booking and quality control services. Additionally, someSome of our rental brands also offer property management services ranging from key-holding to full property maintenance for such properties. Our vacation exchange and rentals business has over 150 worldwide offices.maintenance. We market our services and products using elevenour nine primary consumer brands and other related brands.brands in almost 200 offices worldwide. No one external customer, developer or group accounts for more than 2% of our
vacation exchange and rentals revenues.
As the largest provider of vacation exchange and professionally managed vacation rentals, we leverage our inventory across our brands and business lines to maximize value for affiliates, exchange members, vacation rental property owners and guests. We also leverage our scale and global marketing expertise to enhance demand and drive occupancy across our portfolio. A prime example of this capability is the Wyndham Home Exchange program. This program generates unprecedented reach in the industry and provides our vacation rental property owners with the ability to deposit up to five weeks per property annually in exchange for intervals from within RCI’s portfolio of affiliated vacation ownership resorts. It allows exchange members the opportunity to access a wider variety of vacation properties, while also providing outstanding value to the vacation rental property owner.
We also provide industry-leading technology and revenue management expertise to optimize our exchange and vacation rental inventory through automated tools and sophisticated yield management techniques. Over the past several years, we have implemented these new tools and techniques to optimize pricing and occupancy in our vacation rental businesses, adopting best practices developed from years of investment and experience at RCI. These tools allow for automated price changes based on demand and other factors. In the end, we believe it’s more revenue for homeowners, more commissions for us, and a fair market-based price for the consumer. We will continue to expand revenue management capabilities across our brands in the coming years.
Through our vacation exchange business, RCI, we have relationships with over 4,000approximately 4,500 vacation ownership resorts in approximatelyover 100 countries. countries, located in North America, Europe, Latin America, Caribbean, Southern Africa, Asia Pacific and the Middle East regions. We tailor our strategies and operating plans for each region where RCI has or seeks to develop a substantial member base.
We have
over 3.73.8 million vacation exchange members and generally retain
more than 85%approximately 90% of
such members each
year, with the overall membership base currently stable and expected to grow over the long term, andyear. We generate fees from members for both annual membership subscriptions and transaction based services.
We acquire substantially all members of our exchange programs indirectly. In substantially all cases,
we acquire new members when an affiliated resort developer buys the initial term of an RCI membership on behalf of
a timeshare owner as part of the
consumer when the consumer purchases a vacation ownership interval.purchase process. Generally, this initial termmembership is for either a 1 or 2 years and entitlesyear term, after which these new members can choose to renew at their own expense. In certain circumstances, renewals are paid for by the vacation ownership interval purchaserdeveloper. Members are entitled to receive periodicals published by RCI and, for additional fees, to use the applicable exchange program for an additional fee. The vacation ownership interval purchaser generally pays for membership renewals, or such member renewals are paid for by the developer on the purchaser’s behalf. Additionally, such purchaser generally pays any applicable fees for exchange transactions and other services.
RCI operates three worldwide exchange programs that
haveserve a member base of
vacationtimeshare owners
who are generally well-traveled and who want flexibility and variety in their travel plans each year. Our
three vacation exchange
business’ three exchange programs
which serve owners of intervals at affiliated resorts, are RCI Weeks, RCI Points and The Registry Collection. Participants in these
vacation exchange programs pay annual membership
dues. Fordues, and for additional fees
participants are entitled to exchange intervals for intervals at other properties affiliated with our vacation exchange business. In addition, certain
participantsmembers may exchange intervals for other leisure-related services and
products. We referproducts which enable us to
participants in these three exchange programs as “members.”generate additional fees.
The RCI Weeks exchange program is the world’sworld's largest vacation ownership weeks-based exchange network and generally provides members with the ability to exchange week-long intervals in units at their original resorts for week-long intervals at comparable resorts. In order to do so, RCI Weeks members first deposit their vacation intervals with RCI and obtain trading power that they can then use to exchange for another interval within RCI’s program. With the introduction of Enhanced Weeks, members can now also combine deposited timeshare intervals, which allow them the ability to exchange into highly-demanded vacations that they might not otherwise be able to exchange into, and receive a deposit credit if the value of their deposited interval is greater than the interval into which they have exchanged. During 2011, RCI also launched RCI Weeks Platinum membership, a premium level of membership that offers exclusive exchange and lifestyle benefits to subscribing members.
The RCI Points exchange program launched in 2000, is a globalthe world’s largest vacation ownership points-based exchange network, whichnetwork. Such program allocates points to intervals that members cede to the exchange program. Under the RCI Points exchange program, membersMembers may redeem their points for the use of vacation properties in theour exchange program or for discounts on other services and products which may change from time to time, such as airfare, car rentals, cruises, hotels and other accommodations. When points are redeemed for these other services and products, our vacation exchange business gainsobtains the right to thesethat member’s points so it canand may rent vacation properties backed by these points in order to recoup the expense of providing discounts on other services and products. In 2010, RCI launched RCI Points Platinum membership, a premium level
We believe that The Registry Collection exchange program is the industry’s largest and first global exchange network of luxury vacation accommodations. The luxury vacation accommodations in The Registry Collectionour network include higher-end vacationfractional ownership resorts, fractionalhigher-end vacation ownership resorts, condo-hotels and yachts. The Registry Collection program allows members to exchange their intervals for the use of other luxury vacation properties within the network for a fee and also offers access to other services and products, such as cruises, yachts, adventure travel, hotels and other accommodations. The
Through innovation, RCI has developed a variety of value enhancing services and products for its members
and affiliates. We introduced the use of
The Registry Collectiontrading power transparency, which allows RCI Weeks members to deposit their vacation intervals with RCI and obtain a specific trading power that they can then use to exchange
program often ownfor another interval within the program. Trading power transparency also allows members to combine deposited timeshare intervals for an additional fee, which enables them to exchange into higher-demanded vacations or receive a deposit credit if the value of their interval is greater than
two-week intervals at affiliated resorts.Our vacationthe interval into which they have exchanged. For an additional fee, we also offer trading power protection to members if they need to change or cancel an exchange business operates worldwide primarily in the following regions: North America, Europe, Latin America, Southern Africa, Asia Pacifictransaction. RCI also offers Platinum level memberships, which provide exclusive exchange and the Middle East. We tailor our strategieslifestyle benefits to Weeks and operating plans for each of the geographical environments where RCI has, or seeks to develop, a substantial member base.
Points members.
Vacation Rentals
Our vacation rentals business,
Wyndham Vacation Rentals
marketsprofessionally manages unique, non-traditional vacation rental properties including privately-owned villas, homes, cottages,
bungalows, campgrounds,chalets, apartments and condominiums
that generally belong to independent property owners in
more than 500over 550 destinations. The variety, location and
caliberquality of properties in
the Wyndham Vacation Rentalsour portfolio, in addition to the many benefits and services that
Wyndham Vacation Rentals offers, we offer, provides consumers the opportunity for memorableto vacation experiences and gives travelers unique moments in morevarious parts of the world than ever before.in properties with conveniences similar to their homes. In addition to these properties, we market inventory from our vacation exchange business and from other sources. We generate fee income from marketing and renting these properties to consumers. We currently make over 1.3book approximately 1.6 million vacation rental bookings aweeks per year. We market vacation rental properties under proprietary brand names, such as Landal GreenParks, Hoseasons, Villas4You, cottages4you, James Villa Holidays, Novasol, Dansommer, Cuendet and Canvas Holidays, as well as ResortQuest by Wyndham Vacation Rentals, Steamboat Resorts by Wyndham Vacation Rentals and The Resort Company by Wyndham Vacation Rentals. Additionally, we market vacation rental properties through select private-label arrangements. Our vacation rentals business has over 95,000approximately 103,000 properties with approximately 88,00094,000 properties in Europe and over 7,0009,000 properties in the U.S. The following is a description of some of our major proprietary vacation rental brands:
The Hoseasons GroupWyndham Vacation Rentals U.K. has 70 years of industry experience andoperates a number of well-recognized and established brands within the vacation rental market, including Hoseasons, cottages4you, and James Villa Holidays, and offers unparalleled access to over 44,000approximately 42,000 properties across the U.K. and Europe.
Novasol is one of continental Europe’s largest rental companies with over 45 years of industry experience, featuring properties in more than 20nearly 30 European countries including holiday homes in Denmark, Norway, Sweden,Croatia, France, Italy, Sweden and Croatia,Norway, with approximately 30,00039,000 exclusive holiday homes available for rent through established brands such as Novasol, Dansommer and Cuendet.
Landal GreenParks is one of Holland’sthe Netherlands’ leading holiday park companies, with 60 years of industry experience. We have over 70 holiday parks offering approximately 11,000over 12,000 holiday park bungalows, villas and apartmentschalets, as well as campsites with over 1,300 pitches in the Netherlands, Germany, Austria, the Czech Republic, Belgium, Austria, Switzerland and the Czech Republic.Hungary. Every year more than 2 million guests visit Landal’s parks, many of which offer dining, shopping and wellness facilities.
Canvas Holidays is a specialist tour operator offering luxury camping holidays in Europe at 90 of the finest European campsites with over 2,500 accommodation units. It has a wide choice of luxury accommodations — spacious lodges, comfortable mobile homes and the unique Maxi Tent, plus an exciting range of children’s and family clubs.
ResortQuest by Wyndham Vacation Rentalsis a leading provider of full-service, wholly-ownedN.A. offers over 9,000 rental properties, in beach, ski, mountain, theme park, golf and tennis resort destinations such as Florida, South Carolina, Colorado, Delaware, North Carolina, Alabama, Tennessee and Utah. We provide vacation condominiumsrentals to travelers through acquired brands and home rentals in the U.S. Withhave more than 2035 years of experience in the industry ResortQuest represents a portfolio of approximately 6,000 vacation rental properties, marketed through established brands, in resort destinations across the United States — such as Colorado, Utah, South Carolina, Florida and Delaware.experience.
The Resort Companyoperates under the The Resort Company by Wyndham Vacation Rentals and Steamboat Resorts by Wyndham Vacation Rentals brands and provides full-service management through hotel-type services to owners and guests. Their portfolio of approximately 1,000 vacation properties is concentrated in the Colorado Rocky Mountains in world class resorts.
Most of the rental activity under our brands
takes placeoccurs in Europe and the
U.S.United States. Our vacation rentals business
also has the opportunityprovides access to
provideselect inventory to our
over 3.73.8 million vacation exchange members and our
vacation exchange and rentals business has the ability to source and rent inventory in
approximatelyover 100 countries.
Wyndham Vacation Rentals offers travelers exceptional vacation experiences around the world.
Our vacation rentals business currently has relationships with
approximately 55,000over 61,000 independent property owners in
3233 countries, including the
Netherlands, United Kingdom,
Denmark, the United States, Netherlands, Croatia, France, Italy, Sweden, Norway, Germany,
Denmark, Sweden, France,Spain, Austria, Belgium, Ireland,
Belgium, Italy, Spain,Greece, Portugal
Norway, Greece, Austria, Croatia,and certain countries in Eastern
Europe and the U.S.Europe. Property owners typically enter into annual contracts with
our vacation rentals subsidiariesus to
marketprofessionally manage the rental of their
properties within our rental portfolio.properties. Our vacation rentals business also has an ownership interest
in, or capital leases under our Landal GreenParks brand
in approximately
7%5% of the properties in our rental portfolio.
In our vacation exchange business, we affiliate with vacation ownership developers directly
as a result of the efforts ofthrough our in-house sales teams. Affiliated developers sign long-term agreements
each withthat have an average duration of approximately
5five years. Our members are acquired primarily through our affiliated developers as part of the vacation ownership purchase process.
We also acquire a small percentage of our members directly online from the secondary vacation ownership market.
In our vacation rentals business, we primarily enter into exclusive annual rental agreements with property owners. We market
these rental properties online and offline to large databases of
customers which generate repeat bookings.customers. Additional customers are sourced through bookable websites and offline advertising and promotions, and through the use of third-party travel agencies, tour operators and online distribution channels to drive additional occupancy. We have a number of specific branded websites
such as http://www.cottages4you.co.uk and http://www.resortquest.com as well as a new global portal highlighting all of our vacation rental brands across product type and geography, http://www.wyndhamrentals.com, to promote, sell and inform new customers about vacation rentals.
Given the diversified nature of our rental brands, there is limited dependence on a single customer group or business partner.
Our U.S. vacation exchange
business’business’s member loyalty program,
is RCI Elite Rewards,
which offers a
branded credit card, the RCI Elite Rewardsco-branded credit card. The card allows members to earn reward points that can be redeemed for items related to our exchange programs, including annual membership dues,
and exchange fees for transactions, and other services and products offered by our vacation exchange business or certain third parties, including airlines and retailers.
Internet
Given the increasing interest of our members and rental customers to transact on the Internet, we invest and
Online Distribution
We will continue to invest in cutting edge technology and innovative online technologiescapabilities to ensure that our members and rental customers have the best experience, with access to similar information and services online that we provide through our call centers. We have several major initiatives ongoing to enhance our websites and e-commerce performance across our exchange and vacation rental brands. Enhancements include improved search and mobile functionality, enhanced site content and personalization for our members, vacation rental guests and property owners.
Through our comprehensive http://www.RCI.com initiative,RCI.cominitiatives which began in 2008, we launched enhanced vacation search, filtering and recommendation capabilities that greatly simplify our search process, and makemaking it easier for a member to find a desired vacation. We have also greatly expanded our online content, including multiple resort pictures and high-definition videos to help educate members about potentialtheir vacation options. Additionally, through this initiative, we released a significant series of technology enhancements to our members. This new technology included program enhancements for our RCI Weeks members that provide complete trading power transparency, allowing members to better understand the trading power value of the timeshare interval that they deposited with RCI and the timeshare interval into which they want to exchange. MembersWe have also have the ability to combine the timeshare intervals that they have deposited with RCI for increased trading power and get a deposit credit if the trading power value of their deposited interval is greater than the interval that they have received by exchange. We also have enhanced our ability to merchandise offers through web only channels and have launched mobile technologies such as applications for the iPhone, Blackberrysmartphones and Android devicestablets to access http://www.RCI.comRCI.com functionality.In 2011, we brought even more simplicity, speed,
Part of our strategy has been to improve our online distribution channels so that members and
efficiency to the vacation exchange experience with another major technology upgrade. This included a new property information management platform, as well as a new enhanced search functionrental customers transact business online instead of through our call centers, which generates cost savings for
our RCI Points members. In addition, we launched an innovative recommendation engine technology where members see real-time vacation suggestions that best fit their unique travel preferences.us. Our RCI.com initiatives have increased our web penetration to
38% in 201149% at the end of 2014 (up from 13% in 2008 when we launched
this initiative.Overthese initiatives). As a result of enhancements made over the last several years, we have improved our web penetration for our vacation rentals business to 61% in 2011 for European rentals through enhancements that have movedover 60% by the majorityend of bookings online. As our online distribution channels
improve, members and rental customers will shift from transacting business through our call centers to transacting business online, which we expect will generate cost savings. By offering our members and rental customers the opportunity to transact business either through our call centers or online, we offer our members and rental customers the ability to use the distribution channel with which they are most comfortable. Regardless of the distribution channel our members and rental customers use, our goals are member and rental customer satisfaction and retention.
2014.
Our vacation exchange and rentals business also services its members and rental customers through global call centers. The requests
that we receive at our global call centers are handled by our vacation guides, who are trained to fulfill
our members’ and rental customers’ requests for
vacation exchanges and rentals.
When our members’ and rental customers’ primary choices are unavailable in periods of high demand, our guides offer the next nearest match in order to fulfill the members’ and rental customers’ needs. Call centers
are currentlyremain an important distribution channel
for us and therefore we
invest resources and will continue to
do soinvest resources to ensure that members and rental customers
continue to receive a high level of personalized customer
service through our call centers.service.
We market to our members and rental customers through several marketing channels including direct mail, email, telemarketing, online distribution channels, brochures, magazines and travel agencies. Our vacation exchange business has a comprehensive social
and mobile media platform including
an RCI appapps for
the iPhone, Blackberrysmartphones and
Android devices,tablets, a Facebook fan page,
a Facebook application called RCI’s Share Your Vacation, aseveral Twitter
account, aaccounts and YouTube
channel,channels, an online video content network,
called RCI TV, and
the RCI Blog.two online magazines. Our vacation exchange and
rentalsrentals’ brands have
over 85approximately 95 publications involved in the marketing of the business, including various resort directories and periodicals related to the vacation
industry and other travel-related services.industry. We use our publications
not only for marketing
but alsoas well as for member and rental customer retention and loyalty. Additionally, we promote our offerings to owners of resorts and vacation homes through
publications, trade shows, online and other marketing
efforts.efforts that include direct mail and telemarketing.
Our strategy to grow our vacation exchange and rentals business profitability
by focusing on five strategic themes:includes the following: Inspire world-class associate engagement and “Count On Me!” service so that we will deliver better services and products, resulting in improved customer satisfaction and optimal business growth;
service;Invest in technology to improve the customer experience, grow market share and reduce costs;
Offer more options to our guests by expanding into new geographic marketsthrough market and product lines,expansion, and by leveraging the scale of our inventory across all ofbrands;
Leverage analytics to maximize yield across our exchangeportfolio and rentals brands;improve key business processes; and
Develop compelling new services and products, and maximize occupancy and yield by improving our analytic process; and
Promote the benefits of timeshare and vacation rentals to new and existing customer segments.
Our plans generally focus on pursuing these strategies organically. However, in appropriate circumstances, we will consider opportunities to acquire businesses, both domestic and international.
Vacation exchange
transaction revenues are normally highest in the first quarter, which is generally when members of RCI plan and book their vacations for the year. Rental transaction revenues earned are usually
highest in the third quarter, when vacation rentalsarrivals are highest. More than halfhighest, combined with a compressed booking window, i.e., a reduction of the time between the booking date and the arrival date. Almost 60% of our European vacation rental customers book their reservations within 11 weeks of departurearrival dates and almostover 75% of our European vacation rental customers book their reservations within 20 weeks of departurearrival dates. More than half60% of our North American vacation rental customers book their reservations within 87 weeks of departure dates and almost 75% of our North American vacation rental customers book their reservations within 1511 weeks of departure dates, reflecting recent trends of bookings closer to the travel date.
arrival dates.
The vacation exchange and rentals business faces competition throughout the world. Our vacation exchange business competes with a third-party international exchange company, with regional and local vacation exchange companies and with
Internet-onlyinternet-only limited service exchanges. In addition, certain developers offer exchanges through internal networks of properties, which can be operated by us or by the developer, that offer owners of intervals access to exchanges other than those offered by our vacation exchange business.
OurThe vacation rentals business faces competition from a broad variety of professional vacation rental managers and rent-by-owner channels that collectively use brokerage services, direct marketing and the
Internetinternet to market and rent vacation properties.
WYNDHAM VACATION OWNERSHIP
Vacation Ownership
(Timeshare) Industry
The
global vacation ownership industry,
which is also referred to as the timeshare industry,
is an important component of the domestic and international hospitality industry. The vacation ownership industry enables
customersconsumers to share ownership of a fully-furnished vacation accommodation. Typically,
a vacation ownership purchaser acquiresthe consumer purchases either a
fee simple interest in a property, which gives the purchaser title to a fraction of a unit or a right to use a property
which gives the purchaser the right to use a property for a specific period of time.
Generally, a vacation ownership purchaser’s fee simple interest in or right to use a propertyThis is referred to as a
“vacation ownership interest.”VOI. For many
vacation ownership interest purchasers, vacation ownership is an attractive
vacation alternative to traditional lodging accommodations at
hotels or owning vacation properties. Owners of vacation ownership interestshotels. Unlike lodging customers, timeshare owners are
not subjectimmune to
the variancevariability in room
rates to which lodging customers are subject, andrates. Also, vacation ownership units are, on average, more than twice the size
of traditional hotel rooms and typically have more amenities
than traditional hotel rooms, such as kitchens
than do traditional hotel rooms.or in-unit laundry.
VOIs are generally sold through weekly intervals or points-based systems. Under the weekly intervals system, owners can use a specific unit at a specific resort often during a specific week of the year. Under the points-based system, owners often have advanced reservation rights for a particular destination, but are free to redeem their points for various unit types and/or locations. In addition, points owners can vary the length and frequency of product utilization. Once point values are established for particular units, they generally cannot be changed, ensuring that the value of owner’s points never diminishes. Sales were equally divided between intervals and points in 2013 according to the American Resort Development Association (or “ARDA”, a trade association representing the vacation ownership and resort development industries).
The vacation ownership concept originated in Europe during the late 1960s and spread to the U.S. shortly thereafter. The
vacation ownership industry expanded slowly in the U.S. until the mid-1980s. From the mid-1980s through 2007,
the vacation ownership industryit grew at a double-digit
CAGR, although sales slowedrate. Sales declined by approximately 8% in 2008 and experienced even greater declines in 2009 due to the global recession and a significant disruption in the credit markets.
AccordingMore recently, according to a
May 20112014 report issued by
the American Resort Development Association or ARDA,
a trade association representing thedomestic vacation ownership
and resort development industries, domestic sales
of vacation ownership interests were approximately
$6.4$7.6 billion in
2010. ARDA estimated that2013, compared to $6.9 billion in
2010, there were approximately 8.1 million households that owned one or more vacation ownership interests in the U.S.2012.
Based on published industry data, we believe that the following factors have contributed to the strength and stability, particularly in North America, of the vacation ownership
industry over the past two decades:industry:inherent appeal of astrengthened consumer value proposition as timeshare vacation option as opposed toresorts often provide superior accommodations compared with a hotel stay;
improvement inimproved quality of resorts and resort management and servicing;
increased flexibility for timeshare owners of vacation ownership interests made possible through owners’ affiliations with vacation ownership exchange companies and vacation ownership companies’ internal point exchange programs;
entryimproved product perception resulting from the participation of widely-knownwidely known lodging and entertainment companiesbrands into the industry; and
increased consumer confidence in the industry based on enhanced consumer protection regulation of the industry.
Demographic factors explain, in part, the continued appeal of vacation ownership. A
20102014 study of recent U.S. vacation ownership purchasers
revealedindicated that the
averagemedian new purchaser was
5251 years of age and had a median household income of
$78,400. The average$89,500. This, along with other industry data, suggests that the typical purchaser in the U.S.
, therefore, is a baby boomer who has disposable income and
interestis interested in purchasing vacation products. We believe that baby boomers will continue to
have a positive influence onbe active participants in the vacation ownership industry.
According to information compiled by ARDA, four primary reasons consumers cite for purchasing vacation ownership interests are: (i) flexibility with respect to different locations, unit sizes and times of year, (ii) the certainty of quality accommodations, (iii) credibility of the timeshare company and (iv) the opportunity to exchange into other resort locations.
According to a
20102014 ARDA study, nearly
84%83% of
timeshare owners
of vacation ownership interests expressed satisfaction with
owning timeshare. With respect to exchange opportunities, mostthe product. Most owners
of vacation ownership interests can exchange
vacation ownership intereststheir timeshare unit through exchange companies, and through the applicable vacation ownership company’s internal network of properties.
Wyndham Vacation Ownership Overview
Wyndham Vacation Ownership
our vacation ownership business, includes marketing and sales of vacation ownership interests, consumer financing in connection with the purchase by individuals of vacation ownership interests, property management services to property owners’ associations and development and acquisition of vacation ownership resorts. We haveis the largest vacation ownership business in the world as measured by
revenues and the number of vacation ownership resorts,
units and owners. We develop and acquire vacation ownership
unitsresorts, market and
ownerssell VOIs, provide consumer financing for the majority of
vacation ownership intereststhe sales, and
by annual revenues associated with the sale of vacation ownership interests.provide property management services to property owners’ associations. As of December 31,
2011,2014, we
have developed or acquired over 160had 203 vacation ownership resorts in the U.S., Canada, Mexico, the Caribbean and the South Pacific that represent approximately
20,80024,000 individual vacation ownership units and
over 813,000approximately 904,000 owners of
vacation ownership interests.WeVOIs.
Our brands operate
our vacation ownership business through our two primary brands, Wyndham Vacation Resorts and WorldMark by Wyndham. In October 1999, WorldMark by Wyndham formed Wyndham Vacation Resorts Asia Pacific Pty. Ltd., a New South Wales corporation, or Wyndham Asia Pacific, as its direct wholly owned subsidiary for the purpose of conducting sales, marketing and resort development activities in the South Pacific. Wyndham Asia Pacific is currently the largest vacation ownership business in Australia.During 2011, Wyndham Vacation Ownership expanded its portfolio with the addition of resorts in Waikiki, Hawaii; North Myrtle Beach, South Carolina; Destin, Florida; and Smugglers’ Notch, Vermont and added additional inventory at locations in Orlando, Florida; Australia; and New Zealand.
In response to worldwide economic conditions impacting the general availability of credit on which our vacation ownership business has historically been reliant, we announced in late 2008 a plan to reduce our 2009 gross VOI sales by approximately 40% in order to reduce our need to access the asset-backed securities markets during 2009 and beyond, and also significantly reduce costs and capital needs while enhancing cash flow. Accordingly, during 2009, we achieved approximately $1.3 billion in gross vacation ownership interest sales, a reduction over 2008. In 2011, we achieved gross VOI sales of $1.6 billion which includes $106 million of WAAM sales.
Our primary vacation ownership brands, Wyndham Vacation Resorts and WorldMark by Wyndham, operatepoints-based vacation ownership programs through which vacation ownership interestsVOIs can be redeemed for vacations through points- or credits-based internal reservation systems that provide owners with flexibility (subject to availability) as to resort location, length of stay, number of stays, unit type, and time of year. The points-or credits-based reservation systems
offer owners redemption opportunities for other travel and leisure products that may be offered from time to time, and the opportunity for owners to use our products for one or more vacations per year. Our vacation ownership programs allow us to market and sell our vacation ownership products in variable quantities as opposedand to offer existing owners “upgrade” sales to supplement such owners’ existing VOIs. This contrasts with the fixed quantity of the traditional fixed-week vacation ownership, which is primarily sold on a weekly interval basis, and to offer to existing owners “upgrade” sales to supplement such owners’ existingbasis.
Our vacation ownership interests. business derives a majority of its revenues from timeshare sales, with the remainder coming from consumer financing and property management. Property management revenues are partly dependent on the number of units we manage.
Although we operate
Wyndham Vacation Resorts and WorldMark by Wyndham as separate brands, we have integrated substantially all of the business functions,
of Wyndham Vacation Resorts and WorldMark by Wyndham, including consumer finance, information technology,
certain staff functions, product development and
certain marketing activities.
Our vacation ownership
In recent years, we have transformed the business
derives a majority of its revenues from sales of vacation ownership intereststhrough major initiatives such as tightening our lending standards, refining and
derives other revenues from consumer financingenhancing our marketing channels and
property management. Because revenues from sales of vacation ownership interestscreating more capital efficient inventory sourcing models. These strategies have led to increased margins, improved cash flow and
consumer finance in connection with such sales depend ondeveloping the
number of vacation ownership units inWAAM concept which
we sell vacation ownership interests, increasing the number of such units is
important in achieving our revenue goals. Because revenues from property management depend, in part, on the number of units we manage, increasing the number of such units has a direct effect of increasing our revenues from property management.Sales and Marketing ofdiscussed below.
Our Vacation Ownership
InterestsVacation Ownership Interests, Portfolio of Resorts and Maintenance Fees.Brands
Club Wyndham Vacation Resorts markets and sells vacation ownership interests that entitle an owner to resort accommodations that are not restricted to a particular week of the year.
As of December 31,
2011,2014, over
523,000524,000 owners held interests in
Club Wyndham
Vacation Resorts resort
properties. Wyndham Vacation Resorts properties
which are located primarily in the U.S. and
as of December 31, 2011, consisted of
7694 resorts
(six(22 of which are shared with WorldMark by
Wyndham)Wyndham and one of which is shared with Shell) that represented approximately
13,30013,700 units.
Wyndham Vacation Resorts currently offers two vacation ownership programs, Club Wyndham Select and Club Wyndham Access. Club Wyndham Select owners purchase an undivided interest in a select resort and receive a deed to that resort, which becomes their “home” resort. Club Wyndham Access owners do not directly receive a deed, but own an interest in a perpetual club. Through Club Wyndham Plus, Club Wyndham Access owners have an advanced reservation priority access to the multiple Wyndham Vacation Resorts locations based on the amount
The majority of the resorts in which Club Wyndham Vacation Resorts develops, markets and sells vacation ownership and other real estate interests are destination resorts that are located at or near attractions such as the Walt Disney World Resort in Florida; the Las Vegas Strip in Nevada; Myrtle Beach in South Carolina; Colonial Williamsburg in Virginia; and the Hawaiian Islands. Most
WorldMark by Wyndham
WorldMark by Wyndham is a club that offers an innovative credit-based system that gives owners greater flexibility and choice. The club consists of 83 resorts (22 of which are shared with Club Wyndham, one of which is shared with Wyndham Vacation Resorts
properties are affiliated with Wyndham Worldwide’s vacation exchange business, RCI, which annually awards to the top 25-35% of RCI affiliated vacation ownership resorts throughout the world, designations of an RCI Gold Crown Resort winner or an RCI Silver Crown Resort winner for exceptional resort standards and service levels. Among Wyndham Vacation Resorts’ 76 resort properties, 82% have been awarded designations of an RCI Gold Crown Resort winner or an RCI Silver Crown Resort winner.Like Wyndham Vacation Resorts, WorldMark by Wyndham and Wyndham Asia Pacific sell vacation ownership interests that entitle an owner to resort accommodations that are not restricted to a particular weekand one of the year. After WorldMark by Wyndham or Wyndham Asia Pacific develops or acquires resorts, it conveys the resorts to WorldMark, The Club or WorldMark South Pacific Club, which we refer to collectively as the Clubs, as applicable. In exchange for the conveyances, WorldMark by Wyndham or Wyndham Asia Pacific receives the exclusive rights to sell the vacation credits associatedis shared with the conveyed resorts and to receive the proceeds from the sales of the vacation credits. Vacation ownership interests sold by WorldMark by Wyndham and Wyndham Asia Pacific represent credits in the ClubsShell), representing over 6,500 units which entitle the owner of the credits to reserve units at the resorts that
are owned and operated by the Clubs. Although vacation credits, unlike vacation ownership interests in Wyndham Vacation Resorts resort properties, do not constitute deeded interests in real estate, vacation credits are regulated in most jurisdictions by the same agency that regulates vacation ownership interests evidenced by deeded interests in real estate. As of December 31, 2011, approximately 290,000 owners held vacation credits in the Clubs.
WorldMark by Wyndham resorts are located primarily in the Western U.S., Canada Mexico and the South Pacific and, asMexico. As of December 31, 2011, consisted of 92 resorts (six of which are shared with Wyndham Vacation Resorts) that represented2014, approximately 7,400 units. Of234,000 owners held vacation credits in the WorldMark by Wyndham resorts and units, Wyndham Asia Pacific has a total of 21 resorts with approximately 900 units.
club. The resorts in which WorldMark by Wyndham develops, markets and sells vacation credits are primarily drive-to resorts. Most
Wyndham Vacation Resorts Asia Pacific
As of December 31, 2014 approximately 50,000 owners held vacation credits for Wyndham Vacation Resorts Asia Pacific, which consists of 26 resorts (one of which is shared with WorldMark by Wyndham) representing over 1,200 units that are located primarily in the South Pacific.
Shell Vacations Club
We expanded our fee-for-service property management business with our acquisition of Shell Vacations Club in 2012. We assumed the property management operations at 25 Shell Vacations Club resorts (one of which is shared with Club Wyndham
resorts are affiliatedand one of which is shared with
Wyndham Worldwide’s vacation exchange subsidiary, RCI. Among WorldMark by
Wyndham’s 92 resorts, 63% have been awarded designationsWyndham), representing over 2,200 units as of
an RCI Gold Crown Resort winner or an RCI Silver Crown Resort winner.OwnersDecember 31, 2014, which are primarily located in Hawaii, California, Arizona, Texas, Nevada, Oregon, New Hampshire, North Carolina, Wisconsin and Canada. Additionally, Shell Vacations Club sells VOIs and provides consumer financing to owners through its Shell Vacations Club brand. As of December 31, 2014, over 96,000 owners held vacation ownership interestspoints in the Shell Vacations Club.
Maintenance Fees
Timeshare owners pay annual maintenance fees to the property owners’ associations responsible for managing the applicable resorts or to the Clubs. The annual maintenance fee associated with the average
vacation ownership interestVOIs purchased ranges from approximately $400 to
approximately $900.$1,000. These fees generally are used to renovate and replace furnishings, pay operating, maintenance and cleaning costs, pay management fees and expenses, and cover taxes
(inin some
states),states, insurance and other related costs.
Wyndham Vacation Ownership, asAs the owner of unsold inventory at resorts or unsold interests in the Clubs,
we also
payspay maintenance fees in accordance with the legal requirements of the
states or jurisdictions in which the resorts are located. In addition, at certain newly-developed resorts,
Wyndham Vacation Ownershipwe sometimes
entersenter into subsidy agreements with the property owners’ associations to cover costs that otherwise would be covered by annual maintenance fees payable with respect to
vacation ownership interestsVOIs that have not yet been sold.
Club Wyndham Plus. Wyndham Vacation Resorts uses a points-based internal reservation system called Club Wyndham Plus (formerly known as FairShare Plus) to provide owners with flexibility (subject to availability) as to resort location, length of stay, unit type and time of year. With the launch of Club Wyndham Plus in 1991, Wyndham Vacation Resorts became one of the first U.S. developers of vacation ownership properties to move from traditional, fixed-week vacation ownership to a points-based program. Owners of vacation ownership interests in Wyndham Vacation Resorts properties that are eligible to participate in the program may elect, and with respect to certain resorts are obligated, to participate in Club Wyndham Plus. Both Club Wyndham Select and Club Wyndham Access utilize Club Wyndham Plus as the internal exchange program to expand owners’ vacation options.
Owners who participate in Club Wyndham Plus assign their use rights to a trust in exchange for the right to reserve in the internal reservation system. The number of points that an owner receives as a result of the assignment to the trust of the owner’s use rights, and the number of points required to take a particular vacation, is set forth on a published schedule and varies depending on the resort location, length of stay, unit type and time of year associated with the interests assigned to the trust or requested by the owner, as applicable. Participants in Club Wyndham Plus may choose (subject to availability) the Wyndham Vacation Resorts resort properties, length of stay, unit types and times of year, depending on the number of points to which they are entitled and the number of points required to take the vacations of their preference. Participants in the program may redeem their points not only for resort stays, but also for other travel and leisure products that may be offered from time to time. Owners of vacation points are able to borrow vacation points from the next year for use in the current year. Wyndham Vacation Resorts offers various programs that provide existing owners with the opportunity to “upgrade,” or acquire additional vacation ownership interests to increase the number of points such owners can use in Club Wyndham Plus.
WorldMark, The Club and WorldMark South Pacific Club.The Clubs provide owners of vacation credits with flexibility (subject to availability) as to resort location, length of stay, unit type and time of year. Depending on the number of vacation credits an owner has purchased, the owner may use the vacation credits for one or more vacations annually. The number of vacation credits that are required for each day’s stay at a unit is listed on a published schedule and varies depending upon the resort location, unit type, time of year and the day of the week. Owners may also redeem their credits for other travel and leisure products that may be offered from time to time.
Owners of vacation credits are also able to purchase bonus time from the Clubs for use when space is available. Bonus time gives owners the opportunity to use available resorts on short notice and at a reduced rate and to obtain usage beyond owners’ allotments of vacation credits. In addition, WorldMark by Wyndham offers owners the opportunity to “upgrade,” or acquire additional vacation credits to increase the number of credits such owners can use in the Clubs.
Owners of vacation credits can make reservations through the Clubs, or may elect to join and exchange their vacation ownership interests through Wyndham’s vacation exchange business, RCI, or other third-party international exchange companies.
Sales and Marketing
Wyndham Vacation Ownership employs
We employ a variety of marketing channels
as part of Wyndham Vacation Resorts and WorldMark by Wyndham marketing programs to encourage prospective owners of
vacation ownership interestsVOIs to tour
Wyndham Vacation Ownershipour properties and attend sales presentations at off-site sales offices. Our resort-based sales centers also enable us to actively solicit upgrade sales to existing owners of
vacation ownership interestsVOIs while
such ownersthey vacation at our resort properties.
We also operate a telesales program designed to market upgrade sales to existing owners of our products. Sales of
vacation ownership interestsVOIs relating to upgrades represented approximately
68%67%,
68%70%, and
64%70% of our net sales
revenue of
vacation ownership interestsVOIs during
2011, 20102014, 2013 and
2009,2012, respectively.
Wyndham Vacation Ownership uses
We use a variety of marketing programs to attract prospective owners, including sponsored contests that offer vacation packages or gifts, targeted mailings, outbound and inbound telemarketing efforts, and in association with Wyndham Worldwide hotel brands, associated loyalty and other co-branded marketing programs and events. We also partner with Wyndham Vacation OwnershipHotel Group by utilizing the Wyndham Rewards loyalty program to offer Wyndham Rewards points as an incentive to prospective VOI purchasers, and by providing additional redemption options to Wyndham Rewards members. Additionally, we offer purchasers of VOIs the opportunity to use the Wyndham Rewards co-branded credit card to earn additional Wyndham Rewards points and to partially finance their purchase. We also co-sponsorsco-sponsor sweepstakes, giveaways, and promotional programs with professional teams at major sporting events and with other third parties at other high-traffic consumer events. Where permissible under state law, Wyndham Vacation Ownership offerswe offer existing owners cash awards or other incentives for referrals of new owners.
New owner acquisition is an important strategy for Wyndham Vacation Ownership in order tous as this will continue to maintain our pool of “lifetime” buyers of vacation ownership. New ownersownership that will enable Wyndham Vacation Ownershipus to solicit upgrade sales in the future. We believe the market for VOI sales is under-penetrated, and we estimate that there are 53 million U.S. households that are potential purchasers of VOIs. We added approximately 27,00030,000, 29,000 and 22,00028,000 new owners during 20112014, 2013 and 2010, respectively, to our pool2012, respectively.
Our marketing and sales activities are often facilitated through marketing alliances with other travel, hospitality, entertainment, gaming and retail companies that provide access to such companies’
present and past customers through a variety of co-branded marketing offers.
Wyndham Vacation Ownership’sOur resort-based sales centers, which are located in popular travel destinations throughout the U.S., generate substantial tour flow
through providing local offers. The sales centers enable Wyndham Vacation Ownershipby enabling us to market to tourists already visiting
these destination areas.
Wyndham Vacation Ownership’sOur marketing agents
which(who often operate on the premises of the hospitality, entertainment, gaming and retail companies with which
Wyndham Vacation Ownership has alliances within these markets,we have alliances) solicit
local tourists with offers relating to activities and entertainment in exchange for the tourists visiting the local resorts and attending sales presentations.
An example of a marketing alliance through which
Wyndham Vacation Ownership marketswe market to tourists
already visiting destination areas is
Wyndham Vacation Ownership’sour current arrangement with Caesars Entertainment in Las Vegas,
Nevada, whichNevada. This arrangement enables
Wyndham Vacation Ownershipus to operate concierge-style marketing kiosks throughout select casinos and permits
Wyndham Vacation Ownershipus to solicit patrons to attend
tours and sales presentations with casino-related rewards and entertainment offers, such as gaming chips, show tickets and dining certificates.
Wyndham Vacation OwnershipWe also
operates itsoperate our primary Las Vegas sales center within Harrah’s Casino and regularly
shuttlesshuttle prospective owners targeted by such sales centers to and from
Wyndham Vacation Ownership’sour nearby resort property.
Wyndham Vacation Ownership offers
Other marketing alliances provide us with the opportunity to align our marketing and sales programs with well-known lifestyle brands that appeal to consumers with similar demographics to our current purchasers. One such example is our alliance with Margaritaville, a lifestyle brand popularized by musician/entertainer Jimmy Buffett, where we market to patrons of various Margaritaville product lines via multiple channels, including on-site marketing at Margaritaville restaurants, affiliated venues and events, as well as co-branded vacation ownership offerings.
We offer a variety of entry-level programs and products as part of
itsour sales
strategies. One suchstrategy. For example, we have a program
that allows prospective owners a one-time allotment of points or credits with no further
obligations; another such product isobligations and a biennial
interestproduct that provides for vacations every other year. As part of
itsour sales strategies,
Wyndham Vacation Ownership relieswe rely on
itsour points/credits-based programs, which provide prospective owners with the flexibility to buy relatively small packages of points or credits which can
then be upgraded at a later date. To facilitate
upgradesupgrade sales among existing owners,
Wyndham Vacation Ownership marketswe market opportunities for owners to purchase additional points or credits through periodic marketing campaigns and promotions
to owners while those owners vacation at
Wyndham Vacation Ownershipour resort properties.
Wyndham Vacation Ownership’s resort-based sales centers also enable Wyndham Vacation Ownership to actively market upgrade sales to existing owners of vacation ownership interests while such owners vacation at Wyndham Vacation Ownership resort properties. In addition, we also operate a telesales program designed to market upgrade sales to existing owners of our products.
During 2011, we deployed a proprietary pre-screening program designed to better estimate the credit worthiness of consumers to whom we market and sell. The program, which is now active at approximately 75% of our off-site marketing locations, enables us to bypass consumers who do not meet our credit standards and eliminate tours that historically have proven unprofitable. We plan to deploy the program at all remaining off-site marketing locations throughout 2012.
Purchaser Financing
Wyndham Vacation Ownership offers
We offer financing to purchasers of
vacation ownership interests. By offering consumer financing, we are able to reduce the initial cash required by customers to purchase vacation ownership interests, thereby enabling us to attractVOIs which attracts additional customers and
generategenerates substantial incremental revenues and profits.
Wyndham Vacation Ownership fundsWe fund and
servicesservice loans extended by
Club Wyndham
Vacation Resorts and WorldMark by Wyndham through our consumer financing subsidiary, Wyndham Consumer Finance, a wholly owned subsidiary of Wyndham Vacation Resorts based in Las Vegas,
Nevada thatNevada. Wyndham Consumer Finance performs loan financing, servicing and related administrative functions.
Wyndham Vacation Ownership We have funded Shell Vacations Club loans since the date of acquisition through our consumer finance subsidiary, and service them through a third-party.
We typically
performsperform a credit investigation or other
review or inquiry into every purchaser’s credit history before offering to finance a portion of the purchase price of the
vacation ownership interest.VOIs. The interest rate offered to participating purchasers is determined by an automated underwriting
process based upon the purchaser’s credit score, the amount of the down payment, and the size of purchase.
Wyndham Vacation Ownership usesWe use a FICO score which is a branded version of a consumer credit score widely used within the U.S. by the largest banks and lending institutions. FICO scores range from 300
–- 850 and are calculated based on information obtained from one or more of the three major U.S. credit reporting agencies that compile and report on a consumer’s credit history.
For purchasers with large loan balances, we maintain higher credit standards for new loan originations. Our weighted average FICO score on new originations for
2011, 20102014, 2013 and
20092012 was approximately
725, reflecting an approximate 30 point increase since the Company’s realignment in 2008. Wyndham Vacation Ownership offers purchasers an interest rate reduction if they participate in our pre-authorized checking programs, pursuant to which our consumer financing subsidiary each month debits a purchaser’s bank account or major credit card in the amount of the monthly payment by a pre-authorized fund transfer on the payment date.725.
During
2011,2014, we generated new receivables of
$969 millionapproximately $1.0 billion on gross vacation ownership sales, net of WAAM
Fee-for-Service sales, of
$1.5$1.8 billion, which amounts to
65%56% of
our vacation ownership sales being financed.
However, the 65%This level of financing is prior to the receipt of addenda cash. Addenda cash represents the cash received for full payment of a loan within 15 to 60 days of origination. After the application of addenda cash,
we finance approximately
55%49% of vacation ownership
sales are financed, with the remaining 45% being cash sales.
Wyndham Vacation Ownership
We generally
requiresrequire a minimum down payment of 10% of the purchase price on all sales of
vacation ownership interestsVOIs and offer consumer financing for the remaining balance for up to
ten10 years. While the minimum is generally 10%,
during 2011,in 2014, our average down payment was approximately
26%30% for financed sales of
vacation ownership interests.VOIs. These loans are structured
so that we receivewith equal monthly installments that fully amortize the principal
due by the final due date.
We offer third-party credit lines (Bill Me Later and a Wyndham Rewards co-branded credit card) to assist owners with financing their down payments.
Similar to
many other companies that provide consumer financing, we
have historically
securitizesecuritized a majority of the receivables originated in connection with the sales of
vacation ownership interests.VOIs. We initially place the financed contracts into a revolving warehouse securitization facility, generally within 30 to 90 days after origination. Many of the receivables are subsequently transferred from the warehouse securitization facility and placed into term securitization facilities.
Our consumer financing subsidiary is responsible for the maintenance of contract receivables files
andas well as all customer service, billing and collection activities related to the domestic loans we
extend.extend (except for loans associated with Shell Vacations Club). We assess the performance of our loan portfolio by monitoring numerous metrics including collections rates, defaults by state
of residency and bankruptcies. Our consumer financing subsidiary also manages the selection and processing of loans pledged or to be pledged in our warehouse and term securitization facilities. As of December 31,
2011,2014, our loan portfolio was
95.6%96% current (i.e., not more than 30 days past due).
Property Management
Program, Property
On behalf of each of the property owners’ associations, we or our affiliates generally provide day-to-day management for vacation ownership resorts, which includes oversight of housekeeping services, maintenance and Club Management.refurbishment of the units, and provides certain accounting and administrative services to property owners’ associations. The terms of the property management agreements vary, however, the vast majority of the agreements provide a mechanism for automatic renewal upon expiration of the terms. In exchangeconnection with these property management services, we receive fees which are generally based upon total costs to operate such resorts. Fees for property management fees, services typically approximate 10% of budgeted operating expenses.
Wyndham Vacation Resorts, itself or through a Wyndham Vacation Resorts affiliate, manages Club Wyndham Plus, the majority of property owners’ associations at resorts
in whichdeveloped by Wyndham Vacation Resorts
develops, markets and sells vacation ownership interests, and property owners’ associations at resorts developed by third parties.
On behalf of Club Wyndham Plus, Wyndham Vacation Resorts
or(or its
affiliateaffiliate) manages the reservation system,
for Club Wyndham Plus and provides owner services, and billing and collections
services. The termservices on behalf of the
trust agreement of Club Wyndham Plus
runs through December 31, 2025, and the term is automatically extended for successive ten year periods unless a majority of the members of the program vote to terminate the trust agreement prior to the expiration of the term then in effect.trust. The
term of the management agreement under which
Wyndham Vacation Resorts manageswe manage the Club Wyndham Plus program
is for five yearshas a five-year term and
it is automatically renewed
annually for successive terms of five years, provided the trustee under the program does not serve notice of termination to
Wyndham Vacation Resortsus at the end of any calendar year.
On behalf of property owners’ associations, Wyndham Vacation Resorts or its affiliates generally provide day-to-day management for vacation ownership resorts, including oversight of housekeeping services, maintenance and refurbishment of the units, and provides certain accounting and administrative services to property owners’ associations.We receive fees for such property management services which are generally based upon total costs to operate such resorts. Fees for property management services typically approximate 10% of budgeted operating expenses. Property management revenues, which are comprised of management fee revenue and reimbursable revenue, were $424 million, $405 million and $376 million, during 2011, 2010 and 2009, respectively. Management fee revenues were $198 million, $183 million and $170 million during 2011, 2010 and 2009, respectively. Reimbursable revenues, which are based upon certain reimbursable costs with no added margin, were $226 million, $222 million and $206 million, respectively, during 2011, 2010 and 2009. These reimbursable costs principally relate to the payroll costs for management of the associations, club and resort properties where we are the employer and are reflected as a component of operating expenses on the Consolidated Statements of Income. The terms of the property management agreements with the property
owners’ associations at resorts in which Wyndham Vacation Resorts develops, markets and sells vacation ownership interests vary; however, the vast majority of the agreements provide a mechanism for automatic renewal upon expiration of the terms. At some established sites, the property owners’ associations have entered into property management agreements with professional management companies other than Wyndham Vacation Resorts or its affiliates.
In exchange for management fees,
WorldMark by Wyndham, itself or through a WorldMark by Wyndham affiliate, serves as the exclusive property manager and servicing agent of
WorldMark, the
ClubsClub and
WorldMark, South Pacific Club, as well as all resort units owned or operated by
thethese Clubs.
On behalf of the Clubs, WorldMark by Wyndham or its affiliate provides day-to-day management for vacation ownership resorts, including oversight of housekeeping services, maintenance and refurbishment of the units, and provides certain accounting and administrative services. WorldMark by Wyndham or its affiliate also manages the reservation system for the Clubs, and provides owner services and billing and collections services.
Strategies
The initial term of the management agreement is for three years and is automatically renewed annually thereafter, provided the trustee under the program does not serve notice of termination to WorldMark by Wyndham Vacation Ownership is strategically focusedprior to expiration of the then current term.
SVC Hospitality, LLC, a direct subsidiary of Shell Vacations LLC, itself or through its affiliates, serves as the exclusive manager of Shell Owners Clubs American, Hawaii, Pacific and West (collectively, the “Shell Vacations Club”), and as the managing agent for many of the affiliated property owners’ associations. The management agreements for the Shell Vacations Club are subject to auto-renewal every three to five years, provided that Shell Vacations Club does not serve notice of termination prior to expiration of the then current term. Such notice requires the affirmative vote of the members in the association.
Inventory Sourcing
We sell inventory sourced primarily through four channels:
| |
| 1. | Self-developed inventory, |
| |
| 3. | Consumer loan defaults, and |
| |
| 4. | Inventory reclaimed from owners’ associations or owners. |
Following are descriptions of these inventory sources:
1. Self-developed inventory: Under the traditional timeshare industry development model, we finance and develop inventory specifically for our timeshare sales. The process often begins with the purchase of raw land which we then develop. Depending on the
following objectives that we believe are essential to our business:further strengthening the financial profilesize and complexity of the business through the continued development of alternative business models, such as WAAM;
drive greater sales and marketing efficiencies at all levels, including new owner channels; and
delivering “Count On Me!” service to our customers, partners and associates.
Manage for Cash Flow.We plan to increasingly manage our business for cash flow by improving the qualityproject, this process can take several years. Such inventory can include mixed-use inventory developed in conjunction with one of our loan portfolio through maintaining more restrictive financing terms for customers that fall within lower credit classifications, seeking higher down payments athotel brands, where a portion of the timeproperty is devoted to the timeshare product.
2. WAAM: In 2010, we introduced the
effectivenessfirst of our
collections efforts. We will continue to streamline our balance sheet through controlled development spending and selling through our existing finished inventoryWAAM models, WAAM Fee-for Service (formerly known as
well as pursuing just in time inventory arrangements as new sources of inventory. Additionally, we will continue to generate recurring income associated with (i) property management fees, (ii) interest income from our large pool of receivables, and (iii) upgrade sales from our deeply loyal customer base.WAAM.We also plan to expand our fee-for-serviceWAAM 1.0). This timeshare salessourcing model was designed to capitalize upon the large quantities of newly developed, nearly completed or recently finished condominium or hotel inventory withinin the current real estate market without assuming the significant costrisk that accompanies property acquisition or new construction. This business model offers turn-key solutions for developers or banks in possession of newly developed inventory, which we sell for a fee through our extensive sales and marketing channels. WAAM Fee-for-Service enables us to expand our resort portfolio with little or no`no capital deployment, while providing additional channels for new owner acquisition and growth for our fee-for-service property management business.
In addition to
our originalthe WAAM
Fee-for-Service business model,
and in
keeping with our efforts to leverage the abundance of already developed inventory while minimizing our use of capital,2012, we
are also pursuing an enhancement which we refer tointroduced WAAM Just-in-Time (formerly known as WAAM
2.0.2.0), which is an inventory acquisition model. This strategy
will enableenables us to acquire and own completed units close to the timing of
the sales of these unitstheir sale and
will significantly
reducereduces the period between the deployment of capital to acquire inventory and the subsequent return on investment which occurs at the time of its sale to a timeshare purchaser.
Inventory will beFor the most part, inventory is recorded on our balance sheet at the time
of registration. In connection with the sale of the VOI, we
will pay for the inventory sold and offer the purchaser the option of financing with us.WAAM 2.0 will enable us to expand our resort portfolio with minimal upfront capital investment, while providing additional channels for new owner acquisition and growth for our fee-for-service consumer financing, servicing operations and property management business. We plan to acquire 55 units using this model at our existing project at Wyndham Reunion Resort near Orlando, Florida and anticipate additional opportunities to further apply this strategy in 2012.
During 2010, we commenced sales in connection with two WAAM projects — one in South Carolina and another in Florida and in early 2011, we signed two additional WAAM projects — one in Vermont and another on the Florida Gulf coast. In 2011, we had $106 million in WAAM sales which represents 7% of gross VOI sales. We expect to have WAAM sales of approximately 15% to 20% of gross VOI sales within the next several years.
Drive Greater Sales and Marketing Efficiency and Strengthen New Owner Channels. We plan to drive greater sales and marketing efficiencies by aggressively applying strengthened tour qualification standards, primarily through our proprietary pre-screening program designed to estimate the credit worthiness of the consumers to whom we market and sell. We expect to thus limit our marketing activities to only the highest quality prospects both in terms of such persons’ interest in purchasing our products and their demonstrated ability to self-finance and/or qualify for our more restrictive financing terms. These marketing initiatives will be heavily utilized for new owner marketing channels to ensure sufficient levels of new owners are generated in the most efficient manner possible.
We will continue to focus a large portion of our efforts on current owners, who are our most reliable marketing prospects and the most efficient from a marketing standpoint, as well as highly qualified prospect categories including certain existing Wyndham Hotel Group customers and consumers affiliated with the Wyndham Rewards loyalty programs. We are also focusing our efforts on new owner acquisition as this will continue to maintain our pool of “lifetime” buyers of vacation ownership. We believe this market is underpenetrated and estimate there are 53 million U.S. households which we consider as potential purchasers of vacation ownership interests. We added approximately 27,000 and 22,000 new owners during 2011 and 2010, respectively, to our pool of “lifetime” buyers who may ultimately become repeat buyers of vacation ownership interests if they upgrade.
We will also seek to develop and market mixed-use hotel and vacation ownership properties in conjunction with the Wyndham brand. The mixed-use properties would afford us access to both hotel clients in higher income demographics for the purpose of marketing vacation ownership interests and hotel inventory for use in our marketing programs.
Delivering “Count On Me!” Service.Wyndham Vacation Ownership is committed to providing exceptional customer service to its owners and guests at every interaction. We consistently monitor our progress by inviting service feedback at key customer touch points, including point of sale, post-vacation experience, and annual owner surveys, which gauge service performance in a variety of areas and identify improvement opportunities. The Company service culture also extends to associates, who are committed to be responsive, be respectful,purchase such inventory, which generally coincides with the time of registration.
3. Consumer loan defaults: As discussed in the “Purchaser Financing” section, we offer financing to purchasers of VOIs. In the event of a default, we are able to recover the inventory and resell it at full current value. We are responsible for the payment of maintenance fees to deliverthe property owners’ associations until the product is sold. As of December 31, 2014, inventory on the Consolidated Balance Sheet included assumed recoveries of loan defaults in the amount of $235 million.
4. Inventory reclaimed from owners’ associations or owners: We have entered into agreements with a great experiencemajority of the property associations representing our developments where we may acquire properties from the associations, provided there is no outstanding debt on such properties related to owners guests, partners,who have defaulted on their maintenance fees. In addition, we frequently work with owners to acquire their properties, provided they have no outstanding debt on such properties, prior to them defaulting on their maintenance fees. This provides the owner a graceful exit from a property that is no longer utilized due to lifestyle changes.
Strategies
We are focused on the following strategic objectives:
driving free cash flowthrough efficient inventory procurement, optimizing our communitiesconsumer loan portfolio and each other.increasing operating efficiencies; adding new members efficiently through new inventory locations, new tour sources and enhanced third-party alliances; and
pursuing expansion into new markets.
We rely, in part, upon tour flow to generate sales of
vacation ownership interests;VOIs; consequently, sales volume tends to increase in the spring and summer months as a result of greater tour flow from spring and summer travelers.
RevenuesTherefore, revenues from sales of
vacation ownership interests thereforeVOIs are generally higher in the second and third quarters than in other quarters. We cannot predict whether these seasonal trends will continue in the future.
The vacation ownership industry is highly competitive and is comprised of a number of companies specializing primarily in sales and marketing, consumer financing, property management and development of vacation ownership properties.
In addition, a number of national hospitality chains develop and sell vacation ownership interests to consumers.
Our brand names and related trademarks, service marks, logos and trade names are very important to the businesses that make up our Wyndham Hotel Group, Wyndham Exchange & Rentals and Wyndham Vacation Ownership business units. Our subsidiaries actively use or license for use all significant marks, and we own or have exclusive licenses to use these marks. We register the marks that we own in the United States Patent and Trademark Office, as well as with other relevant authorities where we deem appropriate, and seek to protect our marks from unauthorized use as permitted by law.
As of December 31,
2011,2014, we had approximately
27,80034,400 employees, including approximately
8,2009,000 employees outside of the U.S. As of December 31,
2011,2014, our lodging business had approximately
4,3006,400 employees, our vacation exchange and rentals business had approximately
9,30010,100 employees, our vacation ownership business had approximately
13,70017,200 employees and our corporate group had approximately
500700 employees. Approximately
1%3% of our employees are subject to collective bargaining agreements governing their employment with our company.
We believe that our relations with employees are good.
Our compliance with laws and regulations relating to environmental protection and discharge of hazardous materials has not had a material impact on our capital expenditures, earnings or competitive position and we do not anticipate any material impact from such compliance in the future.
SUSTAINABILITY
We have made a commitment to be at the forefront of sustainability and green business practices. We have set goals of reducing our carbon emissions and water usage by 20% per square foot by the year 2020 using 2010 as our baseline. We also have a goal to ensure that 30% of our qualified supply chain by 2020 is spent with suppliers who meet our Wyndham Green criteria. We continue to meet or surpass all environmental regulations in areas where we do business. Our sustainability efforts have enabled us to not only conserve resources but also contribute to our bottom line through cost savings.
ITEM 1A. RISK FACTORS
Before you invest in our securities you should carefully consider each of the following risk factors and all of the other information provided in this report. We believe that the following information identifies the most significant risks that may impact us. However, the risks and uncertainties we face are not limited to those set forth in the risk factors described below. Additional risks and uncertainties not presently known to us or that we currently believe to be immaterial may also adversely affect our business. In addition, past financial performance may not be a reliable indicator of future performance and historical trends should not be used to anticipate results or trends in future periods. If any of the following risks and uncertainties develops into an actual event, the event could have a material
adverse effect on our business, financial condition or results of operations. In such case the market price of our common stock could decline.
The hospitality industry is highly competitive and we are subject to risks relating to competition that may adversely affect our performance.
We will be adversely impacted if we cannot compete effectively in the highly competitive hospitality industry. Our continued success depends upon our ability to compete effectively in markets that contain numerous competitors, some of which may have significantly greater financial, marketing and other resources than we have. Competition may reduce fee structures, potentially causing us to lower our fees or prices, which may adversely impact our profits. New competition or existing competition that uses a business model that is different from our business model may put pressure on us to change our model so that we can remain competitive.
We may not be able to achieve our growth and performance objectives.
We may not be able to achieve our growth and performance objectives for increasing our earnings and cash flows, the number of franchised and/or managed properties in our lodging business, the number of vacation exchange members in our vacation exchange business and related transactions, the number of rental weeks sold by and the number of units in our vacation rentals businesses and the number of tours and new owners generated and vacation ownership interests sold by our vacation ownership business.
Acquisitions and other strategic transactions may not prove successful and could result in operating difficulties and failure to realize anticipated benefits.
We regularly consider a wide array of acquisitions and other potential strategic transactions, including acquisitions of businesses, property acquisitions, joint ventures, business combinations, strategic investments and dispositions. Any of these transactions could be material to our business. We often compete for these opportunities with third parties, which may cause us to lose potential opportunities or to pay more than we might otherwise have paid absent such competition. We cannot assure you that we will be able to identify and consummate strategic transactions and opportunities on favorable terms or that any such strategic transactions or opportunities, if consummated, will be successful. Acquisitions and other strategic transactions involve significant risk and the process of integrating and assimilating any strategic transaction may create unforeseen operating
difficulties and costs and we may not realize the anticipated benefits of any of these strategic transactions or opportunities. Pursuing and consummating strategic transactions and opportunities may require us to obtain significant additional debt or equity financing, spend existing cash or incur liabilities and other expenses including amortization of acquired intangible assets or write-offs of goodwill. Strategic transactions may be entered into by us or by one or more of our subsidiaries. With respect to those transactions entered into by a subsidiary, we may from time to time provide a performance guaranty of the subsidiary’s obligations, which may expose us to litigation risks in the event of a dispute between transaction parties.
We are dependent on our senior management.
We believe that our future growth depends in part on the continued services of our senior management team. Losing the services of any members of our senior management team could adversely affect our strategic and customer relationships and impede our ability to execute our business strategies.
Our revenues are highly dependent on the travel industry and declines in or disruptions to the travel industry such as those caused by economic slowdown, terrorism, political strife,
pandemics or threats of pandemics, acts of God and war may adversely affect us.
Declines in or disruptions to the travel industry may adversely impact us. Risks affecting the travel industry include: economic slowdown and recession; economic factors such as increased costs of living and reduced discretionary income adversely impacting consumers’ and businesses’ decisions to use and consume travel services and products; terrorist incidents and threats
(andand associated heightened travel security
measures);measures; political
and geographical strife; acts of God
(suchsuch as earthquakes, hurricanes, fires, floods, volcanoes and other natural
disasters);disasters; war;
concerns with or threats of pandemics or
threat of pandemics (such as the H1N1 flu);contagious diseases or health epidemics; environmental disasters
(suchsuch as the Gulf of Mexico oil
spill);spill; increased pricing, financial instability and capacity constraints of air carriers; airline job actions and strikes; and increases in gasoline and other fuel prices.
We are subject to operating or other risks common to the hospitality industry.
Our business is subject to numerous operating or other risks common to the hospitality industry including:
changes in operating costs including inflation, energy, labor costs (includingsuch as minimum wage increases and unionization),unionization, workers’ compensation and health-care related costs and insurance;
increases in travel costs including air travel would likely impact consumer preferences with respect to certain of our vacation and resort destinations and vacation ownership preferences and, if such conditions were to be sustained, the desirability of our vacation, resort and hotel products and offerings could be adversely impacted;
changes in desirability of geographic regions of the hotels or resorts in our business;
changes in the supply and demand for hotel rooms, vacation exchange and rental services and products and vacation ownership services and products;
evolving changes in consumer travel and vacation patterns and consumer preferences;
seasonality in our businesses, which may cause fluctuations in our operating results;
geographic concentrations of our operations and customers;
increases in costs due to inflation that may not be fully offset by price and fee increases in our business;
availability of acceptable financing and cost of capital as they apply to us, our customers, current and potential hotel franchisees and developers, owners of hotels with which we have hotel management contracts, our RCI affiliates and other developers of vacation ownership resorts;
the quality of the services provided by franchisees, affiliated resorts in our vacation exchange business, properties in our vacation rentals business or resorts in which we sell vacation ownership interests may adversely affect our image, reputation and brand value;
our ability to generate sufficient cash to buy from third-party suppliers the products that we need to provide to the participants in our points programs who want to redeem points for such products;
overbuilding or excess capacity in one or more segments of the hospitality industry or in one or more geographic regions;
our ability to develop and maintain positive relations and contractual arrangements with current and potential franchisees, hotel owners, vacation exchange members, vacation ownership interest owners, resorts with units that are exchanged through our vacation exchange business and/or owners of vacation properties that our vacation rentals business markets for rental;
our ability to adjust our business model to generate greater cash flow and require less capital expenditures;
organized labor activities and associated litigation;
maintenance and infringement of our intellectual property;
the bankruptcy or insolvency of any one of our customers, which could impair our ability to collect outstanding fees or other amounts due or otherwise exercise our contractual rights;
our insurance coverage may not be adequate to cover catastrophic or other losses to our properties or other assets;
our failure to keep pace with technological developments could impair our competitive position;
increases in the use of third-party and competitor internet services to book hotel reservations, secure short-term lodging accommodations and market vacation rental properties;
disruptions in relationships with third parties including marketing alliances and affiliations with e-commerce channels;
changes in the number, occupancy and room rates of hotels operating under franchise and management agreements;
revenues from our lodging business are indirectly affected by our franchisees’ pricing decisions;
franchisees that have development advance notes with us may experience financial difficulties;
consolidation of developers could adversely affect our vacation exchange business;
significant decrease in the supply of available vacation rental accommodations due to ongoing property renovations could adversely affect our vacation rental business;
our continued management of homeowners associations depends on their ability to collect sufficient maintenance fees;
our ability to securitize the receivables that we originate in connection with sales of vacation ownership interests;
the sale of vacation ownership interests in the secondary market could negatively impact our sales;
unlawful or deceptive third-party vacation ownership interest resale schemes could damage our reputation and brand value;
the availability of and competition for desirable sites for the development of vacation ownership properties; difficulties associated with obtaining entitlements to develop vacation ownership properties; liability under state and local laws with respect to any construction defects in the vacation ownership properties we develop; our ability to adjust our pace of completion of resort development relative to the pace of our sales of the underlying vacation ownership interests; and risks related to real estate project development costs and completion; and
private resale of vacation ownership interests could adversely affect our vacation ownership resorts and vacation exchange businesses.
Third-party Internet reservation systems may adversely impact us.
Consumers increasingly use third-party Internet travel intermediaries to search for and book their hotel, resort and other travel accommodations. As the use of these third-party Internet reservation channels increases, consumers may rely upon these third-party Internet systems to the detriment of the reservations systems provided by our own lodging and rental brands, which may impact consumer preferences for lodging choices outside of our own brands and adversely impact our bookings and rates.
The continued success of our hotel business relies upon continued growth in the number of hotel properties under our brands and the performance of our franchisees.
We have been historically successful in growing the number of our brands and franchised hotels in our hotel business and our revenues and profitability in our hotel segment relies upon our achieving continued growth objectives for franchised hotels in this segment. We are subject to many challenges in growing and sustaining our growth in the number of our franchised hotels including maintaining the quality of our service, operational support and reservation systems to support our franchisees, our ability to compete with other hotel owners for existing and future hotel franchisees, our ability to continue and enhance consumer acceptance of our brands and the quality of our managers and entire organization in supporting our hotel business. We also are subject to the risk of entering into franchise relationships with owners and operators who do not achieve or maintain the quality standards we set, which if not appropriately and timely addressed could adversely impact our brand image and our ability to attract quality franchisee operators.
Our hotel business depends in part on our management arrangements with third parties.
Our hotel business is a party to management arrangements with certain of our hotel owners and franchisees, under which we typically are required to satisfy certain financial and performance criteria and standards. Our ability to satisfy these financial and other performance criteria is subject to many of the risks common to the hotel industry as described in this report including factors and circumstances outside of our control such as economic conditions and consumer travel and lodging preferences, as well as risks within our control such as the efforts and quality of our managers overseeing these management arrangements and our operating performance generally. Should any significant number of these arrangements be terminated by reason of our failure to satisfy financial or performance criteria, it may have an adverse impact on our operating performance and profitability. We may provide a parent guaranty of our subsidiaries’ performance under the guaranty which could expose us to litigation risks in the event of a dispute. We cannot assure you that all of our current and future management arrangements will continue or that we will be able to enter into new management arrangements in the future on favorable terms.
We are subject to risks related to our vacation ownership receivables portfolio.
We are subject to risks that purchasers of vacation ownership interests who finance a portion of the purchase price default on their loans due to adverse macro or personal economic conditions or otherwise, which would increase loan loss reserves and adversely affect loan portfolio performance; that if such defaults occur during the early part of the loan amortization period we will not have recovered the marketing, selling, administrative and other costs associated with such vacation ownership interests; such costs will be incurred again in connection with the resale of the repossessed vacation ownership interest; and the value we recover in a default is not in all instances sufficient to cover the outstanding debt;debt.
the quality of the services provided by franchisees, our vacation exchange and rentals business, resorts with units that are exchanged through our vacation exchange business and/or resorts in which we sell vacation ownership interests may adversely affect our image and reputation;
our ability to generate sufficient cash to buy from third-party suppliers the products that we need to provide to the participants in our points programs who want to redeem points for such products;
overbuilding in one or more segments of the hospitality industry and/or in one or more geographic regions;
changes in the number and occupancy and room rates of hotels operating under franchise and management agreements;
changes in the relative mix of franchised hotels in the various lodging industry price categories;
our ability to develop and maintain positive relations and contractual arrangements with current and potential franchisees, hotel owners, vacation exchange members, vacation ownership interest owners, resorts with units that are exchanged through our vacation exchange business and/or owners of vacation properties that our vacation rentals business markets for rental;
the availability of and competition for desirable sites for the development of vacation ownership properties; difficulties associated with obtaining entitlements to develop vacation ownership properties; liability under state and local laws with respect to any construction defects in the vacation ownership properties we develop; and our ability to adjust our pace of completion of resort development relative to the pace of our sales of the underlying vacation ownership interests;
our ability to adjust our business model to generate greater cash flow and require less capital expenditures;
private resale of vacation ownership interests, which could adversely affect our vacation ownership resorts and vacation exchange businesses;
revenues from our lodging business are indirectly affected by our franchisees’ pricing decisions;
organized labor activities and associated litigation;
maintenance and infringement of our intellectual property;
the bankruptcy or insolvency of any one of our customers, which could impair our ability to collect outstanding fees or other amounts due or otherwise exercise our contractual rights;
franchisees that have development advance notes with us may experience financial difficulties;
increases in the use of third-party Internet services to book online hotel reservations; and
disruptions in relationships with third parties, including marketing alliances and affiliations with e-commerce channels.
We may not be able to achieve our growth objectives.
We may not be able to achieve our growth objectives for increasing our cash flows, the number of franchised and/or managed properties in our lodging business, the number of vacation exchange members in our vacation exchange business, the number of rental weeks sold by our vacation rentals business and the number of tours generated and vacation ownership interests sold by our vacation ownership business.
We may be unable to identify acquisition targets that complement our businesses, and if we are able to identify suitable acquisition targets, we may not be able to complete acquisitions on commercially reasonable terms. Our ability to complete acquisitions depends on a variety of factors, including our ability to obtain financing on acceptable terms and requisite government approvals. If we are able to complete acquisitions, there is no assurance that we will be able to achieve the revenue and cost benefits that we expected in connection with such acquisitions or to successfully integrate the acquired businesses into our existing operations.
Our international operations are subject to risks not generally applicable to our domestic operations.
Our international operations are subject to numerous risks including exposure to local economic conditions; potential adverse changes in the diplomatic relations of foreign countries with the U.S.; hostility from local populations;
political instability; threats or acts of terrorism; restrictions and taxes on the withdrawal of foreign investment and earnings; government policies against businesses owned by foreigners; investment restrictions or requirements; diminished ability to legally enforce our contractual rights in foreign countries; foreign exchange restrictions; fluctuations in foreign currency exchange rates;
conflicts between local laws
might conflict withand U.S.
laws;laws including laws that impact our rights to protect our intellectual property; withholding and other taxes on remittances and other payments by subsidiaries; and changes in and application of foreign taxation structures including
value-addedvalue added taxes.
Any adverse outcome resulting from the financial instability within certainor performance of European economies, the instability of the Euro currency and the related volatility on foreign exchange and interest rates could have an effect on our results of operations, financial position or cash flows.
We are subject to risks related to litigation filed by or against us.
We are subject to a number of legal actions and the risk of future litigation as described under “Legal Proceedings”. We cannot predict with certainty the ultimate outcome and related damages and costs of litigation and other proceedings filed by or against us. Adverse results in litigation and other proceedings may harm our business.
We are subject to certain risks related to our indebtedness, hedging transactions,
our securitization of certain of our assets,
our surety bond requirements, the cost and availability of capital and the extension of credit by us.
We are a borrower of funds under our credit facilities, credit lines, senior notes,
commercial paper programs and securitization financings. We extend credit when we finance purchases of vacation ownership interests and in instances when we provide key money, development advance notes and mezzanine or other forms of subordinated financing to assist franchisees and hotel owners in converting to or building a new hotel branded under one of our
Wyndham Hotel Grouphotel brands. We use financial instruments to reduce or hedge our financial exposure to the effects of currency and interest rate fluctuations. We are required to post surety bonds in connection with our development
and sales activities. In connection with our debt obligations, hedging transactions,
the securitization of certain of our assets,
our surety bond requirements, the cost and availability of capital and the extension of credit by us, we are subject to numerous risks including:
our cash flows from operations or available lines of credit may be insufficient to meet required payments of principal and interest, which could result in a default and acceleration of the underlying debt;
debt and under other debt instruments that contain cross-default provisions;if we are unable to comply with the terms of the financial covenants under our revolving credit facility or other debt, including a breach of the financial ratios or tests, such non-compliance could result in a default and acceleration of the underlying revolver debt and under other debt instruments that contain cross-default provisions;
our leverage may adversely affect our ability to obtain additional financing;
our leverage may require the dedication of a significant portion of our cash flows to the payment of principal and interest thus reducing the availability of cash flows to fund working capital, capital expenditures, dividends, share repurchases or other operating needs;
increases in interest rates;
rating agency downgrades for our debt that could increase our borrowing costs;
costs and prevent us from obtaining additional financing;failure or non-performance of counterparties to foreign exchange and interest rate hedging transactions;
we may not be able to securitize our vacation ownership contract receivables on terms acceptable to us because of, among other factors, the performance of the vacation ownership contract receivables, adverse conditions in the market for vacation ownership loan-backed notes and asset-backed notes in general and the risk that the actual amount of uncollectible accounts on our securitized vacation ownership contract receivables and other credit we extend is greater than expected;
our securitizations contain portfolio performance triggers which if violated may result in a disruption or loss of cash flow from such transactions;
a reduction in commitments from surety bond providers which may impair our vacation ownership business by requiring us to escrow cash in order to meet regulatory requirements of certain states;
prohibitive cost and inadequate availability of capital could restrict the development or acquisition of vacation ownership resorts by us and the financing of purchases of vacation ownership interests;
the inability of hotel owners that have received mezzanine and other loans from us to pay back such loans; and
if interest rates increase significantly, we may not be able to increase the interest rate offered to finance purchases of vacation ownership interests by the same amount of the increase.increase or such higher interest rates could reduce the desirability or demand of our customers for acquiring or financing our vacation ownership interests.
Economic conditions affecting the hospitality industry, the global economy and credit markets generally may adversely affect our business and results of operations, our ability to obtain financing
and/or securitize our receivables on reasonable and acceptable terms, the performance of our loan portfolio and the market price of our common stock.
The future economic environment for the hospitality industry and the global economy may continue to be challenged. The hospitality industry has experienced and may continue to experience significant downturns in connection with or in anticipation of declines in general economic conditions. The current economy has been characterized by higher unemployment, lower family income, lower business investment and lower consumer spending, leading to lower demand for hospitality services and products. Declines in consumer and commercial spending may adversely affect our revenues and profits.
Our access to credit and capital also depends in large measure on market liquidity factors, which we do not control. Our ability to access the credit and capital markets may be restricted at times when we require or would like access to those credit and capital markets, which could impact our business plans and operating model. Uncertainty
or volatility in the equity and credit markets may
also negatively affect our ability to access short-term and long-term financing on reasonable terms or at all, which would negatively impact our liquidity and financial condition. In addition, if one or more of the financial institutions that support our existing credit facilities fails we may not be able to find a replacement, which would negatively impact our ability to borrow under the credit facilities. Disruptions in the financial markets may adversely affect our credit rating and the market value of our common stock. If we are unable to refinance
if necessary,or repay our outstanding debt when due, our results of operations and financial condition will be materially and adversely affected.
While we believe we have adequate sources of liquidity to meet our anticipated requirements for working capital, debt service and capital expenditures for the foreseeable future, if our cash flow or capital resources prove inadequate we could face liquidity problems that could materially and adversely affect our results of operations and financial condition.
Our liquidity as it relates to our vacation ownership contract receivables securitization program could be adversely affected if we were to fail to renew or replace our securitization warehouse conduit facility on its renewal date or if a particular receivables pool were to fail to meet certain ratios, which could occur in certain instances if the default rates or other credit metrics of the underlying vacation ownership contract receivables deteriorate. Our ability to sell securities backed by our vacation ownership contract receivables depends on the continued ability and willingness of capital market participants to invest in such securities.
It is possible that asset-backed securities issued pursuant to our securitization programs could in the future be downgraded by credit agencies. If a downgrade occurs our ability to complete other securitization transactions on acceptable terms or at all could be
jeopardized, and wejeopardized. We could be forced to rely on other potentially more expensive and less attractive funding sources to the extent available which would decrease our profitability and may require us to adjust our business operations accordingly including reducing or suspending our financing to purchasers of vacation ownership interests.
If for any reason our sources of liquidity, including our securitization programs, were to decrease such that we were required to reduce or suspend our financing for any significant number of purchases of our vacation ownership contracts, our sales of vacation ownership interests would likely decrease, which would adversely impact our revenues, cash flows and profitability.
An increase in interest rates would increase our financing costs and could adversely impact the demand for our vacation ownership interests.
Rising interest rates would increase the interest rates we pay in connection with our indebtedness, which would reduce our profitability and our cash flow available for other corporate purposes. While we may enter into interest rate hedging arrangements to reduce the impact of increased interest rates, the cost of such hedging arrangements can be significant. In addition, if the cost of consumer financing to our customers and prospective customers for our vacation ownership interests were to rise, the demand for these products may decline, which could adversely impact our revenues and profitability.
We are subject to risks related to litigation.
We are subject to a number of legal actions and the risk of future litigation as described in this report. We cannot predict with certainty the ultimate outcome and related damages and costs of litigation and other proceedings filed by or against us. Adverse results in litigation and other proceedings may harm our business.
Our businesses are subject to extensive regulation and the cost of compliance or failure to comply with such regulations may adversely affect us.
Our businesses are heavily regulated by federal, state and local governments in the countries in which our operations are conducted. In addition, domestic and foreign federal, state and local regulators may enact new laws and regulations that may reduce our revenues, cause our expenses to increase
and/or require us to modify substantially our business practices. If we are not in compliance with applicable laws and regulations including
among others those governing franchising, timeshare, consumer financing and other lending, information security and data privacy, marketing and sales, unfair and deceptive trade practices, telemarketing including “do not call” legislation, data protection, licensing, labor, employment, health care, health and safety, accessibility, immigration, gaming, environmental (includingincluding climate change),change, securities, stock exchange listing, accounting, tax and regulations applicable under the Dodd-Frank Act, Office of Foreign Asset Control and the Foreign Corrupt Practices Act (andand local equivalents in international jurisdictions),jurisdictions, we may be subject to regulatory investigations or actions, fines, penalties, injunctions and potential criminal prosecution.
In addition, increases in the cost and administrative burden of compliance with such laws and regulations would impact our business operations and would adversely impact our operating performance including our profitability.
We have substantial business operations outside the U.S. and we are subject to compliance with significant laws and regulations governing fraud, bribery and other anti-corruption laws.
Legislation such as the Foreign Corrupt Practices Act, The United Kingdom Bribery Act and other similar fraud, bribery and anti-corruption laws prohibit companies and their intermediaries from making improper payments to public and/or private officials for the purposes of obtaining or retaining business. We have policies and processes in place for the purpose of monitoring compliance with these laws. We provide training to our employees as part of our compliance programs in order to protect against noncompliance or violations of these laws. However, there can be no assurance that our policies, processes, and training will always protect us against any noncompliance with these laws and regulations. Should we violate or not comply with any of these fraud, bribery or other anti-corruption laws or regulations, either intentionally or unintentionally, or through the acts of intermediaries, we could incur significant civil and criminal penalties, which could have a material adverse effect on our business, brands, financial condition and results of operations.
We are subject to risks relatedextensive federal, state and local environmental laws and regulations.
Our operations, as well as the operations of our hotel and other property owners, are subject to
corporate responsibility.Many factors influencea significant array of environmental laws and regulations, including those relating to discharges into water, emissions to air, releases of hazardous and toxic substances and remediation of contaminated sites. Pursuant to such laws and regulations we could be liable for the cost of cleaning up or removing hazardous substances at or in connection with our reputationcurrently or formerly owned or operated properties, often whether or not the owner or operator knew of or was responsible for the presence, discharge or transfer of such hazardous or toxic substances. The cost of investigation, remediation and other requirements for the clean-up, treatment or remediation of contaminated sites could be substantial. Further, contamination on or from any of our currently or formerly owned or operated properties could subject us to liability to third parties or governmental authorities for remediation costs and injuries to persons, property or natural resources. Although we do not typically arrange for the treatment or disposal of large quantities of hazardous or toxic substances, we could also be held liable for the clean-up of third-party disposal sites where we have arranged for the disposal of our wastes.
Our ability to successfully market our services and products may be adversely impacted by continued changes in privacy laws and regulations.
Our operating model relies on a broad array of marketing programs to our customers and prospective customers, including telemarketing, emails, social media and other marketing techniques and programs. These marketing programs are subject to extensive laws and regulations in the U.S. and international markets regulating consumer marketing and solicitation as well as data protection. While we continue to monitor all such laws and regulations, the cost of compliance impacts our operating costs. In addition, these laws require us to regularly adjust our marketing programs and techniques, and compliance with all of these laws and regulations may impact and restrict the success of our marketing programs, which could lead to less frequent or less impactful marketing to our customers and our prospective customers.
Failure to maintain the security of personally identifiable and other information, non-compliance with our contractual or other legal obligations regarding such information or a violation of our privacy and security policies with respect to such information could adversely affect us.
On June 26, 2012, the U.S. Federal Trade Commission (“FTC”) filed a lawsuit in Federal District Court for the District of Arizona against us and our subsidiaries, Wyndham Hotel Group, LLC, Wyndham Hotels & Resorts Inc. and Wyndham Hotel Management Inc., alleging unfairness and deception-based violations of Section 5 of the FTC Act in connection with three prior data breach incidents involving a group of Wyndham brand hotels. We dispute the allegations in the lawsuit and are defending this lawsuit vigorously. We do not believe that the data breach incidents were or expect that the outcome of the FTC litigation will be material to us.
In connection with our business, we and our service providers collect and retain large volumes of certain types of personal and proprietary information pertaining to our customers, stockholders and employees. Such information includes but is not limited to large volumes of customer credit and payment card information. The legal, regulatory and contractual environment surrounding information security and privacy is constantly evolving and the valuehospitality industry is under increasing attack by cyber-criminals operating on a global basis. Our information technology infrastructure and information systems may also be vulnerable to system failures, computer hacking, cyber-terrorism, computer viruses, and other intentional or unintentional interference, negligence, fraud, misuse and other unauthorized attempts to access or interfere with these systems and our personal and proprietary information. The increased scope and complexity of our information technology infrastructure and systems could contribute to the potential risk of security breaches or breakdown. While we maintain what we believe are reasonable security controls over proprietary information as well as the personal information of our customers, stockholders and employees, any breach of or breakdown in our systems that results in the unauthorized release of proprietary or personal information could nevertheless occur and have a material adverse effect on our brands, including perceptionsreputation, business, financial condition and results of operations, as well as subject us held byto significant regulatory actions and fines, litigation, loss, third-party damages and other liabilities. Such a breach or a breakdown could also materially increase our key stakeholderscosts to protect such information and to protect against such risks. A failure on our part to comply with information security, privacy and other similar laws and regulations with respect to the communities inprotection and privacy of personal or proprietary information could subject us to significant fines and other regulatory sanctions.
The insurance that we carry may not at all times cover our potential liabilities, losses or replacement costs.
We carry insurance for general liability, property, business interruption and other insurable risks with respect to our business and properties. We also self-insure for certain risks for up to certain monetary limits. The terms and conditions or the amounts of coverage of our insurance may not at all times be sufficient to pay or reimburse us for the amount of our liabilities, losses or replacement costs, and there may also be risks for which we do
business. Businesses face increasing scrutinynot obtain insurance in the full amount concerning a potential loss or liability, or at all, due to the cost or availability of
such insurance. As a result, we may incur liabilities or losses in the
social and environmental impact of their actions and there is a risk of damage to our reputation and the valueoperation of our
brands ifbusiness, which may be substantial, which are not sufficiently covered by the insurance we
fail to act responsiblymaintain, or
comply with regulatory requirements inat all, which could have a
number of areas such as safety and security, sustainability, responsible tourism, environmental management, human rights and support for local communities.We are dependentmaterial adverse effect on our senior management.
We believe that our future growth depends, in part, on the continued servicesbusiness, financial condition and results of our senior management team. Losing the services of any members of our senior management team could adversely affect our strategic and customer relationships and impede our ability to execute our business strategies.
operations.
Our inability to adequately protect and maintain our intellectual property could adversely affect our business.
Our inability to adequately protect and maintain our trademarks, trade dress and other intellectual property rights could adversely affect our business. We generate, maintain, utilize and enforce a substantial portfolio of trademarks, trade dress and other intellectual property that are fundamental to the brands that we use in all of our businesses. There can be no assurance that the steps we take to protect our intellectual property will be adequate. Any event that materially damages the reputation of one or more of our brands could have an adverse impact on the value of that brand and subsequent revenues from that brand. The value of any brand is influenced by a number of factors including consumer preference and perception and our failure to ensure compliance with brand standards.
Disasters, disruptions and other impairment of our information technologies and systems
and service facilities could adversely affect our business.
Any disaster, disruption or other impairment in our technology capabilities
and service facilities could harm our business. Our businesses depend upon the use of sophisticated information technologies and systems, including technology and systems utilized for reservation systems, vacation exchange systems, hotel/property management, communications, procurement, member record databases, call centers, operation of our loyalty programs and administrative systems.
We also maintain physical facilities to support these systems and related services. The operation, maintenance and updating of these technologies,
systems and
systemsfacilities are dependent upon internal and third-party technologies, systems,
services and
servicessupport and are subject to natural disasters and other disruptions for which there are no assurances of uninterrupted availability or adequate protection.
Failure
We are subject to maintain the security of personally identifiable and other information, non-compliance withrisks related to corporate responsibility.
Many factors influence our
contractual or other legal obligations regarding such information, or a violation of the Company’s privacy and security policies with respect to such information, could adversely affect us.In connection with our business, we and our service providers collect and retain significant volumes of certain types of personally identifiable and other information pertaining to our customers, stockholders and employees. The legal, regulatory and contractual environment surrounding information security and privacy is
constantly evolvingreputation and the hospitality industry is under increasing attackvalue of our brands including perceptions of us held by cyber-criminals inour key stakeholders and the U.S. and other jurisdictionscommunities in which we operate. A significant actual or potential theft, loss, fraudulent use or misusedo business. Businesses face increasing scrutiny of customer, stockholder, employee or our data by cybercrime or otherwise, non-compliance with our contractual or other legal obligations regarding such data orthe social and environmental impact of their actions and there is a violationrisk of our privacy and security policies with respectdamage to such data could adversely impact our reputation and could resultthe value of our brands if we fail to act responsibly or comply with regulatory requirements in significant costs, fines, litigationa number of areas such as safety and security, sustainability, responsible tourism, environmental management, human rights, climate change or regulatory action against us.
availability of resources and support for local communities.
The market price of our shares may fluctuate.
The market price of our common stock may fluctuate depending upon many factors some of which may be beyond our control including our quarterly or annual earnings or those of other companies in our industry; actual or anticipated fluctuations in our operating results due to seasonality and other factors related to our business; changes in accounting principles or rules; announcements by us or our competitors of significant acquisitions or dispositions; the failure of securities analysts to cover our common stock; changes in earnings estimates by securities analysts or our ability to meet those estimates; the operating and stock price performance of comparable companies; overall market fluctuations; and general economic conditions. Stock markets in general have experienced volatility that has often been unrelated to the operating performance of a particular company. These broad market fluctuations may adversely affect the trading price of our common stock.
Your percentage ownership in Wyndham Worldwide may be diluted in the future.
Your percentage ownership in Wyndham Worldwide may be diluted in the future because of equity awards that we
have and expect will be granted over time to our
directors, officersDirectors and
employees as well as due to the exercise of options.employees. In addition, our Board may issue shares of our common and preferred stock and debt securities convertible into shares of our common and preferred stock up to certain regulatory thresholds without shareholder approval.
Provisions in our certificate of incorporation and by-laws and under Delaware law may prevent or delay an acquisition of
our Company,Wyndham Worldwide which could impact the trading price of our common stock.
Our certificate of incorporation and by-laws and Delaware law contain provisions that are intended to deter coercive takeover practices and inadequate takeover bids by making such practices or bids unacceptably expensive and to encourage prospective acquirers to negotiate with our Board rather than to attempt a hostile takeover. These provisions include
a Board of Directors that
is divided into three classes with staggered terms; elimination ofstockholders do not have the right
of our stockholders to act by written
consent;consent, rules regarding how stockholders may present proposals or nominate directors for election at stockholder
meetings;meetings, the right of our Board to issue preferred stock without stockholder
approval;approval and limitations on the right of stockholders to remove directors. Delaware law also imposes restrictions on mergers and other business combinations between us and any holder of 15% or more of our outstanding shares of common stock.
We cannot provide assurance that we will continue to pay
dividends.dividends or purchase shares of our common stock under our stock repurchase program.
There can be no assurance that we will have sufficient surplus under Delaware law to be able to continue to pay
dividends.dividends or purchase shares of our common stock under our stock repurchase program. This may result from extraordinary cash expenses, actual expenses exceeding contemplated costs, funding of capital expenditures, increases in reserves or lack of available capital. Our Board of Directors may also suspend the payment of dividends
or our stock repurchase program if the Board deems such action to be in
theour best interests
or those of
the Company orour stockholders. If we do not pay dividends, the price of our common stock must appreciate for you to realize a gain on your investment in Wyndham Worldwide. This appreciation may not occur and our stock may in fact depreciate in value.
We are responsible for certain of Cendant’s contingent and other corporate liabilities.
Under the separation agreement and the tax sharing agreement that we executed with Cendant (now Avis Budget Group) and former Cendant units, Realogy and Travelport, we and Realogy generally are responsible for 37.5% and 62.5%, respectively, of certain of Cendant’s contingent and other corporate liabilities and associated costs including certain contingent and other corporate liabilities of Cendant and/or its subsidiaries to the extent incurred on or prior to August 23,
2006, including2006. These liabilities
include those relating to certain of Cendant’s terminated or divested businesses, the Travelport sale,
the Cendantcertain Cendant-related litigation,
described in this report, actions with respect to the separation plan and payments under certain contracts that were not allocated to any specific party in connection with the separation.
If any party responsible for the liabilities described above were to default on its obligations, each non-defaulting party
(includingincluding Avis
Budget)Budget would be required to pay an equal portion of the amounts in default. Accordingly, we could under certain circumstances be obligated to pay amounts in excess of our share of the assumed obligations related to such liabilities including associated costs.
On or about April 10, 2007, Realogy Corporation was acquired by affiliates of Apollo Management VI, L.P. and its stock is no longer publicly traded. The acquisition does not negate Realogy’s obligation to satisfy 62.5% of such contingent and other corporate liabilities of Cendant or its subsidiaries pursuant to the terms of the separation agreement. As a result of the acquisition, however, Realogy has greater debt obligations and its ability to satisfy its portion of these liabilities may be adversely impacted. In accordance with the terms of the separation agreement, Realogy posted a letter of credit in April 2007 for our and Cendant’s benefit to cover its estimated share of the assumed liabilities discussed above although there can be no assurance that such letter of credit will be sufficient to cover Realogy’s actual obligations if and when they arise.
We may be required to write-off all or a portion of the remaining value of our goodwill or other intangibles of companies we have acquired.
Under generally accepted accounting principles we review our intangible assets, including goodwill, for impairment at least annually or when events or changes in circumstances indicate the carrying value may not be recoverable. Factors that may be considered a change in circumstances indicating that the carrying value of our goodwill or other intangible assets may not be recoverable include a sustained decline in our stock price and market capitalization, reduced future cash flow estimates and slower growth rates in our industry. We may be required to record a significant non-cash impairment charge in our financial statements during the period in which any impairment of our goodwill or other intangible assets is determined, negatively impacting our results of operations and stockholders’ equity.
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| ITEM 1B. | UNRESOLVED STAFF COMMENTS |
Our corporate headquarters is located in a leased office at 22 Sylvan Way in Parsippany, New Jersey, which lease expires in
2024.2029. We also have a leased office in Virginia Beach, Virginia for our
EmployeeAssociate Service Center, which lease expires in
2014.2019.
The main corporate operations of our lodging business
sharesshare office space
at a buildingin our corporate headquarters leased by Wyndham in Parsippany, New Jersey. Our lodging business also leases space for its reservations centers and/or data warehouses in
Aberdeen, South Dakota; Phoenix, Arizona;
and Saint John, New Brunswick,
Canada: and Aberdeen, South DakotaCanada pursuant to leases that expire in
2012, 20132016, 2017 and
2016,2020, respectively. In addition, our lodging business
has eight leases
for office space in
Beijing, China expiringvarious countries outside the U.S. with varying expiration dates ranging between 2015 and 2021. Our lodging business also has four leases for office space within the U.S. with varying expiration dates ranging between 2015 and 2020 and a storage facility located in
2012; Hong Kong, China expiringParsippany, New Jersey that expires in
2013; Shanghai, China expiring in 2013; Bangkok, Thailand expiring in 2012; Singapore expiring in 2012; Gurgaon, India expiring in 2012; London,United Kingdom expiring in 2021; Dubai, UAE, expiring in 2012; Miramichi, New Brunswick, Canada expiring in 2013; Mission Viejo, California expiring in 2013; Oakland Park, Florida expiring in 2015; Atlanta, Georgia expiring in 2015; Rosemont, Illinois expiring in 2015; and Dallas, Texas expiring in 2013.2017. All leases that are due to expire in 20122015 are presently under review related to our ongoing requirements.
Wyndham Exchange & Rentals
Our vacation exchange and rentals business has its main corporate operations at a leased office in Parsippany, New Jersey, which lease
has been extended on a month to month basis, until such time as we move into a new leased facility which is currently under constructionexpires in
Parsippany, New Jersey with estimated completion in 2013 and a lease term through 2028.2029. Our vacation exchange business also owns five properties located in the
following cities: Carmel, Indiana; Cork, Ireland; Kettering,U.S., Ireland, United
Kingdom;Kingdom, Mexico
City, Mexico; and
Albufeira, Portugal. Our vacation exchange business also has one other leased office located within the U.S. pursuant to a lease that expires in
20142019 and
2420 additional leased spaces in various countries outside the U.S. pursuant to leases that expire generally between
1 and 3 years2015 through 2017 except for
5 leasesone lease that
expire between 2015 andexpires in 2020. Our vacation rentals
business’business’s operations are managed in
twenty-two28 owned locations
(United(of which 19 are located in the U.S., five are located in Denmark, three are located in the United Kingdom
locationsand one is located in
Earby, Lowestoft and Maidstone; Denmark locations in Fano, Hvide Sande, Romo, Sondervig and Varde; an Italy location in Monteriggioni; and U.S. locations in Breckenridge, Colorado; Steamboat Springs, Colorado; Seacrest Beach, Florida; Santa Rosa Beach, Florida; Miramar Beach, Florida; Destin, Florida; Kissimmee, Florida; Davenport, Florida; and Hilton Head, South Carolina) andItaly), four main leased locations
pursuant to leases that expire(of which two are located in
2012 (Hellerup,the U.S., one is located in Denmark and
Dunfermline, United Kingdom), 2015 (Leidschendam,one is located in the Netherlands) and
2021 (Fort Walton Beach, Florida in the U.S.) as well as 111138 smaller leased offices throughout Europe and the
U.S.U.S.. The vacation exchange and rentals business also occupies space in London, United Kingdom pursuant to a lease that expires in 2021. All leases that are due to expire in
20122015 are presently under review related to our ongoing requirements.
Wyndham Vacation Ownership
Our vacation ownership business has its main corporate operations in Orlando, Florida pursuant to several leases, which
begin to expire
beginning 2012 and will be consolidated into a single new office with a lease expiring in 2025. Our vacation ownership business also owns a contact center facility in Redmond, Washington as well as
leasesleased space in Springfield,
MissouriMissouri; Chicago, Illinois; and Las Vegas, Nevada with various expiration
dates for this same function.dates. Our vacation ownership business leases space for administrative functions in Las Vegas, Nevada
expiringthat expires in
2018.2018 and in Northbrook, Illinois that expires in 2020. In addition, the vacation ownership business leases approximately
7495 marketing and sales offices, of which approximately
6693 are
located throughout the U.S. with
variousvarying expiration dates, and
8eight offices
arelocated in Australia
expiringthat expire between
20132015 and
2015,2019, with the exception of the main corporate operations in Bundall, Australia
expiringwhich expires in
2018.2021.
ITEM 3. LEGAL PROCEEDINGS
We are involved in various claims and lawsuits arising in the ordinary course of business, none of which, in the opinion of management, is expected to have a material
adverse effect on our results of operations or financial condition. See Note 17 to the Consolidated Financial Statements for a description of claims and legal actions arising in the ordinary course of our business and Note 23 to the Consolidated Financial Statements for a description of our obligations regarding Cendant contingent litigation.
ITEM 4. MINE SAFETY DISCLOSURES
None.
| |
| ITEM 5. | MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES |
Market Price of Common Stock
Our common stock is listed on the New York Stock Exchange (“NYSE”) under the symbol “WYN”. As of January 31,
2012,2015, the number of stockholders of record was
7,232.6,085. The following table sets forth the quarterly high and low closing sales prices per share of WYN common stock as reported by the NYSE for the years ended December 31,
20112014 and
2010. | | | | | | | | |
2011 | | High | | | Low | |
First Quarter | | $ | 32.13 | | | $ | 28.13 | |
Second Quarter | | | 34.97 | | | | 30.78 | |
Third Quarter | | | 35.40 | | | | 25.38 | |
Fourth Quarter | | | 38.09 | | | | 26.92 | |
| | | | | | | | |
2010 | | High | | | Low | |
First Quarter | | $ | 25.94 | | | $ | 20.28 | |
Second Quarter | | | 27.59 | | | | 20.14 | |
Third Quarter | | | 28.27 | | | | 20.12 | |
Fourth Quarter | | | 31.08 | | | | 27.32 | |
2013.
|
| | | | | | | | |
| 2014 | | High | | Low |
| First Quarter | | $ | 75.74 |
| | $ | 68.62 |
|
| Second Quarter | | 75.72 |
| | 69.43 |
|
| Third Quarter | | 82.39 |
| | 74.82 |
|
| Fourth Quarter | | 86.77 |
| | 71.83 |
|
|
| | | | | | | | |
| 2013 | | High | | Low |
| First Quarter | | $ | 64.48 |
| | $ | 55.14 |
|
| Second Quarter | | 65.26 |
| | 54.85 |
|
| Third Quarter | | 63.71 |
| | 56.83 |
|
| Fourth Quarter | | 73.69 |
| | 59.36 |
|
During
20112014 and
2010,2013, we paid a quarterly dividend of
$0.15$0.35 and
$0.12,$0.29, respectively, per share of
Common Stockcommon stock issued and outstanding on the record date for the applicable dividend. During February
2012,2015, our Board of Directors
(“Board”) authorized an increase of quarterly dividends to
$0.23$0.42 per share beginning with the dividend expected to be declared during the first quarter
2012.of 2015. Our dividend payout ratio is now approximately
32%34% of the midpoint of
the range of our estimated
20122015 net income after certain adjustments. Our dividend policy for the future is to grow our dividend at least at the rate of growth of our earnings. The declaration and payment of future dividends to holders of our common stock are at the discretion of our Board
of Directors and depend upon many factors, including our financial condition, earnings, capital requirements of our business, covenants associated with certain debt obligations, legal requirements, regulatory constraints, industry practice and other factors that our Board deems relevant. There can be no assurance that a payment of a dividend will occur in the future.
Issuer Purchases of Equity Securities
Below is a summary of our Wyndham Worldwide common stock repurchases by month for the quarter ended December 31,
2011: | | | | | | | | | | | | | | | | |
| ISSUER PURCHASES OF EQUITY SECURITIES | |
| | | | | |
| Period | | Total Number
of Shares
Purchased | | | Average Price
Paid per Share | | | Total Number of
Shares
Purchased as
Part of Publicly
Announced Plan | | | Approximate Dollar
Value of Shares that
May Yet Be Purchased
Under the Publicly
Announced Plan | |
October 1 – 31, 2011 | | | 1,588,753 | | | $ | 29.90 | | | | 1,588,753 | | | $ | 544,814,120 | |
November 1 – 30, 2011 | | | 2,039,937 | | | | 33.46 | | | | 2,039,937 | | | | 476,564,358 | |
December 1 – 31, 2011(*) | | | 3,036,900 | | | | 36.02 | | | | 3,036,900 | | | | 367,261,969 | |
Total | | | 6,665,590 | | | $ | 33.78 | | | | 6,665,590 | | | $ | 367,261,969 | |
|
| | | | | | | | | | |
| ISSUER PURCHASES OF EQUITY SECURITIES |
| Period | Total Number of Shares Purchased | Average Price Paid per Share | Total Number of Shares Purchased as Part of Publicly Announced Plan | Approximate Dollar
Value of Shares that
May Yet Be Purchased
Under the Publicly
Announced Plan |
| October 1 – 31, 2014 | 943,529 |
| $ | 77.15 |
| 943,529 |
| $ | 1,113,833,572 |
|
| November 1 – 30, 2014 | 501,111 |
| 78.79 |
| 501,111 |
| 1,074,351,825 |
|
December 1 – 31, 2014 (*) | 694,717 |
| 84.18 |
| 694,717 |
| 1,015,968,890 |
|
| Total | 2,139,357 |
| $ | 79.82 |
| 2,139,357 |
| $ | 1,015,968,890 |
|
(*) |
Includes 316,000 shares purchased for which the trade date occurred during December 2011 while settlement occurred during January 2012.
|
|
We expect to generate annual net cash provided by operating activities less capital expenditures, equity investments and development advances in
(*) Includes 86,695 shares purchased for which the range of approximately $600 million to $700 million in 2012. A portion of this cash flow is expected to be returned to our shareholders in the form of share repurchases and dividends. trade date occurred during December 2014 while settlement occurred during January 2015.
On August 20, 2007, our Board of Directors authorized aour current stock repurchase program that enabledenables us to purchase up to $200 million of our common stock. On July 22, 2010, theThe Board has since increased the authorization forcapacity of the stock repurchase program six times, most recently on October 22, 2014 by $300 million and, on both April 25, 2011 and August 11, 2011, further increased$1.0 billion, bringing the authorization by $500 million. As a result of such increases, total authorization under the program was $1.5 billion asto $4.0 billion. Under our current and prior stock repurchase plans, the total authorization is $4.8 billion.
During the period January 1,
20122015 through February
16, 2012,12, 2015, we repurchased an additional
20.9 million shares at an average price of
$40.04$84.65 for a cost of
$79$73 million. We currently have
$295$943 million remaining availability in our program. The amount and timing of specific repurchases are subject to market conditions, applicable legal requirements and other factors. Repurchases may be conducted in the open market or in privately negotiated transactions.
The Stock Performance Graph is not deemed filed with the
CommissionSEC and shall not be deemed incorporated by reference into any of our prior or future filings made with the
Commission.SEC.
The following line graph compares the cumulative total stockholder return of our common stock against the S&P 500 Index and the S&P Hotels, Resorts & Cruise Lines Index (consisting of Carnival
plc,Corporation, Marriott International Inc., Starwood Hotels & Resorts Worldwide, Inc.
, Royal Caribbean Cruises Ltd. and Wyndham Worldwide Corporation) for the period from December 31,
20062009 to December 31,
2011.2014. The graph assumes that $100 was invested on December 31,
20062009 and all dividends and other distributions were reinvested.
Cumulative Total Return
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | 12/06 | | | 12/07 | | | 12/08 | | | 12/09 | | | 12/10 | | | 12/11 | |
Wyndham Worldwide Corporation | | $ | 100.00 | | | | 73.78 | | | | 20.85 | | | | 65.45 | | | | 99.16 | | | | 127.59 | |
S&P 500 Index | | | 100.00 | | | | 105.49 | | | | 66.46 | | | | 84.05 | | | | 96.71 | | | | 98.75 | |
S&P Hotels, Resorts & Cruise Lines Index | | | 100.00 | | | | 87.58 | | | | 45.44 | | | | 70.81 | | | | 108.54 | | | | 87.64 | |
|
| | | | | | | | | | | | | | | | | |
| | 12/09 | | 12/10 | | 12/11 | | 12/12 | | 12/13 | | 12/14 |
| Wyndham Worldwide Corporation | 100.00 |
| | 151.49 |
| | 194.93 |
| | 279.39 |
| | 394.08 |
| | 467.03 |
|
| S&P 500 | 100.00 |
| | 115.06 |
| | 117.49 |
| | 136.30 |
| | 180.44 |
| | 205.14 |
|
| S&P Hotels, Resorts & Cruise Lines | 100.00 |
| | 153.28 |
| | 123.75 |
| | 154.92 |
| | 200.07 |
| | 248.20 |
|
ITEM 6. SELECTED FINANCIAL DATA
|
| | | | | | | | | | | | | | | | | | | |
| | As of or For the Year Ended December 31, |
| | 2014 | | 2013 | | 2012 | | 2011 | | 2010 |
| Statement of Income Data (in millions): | | | | | | | | | |
| Net revenues | $ | 5,281 |
| | $ | 5,009 |
| | $ | 4,534 |
| | $ | 4,254 |
| | $ | 3,851 |
|
| Expenses: | | | | | | | | | |
Operating and other (a) | 4,061 |
| | 3,865 |
| | 3,482 |
| | 3,246 |
| | 2,947 |
|
| Loss on sale and asset impairments | 35 |
| | 8 |
| | 8 |
| | 57 |
| | 4 |
|
| Restructuring | 11 |
| | 10 |
| | 7 |
| | 6 |
| | 9 |
|
| Depreciation and amortization | 233 |
| | 216 |
| | 185 |
| | 178 |
| | 173 |
|
| Operating income | 941 |
| | 910 |
| | 852 |
| | 767 |
| | 718 |
|
| Other income, net | (7 | ) | | (6 | ) | | (8 | ) | | (11 | ) | | (7 | ) |
| Interest expense | 113 |
| | 131 |
| | 132 |
| | 140 |
| | 137 |
|
| Early extinguishment of debt | — |
| | 111 |
| | 108 |
| | 12 |
| | 30 |
|
| Interest income | (10 | ) | | (9 | ) | | (8 | ) | | (24 | ) | | (5 | ) |
| Income before income taxes | 845 |
| | 683 |
| | 628 |
| | 650 |
| | 563 |
|
| Provision for income taxes | 316 |
| | 250 |
| | 229 |
| | 233 |
| | 184 |
|
| Net income | 529 |
| | 433 |
| | 399 |
| | 417 |
| | 379 |
|
| Net (income)/loss attributable to noncontrolling interest | — |
| | (1 | ) | | 1 |
| | — |
| | — |
|
| Net income attributable to Wyndham shareholders | $ | 529 |
| | $ | 432 |
| | $ | 400 |
| | $ | 417 |
| | $ | 379 |
|
| Per Share Data | | | | | | | | | |
| Basic | | | | | | | | | |
| Net income attributable to Wyndham shareholders | $ | 4.22 |
| | $ | 3.25 |
| | $ | 2.80 |
| | $ | 2.57 |
| | $ | 2.13 |
|
| Weighted average shares outstanding | 125 |
| | 133 |
| | 143 |
| | 162 |
| | 178 |
|
| Diluted | | | | | | | | | |
| Net income attributable to Wyndham shareholders | $ | 4.18 |
| | $ | 3.21 |
| | $ | 2.75 |
| | $ | 2.51 |
| | $ | 2.05 |
|
| Weighted average shares outstanding | 127 |
| | 135 |
| | 145 |
| | 166 |
| | 185 |
|
| Dividends | | | | | | | | | |
| Cash dividends declared per share | $ | 1.40 |
| | $ | 1.16 |
| | $ | 0.92 |
| | $ | 0.60 |
| | $ | 0.48 |
|
| Balance Sheet Data (in millions): | | | | | | | | | |
Securitized assets (b) | $ | 2,629 |
| | $ | 2,314 |
| | $ | 2,543 |
| | $ | 2,638 |
| | $ | 2,865 |
|
| Total assets | 9,679 |
| | 9,741 |
| | 9,463 |
| | 9,023 |
| | 9,416 |
|
| Securitized debt | 2,165 |
| | 1,910 |
| | 1,960 |
| | 1,862 |
| | 1,650 |
|
| Long-term debt | 2,888 |
| | 2,931 |
| | 2,602 |
| | 2,153 |
| | 2,094 |
|
| Total equity | 1,257 |
| | 1,625 |
| | 1,931 |
| | 2,232 |
| | 2,917 |
|
Operating Statistics: (c) | | | | | | | | | |
| Lodging | | | | | | | | | |
| Number of rooms | 660,800 |
| | 645,400 |
| | 627,400 |
| | 613,100 |
| | 612,700 |
|
| RevPAR | $ | 37.57 |
| | $ | 36.00 |
| | $ | 34.80 |
| | $ | 33.34 |
| | $ | 31.14 |
|
| Vacation Exchange and Rentals | | | | | | | | | |
| Average number of members (in 000s) | 3,765 |
| | 3,698 |
| | 3,674 |
| | 3,750 |
| | 3,753 |
|
| Exchange revenue per member | $ | 177.12 |
| | $ | 181.02 |
| | $ | 179.68 |
| | $ | 179.59 |
| | $ | 177.53 |
|
| Vacation rental transactions (in 000s) | 1,552 |
| | 1,483 |
| | 1,392 |
| | 1,347 |
| | 1,163 |
|
| Average net price per vacation rental | $ | 558.95 |
| | $ | 532.11 |
| | $ | 504.55 |
| | $ | 530.78 |
| | $ | 425.38 |
|
| Vacation Ownership | | | | | | | | | |
Gross Vacation Ownership Interest (“VOI”) sales (in 000s) | $ | 1,889,000 |
| | $ | 1,889,000 |
| | $ | 1,781,000 |
| | $ | 1,595,000 |
| | $ | 1,464,000 |
|
| Tours (in 000s) | 794 |
| | 789 |
| | 724 |
| | 685 |
| | 634 |
|
| Volume Per Guest (“VPG”) | $ | 2,257 |
| | $ | 2,281 |
| | $ | 2,324 |
| | $ | 2,229 |
| | $ | 2,183 |
|
ITEM 6. |
SELECTED FINANCIAL DATA |
|
| | | | | | | | | | | | | | | | | | | | |
| | | As of or For the Year Ended December 31, | |
| | | 2011 | | | 2010 | | | 2009 | | | 2008 | | | 2007 | |
Statement of Operations Data (in millions): | | | | | | | | | | | | | | | | | | | | |
Net revenues | | $ | 4,254 | | | $ | 3,851 | | | $ | 3,750 | | | $ | 4,281 | | | $ | 4,360 | |
Expenses: | | | | | | | | | | | | | | | | | | | | |
Operating and other(a) | | | 3,246 | | | | 2,947 | | | | 2,916 | | | | 3,422 | | | | 3,468 | |
Goodwill and other impairments | | | 57 | | | | 4 | | | | 15 | | | | 1,426 | | | | — | |
Restructuring costs | | | 6 | | | | 9 | | | | 47 | | | | 79 | | | | — | |
Separation and related costs | | | — | | | | — | | | | — | | | | — | | | | 16 | |
Depreciation and amortization | | | 178 | | | | 173 | | | | 178 | | | | 184 | | | | 166 | |
| | | | | | | | | | | | | | | | | | | | |
Operating income/(loss) | | | 767 | | | | 718 | | | | 594 | | | | (830 | ) | | | 710 | |
Other income, net(b) | | | (11 | ) | | | (7 | ) | | | (6 | ) | | | (11 | ) | | | (7 | ) |
Interest expense | | | 152 | | | | 167 | | | | 114 | | | | 80 | | | | 73 | |
Interest income | | | (24 | ) | | | (5 | ) | | | (7 | ) | | | (12 | ) | | | (11 | ) |
| | | | | | | | | | | | | | | | | | | | |
Income/(loss) before income taxes | | | 650 | | | | 563 | | | | 493 | | | | (887 | ) | | | 655 | |
Provision for income taxes(c) | | | 233 | | | | 184 | | | | 200 | | | | 187 | | | | 252 | |
| | | | | | | | | | | | | | | | | | | | |
Net income/(loss) | | $ | 417 | | | $ | 379 | | | $ | 293 | | | $ | (1,074 | ) | | $ | 403 | |
| | | | | | | | | | | | | | | | | | | | |
Per Share Data(d) | | | | | | | | | | | | | | | | | | | | |
Basic | | | | | | | | | | | | | | | | | | | | |
Net income/(loss) | | $ | 2.57 | | | $ | 2.13 | | | $ | 1.64 | | | $ | (6.05 | ) | | $ | 2.22 | |
Diluted | | | | | | | | | | | | | | | | | | | | |
Net income/(loss) | | $ | 2.51 | | | $ | 2.05 | | | $ | 1.61 | | | $ | (6.05 | ) | | $ | 2.20 | |
Dividends | | | | | | | | | | | | | | | | | | | | |
Cash dividends declared per share(e) | | $ | 0.60 | | | $ | 0.48 | | | $ | 0.16 | | | $ | 0.16 | | | $ | 0.08 | |
Balance Sheet Data (in millions): | | | | | | | | | | | | | | | | | | | | |
Securitized assets(f) | | $ | 2,638 | | | $ | 2,865 | | | $ | 2,755 | | | $ | 2,929 | | | $ | 2,608 | |
Total assets | | | 9,023 | | | | 9,416 | | | | 9,352 | | | | 9,573 | | | | 10,459 | |
Securitized debt(g) | | | 1,862 | | | | 1,650 | | | | 1,507 | | | | 1,810 | | | | 2,081 | |
Long-term debt | | | 2,153 | | | | 2,094 | | | | 2,015 | | | | 1,984 | | | | 1,526 | |
Total stockholders’ equity | | | 2,232 | | | | 2,917 | | | | 2,688 | | | | 2,342 | | | | 3,516 | |
Operating Statistics: (h) | | | | | | | | | | | | | | | | | | | | |
Lodging(i) | | | | | | | | | | | | | | | | | | | | |
Number of rooms(j) | | | 613,100 | | | | 612,700 | | | | 597,700 | | | | 592,900 | | | | 550,600 | |
RevPAR | | $ | 33.34 | | | $ | 31.14 | | | $ | 30.34 | | | $ | 35.74 | | | $ | 36.48 | |
Vacation Exchange and Rentals(k) | | | | | | | | | | | | | | | | | | | | |
Average number of members (in 000s) | | | 3,750 | | | | 3,753 | | | | 3,782 | | | | 3,670 | | | | 3,526 | |
Exchange revenue per member | | $ | 179.59 | | | $ | 177.53 | | | $ | 176.73 | | | $ | 198.48 | | | $ | 209.80 | |
Vacation rental transactions (in 000s) | | | 1,347 | | | | 1,163 | | | | 964 | | | | 936 | | | | 942 | |
Average net price per vacation rental | | $ | 530.78 | | | $ | 425.38 | | | $ | 477.38 | | | $ | 528.95 | | | $ | 480.32 | |
Vacation Ownership | | | | | | | | | | | | | | | | | | | | |
Gross Vacation Ownership Interest (“VOI”) sales (in 000s) | | $ | 1,595,000 | | | $ | 1,464,000 | | | $ | 1,315,000 | | | $ | 1,987,000 | | | $ | 1,993,000 | |
Tours | | | 685,000 | | | | 634,000 | | | | 617,000 | | | | 1,143,000 | | | | 1,144,000 | |
Volume Per Guest (“VPG”) | | $ | 2,229 | | | $ | 2,183 | | | $ | 1,964 | | | $ | 1,602 | | | $ | 1,606 | |
| |
(a)(a)
| Includes operating, cost of vacation ownership interests,VOIs, consumer financing interest, marketing and reservation and general and administrative expenses. During 2011, 2010, 2009, 2008 and 2007, general and administrative expenses include $12 million of a net benefit, $54 million of a net benefit, $6 million of a net expense, and $18 million of a net benefit and $46 million of a net benefit, respectively, from the resolution of and adjustment to certain contingent liabilities and assets. During 2008, general and administrative |
| expenses include charges of $24 million due to currency conversion losses related to the transfer of cash from our Venezuelan operations at our vacation exchange and rentals business. |
| |
(b) | Includes a $4 million gain during 2011 related to the redemption of a preferred stock investment allocated to us in connection with our separation from Cendant.
|
(c) | The difference in our 2008 effective tax rate is primarily due to (i) the non-deductibility of the goodwill impairment charge recorded during 2008, (ii) charges in a tax-free zone resulting from currency conversion losses related to the transfer of cash from our Venezuelan operations at our vacation exchange and rentals business and (iii) a non-cash impairment charge related to the write-off of an investment in a non-performing joint venture at our vacation exchange and rentals business. See Note 7 — Income Taxes for detailed reconciliations of our effective tax rates for 2011, 2010 and 2009.
|
(d) | This calculation is based on basic and diluted weighted average shares of 162 million and 166 million, respectively, during 2011, 178 million and 185 million, respectively, during 2010, 179 million and 182 million, respectively, during 2009, 178 million during 2008 and 181 million and 183 million, respectively, during 2007.
|
(e) | Prior to the third quarter of 2007, we did not pay dividends.
|
(f) | Represents the portion of gross vacation ownership contract receivables, securitization restricted cash and related assets that collateralize our securitized debt. Refer to Note 14 — Transfer and Servicing of Financial Assets for further information. Variable Interest Entities. |
| |
(g)(c)
| Represents debt that is securitized through bankruptcy-remote special purpose entities, the creditors of which have no recourse to us.
|
(h) | See “Operating Statistics” within Item 7 — Management’s Discussion and Analysis for descriptions of the Company’s operating statistics.
|
(i) | U.S. Franchise Systems, Inc. and its Microtel Inns & Suites and Hawthorn Suites hotel brands wereThe impact from acquired on July 18, 2008 and the Tryp hotel brand was acquired on June 30, 2010. The results of operations of these businesses have been included from their acquisition dates forward.
forward (see acquisition list below). |
(j) | The amounts in 2009 and 2008 also included approximately 3,000 rooms affiliated with the Wyndham Hotels and Resorts brand for which we received a fee for reservation and/or other services provided.
|
(k) | Hoseasons Holdings Ltd. was acquired on March 1, 2010, ResortQuest International, LLC was acquired on September 30, 2010, James Villa Holdings Ltd. was acquired on November 30, 2010 and two tuck-in acquisitions were made during the third quarter of 2011. The results of operations of these businesses have been included from their acquisition dates forward.
|
In presenting the financial data above in conformity with generally accepted accounting principles, we are required to make estimates and assumptions that affect the amounts reported. See “Management’s Discussion and Analysis of Financial Condition and Results of Operations — Financial Condition, Liquidity and Capital Resources — Critical Accounting Policies,” for a detailed discussion of the accounting policies that we believe require subjective and complex judgments that could potentially affect reported results.
ACQUISITIONS (2007
ACQUISITIONS (2010 –
2011)2014)
Between January 1,
20072010 and December 31,
2011,2014, we completed
the following acquisitions, thea number of acquisitions. The results of operations and financial position of
whichsuch acquisitions have been included beginning from the relevant acquisition
dates:Two vacation rentals tuck-indates. Below is a list of our primary acquisitions (Third quarter 2011)
during that period (not intended to be a complete list):Midtown 45, NYC Property (January 2013)
Oceana Resorts (December 2012)
Wyndham Grand Rio Mar Hotel (October 2012)
Shell Vacations Club (September 2012)
Smoky Mountain Property Management Group (August 2012)
James Villa Holdings Ltd. (November 2010)
ResortQuest International, LLC (September 2010)
Tryp hotel brand (June 2010)
Hoseasons Holdings Ltd. (March 2010)
U.S. Franchise Systems, Inc. and its Microtel Inns & Suites and Hawthorn Suites hotel brands (July 2008)
See Note 4 to the Consolidated Financial Statements for a discussion of the acquisitions completed during
20112014 and
2010.IMPAIRMENT2013.
LOSS ON SALE
During 2014, we sold our U.K.-based camping business at our vacation exchange and rentals business resulting in a $20 million loss. As a result of this transaction, we received $1 million of cash, net, reduced our net assets by $11 million, wrote-off $6 million of foreign currency translation adjustments and recorded a $4 million indemnification liability. Such loss is recorded within loss on sale and asset impairments on the Consolidated Statement of Income.
IMPAIRMENT &
RESTRUCTURING CHARGESRESTRUCTURING CHARGES
During 2014, we recorded $12 million of restructuring costs at our vacation exchange and rentals and lodging businesses targeted at improving the alignment of the organizational structure of each business with their strategic objectives. In addition, we reversed $1 million of previously recorded contract termination costs related to our 2013 organizational realignment initiative.
Additionally in 2014, we recorded a $7 million non-cash charge at our vacation exchange and rentals business related to the write-down of an equity investment which was the result of a reduction in the fair value of an entity in which we have a minority ownership position. We also recorded an $8 million non-cash charge at our lodging business related to the write-down of an investment in a joint venture, which was the result of the joint venture’s recurring losses and negative operating cash flows.
During 2013, we recorded $10 million of restructuring costs, of which $9 million related to an organizational realignment initiative committed to at our lodging business, primarily focused on optimizing its marketing structure. In addition, we recorded $8 million of non-cash impairment charges at our lodging business primarily related to a partial write-down of our Hawthorn trademark due to lower than anticipated growth in the brand.
During 2012, we recorded an $8 million non-cash asset impairment charge at our vacation exchange and rentals business resulting from the decision to rebrand the ResortQuest and Steamboat Resorts trade names to the Wyndham Vacation Rentals brand. In addition, we recorded restructuring costs of $7 million related to organizational realignment initiatives commenced during 2012 at our vacation exchange and rentals and vacation ownership businesses.
During 2011, we recorded non-cash asset impairment charges at our lodging business which consisted of a write-down of
(i) $44 million of franchise and management agreements, development advance notes and other receivables and
(ii) a $13 million investment in an international joint venture. In addition, we recorded $6 million of restructuring costs primarily related to a strategic realignment initiative committed to during 2010 at our vacation exchange and rentals business.
During 2010, we recorded
(i) $9 million of restructuring costs related to a strategic realignment initiative committed to during 2010 at our vacation exchange and rentals
business and (ii)business. In addition, we recorded a
charge of $4 million
charge to reduce the value of certain vacation ownership properties and related assets that were no longer consistent with our development plans.
During 2009, we recorded (i) $47 million of restructuring costs related to various strategic realignment initiatives committed to during 2008, (ii) a charge of $9 million to reduce the value of certain vacation ownership properties and related assets held for sale that were no longer consistent with our development plans and (iii) a charge of $6 million to reduce the value of an underperforming joint venture at our lodging business.
During 2008, we recorded (i) a charge of $1,342 million to impair goodwill related to plans announced during the fourth quarter of 2008 to reduce our VOI sales pace and associated size of our vacation ownership business, (ii) a charge of $84 million to reduce the carrying value of certain long-lived assets based on their revised estimated fair values and (iii) $79 million of restructuring costs related to various strategic realignment initiatives.
| |
| ITEM 7. | MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS |
We are a global provider of hospitality services and products and operate our business in the following three segments:
| • | | Lodging — franchises hotels in the upper upscale, upscale, upper midscale, midscale, economy and extended stay segments of the lodging industry and provides hotel management services for full-service hotels globally.
|
| • | | Vacation Exchange and Rentals — provides vacation exchange services and products to owners of intervals of vacation ownership interests (“VOIs”) and markets vacation rental properties primarily on behalf of independent owners.
|
| • | | Vacation Ownership — develops, markets and sells VOIs to individual consumers, provides consumer financing in connection with the sale of VOIs and provides property management services at resorts.
|
Lodging—primarily franchises hotels in the upscale, upper midscale, midscale, economy and extended stay segments and provides hotel management services for full-service and select limited-service hotels.
Vacation Exchange and Rentals—provides vacation exchange services and products to owners of intervals of vacation ownership interests (“VOIs”) and markets vacation rental properties primarily on behalf of independent owners.
Vacation Ownership—develops, markets and sells VOIs to individual consumers, provides consumer financing in connection with the sale of VOIs and provides property management services at resorts.
On July 31, 2006, Cendant Corporation, currently known as Avis Budget Group, Inc. (or “former Parent”), distributed all of the shares of Wyndham common stock to the holders of Cendant common stock issued and outstanding on July 21, 2006, the record date for the distribution. On August 1, 2006, we commenced “regular way” trading on the New York Stock Exchange under the symbol “WYN.”
Before our separation from Cendant (“Separation”), we entered into separation, transition services and several other agreements with Cendant, Realogy and Travelport to effect the separation and distribution, govern the relationships among the parties after the separation and allocate among the parties Cendant’s assets, liabilities and obligations attributable to periods prior to the separation. Under the Separation and Distribution Agreement, we assumed 37.5% of certain contingent and other corporate liabilities of Cendant or its subsidiaries which were not primarily related to our business or the businesses of Realogy, Travelport or Avis Budget Group, and Realogy assumed 62.5% of these contingent and other corporate liabilities. These include liabilities relating to Cendant’s terminated or divested businesses, the Travelport sale on August 22, 2006, taxes of Travelport for taxable periods through the date of the Travelport sale, certain litigation matters, generally any actions relating to the separation plan and payments under certain contracts that were not allocated to any specific party in connection with the
separation.Separation.
In our franchising business,
is designedwe seek to generate revenues for our hotel owners through
our strong, well-known brands and the delivery of
room night bookings to the hotel, the promotion of brand awareness among the consumer base, global sales efforts, ensuringservices such as marketing, information technology, revenue management, training, operations support, strategic sourcing and guest
satisfaction and providing outstanding customer service to both our customers and guests staying at hotels in our system.services.
We enter into agreements to franchise our lodging brands to independent hotel owners. Our standard franchise agreement typically has a term of 15 to 20 years and provides a franchisee with certain rights to terminate the franchise agreement before the
termend of the agreement under certain circumstances. The principal source of revenues from franchising hotels is ongoing franchise fees, which are
primarily comprised of royalty,
fees and other fees relating to marketing and reservation
services. Ongoing franchisefees. Royalty, marketing and reservation fees
typically are
based ontypically a percentage of gross room revenues of each franchised
hotel andhotel. Royalty fees are intended to cover the use of our trademarks and our operating expenses, such as expenses incurred for franchise services, including quality assurance and administrative support, and to provide us with operating profits. These fees are recognized as revenue upon becoming due from the franchisee. An estimate of uncollectible ongoing
franchiseroyalty fees is charged to bad debt expense and included in operating expenses on the Consolidated Statements of Income. Lodging revenues also include initial franchise fees, which are recognized as revenues when all material services or conditions have been substantially performed, which is either when a franchised hotel opens for business or when a franchise agreement is terminated after it has been determined that the franchised hotel will not open.
Our franchise agreements also require the payment of marketing and reservation fees, which are intended to reimburse us for expenses associated with operating an international, centralized, brand-specific reservations system,
e-commerce channels such as our brand.com websites, as well as access to third-party distribution channels, such as online travel agents, advertising and marketing programs, global sales efforts, operations support, training and other related services. These fees are recognized as revenue upon becoming due from the franchisee. An estimate of uncollectible ongoing marketing and reservation fees is charged to bad debt expense and included in marketing and reservation expenses on the Consolidated Statements of Income.
We are contractually obligated to expend the marketing and reservation fees we collect from franchisees in accordance with the franchise agreements; as such, revenues earned in excess of costs incurred are accrued as a liability for future marketing or reservation costs. Costs incurred in excess of revenues earned are expensed as incurred. In accordance with our franchise agreements, we include an allocation of costs required to carry out marketing and reservation activities within marketing and reservation expenses.
We also earn revenues from the Wyndham Rewards loyalty program when a member stays at a participating hotel. These revenues are derived from a fee we charge based upon a percentage of room revenues generated from such member stays. These fees are intended to reimburse us for expenses associated with administering and marketing the loyalty program. These fees are recognized as revenue upon becoming due from the franchisee. Since we are obligated to expend the fees we collect from franchisees, revenues earned in excess of costs incurred are accrued as a liability for future costs to support the program.
Other service fees we derive from providing ancillary services to franchisees are primarily recognized as revenue upon completion of services. The majority of these fees are intended to reimburse us for direct expenses associated with providing these services.
We also provide management services for hotels under management contracts, which offer all the benefits of a global brand and a full range of management, marketing and reservation services. In addition to the standard franchise services described above, our hotel management business provides hotel owners with professional oversight and comprehensive operations support services such as hiring, training and supervising the managers and employees that operate the hotels as well as annual budget preparation, financial analysis and extensive food and beverage services. Our standard management agreement typically has a term of up to
2025 years. Our management fees are comprised of base fees, which are typically
calculated, based upon a specified percentage of gross revenues from hotel operations, and incentive fees, which are typically
calculated based upon a specified percentage of a hotel’s gross operating profit. Management fee revenues are recognized when earned in accordance with the terms of the
contract.contract and recorded as a component of franchise fee revenues on the Consolidated Statements of Income. We incur certain reimbursable costs on behalf of managed hotel properties and report reimbursements received from managed hotels as revenues and the costs incurred on their behalf as expenses.
Management fee revenues are recorded as a component of franchise fee revenues andSuch reimbursable revenues are recorded as a component of service and membership fees on the Consolidated Statements of Income. The reimbursable costs, which principally relate to payroll costs for operational employees who work at the managed hotels, are reflected as a component of operating expenses on the Consolidated Statements of Income. The reimbursements from hotel owners are based upon the costs incurred with no added margin; asmargin. As a result, these reimbursable costs have little to no effect on our operating income. Management fee revenues and reimbursable revenues related to payroll reimbursements were $11 million and $148 million, respectively, during 2014, $8 million and $129 million, respectively, during 2013 and $7 million and $79$91 million, respectively, during 2011, $5 million2012.
We currently own two hotels in locations where we have developed or intend to develop timeshare units. Revenues earned from our owned hotels are comprised of (i) gross room nights, (ii) food and
$77 million, respectively, during 2010beverage services and
$4 million(iii) on-site spa, casino, golf and
$85 million, respectively, during 2009.shop revenues. We also earnare responsible for all the operations of the hotels and recognize all revenues from the Wyndham Rewards loyalty program when a member stays at a participating hotel. These revenues are derived from a fee we charge based upon a percentageand expenses of room revenues generated from such stay. These loyalty fees are intended to reimburse us for expenses associated with administering and marketing the program. These fees are recognized as revenue upon becoming due from the franchisee.
these hotels.
Within our Lodging segment, we measure operating performance using the following key operating statistics: (i) number of rooms, which represents the number of rooms at lodging properties at the end of the year and (ii) revenue per available room (RevPAR), which is calculated by multiplying the percentage of available rooms occupied during the year by the average rate charged for renting a lodging room for one day.
Vacation Exchange and Rentals
As a provider of vacation exchange services, we enter into affiliation agreements with developers of vacation ownership properties to allow owners of intervals of VOIs to trade their intervals for certainintervals at other intervals withinproperties affiliated with our vacation exchange business and, for some members, for other leisure-related services and products. Additionally, as a marketer of vacation rental properties, generally we enter into contracts for exclusive periods of time with property owners to market the rental of such properties to rental customers.
Our vacation exchange business derives a majority of its revenues from annual membership dues and exchange fees from members trading their intervals. AnnualRevenues from annual membership dues revenues representsrepresent the annual membership fees from members who participate in our vacation exchange business and, for additional fees, have the right to exchange their intervals for certainintervals at other intervalsproperties affiliated within our vacation exchange business and, for certain members, for other leisure-related services and products. We recognize revenues from annual membership dues on a straight-line basis over the membership period during which delivery of publications, if applicable, and other services are provided to the members. Exchange fees are generated when members exchange their intervals for intervals at other properties withinaffiliated with our vacation exchange business or for other leisure-related services and products. Exchange fees are recognized as revenues, net of expected cancellations, when the exchange requests have been confirmed to the member.
Our vacation rentals business primarily derives its revenues from fees, which generally average between 20% and 50% of the gross booking fees for non-proprietary inventory, except for wherefees. For properties which we own, manage or operate under long-term capital and operating leases (which represent less than 10% of our portfolio), we receive 100% of the revenues for properties that we manage, operate under long-term capital leases or own.revenues. The majority of the time, we act on behalf of the owners of the rental properties to generate our fees. We provide reservation services to the independent property owners and receive the agreed-upon fee for the serviceservices provided. We remit the gross rental fee received from the renter to the independent property owner, net of our agreed-upon fee. Revenues from such fees that are recognized in the period that the rental reservation is made are recorded, net of expected cancellations.
Cancellations for
2011, 20102014, 2013 and
20092012 each totaled less than 5% of rental transactions booked. Upon confirmation of the rental reservation, the rental customer and property owner generally have a direct relationship for additional services to be performed. We also earn rental fees in connection with properties
which we
own, manage
operate under long-term capital leases or
ownoperate and such fees are recognized ratably over the rental customer’s stay, as this is the point at which the service is rendered. Our revenues are earned when evidence of an arrangement exists, delivery has occurred or the services have been rendered, the seller’s price to the buyer is fixed or determinable, and collectability is reasonably assured.
Within our Vacation Exchange and Rentals segment, we measure operating performance using the following key operating statistics: (i) average number of vacation exchange members, which represents members in our vacation exchange programs who pay annual membership dues and are entitled, for additional fees, to
exchange their intervals for intervals at other properties affiliated within our vacation exchange business and, for certain members, for other leisure-related services and products;products, (ii) exchange revenue per member, which represents total revenue from fees associated with memberships, exchange transactions, member-related rentals and other services for the year divided by the average number of vacation exchange members during the year;year, (iii) vacation rental transactions, which represents the number of standard one-week rental transactions that are generated in connection with customers booking their vacation rental stays through us;us and (iv) average net price per vacation rental, which represents the net rental price generated from renting vacation properties to customers and other related rental servicing fees divided by the number of vacation rental transactions.
Vacation Ownership
We develop, market
Our vacation ownership business develops, markets and
sellsells VOIs to individual consumers,
provideprovides property management services at resorts and
provideprovides consumer financing in connection with the sale of VOIs.
Our vacation ownership businessIt derives the majority of its revenues from sales of VOIs and derives other revenues from consumer financing and property management. Our sales of VOIs are either cash sales or developer-financed sales. In order for us to recognize revenues from VOI sales under the full accrual method of accounting
describedas prescribed in the guidance for sales of real estate for fully constructed inventory, a binding sales contract must have been executed, the statutory rescission period must have expired (after which time the purchasers are not entitled to a refund except for non-delivery by us), receivables must have been deemed collectible and the remainder of our obligations must have been substantially completed. In addition, before we recognize any revenues from VOI sales, the purchaser of the VOI must have met the initial investment criteria and, as applicable, the continuing investment criteria, by executing a legally binding financing contract. A purchaser has met the initial investment criteria when a minimum down payment of 10% is received by us. In accordance with the guidance for accounting for real estate time-sharing transactions, we must also take into consideration the fair value of certain incentives provided to the purchaser when assessing the adequacy of the purchaser’s initial investment. In those cases where financing is provided to the purchaser by us, the purchaser is obligated to remit monthly payments under financing contracts that represent the purchaser’s continuing investment. If all of the criteria for a VOI sale to qualify under the full accrual method of accounting have been met, as discussed above, except that construction of the VOI purchased is not complete, we recognize revenues using the percentage-of-completion (“POC”) method of accounting provided that the preliminary construction phase is complete and that a minimum sales level has been met (to assure that the property will not revert to a rental property). The preliminary stage of development is deemed to be complete when the engineering and design work is complete, the construction contracts have been executed, the site has been cleared, prepared and excavated, and the building foundation is complete. The completion percentage is determined by the proportion of real estate inventory costs incurred to total estimated costs. These estimated costs are based upon historical experience and the related contractual terms. The remaining revenues and related costs of sales, including commissions and direct expenses, are deferred and recognized as the remaining costs are incurred.
We
also offer consumer financing as an option to customers purchasing VOIs, which are typically collateralized by the underlying VOI. The contractual terms of Company-provided financing agreements require that the contractual level of annual principal payments be sufficient to amortize the loan over a customary period for the VOI being financed, which is generally
ten10 years, and payments under the financing contracts begin within 45 days of the sale and receipt of the minimum down payment of 10%. An estimate of uncollectible amounts is recorded at the time of the sale with a charge to the provision for loan losses, which is classified as a reduction of
vacation ownership interestVOI sales on the Consolidated Statements of Income. The interest income earned from the financing arrangements is earned on the principal balance outstanding over the life of the arrangement and is recorded within consumer financing on the Consolidated Statements of Income.
We also provide day-to-day-management services, including oversight of housekeeping services, maintenance and certain accounting and administrative services for property owners’ associations and clubs. In some cases, our employees serve as officers and/or directors of these associations and clubs in accordance with their by-laws and associated regulations. We receive fees for such property management services which are
generally based upon total costs to operate such resorts. Fees for property management services typically approximate 10% of budgeted operating expenses. Property management fee revenues are recognized when earned in accordance with the terms of the contract and are recorded as a component of service and
membership fees on the Consolidated Statements of Income. Property management revenues, which are comprised of management fee revenue and reimbursable revenue, were
$424$581 million,
$405$567 million and
$376$460 million during
2011, 20102014, 2013 and
2009,2012, respectively. Management fee revenues were
$198$288 million,
$183$290 million and
$170$225 million during
2011, 20102014, 2013 and
2009,2012, respectively. Reimbursable revenues, which are based upon certain reimbursable costs with no added margin, were
$226$293 million,
$222$277 million and
$206$235 million
respectively, during
2011, 20102014, 2013 and
2009.2012, respectively. These reimbursable costs principally relate to the payroll costs for management of the associations, club and resort properties where
the Company iswe are the employer and are reflected as a component of operating expenses on the Consolidated Statements of Income. During each of
2011, 20102014, 2013 and
2009,2012, one of the associations that we manage paid Wyndham Exchange & Rentals $19 million for exchange services.
Within our Vacation Ownership segment, we measure operating performance using the following key metrics: (i) gross VOI sales (including tele-sales upgrades, which are a component of upgrade sales) before
deferred salesthe net effect of POC accounting and loan loss
provisions;provisions, (ii) tours, which represents the number of tours taken by guests in our efforts to sell
VOIs;VOIs and (iii) volume per guest, or VPG, which represents revenue per guest and is calculated by dividing the gross VOI sales
excluding(excluding tele-sales upgrades, which are a component of upgrade
sales,sales) by the number of tours.
We record marketing and reservation revenues, Wyndham Rewards revenues, RCI Elite Rewards revenues and hotel/property management services revenues for our Lodging, Vacation Ownership and Vacation Exchange and Rentals segments, in accordance with the guidance for reporting revenues gross as a principal versus net as an agent, which requires that these revenues be recorded on a gross basis.
Discussed below are our consolidated results of operations and the results of operations for each of our reportable segments. The reportable segments presented below represent our operating segments for which separate financial information is available and which is utilized on a regular basis by our chief operating decision maker to assess performance and to allocate resources. In identifying our reportable segments, we also consider the nature of services provided by our operating segments. Management evaluates the operating results of each of our reportable segments based upon revenues and “EBITDA,” which is defined as net income before depreciation and amortization, interest expense (excluding consumer financing interest),
early extinguishment of debt, interest income (excluding consumer financing interest) and income taxes, each of which is presented on the Consolidated Statements of Income. We believe that EBITDA is a useful measure of performance for our industry segments
which,and, when considered with GAAP measures, gives a more complete understanding of our operating performance. Our presentation of EBITDA may not be comparable to similarly-titled measures used by other companies.
The following table presents our operating statistics for the years ended December 31,
20112014 and
2010.2013. See Results of Operations section for a discussion as to how these operating statistics affected our business for the periods presented.
| | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2011 | | | 2010 | | | % Change | |
Lodging | | | | | | | | | | | | |
Number of rooms(a) | | | 613,100 | | | | 612,700 | | | | 0.1 | |
RevPAR(b) | | $ | 33.34 | | | $ | 31.14 | | | | 7.1 | |
Vacation Exchange and Rentals | | | | | | | | | | | | |
Average number of members (in 000s)(c) | | | 3,750 | | | | 3,753 | | | | (0.1 | ) |
Exchange revenue per member(d) | | $ | 179.59 | | | $ | 177.53 | | | | 1.2 | |
Vacation rental transactions (in 000s) (e) (f) | | | 1,347 | | | | 1,163 | | | | 15.8 | |
Average net price per vacation rental(f) (g) | | $ | 530.78 | | | $ | 425.38 | | | | 24.8 | |
Vacation Ownership | | | | | | | | | | | | |
Gross VOI sales (in 000s)(h) (i) | | $ | 1,595,000 | | | $ | 1,464,000 | | | | 8.9 | |
Tours(j) | | | 685,000 | | | | 634,000 | | | | 8.0 | |
Volume Per Guest (“VPG”)(k) | | $ | 2,229 | | | $ | 2,183 | | | | 2.1 | |
|
| | | | | | | | | |
| | Year Ended December 31, |
| | 2014 | | 2013 | | % Change |
| Lodging | | | | | |
Number of rooms (a) | 660,800 |
| | 645,400 |
| | 2.4 |
RevPAR (b) | $ | 37.57 |
| | $ | 36.00 |
| | 4.4 |
| Vacation Exchange and Rentals | | | | | |
Average number of members (in 000s) (c) | 3,765 |
| | 3,698 |
| | 1.8 |
Exchange revenue per member (d) | $ | 177.12 |
| | $ | 181.02 |
| | (2.2) |
Vacation rental transactions (in 000s) (e) (f) | 1,552 |
| | 1,483 |
| | 4.7 |
Average net price per vacation rental (f) (g) | $ | 558.95 |
| | $ | 532.11 |
| | 5.0 |
Vacation Ownership (f) | | | | | |
Gross VOI sales (in 000s) (h) (i) | $ | 1,889,000 |
| | $ | 1,889,000 |
| | — |
Tours (in 000s) (j) | 794 |
| | 789 |
| | 0.6 |
VPG (k) | $ | 2,257 |
| | $ | 2,281 |
| | (1.1) |
| |
(a) | Represents the number of rooms at lodging properties at the end of the period which are either (i) under franchise and/or management agreements, and (ii) for the year ended December 31, 2010, properties managed under a joint venture. The amount in 2010 includes 200 affiliated rooms. or are company owned. |
| |
(b)(b)
| Represents revenue per available room and is calculated by multiplying the percentage of available rooms occupied during the period by the average rate charged for renting a lodging room for one day. Includes the impact from the acquisition of the Tryp hotel brand, which was acquired on June 30, 2010; therefore, such operating statistics for 2011 are not presented on a comparable basis to the 2010 operating statistics. |
| |
(c) | Represents members in our vacation exchange programs who paypaid annual membership dues. For additional fees, such participants are entitled to exchange intervals for intervals at other properties affiliated with our vacation exchange business. In addition, certain participants may exchange intervals for other leisure-related services and products. dues as of the end of the period or within the allowed grace period. |
| |
(d) | Represents total revenueannualized revenues generated from fees associated with memberships, exchange transactions, member-related rentals and other servicing for the yearperiod divided by the average number of vacation exchange members during the year. period. |
| |
(e) | Represents the number of transactions that are generated in connection with customers booking their vacation rental stays through us. One rental transaction is recorded for each standard one-week rental. |
| |
(f) | Includes the impact from acquisitions from the acquisitions of Hoseasons (March 1, 2010), ResortQuest (September 30, 2010), James Villa Holidays (November 30, 2010) and two tuck-in acquisitions (third quarter 2011);acquisition dates forward, therefore, suchthe operating statistics for 20112014 are not presented on a comparable basis to the 20102013 operating statistics. |
| |
(g)(g)
| Represents the net rental price generated from renting vacation properties to customers and other related rental servicing fees divided by the number of vacation rental transactions. Excluding the impact of foreign exchange movements, the average net price per vacation rental increased 20%. |
| |
(h)(h)
| Represents total sales of VOIs, including sales under the WAAM,Wyndham Asset Affiliation Model (“WAAM”) Fee-for-Service, before the net effect of percentage-of-completion accounting and loan loss provisions. We believe that Gross VOI sales providesprovide an enhanced understanding of the performance of our vacation ownership business because it directly measures the sales volume of this business during a given reporting period. |
| |
(i)(i)
| The following table provides a reconciliation of Gross VOI sales to Vacation ownership interest sales for the year ended December 31 (in millions): |
| | | | | | | | |
| | | 2011 | | | 2010 | |
Gross VOI sales | | $ | 1,595 | | | $ | 1,464 | |
Less: WAAM sales(1) | | | (106 | ) | | | (51 | ) |
| | | | | | | | |
Gross VOI sales, net of WAAM sales | | | 1,489 | | | | 1,413 | |
Less: Loan loss provision | | | (339 | ) | | | (340 | ) |
| | | | | | | | |
Vacation ownership interest sales(2) | | $ | 1,150 | | | $ | 1,072 | |
| | | | | | | | |
|
| | | | | | | |
| | 2014 | | 2013 |
| Gross VOI sales | $ | 1,889 |
| | $ | 1,889 |
|
Less: WAAM Fee-for-Service sales (*) | (132 | ) | | (160 | ) |
| Gross VOI sales, net of WAAM Fee-for-Service sales | 1,757 |
| | 1,729 |
|
| Less: Loan loss provision | (260 | ) | | (349 | ) |
| Less: Impact of POC accounting | (12 | ) | | (1 | ) |
| Vacation ownership interest sales | $ | 1,485 |
| | $ | 1,379 |
|
| |
((*) 1)
| Represents total sales of third party VOIs through our fee-for-service vacation ownershipWAAM Fee-for-Service sales model designed to offer turn-key solutions for developers or banks in possession of newly developed inventory, which we will sell for a commission fee through our extensive sales and marketing channels. WAAM Fee-for-Service commission revenues amounted to $98 million and $107 million during 2014 and 2013, respectively. |
| |
(2)
| Amounts may not foot due to rounding.
|
(j)(j) | Represents the number of tours taken by guests in our efforts to sell VOIs. |
| |
(k)(k)
| VPG is calculated by dividing Gross VOI sales (excluding tele-sales upgrades, which are non-tour upgrade sales) by the number of tours. Tele-sales upgrades were $68$97 million and $80$89 million during the year ended December 31, 20112014 and 2010,2013, respectively. We have excluded non-tour upgrade sales in the calculation of VPG because non-tour upgrade sales are generated by a different marketing channel. We believe that VPG provides an enhanced understanding of the performance of our vacation ownership business because it directly measures the efficiency of this business’the business’s tour selling efforts during a given reporting period. |
Year Ended December 31, 20112014 vs. Year Ended December 31, 20102013 Our consolidated results
comprised the following: | | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2011 | | | 2010 | | | Change | |
Net revenues | | $ | 4,254 | | | $ | 3,851 | | | $ | 403 | |
Expenses | | | 3,487 | | | | 3,133 | | | | 354 | |
| | | | | | | | | | | | |
Operating income | | | 767 | | | | 718 | | | | 49 | |
Other income, net | | | (11 | ) | | | (7 | ) | | | (4 | ) |
Interest expense | | | 152 | | | | 167 | | | | (15 | ) |
Interest income | | | (24 | ) | | | (5 | ) | | | (19 | ) |
| | | | | | | | | | | | |
Income before income taxes | | | 650 | | | | 563 | | | | 87 | |
Provision for income taxes | | | 233 | | | | 184 | | | | 49 | |
| | | | | | | | | | | | |
Net income | | $ | 417 | | | $ | 379 | | | $ | 38 | |
| | | | | | | | | | | | |
are as follows:
|
| | | | | | | | | | | |
| Year Ended December 31, |
| 2014 | | 2013 | | Favorable/(Unfavorable) |
| Net revenues | $ | 5,281 |
| | $ | 5,009 |
| | $ | 272 |
|
| Expenses | 4,340 |
| | 4,099 |
| | (241 | ) |
| Operating income | 941 |
| | 910 |
| | 31 |
|
| Other income, net | (7 | ) | | (6 | ) | | 1 |
|
| Interest expense | 113 |
| | 131 |
| | 18 |
|
| Early extinguishment of debt | — |
| | 111 |
| | 111 |
|
| Interest income | (10 | ) | | (9 | ) | | 1 |
|
| Income before income taxes | 845 |
| | 683 |
| | 162 |
|
| Provision for income taxes | 316 |
| | 250 |
| | (66 | ) |
| Net income | 529 |
| | 433 |
| | 96 |
|
| Net (income)/loss attributable to noncontrolling interest | — |
| | (1 | ) | | 1 |
|
| Net income attributable to Wyndham shareholders | $ | 529 |
| | $ | 432 |
| | $ | 97 |
|
Net revenues increased
$403$272 million
(10.5%(5.4%) during
20112014 compared with
the same period last year2013 primarily resulting from:
$195 million of incremental revenues primarily related to vacation rental acquisitions;
$98123 million of higher revenues fromat our vacation ownership business primarily due to increasedresulting from higher net VOI sales, WAAM revenuessales;
a $78 million increase at our vacation exchange and property management fees, partially offset by the impact of rentals business primarily resulting from stronger volume and yield on rental transactions; and
a change in the reporting of fees related to incidental VOI operations;
$56$74 million of higher revenues inincrease at our lodging business due primarily from higher royalty, marketing and reservation revenues (including(inclusive of Wyndham Rewards) resulting from stronger RevPARrevenues and the impact of a changereimbursable revenues in the classification of third-party reservation fees from marketing expenses.
our hotel management business.Expenses increased $241 million (5.9%) during 2014 compared with 2013 primarily reflecting:
$35182 million of a favorable impacthigher expenses from foreign exchange; and
$26 million of increased revenue from our exchange and rentals business primarily due to improved yield at our vacation rentals business and the impact of a change in the classification of third-party sales commission and credit card processing fees to operating expenses.
Total expenses increased by $354 million (11.3%) during 2011 compared with the same period last year principally reflecting:
$163 million of incremental expensesoperations primarily related to vacation rental acquisitions;
revenue increases;$74a $20 million loss on the sale of higher operating expenses resulting from the revenue increases (excluding acquisitions);
$57 million for non-cash impairment charges at our lodging business;
$42 million of net expenses from the resolution of and adjustment to certain contingent liabilities and assets;
$34 million of an unfavorable impact from foreign exchange; and
$13 million of increased costs for data security enhancements.
Such expense increases were partially offset by (i) a $31 million net benefit resulting from a refund of value-added taxesbusiness at our vacation exchange and rentals businessbusiness;
a $17 million increase in depreciation and (ii) $19amortization resulting from property and equipment additions;
$15 million of
decreased litigation costsnon-cash impairment charges resulting from the write-down of equity investments at our
lodging and vacation
ownership business.Other income, net increasedexchange and rentals businesses during 2014, partially offset by $4the absence of an $8 million non-cash impairment charge at our lodging business during 2011 primarily due2013;
a $10 million foreign exchange loss related to a gainthe devaluation of the official exchange rate of Venezuela during the first quarter of 2014; and
$5 million of expense related to an allowance recorded on
the redemption of a preferred stock investment allocated to us in connection with our Separation.Interest expense decreased $15 million during 2011 compared with the same period last year primarilyan indemnification receivable that was established as a result of (i) the absence of $16Shell acquisition.
Interest expense decreased $18 million
of costs incurred(13.7%) during
2010 resulting from the early termination of our term loan and revolving foreign credit facilities.Interest income increased $19 million during 20112014 compared with 2013 primarily due to $16 millionthe impact of the interest received inrate swaps entered into during the third quarter of 2011 related to2013.
During 2013, we incurred $111 million of expenses for the early repurchase of a
refundportion of
value-added taxes at our
vacation exchange5.75%, 7.35% and
rentals business.6.00% senior unsecured notes and the remaining portion of our 9.875% senior unsecured notes.
Our effective tax rate increased from
32.7% during 201036.6% in 2013 to
35.8% during 201137.4% in 2014 primarily due to the
reductionlack of
benefits recognized in 2011 relating toa tax benefit from the
utilizationloss on the sale of
certain cumulative foreign tax credits.our U.K.-based camping business.
As a result of these items,
our net income
attributable to Wyndham shareholders increased
$38$97 million
(10.0%(22.5%)
as compared
to 2010.During 2012, we expect:
with 2013.
depreciation and amortization of approximately $185 million to $190 million; and
interest expense, net (excluding early extinguishment of debt costs) of approximately $135 million to $140 million.
Following is a discussion of the 20112014 results of each of our segments and Corporate and Other compared to 2010:
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | Net Revenues | | | EBITDA | |
| | | 2011 | | | 2010 | | | %
Change | | | 2011 | | | 2010 | | | %
Change | |
Lodging | | $ | 749 | | | $ | 688 | | | | 8.9 | | | $ | 157 | | | $ | 189 | | | | (16.9 | ) |
Vacation Exchange and Rentals | | | 1,444 | | | | 1,193 | | | | 21.0 | | | | 368 | | | | 293 | | | | 25.6 | |
Vacation Ownership | | | 2,077 | | | | 1,979 | | | | 5.0 | | | | 515 | | | | 440 | | | | 17.0 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Total Reportable Segments | | | 4,270 | | | | 3,860 | | | | 10.6 | | | | 1,040 | | | | 922 | | | | 12.8 | |
Corporate and Other (a) | | | (16 | ) | | | (9 | ) | | | * | | | | (84 | ) | | | (24 | ) | | | * | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Total Company | | $ | 4,254 | | | $ | 3,851 | | | | 10.5 | | | | 956 | | | | 898 | | | | 6.5 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Less: Depreciation and amortization | | | | | | | | | | | | | | | 178 | | | | 173 | | | | | |
Interest expense | | | | | | | | | | | | | | | 152 | | | | 167 | | | | | |
Interest income | | | | | | | | | | | | | | | (24 | ) | | | (5 | ) | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Income before income taxes | | | | | | | | | | | | | | $ | 650 | | | $ | 563 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | |
| | Net Revenues | | EBITDA |
| | 2014 | | 2013 | | % Change | | 2014 | | 2013 | | % Change |
| Lodging | $ | 1,101 |
| | $ | 1,027 |
| | 7.2 | | $ | 327 |
| (b) | $ | 279 |
| (f) | 17.2 |
| Vacation Exchange and Rentals | 1,604 |
| | 1,526 |
| | 5.1 | | 335 |
| (c) | 356 |
| | (5.9) |
| Vacation Ownership | 2,638 |
| | 2,515 |
| | 4.9 | | 660 |
| | 619 |
| (g) | 6.6 |
| Total Reportable Segments | 5,343 |
| | 5,068 |
| | 5.4 | | 1,322 |
| | 1,254 |
| | 5.4 |
Corporate and Other (a) | (62 | ) | | (59 | ) | | (5.1) | | (141 | ) | (d) | (122 | ) | (d) | (15.6) |
| Total Company | $ | 5,281 |
| | $ | 5,009 |
| | 5.4 | | $ | 1,181 |
| | $ | 1,132 |
| | 4.3 |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Reconciliation of EBITDA to Net Income Attributable to Wyndham Shareholders | | | | |
| | | | | | | | | | | | |
| | | | | | | | 2014 | | 2013 | | |
| EBITDA | | | | | | | $ | 1,181 |
| | $ | 1,132 |
| | |
| Depreciation and amortization | | | | | | | 233 |
| | 216 |
| | |
| Interest expense | | | | | | | 113 |
| (e) | 131 |
| | |
| Early extinguishment of debt | | | | | | | — |
| | 111 |
| (h) | |
| Interest income | | | | | | | (10 | ) | | (9 | ) | | |
| Income before income taxes | | | | | | | 845 |
| | 683 |
| | |
| Provision for income taxes | | | | | | | 316 |
| | 250 |
| | |
| Net income | | | | | | | 529 |
| | 433 |
| | |
| Net (income)/loss attributable to noncontrolling interest | | | | — |
| | (1 | ) | | |
| Net income attributable to Wyndham shareholders | | | | $ | 529 |
| | $ | 432 |
| | |
| |
(a) | Includes the elimination of transactions between segments. |
| |
(b) | Includes (i) an $8 million write-down of an investment in a joint venture, (ii) $4 million of costs associated with an executive’s departure and (iii) $2 million of restructuring costs incurred as a result of an organizational realignment initiative commenced during 2014, partially offset by a $1 million reversal of a portion of a restructuring reserve established during the fourth quarter of 2013. |
| |
(c) | Includes (i) a $20 million loss on the sale of our U.K.-based camping business, (ii) a $10 million foreign currency loss related to the devaluation of the official exchange rate of Venezuela, (iii) $10 million of restructuring costs incurred as a result of an organizational realignment initiative commenced during 2014 and (iv) a $7 million non-cash impairment charge related to the write-down of an equity investment, partially offset by a $2 million benefit resulting from the reversal of a reserve for value-added taxes established during 2011. |
| |
(d) | Includes (i) $142 million and $121 million of corporate costs during 2014 and 2013, respectively, and (ii) $1 million of a net benefit during 2014 and $1 million of a net expense during 2013 related to the resolution of and adjustment to certain contingent liabilities and assets resulting from our Separation. |
| |
(e) | Includes $2 million for the reversal of a reserve for value-added taxes established during 2011. |
| |
(f) | Includes (i) $9 million of restructuring costs incurred as a result of an organizational realignment initiative commenced during 2013 and (ii) $8 million of non-cash impairment charges primarily related to a partial write-down of the Hawthorn trademark. |
| |
(g) | Includes $2 million of costs incurred in connection with the acquisition of the Midtown 45 property in New York City (“Midtown 45”) through the consolidation of a special purpose entity (“SPE”), which is being converted to WAAM Just-in-Time inventory (January 2013). |
| |
(h) | Represents costs incurred for the early repurchase of a portion of our 5.75%, 7.375% and 6.00% senior unsecured notes and the remaining portion of our 9.875% senior unsecured notes. |
Net revenues increased
by $61$74 million
(8.9%(7.2%) and EBITDA
decreased by $32increased $48 million
(16.9%(17.2%) during the
yeartwelve months ended December 31,
20112014 compared with the same period
last year. Excluding the impact of $57 million of non-cash asset impairment charges,during 2013. EBITDA
increased $25 million (13.2%). The impairment charges consisted of a write-down of (i) $30 million of management agreements, development advance notes and other receivableswhich are primarily due to operating and cash flow difficulties at several managed properties within the Wyndham brand, (ii) $14 million of franchise and management agreements resulting from the loss of certain properties which were part of the 2005 acquisition of the Wyndham brand and (iii) a $13 million investment in an international joint venture due to an impairment of cash flows as a result of our partner’s indirect relationship with the Libyan government.
Net revenues and EBITDA werewas favorably impacted by $5$8 million and $3of lower restructuring costs during 2014, which were partially offset by $4 million respectively, asof termination costs associated with the departure of an executive.
Net revenues reflect a
result of the Tryp hotel brand acquisition in the second quarter of 2010.Excluding the impact of the Tryp acquisition, net revenues reflects a $60$55 million increase in royalties androyalty, marketing and reservation fees (inclusive of Wyndham Rewards) primarily due to (i) a 6.1%4.4% increase in global RevPAR resulting from stronger occupancy and daily rates, (ii) an 8.4% increase in ourdomestic RevPAR, partially offset by a 4.4% decrease in international RevPAR and (ii) a 2.4% increase in system size and (iii)size. Such increase in revenues was partially offset by the impactabsence of a $28$11 million increase related to a change inof fees charged for the classification of third-party reservation fees to revenues from marketing expenses,global conference held during 2013, which were misclassified as contra expensesfully offset in prior periods. This changeexpenses.
Other franchise fees and ancillary services increased revenues and EBITDA by $12 million and $15 million, respectively, resulting primarily from our co-branded credit card program.
The increase in classificationnet revenues also reflects $19 million of higher reimbursable revenues in our hotel management business which had no impact on EBITDA. Such increase was primarily the result of new management agreements executed during 2014.
Net
revenuerevenues decreased $3 million and EBITDA was
also favorably impacted by $5 million relatedflat from our owned hotels compared to the same period last year due to the
openingimpact of
our Wyndham Grand hotel in Orlando inrenovations at the
fourth quarter of 2011. Such increases were partially offset by a $9 million decrease in ancillary services revenues and other franchise fees.In addition, Rio Mar Hotel.
EBITDA was
also unfavorably impacted
primarily by
(i) $32$29 million of higher marketing,
reservation and Wyndham Rewards expenses resulting from the impact of the marketing and reservation
expenses (inclusiverevenue increases as we are obligated to spend such revenues on behalf of
Wyndham Rewards) resulting primarily from higher revenues and (ii) $8 million of operating and pre-opening costs for our
Wyndham Grand hotel in Orlando. Such increase in expenses were partially offset by (i) $24 million of lower costs principally associated with ancillary services and (ii) $10 million of lower bad debt expenses.franchisees.
As of December 31,
2011,2014, we had approximately
7,2107,650 properties and
613,100over 660,800 rooms in our system. Additionally, our hotel development pipeline included approximately
850960 hotels and
111,900over 116,700 rooms, of which
60%57% were international and
57%64% were new construction as of December 31,
2011.We expect net revenues of approximately $835 million to $875 million during 2012. In addition, as compared to 2011, we expect our operating statistics during 2012 to perform as follows:
2014.RevPAR to be up 5% to 8%; and
number of rooms to increase 1% to 3%.
Vacation Exchange and Rentals
Net
revenues increased $78 million (5.1%) and EBITDA decreased $21 million (5.9%) during 2014 compared with 2013. Foreign currency translation favorably impacted net revenues and EBITDA
increased $251by $13 million
(21.0%) and
$75$5 million,
(25.6%), respectively,respectively. EBITDA also reflects (i) a $20 million loss on the sale of our U.K.-based camping business, (ii) a $10 million foreign exchange loss related to the devaluation of the official exchange rate of Venezuela during
2011 compared with 2010. EBITDA was favorably impacted by a $31 million net benefit resulting from a refundthe first quarter of
value-added taxes and $32014, (iii) $10 million of
lower costsrestructuring charges primarily targeted at improving the alignment of our organizational structure with our strategic objectives, and (iv) a $7 million non-cash impairment charge related to
organizational realignment initiatives,a write-down of an equity investment. Such unfavorability was partially offset by a
loss of $4$2 million
related to the write-off of foreign exchange translation adjustmentsbenefit resulting from the
liquidationreversal of a
foreign entity. A weaker U.S. dollar compared to other foreign currencies contributed $35 million and $9 million in net revenues and EBITDA, respectively.During the third quarterreserve for value-added taxes established during 2011.
Our acquisition of
2011, we completed the acquisitions of substantially all of the assets of twoa vacation rental
businesses in Colorado and Florida. This resulted in the addition of over 1,500 units to our portfolio. Our vacation exchange and rentals business
now offers its leisure travelers access to approximately 100,000 vacation properties worldwide.Acquisitions contributed $190$9 million of incremental net revenues (inclusive of $25$2 million of ancillary revenues) and $23$3 million of incremental EBITDA. EBITDA was also favorably impacted byduring 2014.
Net revenues generated from rental transactions and related services increased $79 million. Excluding a
decline of $6 million in costs incurred in connection with acquisitions.Excluding thefavorable foreign currency translation impact of $165$20 million and $7 million of incremental vacation rental revenues from acquisitions, and the favorable impact of foreign exchange movements of $28 million, net revenues generated from rental transactions and related services increased $27$52 million primarily due to (i) a 4.7%3.9% increase in average net price per vacation rental. Therental transaction volume primarily at our Denmark-based Novasol and Netherlands-based Landal GreenParks businesses and (ii) a 2.6% increase in average net price per vacation rental resulted from (i)driven by strength in higher priced accommodations at Landal GreenParks and our U.K.-based James Villa Holidays business, partially offset by lower yield at our NovasolNovasol. Our U.K.-based camping business, which was sold during the fourth quarter, contributed rental transaction and Landal GreenParks businessesrelated service revenue of $34 million and (ii) an $11$31 million impact primarily related to a change in the classification of third-party sales commission fees to operating expenses which were misclassified as contra revenue in the same period last year. This change in classification had no impact on EBITDA. Rental transaction volume remained relatively flat.
during 2014 and 2013, respectively.
Exchange and related service revenues, which
primarilyprincipally consist of fees generated from memberships, exchange transactions, member-related rentals and other member servicing,
increased $7decreased $2 million. Excluding
$7an unfavorable foreign currency translation impact of $6 million,
of a favorable impact from foreign exchange movements, exchange and related service revenues
remained flatincreased $4 million primarily due to
ana 1.8% increase in
other transaction fee revenuethe average number of members principally resulting from improved retention and growth in new members in North America and Latin America. Such impact was partially offset by
lowera 1.3% reduction in exchange
revenue per member primarily resulting from the impact of macroeconomic factors related to Venezuela and
member-rental transactions, which we believe are the result ofBrazil and the impact of growth in club memberships
in North America where there is a lower propensity to
transact. Other transaction fee revenue increased from combining deposited timeshare intervals, which allows members the ability to transact,
into higher-valued vacations, and the impact of a $4 million increase related to a changepartially offset by higher exchange yield in
the classification of third-party credit card processing fees to operating expenses, which were misclassified as contra revenue in prior periods. This change in classification had no impact on EBITDA.We expect net revenues of approximately $1.44 billion to $1.51 billion during 2012. North America.
In addition,
as compared to 2011, we expect our operating statistics during 2012 to perform as follows:vacation rental transactions to increase 4% to 7%;
average net price per vacation rental to be flat to down 3% due to the negative impact of foreign currency;
average number of members to be flat to down 2%; and
exchange revenue per member to be flat to up 2%.
During 2011, we generated approximately $725EBITDA was unfavorably impacted by $36 million of revenues from our European businesses. As such, any adverse outcomehigher costs resulting from the instabilityrevenue increases in the European debt and related financial markets and the associated volatility on foreign exchange and interest rates could potentially have an impact on our 2012 results.
vacation rentals businesses.
Net revenues and EBITDA increased
$98$123 million
(5.0%(4.9%) and
$75$41 million
(17.0%(6.6%), respectively, during
2011the year ended 2014 compared with
2010.2013. Foreign currency translation unfavorably impacted net revenues and EBITDA by $15 million and $4 million, respectively.
Net VOI revenue increased $106 million compared to the prior year. Excluding an unfavorable foreign currency translation impact of $10 million, net VOI revenue increased $116 million primarily due to an $89 million decrease in the provision for loan losses resulting from favorable default trends in connection with a tightening of our credit standards. Gross VOI sales of VOIs, net of WAAM sales increased $76 million (5.4%) driven principally by an 8.0%were flat compared to the prior period resulting from a 0.6% increase in tour flow andtours offset by a 2.1% increase1.1% decline in VPG. The increase in VPG is attributable to an increase in the average price per transaction, while the change in tour flow reflects our continued focus on marketing programs directed towardsto new owner generation. Our provision for loan lossesThe decrease in VPG resulted from an increase in the percentage of new owners tours which generally have lower VPG than tours to existing owners. In addition, revenues and EBITDA increased $9 million and $3 million, respectively, related to ancillary marketing activities.
Commission revenues generated by WAAM Fee-for-Service decreased
$1$9 million
primarilycompared to the prior year as a
result of improved portfolio performance,$28 million reduction in gross VOI sales under WAAM Fee-for-Service was partially offset by higher
grosscommission rates earned on such VOI sales.
In addition, net revenues were unfavorably impacted by a $22EBITDA increased $1 million
decrease in ancillary revenues, primarily
associated with a misclassification of fees related to incidental VOI operations, partially offset by increased fees generated by other non-core operations. This change in classification from gross basis reporting in revenues to net basis reporting in operating expenses had no impact on EBITDA.Net revenues and EBITDA generated by our WAAM increased by $34 million and $11 million, respectively, due to increased commissionsthe higher commission earned on $55 millionsuch VOI sales.
Consumer financing revenues increased $1 million. Excluding an unfavorable foreign currency translation impact of
higher VOI sales under our WAAM.Property management net revenues and EBITDA increased $19 million and $8 million, respectively, resulting primarily from higher reimbursement revenues and higher fees for additional services. The reimbursement revenues have no impact on EBITDA.
Net revenues were unfavorably impacted by $10 million and EBITDA was favorably impacted by $3 million, due to lower consumer financing revenues increased $4 million. The increase was attributable to a decline in our contract receivables portfolio which was more than offset in EBITDA by a $13 million decrease in interest expense on our securitized debt. Compared to last year, our net interest income margin increased to 78% from 75% due to (i) a reduction in our weighted average interest rate to 5.5% from 6.7% and (ii) higher weighted average interest rates earned on our contract receivable portfolio,receivables partially offset by $158a lower average portfolio balance. EBITDA increased $8 million primarily reflecting lower interest expense as a result of a reduction in the weighted average interest rate on our securitized debt to 3.7% from 4.2%, partially offset by $54 million of increased average borrowings on our securitized debt facilities.
As a result, our net interest income margin increased to 83% compared to 82% during 2013.
Property management revenues increased $14 million. Excluding an unfavorable foreign currency translation impact of $2 million, property management revenues increased $16 million primarily from higher reimbursable revenues. EBITDA increased $6 million due to lower operating expenses.
In addition, to the items discussed above, EBITDA was unfavorably impacted by increasedby:
$69 million of higher sales and marketing expenses primarily
resulting from:$40 million of increased marketing expenses due to increasedan increase in costs for tours fortargeting new owner generation;
$24a $16 million of increased costs associated with maintenance fees on unsold inventory;
$14 million of increased sales costs;
$8 million of increased employee related expenses; and
$4 million of expenses related toincrease in the termination of an office building lease during 2011.
Such increases were partially offset by:
$32 million of lower cost of VOI sales primarily due to product mixthe impact on estimated inventory recoveries resulting from a reduction in the provision for loan losses; and relative sales value adjustments;
$19a $5 million of decreased litigation related costs;
$8 million of decreased costsexpense related to our trial membership marketing program; and
a reserve recorded on an indemnification receivable established in 2012 as a result of the absence ofShell acquisition.
Such decreases in EBITDA were partially offset by a $4 million non-cash impairment charge recorded during 2010.
We expect net revenuesreversal of approximately $2.15 billion to $2.23 billion during 2012. In addition, as compared to 2011, we expect our operating statistics during 2012 to perform as follows:
gross VOI sales to be $1.65 billion to $1.75 billion (including approximately $110a reserve established from an acquisition made in a previous year and $3 million to $130 million related to WAAM);
of lower acquisition costs.tours to increase 1% to 4%; and
VPG to increase 2% to 5%.
Corporate and Other
Corporate expenses increased
$60$19 million
in 2011during 2014 compared to
2010.the prior year. Corporate expenses
includedreflected a
$12 million and $54$1 million net benefit
during 2014 and a $1 million net expense during 2013 related to the resolution of and adjustment to certain
contingent liabilities and assets
during 2011 and 2010, respectively.resulting from our Separation. Excluding the impact of these
net benefits, corporateitems, Corporate expenses increased
by $18 million.The $18$21 million increase in expenses were primarily due to (i) $13 million of increasedhigher employee related costs, for data security enhancements, (ii) $7 million of higher employee-related costsprofessional fees and (iii) $4 million of an unfavorable impact from foreign exchange hedging contracts costs partially offset by a $4 million gain related to the redemption of a preferred stock investment allocated to us in connection with the Separation.
information technology expenses.
Corporate and Other revenues,
decreased by $7 million with a corresponding decrease in expenses due towhich represents the elimination of
the Wyndham trademark feeintersegment revenues charged
principally between
the Lodging segmentour vacation ownership and
the Vacation Ownership segment.We expect corporate expenses of approximately $93 million to $100lodging businesses, decreased $3 million during 2012. Such expenses primarily reflect continued investment in information technology and data security enhancements in response2014 compared to the increasingly aggressive global threat from cyber-criminals.
2013.
The following table presents our operating statistics for the years ended December 31,
20102013 and
2009.2012. See Results of Operations section for a discussion as to how these operating statistics affected our business for the periods presented.
| | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2010 | | | 2009 | | | % Change | |
Lodging(*) | | | | | | | | | | | | |
Number of rooms(a) | | | 612,700 | | | | 597,700 | | | | 3 | |
RevPAR(b) | | $ | 31.14 | | | $ | 30.34 | | | | 3 | |
Vacation Exchange and Rentals | | | | | | | | | | | | |
Average number of members (in 000s)(c) | | | 3,753 | | | | 3,782 | | | | (1 | ) |
Exchange revenue per member(d) | | $ | 177.53 | | | $ | 176.73 | | | | — | |
Vacation rental transactions (in 000s) (e) (f) | | | 1,163 | | | | 964 | | | | 21 | |
Average net price per vacation rental(f) (g) | | $ | 425.38 | | | $ | 477.38 | | | | (11 | ) |
Vacation Ownership | | | | | | | | | | | | |
Gross VOI sales (in 000s)(h) (i) | | $ | 1,464,000 | | | $ | 1,315,000 | | | | 11 | |
Tours(j) | | | 634,000 | | | | 617,000 | | | | 3 | |
Volume Per Guest (“VPG”)(k) | | $ | 2,183 | | | $ | 1,964 | | | | 11 | |
|
| | | | | | | | | |
| | Year Ended December 31, |
| | 2013 | | 2012 | | % Change |
| Lodging | | | | | |
Number of rooms (a) | 645,400 |
| | 627,400 |
| | 2.9 |
RevPAR (b) | $ | 36.00 |
| | $ | 34.80 |
| | 3.4 |
| Vacation Exchange and Rentals | | | | | |
Average number of members (in 000s) (c) | 3,698 |
| | 3,674 |
| | 0.7 |
Exchange revenue per member (d) | $ | 181.02 |
| | $ | 179.68 |
| | 0.7 |
Vacation rental transactions (in 000s) (e) (f) | 1,483 |
| | 1,392 |
| | 6.5 |
Average net price per vacation rental (f) (g) | $ | 532.11 |
| | $ | 504.55 |
| | 5.5 |
Vacation Ownership (f) | | | | | |
Gross VOI sales (in 000s) (h) (i) | $ | 1,889,000 |
| | $ | 1,781,000 |
| | 6.1 |
Tours (in 000s) (j) | 789 |
| | 724 |
| | 9.0 |
VPG (k) | $ | 2,281 |
| | $ | 2,324 |
| | (1.9) |
(*) |
Includes the impact from the acquisition of the Tryp hotel brand, which was acquired on June 30, 2010; therefore, such operating statistics for 2010 are not presented on a comparable basis to the 2009 operating statistics.
|
|
| |
(a) | Represents the number of rooms at lodging properties at the end of the period which are either (i) under franchise and/or management agreements, (ii) properties affiliated with the Wyndham Hotels and Resorts brand for which we received a fee for reservation and/or other services provided and (iii) properties managed under a joint venture. The amounts in 2010 and 2009 include 200 and 3,549 affiliated rooms, respectively. are company owned. |
| |
(b)(b)
| Represents revenue per available room and is calculated by multiplying the percentage of available rooms occupied during the period by the average rate charged for renting a lodging room for one day. |
| |
(c) | Represents members in our vacation exchange programs who paypaid annual membership dues. For additional fees, such participants are entitled to exchange intervals for intervals at other properties affiliated with our vacation exchange business. In addition, certain participants may exchange intervals for other leisure-related services and products. dues as of the end of the period or within the allowed grace period. |
| |
(d) | Represents total revenueannualized revenues generated from fees associated with memberships, exchange transactions, member-related rentals and other servicing for the period divided by the average number of vacation exchange members during the period. |
| |
(e) | Represents the number of transactions that are generated in connection with customers booking their vacation rental stays through us. One rental transaction is recorded for each standard one-week rental. |
| |
(f) | Includes the impact from acquisitions from the acquisitions of Hoseasons (March 1, 2010), ResortQuest (September 30, 2010) and James Villa Holidays (November 30, 2010);acquisition dates forward, therefore, suchthe operating statistics for 20102013 are not presented on a comparable basis to the 20092012 operating statistics. |
| |
(g)(g)
| Represents the net rental price generated from renting vacation properties to customers and other related rental servicing fees divided by the number of vacation rental transactions. Excluding the impact of foreign exchange movements, the average net price per vacation rental decreased 7%. |
| |
(h)(h)
| Represents total sales of VOIs, including sales under the WAAM Fee-for-Service, before the net effect of percentage-of-completion accounting and loan loss provisions. We believe that Gross VOI sales providesprovide an enhanced understanding of the performance of our vacation ownership business because it directly measures the sales volume of this business during a given reporting period. |
| |
(i)(i)
| The following table provides a reconciliation of Gross VOI sales to Vacation ownership interest sales for the year ended December 31 (in millions): |
| | | | | | | | |
| | | 2010 | | | 2009 | |
Gross VOI sales | | $ | 1,464 | | | $ | 1,315 | |
Less: WAAM sales(1) | | | (51 | ) | | | — | |
| | | | | | | | |
Gross VOI sales, net of WAAM sales | | | 1,413 | | | | 1,315 | |
Plus: Net effect of percentage-of-completion accounting | | | — | | | | 187 | |
Less: Loan loss provision | | | (340 | ) | | | (449 | ) |
| | | | | | | | |
Vacation ownership interest sales(2) | | $ | 1,072 | | | $ | 1,053 | |
| | | | | | | | |
|
| | | | | | | |
| 2013 | | 2012 |
Gross VOI sales (1) | $ | 1,889 |
| | $ | 1,781 |
|
Less: WAAM Fee-for-Service sales (2) | (160 | ) | | (49 | ) |
| Gross VOI sales, net of WAAM Fee-for-Service sales | 1,729 |
| | 1,732 |
|
| Less: Loan loss provision | (349 | ) | | (409 | ) |
| Less: Impact of POC accounting | (1 | ) | | — |
|
| Vacation ownership interest sales | $ | 1,379 |
| | $ | 1,323 |
|
| |
((1) 1)
| For the years ended December 31, 2013 and 2012, included $14 million and $99 million, respectively, of Gross VOI sales under our WAAM Just-in-Time inventory acquisition model which enables us to acquire and own completed timeshare units close to the timing of the sales of such units and to offer financing to the purchaser. This significantly reduces the period between the deployment of capital to acquire inventory and the subsequent return on investment which occurs at the time of its sale to a timeshare purchaser. We implemented this model during the second quarter of 2012. |
| |
(2) | Represents total sales of third party VOIs through our fee-for-service vacation ownershipWAAM Fee-for-Service sales model designed to offer turn-key solutions for developers or banks in possession of newly developed inventory, which we will sell for a commission fee through our extensive sales and marketing channels. WAAM Fee-for-Service commission revenues amounted to $107 million and $33 million during 2013 and 2012, respectively. |
| |
(2)
| Amounts may not foot due to rounding.
|
(j)(j) | Represents the number of tours taken by guests in our efforts to sell VOIs. |
| |
(k)(k)
| VPG is calculated by dividing Gross VOI sales (excluding tele-sales upgrades, which are non-tour upgrade sales) by the number of tours. Tele-sales upgrades were $29$89 million and $104$97 million during the year ended December 31, 20102013 and 2009,2012, respectively. We have excluded non-tour upgrade sales in the calculation of VPG because non-tour upgrade sales are generated by a different marketing channel. We believe that VPG provides an enhanced understanding of the performance of our vacation ownership business because it directly measures the efficiency of this business’the business’s tour selling efforts during a given reporting period. |
Year Ended December 31, 20102013 vs. Year Ended December 31, 20092012 Our consolidated results comprised the following:
| | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2010 | | | 2009 | | | Change | |
Net revenues | | $ | 3,851 | | | $ | 3,750 | | | $ | 101 | |
Expenses | | | 3,133 | | | | 3,156 | | | | (23 | ) |
| | | | | | | | | | | | |
Operating income | | | 718 | | | | 594 | | | | 124 | |
Other income, net | | | (7 | ) | | | (6 | ) | | | (1 | ) |
Interest expense | | | 167 | | | | 114 | | | | 53 | |
Interest income | | | (5 | ) | | | (7 | ) | | | 2 | |
| | | | | | | | | | | | |
Income before income taxes | | | 563 | | | | 493 | | | | 70 | |
Provision for income taxes | | | 184 | | | | 200 | | | | (16 | ) |
| | | | | | | | | | | | |
Net income | | $ | 379 | | | $ | 293 | | | $ | 86 | |
| | | | | | | | | | | | |
During 2010, our net
|
| | | | | | | | | | | |
| | Year Ended December 31, |
| | 2013 | | 2012 | | Favorable/(Unfavorable) |
| Net revenues | $ | 5,009 |
| | $ | 4,534 |
| | $ | 475 |
|
| Expenses | 4,099 |
| | 3,682 |
| | (417 | ) |
| Operating income | 910 |
| | 852 |
| | 58 |
|
| Other income, net | (6 | ) | | (8 | ) | | (2 | ) |
| Interest expense | 131 |
| | 132 |
| | 1 |
|
| Early extinguishment of debt | 111 |
| | 108 |
| | (3 | ) |
| Interest income | (9 | ) | | (8 | ) | | 1 |
|
| Income before income taxes | 683 |
| | 628 |
| | 55 |
|
| Provision for income taxes | 250 |
| | 229 |
| | (21 | ) |
| Net income | 433 |
| | 399 |
| | 34 |
|
| Net (income)/loss attributable to noncontrolling interest | (1 | ) | | 1 |
| | (2 | ) |
| Net income attributable to Wyndham shareholders | $ | 432 |
| | $ | 400 |
| | $ | 32 |
|
Net revenues increased
$101$475 million
(3%(10.5%)
principally due to:during 2013 compared with 2012 primarily resulting from: $196 million decreaseof incremental revenues from acquisitions across all our businesses;
$138 million of higher revenues at our vacation ownership business primarily resulting from higher WAAM Fee-for-Service commissions and property management fees;
an $84 million increase at our lodging business primarily from higher reimbursable revenues in our provision for loan losses primarily due to improved portfolio performancehotel management business and mix, partially offset by the impact to the provision from higher gross VOI sales;royalty and marketing and reservation (inclusive of Wyndham Rewards) revenues; and
a $97$56 million increase in gross sales of VOIs, net of WAAM sales, reflecting higher VPG and tour flow;
a $35 million increase in net revenues from rental transactions and related services at our vacation exchange and rentals business due to incremental revenues contributedprimarily from our acquisitions of Hoseasons, ResortQueststronger revenue on rental transactions and James Villa Holidays and favorable pricing at our Landal GreenParks and U.K. cottage businesses, partially offset bynew product offerings.
Expenses increased $417 million (11.3%) during 2013 compared with the unfavorable impact of foreign exchange movements of $22 million;same period last year principally reflecting:
$31208 million of commissions earned on VOI sales under our WAAM;higher expenses from operations primarily related to the revenue increases (excluding acquisitions);
$29170 million of incremental property management fees within our vacation ownership business primarily as expenses from acquisitions; and
a result of growth in the number of units under management;
a $28$31 million increase in net revenues in our lodging business primarilydepreciation and amortization resulting from the impact of acquisitions and property and equipment additions made during 2012.
Early extinguishment of debt increased $3 million due to a RevPAR increase of 3%, an increase in ancillary revenues and other franchise fees and incremental revenues contributed from the Tryp hotel brand acquisition, partially offset by a decline in reimbursable revenues; and
an $8 million increase in ancillary revenues in our vacation exchange and rentals business primarily due to incremental revenues contributed from our acquisition of ResortQuest.
Such increases were partially offset by:
a decrease of $187 million as a result of the absence of the recognition of revenues previously deferred under the POC method of accounting at our vacation ownership business;
a $35 million decrease in ancillary revenues at our vacation ownership business primarily associated with a change in the classification of revenues related to incidental operations, which were misclassified on a gross basis during periods prior to the third quarter of 2010, and classified on a net basis within operating expenses commencing in the third quarter of 2010; and
a $10 million reduction in consumer financing revenues due primarily to a decline in our contract receivable portfolio.
Total expenses decreased $23 million (1%) principally reflecting:
a decrease of $72$111 million of expenses related to the absence of the recognition of revenues previously deferred at our vacation ownership business, as discussed above;
a $54 million net benefit recorded during 2010 related to the resolution of and adjustment to certain contingent liabilities and assets primarily due to the settlement of the IRS examination of Cendant’s tax years 2003 through 2006 on July 15, 2010;
a $43 million decrease in marketing and reservation expenses due to the change in tour mix in our vacation ownership business and lower marketing overhead costs at our lodging business;
$38 million of decreased costs related to organizational realignment initiatives across our businesses (see Restructuring Plans for more details);
a $34 million decrease in consumer financing interest expense primarily related to a decrease in interest rates and lower average borrowings on our securitized debt facilities;
the absence of non-cash charges of $15 million in 2009 at our vacation ownership and lodging businesses to reduce the carrying value of certain assets based upon their revised estimated fair values;
the favorable impact of $15 million at our vacation exchange and rentals business from foreign exchange transactions and foreign currency hedging contracts;
$11 million of decreased expenses related to non-core vacation ownership businesses;
a $9 million favorable impact on expenses related to foreign currency translation at our vacation exchange and rentals business;
$8 million decrease in payroll costs paid on behalf of hotel owners in our lodging business;
$8 million primarily associated with a change in the classification of revenue related to incidental operations, which were misclassified on a gross basis during prior periods and classified on a net basis within operating expenses during the third and fourth quarters of 2010;
the absence of a $6 million net expense recorded during 2009 related to the resolution of and adjustment to certain contingent liabilities and assets; and
$5 million of lower volume-related and marketing costs at our vacation exchange and rentals business.
These decreases were partially offset by:
$43 million of incremental costs incurred from acquisitions, of which $40 million is attributable to our vacation exchange and rentals business;
$43 million of increased employee and other related expenses primarily due to higher sales commission costs resulting from increased gross VOI sales and rates;
$40 million of increased cost of VOI sales related to the increase in gross VOI sales, net of WAAM sales;
$25 million of increased costs at our vacation ownership business associated with maintenance fees on unsold inventory;
$24 million of increased costs in our lodging business primarily associated with ancillary services provided to franchisees and to enhance the international infrastructure to support our growth strategies;
$22 million of costs at our vacation ownership business related to our WAAM;
$22 million of incremental property management expenses at our vacation ownership business primarily associated with the growth in the number of units under management;
$16 million of higher corporate costs primarily related to data security and information technology costs, employee-related fees, the funding of the Wyndham charitable foundation and higher professional fees, partially offset by the favorable impact from foreign exchange contracts;
$15 million of increased deed recording costs at our vacation ownership business;
$10 million of higher operating expenses at our lodging business related to higher employee-related costs, higher IT costs and higher bad debt expenses on franchisees that are no longer operating a hotel under one of our brands;
$10 million of increased litigation expenses primarily at our vacation ownership business;
$7 million of acquisition costs incurred in connection with our Hoseasons, Tryp hotel brand, ResortQuest and James Villa Holidays acquisitions;
$6 million of costs at our lodging business related to our strategic initiative to grow reservation contribution;
$5 million of higher operating expenses at our vacation exchange and rentals business, which includes an unfavorable impact from value-added taxes; and
a $4 million non-cash charge to impair the value of certain vacation ownership properties and related assets held for sale that were no longer consistent with our development plans during 2010.
Other income, net increased $1 million during 2010 compared to 2009. Interest expense increased $53 million during 2010 as compared to 2009 primarily as a result of (i) higher interest on our long-term debt facilities primarily as a result of our 2010 and May 2009 debt issuances (see Note 13 – Long-Term Debt and Borrowing Arrangements), (ii) $16 million of early extinguishment costs incurred during the first quarter of 2010 primarily related to our effective termination of an interest rate swap agreement in connection with the early extinguishment of our term loan facility, which resulted in the reclassification of a $14 million unrealized loss from accumulated other comprehensive income to interest expense on our Consolidated Statement of Income and (iii) $14 million of costs incurred for the early repurchase of a portion of our convertible5.75%, 7.375% and 6.00% senior unsecured notes and the remaining portion of our 9.875% senior unsecured notes during 2013, partially offset by $108 million of expenses incurred for the thirdearly repurchase of a portion of our 9.875% and fourth quarters of 2010. Interest income decreased $2 million6.00% senior unsecured notes during 2010 compared to 2009 due to decreased interest earned on invested cash balances as a result of lower rates earned on investments.
Our effective tax rate declined from 40.6% during 2009 to 32.7% in 2010 primarily due to the benefit derived from the current utilization of certain cumulative foreign tax credits, which we were able to realize based on certain changes in our tax profile, as well as the settlement of the IRS examination.
2012.
As a result of these items,
our net income
attributable to Wyndham shareholders increased
$86$32 million
(8.0%) as compared
to 2009.with 2012.
Following is a discussion of the
20102013 results of each of our segments and Corporate and Other compared to
2009: | | | | | | | | | | | | | | | | | | | | | | | | |
| | | Net Revenues | | | EBITDA | |
| | | 2010 | | | 2009 | | | %
Change | | | 2010 | | | 2009 | | | %
Change | |
Lodging | | $ | 688 | | | $ | 660 | | | | 4 | | | $ | 189 | | | $ | 175 | | | | 8 | |
Vacation Exchange and Rentals | | | 1,193 | | | | 1,152 | | | | 4 | | | | 293 | | | | 287 | | | | 2 | |
Vacation Ownership | | | 1,979 | | | | 1,945 | | | | 2 | | | | 440 | | | | 387 | | | | 14 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Total Reportable Segments | | | 3,860 | | | | 3,757 | | | | 3 | | | | 922 | | | | 849 | | | | 9 | |
Corporate and Other (a) | | | (9 | ) | | | (7 | ) | | | * | | | | (24 | ) | | | (71 | ) | | | * | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Total Company | | $ | 3,851 | | | $ | 3,750 | | | | 3 | | | | 898 | | | | 778 | | | | 15 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Less: Depreciation and amortization | | | | | | | | | | | | | | | 173 | | | | 178 | | | | | |
Interest expense | | | | | | | | | | | | | | | 167 | | | | 114 | | | | | |
Interest income | | | | | | | | | | | | | | | (5 | ) | | | (7 | ) | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Income before income taxes | | | | | | | | | | | | | | $ | 563 | | | $ | 493 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | |
| | Net Revenues | | EBITDA |
| | 2013 | | 2012 | | % Change | | 2013 | | 2012 | | % Change |
| Lodging | $ | 1,027 |
| | $ | 890 |
| | 15.4 | | $ | 279 |
| (b) | $ | 272 |
| (f) | 2.6 |
| Vacation Exchange and Rentals | 1,526 |
| | 1,422 |
| | 7.3 | | 356 |
| | 328 |
| (g) | 8.5 |
| Vacation Ownership | 2,515 |
| | 2,269 |
| | 10.8 | | 619 |
| (c) | 549 |
| (h) | 12.8 |
| Total Reportable Segments | 5,068 |
| | 4,581 |
| | 10.6 | | 1,254 |
| | 1,149 |
| | 9.1 |
Corporate and Other (a) | (59 | ) | | (47 | ) | | (25.5) | | (122 | ) | (d) | (104 | ) | (d) | (17.3) |
| Total Company | $ | 5,009 |
| | $ | 4,534 |
| | 10.5 | | $ | 1,132 |
| | $ | 1,045 |
| | 8.3 |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Reconciliation of EBITDA to Net Income Attributable to Wyndham Shareholders | | | | |
| | | | | | | | | | | | |
| | | | | | | | 2013 | | 2012 | | |
| EBITDA | | | | | | | $ | 1,132 |
| | $ | 1,045 |
| | |
| Depreciation and amortization | | | | | | | 216 |
| | 185 |
| | |
| Interest expense | | | | | | | 131 |
| | 132 |
| | |
| Early extinguishment of debt | | | | | | | 111 |
| (e) | 108 |
| (i) | |
| Interest income | | | | | | | (9 | ) | | (8 | ) | | |
| Income before income taxes | | | | | | | 683 |
| | 628 |
| | |
| Provision for income taxes | | | | | | | 250 |
| | 229 |
| | |
| Net income | | | | | | | 433 |
| | 399 |
| | |
| Net (income)/loss attributable to noncontrolling interest | | | | (1 | ) | | 1 |
| | |
| Net income attributable to Wyndham shareholders | | | | $ | 432 |
| | $ | 400 |
| | |
| |
(a) | Includes the elimination of transactions between segments. |
| |
(b) | Includes (i) $9 million of restructuring costs incurred as a result of an organizational realignment initiative commenced during 2013 and (ii) $8 million of non-cash impairment charges primarily related to a partial write-down of the Hawthorn trademark. |
| |
(c) | Includes $2 million of costs incurred in connection with the acquisition of the Midtown 45 through the consolidation of an SPE, which is being converted to WAAM Just-in-Time inventory (January 2013). |
| |
(d) | Includes (i) $121 million and $109 million of corporate costs during 2013 and 2012, respectively and (ii) $1 million of a net expense and $5 million of a net benefit during 2013 and 2012, respectively, related to the resolution of and adjustment to certain contingent liabilities and assets resulting from our Separation. |
| |
(e) | Represents costs incurred for the early repurchase of a portion of our 5.75%, 7.375% and 6.00% senior unsecured notes and the remaining portion of our 9.875% senior unsecured notes. |
| |
(f) | Includes a $1 million benefit from the recovery of a previously recorded impairment charge. |
| |
(g) | Includes (i) a non-cash impairment charge of $8 million for the write-down of the ResortQuest and Steamboat Resorts trade names, (ii) $5 million of restructuring costs incurred as a result of organizational realignment initiatives commenced during 2012, (iii) a $2 million benefit related to the reversal of an allowance associated with a previously divested asset and (iv) $1 million of acquisition costs incurred in connection with several vacation rental businesses (December 2012). |
| |
(h) | Includes (i) $2 million of restructuring costs and (ii) $1 million of acquisition costs incurred in connection with our acquisition of Shell (September 2012). |
| |
(i) | Represents costs incurred for the early repurchase of a portion of our 9.875% and 6.00% senior unsecured notes. |
Net revenues increased $137 million (15.4%) and EBITDA increased $7 million (2.6%) during 2013 compared with 2012. EBITDA was unfavorably impacted by a $9 million restructuring charge and $8 million of non-cash impairment charges during the fourth quarter of 2013. EBITDA also reflects the absence of a $1 million benefit from the recovery of a previously recorded impairment charge during 2012.
Net revenues reflected a $28 million increase in royalty and marketing and reservation fees (inclusive of Wyndham Rewards) primarily due to a 3.4% increase in RevPAR resulting from stronger occupancy and average daily rates, as well as a 2.9% increase in system size. In addition, net revenues and EBITDA were also favorably impacted by $4 million of higher intersegment licensing fees charged primarily to our vacation ownership business for the use of the Wyndham trade name. Ancillary revenues contributed an additional $17 million and $6 million of net revenues and EBITDA, respectively, principally from growth in our co-branded credit card program and higher property management systems sales.
Net revenues and EBITDA increased
$28$44 million
(4%) and
$14$6 million,
(8%), respectively,
from our owned hotels. Excluding $40 million and $3 million of incremental revenues and EBITDA, respectively, related to our acquisition of the Rio Mar hotel during the
year ended December 31, 2010 compared to the same period during 2009.On June 30, 2010, we acquired the Tryp hotel brand, which resulted in the additionfourth quarter of 92 hotels2012, revenues and approximately 13,200 rooms in Europe and South America. Such acquisition contributed incremental revenues of $5EBITDA increased $4 million and EBITDA of $1$3 million, which includes $1respectively, due to improved operating performance.
The increase in net revenues also reflects $44 million of costs incurredhigher reimbursable revenues (inclusive of $6 million of intersegment revenues) in connectionour hotel management business which had no impact on EBITDA. Such increase was primarily the result of new management agreements executed during the current year and the latter half of 2012.
EBITDA was also impacted by $22 million of higher marketing, reservation and Wyndham Rewards expenses primarily due to higher expenses associated with the
acquisition.Excludingmarketing revenue increases resulting from the impactgrowth of this acquisition, net revenues increased $23 million reflecting:
a $10 million increase in international royalty,the business. We are committed to spend such marketing and reservation revenues primarily due to a 7% increase in international rooms;
a $3 million increase in domestic royalty, marketing and reservation revenues primarily due to a RevPAR increase of 1% as a result of increased occupancy; and
an $18 million net increase in ancillary revenue primarily associated with additional services provided to franchisees.
Such increases were partially offset by $8 million of lower reimbursable revenues earned by our hotel management business in 2010. Although our portfolio of managed properties increased in 2010, these incremental revenues were more than offset by the negative impact on revenues resulting from the properties under management which left the system during 2009. The reimbursable revenues recorded by our hotel management business primarily relate to payroll costs that we pay on behalf of hotel owners, and for which we are entitled to be fully reimbursed by the hotel owner. As the reimbursements are made based upon cost with no added margin, the recorded revenues are offset by the associated expense and there is no resultant impact on EBITDA.
Excluding the impact of the Tryp hotel brand acquisition, EBITDA further reflects an increase in expenses of $10 million (2%) primarily driven by:
$24 million of increased costs primarily associated with ancillary services provided to franchisees and to enhance the international infrastructure to support our growth strategies;
franchisees.$6 million of costs incurred during 2010 relating to our strategic initiative to grow reservation contribution;
$5 million of higher employee compensation expenses compared to 2009;
$3 million of higher information technology costs; and
$2 million of higher bad debt expense primarily attributable to receivables relating to terminated franchisees.
Such cost increases were partially offset by:
a decrease of $13 million in marketing-related expenses primarily due to lower marketing overhead;
$8 million of lower payroll costs paid on behalf of hotel owners, as discussed above;
the absence of a $6 million non-cash charge in the fourth quarter of 2009 to impair the value of an underperforming joint venture in our hotel management business; and
the absence of $3 million of costs recorded during the first quarter of 2009 relating to organizational realignment initiatives (see Restructuring Plan for more details).
As of December 31, 2010,2013, we had approximately 7,2107,490 properties and approximately 612,700645,400 rooms in our system. Additionally, our hotel development pipeline included over 900970 hotels and approximately 102,700114,000 rooms, of which 51%58% were international and 55%68% were new construction as of December 31, 2010.
2013.
Vacation Exchange and Rentals
Net revenues and EBITDA increased
$41$104 million
(4%(7.3%) and
$6$28 million
(2%(8.5%), respectively, during
20102013 compared with
2009. A stronger U.S. dollar compared to other foreign currencies unfavorably2012. Foreign currency translation favorably impacted net revenues
by $4 million and
unfavorably impacted EBITDA by
$16$2 million. EBITDA also reflects the absence of an $8 million
fourth quarter 2012 non-cash impairment charge resulting from Wyndham Vacation Rentals’ rebranding initiative and
$7$5 million
respectively. Net revenues from rental transactions and related services increased $35 million primarily related to incremental contributions from our acquisitions and ancillary revenues increased $8 million,of fourth quarter 2012 restructuring costs, partially offset by a
$2$4 million
decline in exchange and related service revenues. EBITDA further reflectssettlement of a business disruption claim received during the
favorable impact from foreign exchange transactions and foreign exchange hedging contracts, partially offset by incremental costs contributed from acquired businesses, an increase in costssecond quarter of 2012 related to
organizational realignment initiatives and increased operating expenses.On November 30, 2010, we acquired James Villa Holidays, which resultedthe Gulf of Mexico oil spill in the addition2010.
Our acquisitions of
approximately 2,300 villas and unique vacation
rental properties in over 50 destinations primarily across Mediterranean locations. In addition, we acquired ResortQuest during September 2010 and Hoseasons during March 2010 which resulted in the additionrentals businesses contributed $48 million of
approximately 6,000 and over 15,000 vacation rental properties, respectively. Such acquisitions contributed incremental net revenues
(inclusive of
$43 million and an EBITDA loss of $3 million, which includes $6 million of costs incurred in connection with these acquisitions. Such contributions include $6$10 million of ancillary
revenues generated from ResortQuest. ResortQuestrevenues) and
James Villa Holidays were purchased subsequent to the third quarter vacation season, which, based on historical seasonality, is the quarter in which results derived from these vacation rentals are most favorable.$10 million of incremental EBITDA during 2013.
Net revenues generated from rental transactions and related services increased
$35 million (8%) during 2010 compared to 2009.$87 million. Excluding the impact
toof $38 million of incremental vacation rental revenues from acquisitions and a favorable foreign currency translation impact of $10 million, net revenues
generated from rental transactions
from our acquisitions and
the unfavorable impact of foreign exchange movements of $22 million, such increaserelated services increased $39 million. This was
$20 million (4%) during 2010, which was driven byprimarily due to a
4%6.1% increase in average net price per vacation
rental. Such increase resulted from (i) favorable pricing on bookings made close to arrival dates atrental driven by the impact of yield management strategies especially in our
James Villa Holidays and Landal GreenParks
business,(ii) higher pricing at our U.K. and France destinations through our U.K. cottage business, (iii) increased commissions on new properties at our U.K. cottage business and (iv) a $10 million increase primarily related to a change in the classification of third-party sales commission fees to operating expenses, which were misclassified as contra revenue in prior periods. Rental transaction volume remained relatively flat during 2010 as compared to 2009 as the favorable impact at our Novasol business was offset by lower volume at our Landal GreenParks business.
businesses.
Exchange and related service revenues, which primarilyprincipally consist of fees generated from memberships, exchange transactions, member-related rentals and other member servicing, decreased $2 million during 2010 compared with 2009.increased $9 million. Excluding the favorablean unfavorable foreign currency translation impact of foreign exchange movements of $6 million, exchange and related service revenues decreased $8increased $15 million (1%) driven bydue to the impact of (i) a 1% decrease1.6% increase in exchange revenue per member primarily resulting from an increase in revenues derived from new products, growth in member rentals, as well as incremental revenues from new affiliate club servicing programs and (ii) a 0.7% increase in the average number of members primarilyprincipally resulting from an increase in the member base in Latin America and North America due to lower enrollments from affiliated resort developers during 2010. Exchange revenue perthe benefits of member remained relatively flat asretention efforts and new affiliations.
In addition to the items discussed above, EBITDA was unfavorably impacted by:
$36 million of higher transaction revenuesproduct and service-related costs resulting from favorable pricing and the impactrevenue increases in our vacation rentals businesses;
the absence of a $4 million increase related to a change in the classification of third-party credit card processing fees to operating expenses, which were misclassified as contra revenue in prior periods, was offset by lower travel services fees resulting from the outsourcing of our European travel services to a third-party providerfavorable adjustment for value-added taxes recorded during the first quarter of 2010 and lower2012;
a $4 million foreign exchange
and subscription revenues, which we believe isloss related to the
resultdevaluation of the
impactofficial exchange rate of
club membershipsVenezuela during the first quarter of 2013; and
member retention programs offered at multi-year discounts.Ancillary revenues increased $8 million during 2010 compared to 2009. Excluding
the
impact to ancillary revenues from the acquisitionabsence of
ResortQuest, such increase wasa $2 million
which relatesbenefit recorded during the first quarter of 2012 related to
higher fees generated from programsthe reversal of an allowance associated with
affiliated resorts.Excluding the impact from our acquisitions,a previously divested asset.
Such decreases to EBITDA
further reflects a decrease in expenses of $11 million (1%) primarily driven by:were partially offset by the favorable impact of $15$7 million from foreign exchange transactions and foreign exchange hedging contracts;
contracts.the favorable impact of foreign currency translation on expenses of $9 million;
$5 million of lower volume-related and marketing costs; and
$4 million of lower bad debt expense.
Such decreases were partially offset by:
a $14 million increase in expenses primarily resulting from a change in the classification of third-party sales commission fees and credit card processing fees to operating expenses, which were misclassified as contra revenue in prior periods;
$5 million of increased operating expenses, which includes an unfavorable impact from value-added taxes; and
$3 million of higher costs related to organizational realignment initiatives (see Restructuring Plan for more details).
Vacation Ownership
Net revenues and EBITDA increased
$34$246 million
(2%(10.8%) and
$53$70 million
(14%(12.8%), respectively, during
the year ended December 31, 20102013 compared with
2012. The acquisition of Shell completed during the
same period during 2009.The increase inthird quarter of 2012 contributed an incremental $108 million and $13 million of net revenues and EBITDA, respectively.
Gross VOI sales increased $108 million (6.1%) compared to the prior year principally due to a 9.0% increase in tour flow partially offset by a 1.9% decrease in VPG. The change in VPG was primarily attributable to the unfavorable impact of the expiration of an upgrade marketing program during the fourth quarter of 2012 and the mix impact of lower VPG from Shell sales. The increase in tour flow reflected our continued focus on marketing programs directed towards new owner generation as well as the impact of the Shell acquisition.
Net VOI revenue increased $56 million compared to the same period last year ended December 31, 2010resulting primarily reflectsfrom a decline$60 million decrease in our provision for loan losses an increase in gross VOI sales, incrementaldue to a lower provision rate resulting from favorable default trends from lower cease and desist activity.
Commission revenues associated with commissions earned onand EBITDA generated by WAAM Fee-for-Service increased by $74 million and $18 million, respectively, compared to the prior year, resulting from $111 million of higher VOI sales under our newly implemented WAAM and propertyFee-for-Service.
Property management revenues and EBITDA increased $107 million and $12 million, respectively. The revenue and EBITDA increases were primarily the result of $70 million and $13 million of incremental revenues and EBITDA, respectively, from the Shell acquisition. In addition, revenues were favorably impacted by higher reimbursable revenues resulting from increased operating expenses at our resorts which had no impact on EBITDA.
Consumer financing revenues and EBITDA increased $5 million and $18 million, respectively. Excluding $9 million of incremental revenues and EBITDA contributed from the Shell acquisition, revenues decreased $4 million and EBITDA increased $9 million. The revenue decrease was principally due to a lower average portfolio balance of contract receivables partially offset by
the absence of the recognition of previously deferred revenues and related expenses during the year ended December 31, 2009 and lower ancillary revenues.a higher weighted average interest rate earned on such receivables. The increase in EBITDA reflected
the absence ofcosts incurred in 2009 related to organizational realignment initiatives, lower consumer financing interest expense lower marketing expenses, a decline in expenses related to our non-core businesses and non-cash impairment charges. EBITDA was further impacted by higher employee related expenses, increased costs of VOI sales, increased costs associated with maintenance fees on unsold inventory, increased property management expenses, incremental WAAM related expenses, higher deed recording costs and higher litigation expenses.
Gross sales of VOIs, net of WAAM sales, at our vacation ownership business increased $97 million (7%) during the year ended December 31, 2010 compared to the same period during 2009, driven principally by an increase of 11% in VPG and an increase of 3% in tour flow. VPG was positively impacted by (i) a favorable tour flow mix resulting from the closure of underperforming sales offices as part of the organizational realignment and (ii) a higher percentage of sales coming from upgrades to existing owners during the year ended December 31, 2010 as compared to the same period during 2009 as a result of changesa reduction in the mix of tours. Tour flow reflects the favorable impact of growth in our in-house sales programs, partially offset by the negative impact of the closure of over 25 sales offices during 2009 primarily related to our organizational realignment initiatives. Our provision for loan losses declined $109 million during the year ended December 31, 2010 as compared to the same period during 2009. Such decline includes (i) $83 million primarily related to improved portfolio performance and mix during the year ended December 31, 2010 as compared to the same period during 2009, partially offset by the impact to the provision from higher gross VOI sales, and (ii) a $26 million impact on our provision for loan losses from the absence of the recognition of revenue previously deferred under the POC method of accounting during the year ended December 31, 2009. Such favorability was partially offset by a $35 million decrease in ancillary revenues primarily associated with a change in the classification of revenues related to incidental operations, which were misclassified on a gross basis during prior periods and classified on a net basis within operating expenses during the second half of 2010.
In addition, net revenues and EBITDA comparisons were favorably impacted by $31 million and $9 million, respectively, during the year ended December 31, 2010 due to commissions earned on VOI sales of $51 million under our WAAM. During the first quarter of 2010, we began our initial implementation of WAAM, which is our fee-for-service vacation ownership sales model designed to capitalize upon the large quantities of newly developed, nearly completed or recently finished condominium or hotel inventory within the current real estate market without assuming the investment that accompanies new construction. We offer turn-key solutions for developers or banks in possession of newly developed inventory, which we will sell for a commission fee through our extensive sales and marketing channels. This model enables us to expand our resort portfolio with little or no capital deployment, while providing additional channels for new owner acquisition. In addition, WAAM may allow us to grow our fee-for-service consumer finance servicing operations and property management business. The commission revenue earned on these sales is included in service and membership fees on the Consolidated Statement of Income.
Under the POC method of accounting, a portion of the total revenues associated with the sale of a VOI is deferred if the construction of the vacation resort has not yet been fully completed. Such revenues are recognized in future periods as construction of the vacation resort progresses. There was no impact from the POC method of accounting during the year ended December 31, 2010 as compared to the recognition of $187 million of previously deferred revenues during the year ended December 31, 2009. Accordingly, net revenues and EBITDA comparisons were negatively impacted by $161 million (including the impact of the provision for loan losses) and $89 million, respectively, as a result of the absence of the recognition of revenues previously deferred under the POC method of accounting.
Our net revenues and EBITDA comparisons associated with property management were positively impacted by $29 million and $7 million, respectively, during the year ended December 31, 2010 primarily due to growth in the number of units under management, partially offset in EBITDA by increased costs associated with such growth in the number of units under management.
Net revenues were unfavorably impacted by $10 million and EBITDA was favorably impacted by $24 million during the year ended December 31, 2010 due to lower consumer financing revenues attributable to a
decline in our contract receivable portfolio, more than offset in EBITDA by lower interest costs during the year ended December 31, 2010 as compared to the same period during 2009. We incurred interest expense of $105 million on our securitized debt at a weighted average interest rate of 6.7% during the year ended December 31, 2010 compared to $139 million at a weighted average interest rate of 8.5% during the year ended December 31, 2009. Our net interest income margin increased from 68% during the year ended December 31, 2009 to 75% during the year ended December 31, 2010 due to:
a 179 basis point decrease in our weighted average interest rate on our securitized borrowings;
$62 million of decreaseddebt to 4.2% from 4.8% and lower average borrowings on our securitized debt facilities; and
higher weighted averagefacilities. As a result, our net interest rates earned on our contract receivable portfolio.
income margin increased to 82% compared to 79% during 2012.
In addition
to the items discussed above, EBITDA
was negatively impacted by $43 million (4%) of increased expenses, exclusive of lower interest expense on our securitized debt, higher property management expenses and WAAM relatedreflects an increase in expenses primarily resulting
from:$43from (i) $29 million of higher sales and marketing expenses due to increased tours for new owner generation and (ii) $14 million of increased employeegeneral and other relatedadministrative expenses primarily due tofrom higher sales commission costs resulting from increased gross VOI sales and rates;
information technology costs.Such increases in expenses were partially offset by a $7 million of increasedreduction in the cost of VOI sales relatedresulting from lower VOI product costs.
Corporate and Other
Corporate and Other revenues decreased $12 million during 2013 compared with 2012 primarily due to the increase in gross VOI sales,elimination of intersegment revenues charged primarily between our vacation ownership and lodging businesses.
Corporate expenses (excluding intercompany expense eliminations) increased $18 million during 2013 compared with 2012. Corporate expenses reflected a $1 million net of WAAM sales;
$25 million of increased costs associated with maintenance fees on unsold inventory;
$15 million of increased deed recording costs;expense during 2013 and
$10 million of increased litigation expenses.
Such increases were partially offset by:
the absence of $37 million of costs recorded during the year ended December 31, 2009 relating to organizational realignment initiatives (see Restructuring Plan for more details);
$30 million of decreased marketing expenses due to the change in tour mix;
$11 million of decreased expenses related to our non-core businesses;
$8 million primarily associated with a change in the classification of revenues related to incidental operations, which were misclassified on a gross basis during prior periods and classified on a net basis within operating expenses during the second half of 2010, partially offset by increased costs related to incentives awarded to owners; and
$5 million of lower non-cash charges to impair the value of certain vacation ownership properties and related assets held for sale that were no longer consistent with our development plans.
Corporate and Other
Corporate and Other expenses decreased $49 million in 2010 compared to 2009. Such decrease primarily resulted from:
a $54$5 million net benefit recorded during 20102012 related to the resolution of and adjustment to certain contingent liabilities and assets resulting from our Separation. Excluding the impact of these items, corporate expenses increased $12 million primarily due to the settlement of the IRS examination of Cendant’s taxable years 2003 through 2006 on July 15, 2010;
the absence of a $6 million net expense recorded during 2009 related to the resolution of and adjustment to certain contingent liabilities and assets;
$3 million of favorable impact from foreign exchange hedging contracts;
$2 million resulting from the absence of severance recorded during 2009; and
the absence of $1 million of costs recorded during 2009 relating to organizational realignment initiatives (see Restructuring Plan for more details).
Such decreases were partially offset by:
$9 million of higher data securitycontinued investments in information technology and information technology costs;
$6 million ofsystems security enhancements, as well as higher employee related expenses;
costs.$3 million of funding for the Wyndham charitable foundation; and
$3 million of higher professional fees.
RESTRUCTURING PLANS
2010 RESTRUCTURING PLAN
2014 Restructuring Plans
During
2010,2014, we committed to
a strategic realignment initiativerestructuring initiatives at our vacation exchange and rentals
and lodging businesses, primarily focused on improving the alignment of the organizational structure of each business
targeted at reducingwith their strategic objectives. In connection with these initiatives, we recorded $6 million of personnel-related costs,
primarily impacting the operations at certain vacation exchange call centers. During 2011, we incurred $7a $5 million non-cash charge to write-off information technology assets and $1 million of costs
and reduced our liability with $9 millionrelated to contract terminations. As of
cash payments. The remainingDecember 31, 2014, we had a liability of $7 million,
which is expected to be paid in
cash; $6 million of facility-related over the remaining lease term which expires in the first quarter of 2020 and $1 million of personnel-relatedcash primarily by the
third quarterend of
2012.2015. We anticipate annual net savings from such
initiative of $8initiatives to be $7 million.
2008 RESTRUCTURING PLAN
2013 Restructuring Plan
During 2008,2013, we committed to various strategican organizational realignment initiatives targeted principallyinitiative at reducingour lodging business, primarily focused on optimizing its marketing structure. In connection with this initiative, we recorded $8 million of personnel-related costs enhancing organizational efficiency, reducing our needand $1 million of costs related to access the asset-backed securities marketcontract terminations, of which $2 million was paid in cash and consolidating and rationalizing existing processes and facilities.$1 million was non-cash. During 2011,2014, we reduced our liability with $7$5 million of cash payments and reversed $1 million of previously recorded contract termination costs. We anticipate annual net savings from such initiatives to be insignificant as such cost reductions were redeployed to support other marketing initiatives.
2012 Restructuring Plans
During 2012, we committed to an organizational realignment initiative at our vacation exchange and rentals business, primarily focused on consolidating existing processes and optimizing its structure. Also during 2012, we implemented an organizational realignment initiative at our vacation ownership business, targeting the elimination of business function redundancies resulting from the Shell acquisition. During 2012, we incurred costs of $7 million and reduced our liability with cash payments of $1 million. During 2013, we (i) reduced our liability with $5 million of cash payments, (ii) recorded $2 million of additional facility-related
expenses. The remainingexpenses, (iii) increased our liability with $1 million of a non-cash adjustment associated with a facility closure and (iv) reversed $1 million of previously recorded personnel costs. During 2014, we reduced our liability with cash payments of $1 million. As of December 31, 2014, we had a liability of
$3$2 million,
all of which
is facility-related, is expected to be paid in cash by
January 2017. From the commencement of the 2012 restructuring plans through December
2013. We anticipate net savings from31, 2014, we have incurred a total of $8 million of expenses in connection with such
initiatives will continue annually.plans.
As of December 31, 2014, we had a remaining liability of $2 million related to our 2010 restructuring plan, all of which is facility-related.
FINANCIAL CONDITION, LIQUIDITY AND CAPITAL RESOURCES
FINANCIAL CONDITION
| | | | | | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | | | Change | |
Total assets | | $ | 9,023 | | | $ | 9,416 | | | $ | (393 | ) |
Total liabilities | | | 6,791 | | | | 6,499 | | | | 292 | |
Total stockholders’ equity | | | 2,232 | | | | 2,917 | | | | (685 | ) |
FINANCIAL CONDITION
|
| | | | | | | | | | | |
| | December 31,
2014 | | December 31,
2013 | | Change |
| Total assets | $ | 9,679 |
| | $ | 9,741 |
| | $ | (62 | ) |
| Total liabilities | 8,422 |
| | 8,116 |
| | 306 |
|
| Total equity | 1,257 |
| | 1,625 |
| | (368 | ) |
Total assets decreased
$393$62 million from December 31,
20102013 to December 31,
20112014 primarily due to:
a $195$77 million decrease in goodwill and other non-current assetsintangibles primarily duerelated to the settlement of foreign currency translation and current year amortization;
a portion of our call options in connection with the repurchase of a portion of our convertible notes;
a $134$62 million decreasereduction in vacation ownership contract receivables net primarily due to principal collections and loan loss provisions exceeding net loan originations;
and$55 million of lower property and equipment resulting from (i) a $71$196 million reduction from current year depreciation, (ii) a $65 million decrease in inventory primarily due to transfers of property and equipment to VOI sales,inventory and (iii) a $52 million reduction related to foreign currency translation. Such decreases were partially offset by development spending during 2011;
a $39$235 million decrease in franchise agreementsof expenditures for property and other intangibles primarily due to current year amortization and the impairment of certain franchise and management agreements, partially offset by increased intangibles resulting from our acquisitions during 2011;
equipment.a $26 million decrease in deferred income taxes primarily attributable to a change in the expected timing of the resolution of our legacy tax issues; and
a decrease of $14 million in cash and cash equivalents.
Such decreases were partially offset by a $76$139 million increase in property and equipmentinventory primarily related to capital expenditures for information technology enhancements, construction of our Wyndham Grand hotel in Orlando and renovations on bungalows at our Landal GreenParks business, partially offset byresulting from (i) current year depreciationspend on vacation ownership development projects and (ii) the transfer of property and equipment and the impact of foreign currency translation.
to inventory, partially offset by VOI sales.
Total liabilities increased
$292$306 million from December 31,
20102013 to December 31,
20112014 primarily due
to:a $212 million netto an increase in our securitized vacation ownership debt resultingdebt.
Total equity decreased $368 million from higher advance rates on our 2011 securitizations;December 31, 2013 to December 31, 2014 primarily due to:
$652 million of $59stock repurchases;
$178 million of dividends; and
$92 million from foreign currency translation adjustments.
Such decreases in our other long-term debt primarily reflecting the issuance of our $250 million 5.625% senior unsecured notes and a $64 million net increase in outstanding borrowings on our corporate revolver, partially offset by a $138 million net decrease in our derivative liability related to the bifurcated conversion feature associated with our convertible notes, a $95 million decrease related to the repurchase of a portion of our convertible notes and net principal payments on our other long-term debt of $33 million; and
a $44 million increase in deferred income taxes primarily attributable to the utilization of alternative minimum tax credits and depreciation.
Such increasesequity were partially offset by (i) a $30 million decrease in due to former Parent and subsidiaries resulting from the payment and settlement of certain legacy liabilities and (ii) a $23 million decrease in deferred income primarily resulting from shorter membership terms at our vacation exchange and rentals business.
Total stockholders’ equity decreased $685 million from December 31, 2010 to December 31, 2011 primarily due to:
$902 million of share repurchases;
$112 million for the repurchase of warrants;
$99 million of dividends; and
$30 million of currency translation adjustments, net of tax.
Such decreases were partially offset by (i) $417$529 million of net income and (ii) an $18 million increaseattributable to our pool of excess tax benefits available to absorb tax deficiencies.
Wyndham shareholders.
LIQUIDITY AND CAPITAL RESOURCES
CurrentlyCurrently,, our financing needs are supported by cash generated from operations and borrowings under our revolving credit facility.facility and commercial paper programs as well as issuance of long-term unsecured debt. In addition, certain funding requirements of our vacation ownership business are met through the utilization of our bank conduit facility and the issuance of securitized debt to finance vacation ownership contract receivables. We believe that our net cash from operations, cash and cash equivalents, access to our revolving credit facility, commercial paper programs and continued access to the securitization and debt markets provide us with sufficient liquidity to meet our ongoing needs.
During July 2011, we replaced our $980 million revolving credit facility with a $1.0 billion
Our five-year revolving credit facility, thatwhich expires in July 2016. During June 2011,2018, has a total capacity of $1.5 billion and available capacity of $1.3 billion, net of letters of credit and commercial paper borrowings, as of December 31, 2014. We consider outstanding borrowings under our commercial paper programs to be a reduction of the available capacity on our revolving credit facility.
We maintain U.S. and European commercial paper programs under which we renewedmay issue unsecured commercial paper notes up to a maximum amount of $750 million and extended our$500 million, respectively. As of December 31, 2014, we had $189 million of outstanding commercial paper borrowings, all under the U.S. program.
Our two-year securitized vacation ownership bank conduit facility
to a two-year conduit facility that expires in June 2013 and has a total capacity of
$600 million.$650 million and available capacity of $447 million as of December 31, 2014. During August 2014, we renewed this facility for a two-year term that expires in August 2016.
We may, from time to time, depending on market conditions and other factors, repurchase our outstanding indebtedness, whether or not such indebtedness trades above or below its face amount, for cash and/or in exchange for other securities or other consideration, in each case in open market purchases and/or privately negotiated transactions.
CASH
FLOWSDuring 2011 and 2010, we had a net changeFLOW
The following table summarizes the changes in cash and cash equivalents
of ($14) millionduring 2014 and
$1 million, respectively. The following table summarizes such changes: | | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2011 | | | 2010 | | | Change | |
Cash provided by/(used in): | | | | | | | | | | | | |
Operating activities | | $ | 1,003 | | | $ | 635 | | | $ | 1368 | |
Investing activities | | | (256 | ) | | | (418 | ) | | | 162 | |
Financing activities | | | (753 | ) | | | (219 | ) | | | (534 | ) |
Effects of changes in exchange rate on cash and cash equivalents | | | (8 | ) | | | 3 | | | | (11 | ) |
| | | | | | | | | | | | |
Net change in cash and cash equivalents | | $ | (14 | ) | | $ | 1 | | | $ | (15 | ) |
| | | | | | | | | | | | |
2013:
|
| | | | | | | | | | | |
| | Year Ended December 31, |
| | 2014 | | 2013 | | Change |
| Cash provided by/(used in) | | | | | |
| Operating activities | $ | 984 |
| | $ | 1,008 |
| | $ | (24 | ) |
| Investing activities | (276 | ) | | (401 | ) | | 125 |
|
| Financing activities | (701 | ) | | (605 | ) | | (96 | ) |
| Effects of changes in exchange rates on cash and cash equivalents | (18 | ) | | (3 | ) | | (15 | ) |
| Net change in cash and cash equivalents | $ | (11 | ) | | $ | (1 | ) | | $ | (10 | ) |
During
the 2011,2014, net cash provided by operating activities
increased $368decreased $24 million
as compared to
20102013 primarily
reflecting better working capital (net change in assets and liabilities, excluding the impact of acquisitions) utilization resulting from:the absence of a net payment of $145 million in 2010 relating to the IRS settlement, which was reflected within due to former Parent and subsidiaries;
$62 million of lower cash utilization resulting from the recognition of deferred ancillary revenues during 2010 at ourincreased inventory spending on vacation ownership business; and
development projects.the absence of a $51 million reduction in accrued liabilities recorded during the third quarter of 2010 related to the resolution of and adjustment to certain contingent liabilities and assets.
Also contributing to the increase in net cash from operating activities was $55 million of higher cash income which included a $67 million refund for value-added taxes and related interest income of which $27 million is included in net income and $40 million is in working capital.
Investing Activities
During 2011, net
Net cash used in investing activities decreased
$162by $125 million,
as compared to 2010,which principally
reflecting $209reflects $95 million of lower
acquisition payments
for acquisitions, partially offset by a $72and $47 million
increase in capital spending primarily for construction onof lower development advance payments at our
Wyndham Grand hotel in Orlando and information technology related initiatives.lodging business.
Financing Activities
During 2011, net
Net cash used in financing activities increased $534by $96 million, as compared to 2010, which principally reflects (i) $658reflects:
$206 million of lower net borrowings of non-securitized debt;
$111 million of lower net cash from vacation ownership inventory arrangements;
$53 million of higher share repurchasesrepurchases; and (ii) $249
$23 million of
lower proceeds from the issuance of notes.additional dividends paid to shareholders.
Such increases in cash outflows were partially offset by
(i) $342$307 million of higher net
proceeds related to non-securitized borrowings
and (ii) $69 million of higher net proceeds related toon securitized vacation ownership
debt resulting from higher advance rates on our 2011 securitizations.Convertible Debt.During 2011, we repurchased a portion of our remaining convertible notes with carrying value of $251 million primarily resulting from the completion of a cash tender offer ($95 million for the portion of convertible notes, including the unamortized discount, and $156 million for the related bifurcated conversion feature) for $262 million. Concurrent with the repurchases, we settled (i) a portion of the call options for proceeds of $155 million, which resulted in an additional loss of $1 million, and (ii) a portion of the warrants with payments of $112 million. As a result of these transactions, we made net payments of $219 million and incurred total losses of $12 million during 2011 and reduced the number of shares related to the warrants (“Warrants”) to approximately 1 million as of December 31, 2011.
During 2010, we utilized some of our cash flow to retire a portion of our convertible notes and settle a related portion of our call options and Warrants. We repurchased approximately 50%, or $114 million face value, of our $230 million convertible notes that had a carrying value of $239 million ($101 million for the portion of convertible notes, including the unamortized discount, and $138 million for the bifurcated conversion feature) for $250 million. Concurrent with the repurchase, we settled (i) a portion of our call options for proceeds of $136 million and (ii) a portion of our Warrants with payments of $98 million. As a result of these transactions, we made net payments of $212 million and incurred total losses of $14 million during 2010. This transaction reduced the number of Warrants related to the convertible transaction by approximately 9 million and, as such, we had approximately 9 million Warrants outstanding as of December 31, 2010.
Senior Unsecured Notes. During the first quarter of 2011, we issued senior unsecured debt for net proceeds of $245 million. We utilized the proceeds from this debt issuance to reduce our outstanding indebtedness, including the repurchase of a portion of our outstanding convertible notes and repayment of borrowings under the revolving credit facility, and for general corporate purposes. For further detailed information about such borrowings, see Note 13 – Long-Term Debt and Borrowing Arrangements.
debt.
We
are focusingfocus on optimizing cash flow and seeking to deploy capital for the highest possible returns. Ultimately, our business objective is to
transformgrow our business while transforming our cash and earnings profile
primarily by
rebalancingmanaging our cash streams to
achievederive a greater proportion of EBITDA from our fee-for-service businesses. We intend to continue to invest in select capital and technological improvements across our business.
In addition, weWe may
also seek to acquire additional franchise agreements, hotel/property management contracts and exclusive agreements for vacation rental properties on a strategic and selective basis
either directly oras well as grow the business through
investments in joint ventures.merger and acquisition activities. In addition, we will return cash to shareholders through the repurchase of common stock and payment of dividends.
We expect to generate annual net cash provided by operating activities less property and equipment additions (which we also refer to as capital expenditures) of approximately $800 million during 2015. During 2011,2015, we spent $249anticipate net cash provided by operating activities of approximately $1,040 million to $1,050 million and net cash used on capital expenditures of $240 million to $250 million. Net cash provided by operating activities less capital expenditures amounted to approximately $750 million during 2014, which was comprised of net cash provided by operating activities of approximately $985 million less capital expenditures of $235 million. The expected increase of approximately $50 million in 2015 from net cash provided by operating activities less capital expenditures is related to better working capital utilization. We believe net cash provided by operating activities less capital expenditures is a useful operating performance measure to evaluate the ability of our operations to generate cash for uses other than capital expenditures and, after debt service and other obligations, our ability to grow our business through acquisitions, development advances, and equity investments, as well as our ability to return cash to shareholders through dividends and development advances primarily on (i) information technology enhancement projects, (ii) $46 million for constructionshare repurchases.
During
2012, we anticipate spending approximately $195 million to $210 million on capital expenditures, equity investments and development advances. Additionally, in an effort to support growth in the Wyndham Hotels and Resorts brand, we plan on investing approximately $200 million in mezzanine and other financing over the next several years.In addition,2014, we spent $79$196 million relatingrelated to vacation ownership development projects (inventory) during 2011. We anticipate spending on average approximately $150 million annually from 2011 through 2015 on vacation ownership development projects (approximately $110 million to $120 million during 2012), including projects currently under development.. We believe that our vacation ownership business currently has adequate finished inventory on our balance sheet to support vacation ownership sales.sales for at least the next year. During 2015, we anticipate spending approximately $195 million to $205 million on vacation ownership development projects. The average inventory spend on vacation ownership development projects for the 5 year period from 2014 through 2018 is expected to be approximately $215 million annually. After factoring in the anticipated additional average annual spending, of approximately $150 million annually from 2011 through 2015, we expect to have adequate inventory to support vacation ownership sales through at least 2016.
the next 4 to 5 years.
We spent $235 million on capital expenditures during 2014, primarily on information technology enhancement projects throughout the Company and renovations at our owned Rio Mar hotel and chalets at our Landal GreenParks business.
In addition, during 2014, we utilized $18 million of our net cash provided by operating activities less capital expenditures on development advances primarily at our lodging business related to acquiring new franchise and management agreements. In an effort to support growth in our lodging business, we will continue to provide development advances which may include agreements with multi-unit owners. We will also continue to provide other forms of financial support.
In connection with our focus on optimizing cash flow, we are expanding our approach to our asset-light efforts in vacation ownership by seeking opportunities with financial partners whereby they make strategic investments to develop assets on our behalf. We refer to this as WAAM Just-in-Time. The partner may invest in new ground-up development projects or purchase from us, for cash, existing in-process inventory which currently resides on our balance sheet. The partner will complete the development of the project and we may purchase the finished inventory at a future date as needed or as obligated under the agreement.
We expect that the majority of the expenditures that will be required to pursue our capital spending programs, strategic investments and vacation ownership development projects will be financed with cash flow generated through operations. Additional expenditures are financed with general unsecured corporate borrowings, including through the use of available capacity under our revolving credit
facility.Sharefacility and commercial paper programs.
Stock Repurchase Program
We expect to generate annual net cash provided by operating activities less capital expenditures, equity investments and development advances in the range of approximately $600 million to $700 million in 2012. A portion of this cash flow is expected to be returned to our shareholders in the form of share repurchases.
On August 20, 2007, our Board of Directors (the “Board”) authorized a stock repurchase program that enabledenables us to purchase up to $200 million of our common stock. On July 22, 2010, theThe Board has since increased the authorizationcapacity of the program six times, most recently on October 22, 2014 by $300 million and further increased the authorization by $500 million on both April 25, 2011 and August 11, 2011,$1.0 billion, bringing the total share authorization under the program to $4.0 billion.
Under our current stock repurchase program, to $1.5 billion.we repurchased 8.6 million shares at an average price of $75.79 for a cost of $652 million during the twelve months ended December 31, 2014. From August 20, 2007 through December 31, 2010,2014, we repurchased 11.471.3 million shares at an average price of $25.78$42.94 for a cost of $295 million$3.1 billion and repurchase capacity increased $53$78 million from proceeds received from stock option exercises asexercises.
As of December 31, 2010. During 2011,2014, we have repurchased 28.7under our current and prior stock repurchase programs, a total of 96.4 million shares at an average price of $31.45$40.17 for a cost of $902 million and repurchase capacity increased $11 million from proceeds received from stock option exercises. Such repurchase capacity will continue to be increased by proceeds received from future stock option exercises. As of December 31, 2011,$3.9 billion since our Separation.
During the period January 1, 2015 through February 12, 2015, we repurchased
a total of 40.1an additional 0.9 million shares at an average price of
$29.83$84.65 for a cost of
$1.2 billion under our current authorization and had $367 million remaining availability under our program.During the period January 1, 2012 through February 16, 2012, we repurchased an additional 2 million shares at an average price of $40.04 for a cost of $79$73 million. We currently have $295$943 million remaining availability in our program. The amount and timing of specific repurchases are subject to market conditions, applicable legal requirements and other factors. Repurchases may be conducted in the open market or in privately negotiated transactions.
Contingent Tax Liabilities
On July 15, 2010, Cendant and the IRS agreed to settle the IRS examination of Cendant’s taxable years 2003 through 2006. During such period, we and Realogy were included in Cendant’s tax returns. The agreement with the IRS closes the IRS examination for tax periods prior to the date of Separation, July 31, 2006. During September 2010, we received $10 million in payment from Realogy and paid $155 million for all such tax liabilities, including the final interest payable, to Cendant who is the taxpayer. We made such payment from cash flow generated through operations and the use of available capacity under our $970 million revolving credit facility.
As a result of the agreement with the IRS, we (i) reversed $190 million in net deferred tax liabilities allocated from Cendant on the Separation Date with a corresponding increase to stockholders’ equity and (ii) recognized a $55 million gain ($42 million, net of tax) with a corresponding decrease to general and administrative expenses during the third quarter of 2010. During the fourth quarter of 2010, we recorded a $2 million reduction to deferred tax assets allocated from Cendant on the Separation Date with a corresponding decrease to stockholders’ equity (see Note 23 — Separation Adjustments and Transactions with Former Parent and Subsidiaries for more information).
Financial Obligations
Our indebtedness consisted of:
| | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
Securitized vacation ownership debt: (a) | | | | | | | | |
Term notes | | $ | 1,625 | | | $ | 1,498 | |
Bank conduit facility(b) | | | 237 | | | | 152 | |
| | | | | | | | |
Total securitized vacation ownership debt | | $ | 1,862 | | | $ | 1,650 | |
| | | | | | | | |
Long-term debt: | | | | | | | | |
Revolving credit facility (due July 2016)(c) | | $ | 218 | | | $ | 154 | |
6.00% senior unsecured notes (due December 2016)(d) | | | 811 | | | | 798 | |
9.875% senior unsecured notes (due May 2014)(e) | | | 243 | | | | 241 | |
3.50% convertible notes (due May 2012)(f) | | | 36 | | | | 266 | |
7.375% senior unsecured notes (due March 2020)(g) | | | 247 | | | | 247 | |
5.75% senior unsecured notes (due February 2018)(h) | | | 247 | | | | 247 | |
5.625% senior unsecured notes (due March 2021)(i) | | | 245 | | | | — | |
Vacation rentals capital leases(j) | | | 102 | | | | 115 | |
Other | | | 4 | | | | 26 | |
| | | | | | | | |
Total long-term debt | | $ | 2,153 | | | $ | 2,094 | |
| | | | | | | | |
(a) | Represents non-recourse debt that currently is securitized through 13 bankruptcy-remote special purpose entities (“SPEs”), the creditors of which have no recourse to us for principal and interest.
|
(b) | Represents a non-recourse vacation ownership bank conduit facility, with a term through June 2013, whose capacity is subject to our ability to provide additional assets to collateralize the facility. As of December 31, 2011, the total available capacity of the facility was $363 million.
|
(c) | The revolving credit facility has a total capacity of $1.0 billion, which includes availability for letters of credit. As of December 31, 2011, we had $11 million of letters of credit outstanding and, as such, the total available capacity of the revolving credit facility was $771 million.
|
(d) | Represents senior unsecured notes we issued during December 2006. The balance as of December 31, 2011 represents $800 million aggregate principal less $2 million of unamortized discount, plus $13 million of unamortized gains from the settlement of a derivative.
|
(e) | Represents senior unsecured notes we issued during May 2009. The balance as of December 31, 2011 represents $250 million aggregate principal less $7 million of unamortized discount.
|
(f) | Represents convertible notes issued by us during May 2009, which includes debt principal, less unamortized discount, and a liability related to a bifurcated conversion feature. During 2011, we repurchased a portion of our outstanding convertible notes (see Note 13 – Long-term Debt and Borrowing Arrangements for further details). The following table details the components of the convertible notes:
|
| | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
Debt principal | | $ | 12 | | | $ | 116 | |
Unamortized discount | | | — | | | | (12 | ) |
| | | | | | | | |
Debt less discount | | | 12 | | | | 104 | |
Fair value of bifurcated conversion feature(*) | | | 24 | | | | 162 | |
| | | | | | | | |
Convertible notes | | $ | 36 | | | $ | 266 | |
| | | | | | | | |
| (*) | We also have an asset with a fair value equal to the bifurcated conversion feature, which represents cash-settled call options that we purchased concurrent with the issuance of the convertible notes.
|
(g) | Represents senior unsecured notes we issued during February 2010. The balance as of December 31, 2011 represents $250 million aggregate principal less $3 million of unamortized discount.
|
(h) | Represents senior unsecured notes we issued during September 2010. The balance as of December 31, 2011 represents $250 million aggregate principal less $3 million of unamortized discount.
|
(i) | Represents senior unsecured notes we issued during March 2011. The balance as of December 31, 2011 represents $250 million aggregate principal less $5 million of unamortized discount.
|
(j) | Represents capital lease obligations with corresponding assets classified within property and equipment on our Consolidated Balance Sheets.
|
2011 Debt Issuances
During 2011, we issued senior unsecured notes, closed three term securitizations, renewed our securitized bank conduit facility, repurchased a portion of our convertible notes and replaced our revolving credit facility. For further detailed information about such debt, see Note 13 — Long-term Debt and Borrowing Arrangements.
Capacity
Foreign Earnings
As of December 31,
2011, available capacity under our borrowing arrangements was as follows: | | | | | | | | |
| | | Securitized bank
conduit facility (a) | | | Revolving credit
facility | |
Total capacity | | $ | 600 | | | $ | 1,000 | |
Less: Outstanding borrowings | | | 237 | | | | 218 | |
| | | | | | | | |
Available capacity | | $ | 363 | | | $ | 782 | (b) |
| | | | | | | | |
(a) | The capacity of this facility is subject to our ability to provide additional assets to collateralize additional securitized borrowings.
|
(b) | The capacity under our revolving credit facility includes availability for letters of credit. As of December 31, 2011, the available capacity of $782 million was further reduced to $771 million due to the issuance of $11 million of letters of credit.
|
Transfer and Servicing of Financial Assets
We pool qualifying vacation ownership contract receivables and sell them to bankruptcy-remote entities. Vacation ownership contract receivables qualify for securitization based primarily on the credit strength of the VOI purchaser to whom financing has been extended. Vacation ownership contract receivables currently are securitized through 13 bankruptcy-remote SPEs that are consolidated within our Consolidated Financial Statements. As a result, we do not recognize gains or losses resulting from these securitizations at the time of sale to the SPEs. Interest income is recognized when earned over the contractual life of the vacation ownership contract receivables. We service the securitized vacation ownership contract receivables pursuant to servicing agreements negotiated on an arms-length basis based on market conditions. The activities of these SPEs are limited to (i) purchasing vacation ownership contract receivables from our vacation ownership subsidiaries; (ii) issuing debt securities and/or borrowing under a conduit facility to fund such purchases; and (iii) entering into derivatives to hedge interest rate exposure. The bankruptcy-remote SPEs are legally separate from us. The receivables held by the bankruptcy-remote SPEs are not available to our creditors and legally are not our assets. Additionally, the creditors of these SPEs have no recourse to us for principal and interest.
The assets and liabilities of these vacation ownership SPEs are as follows:
| | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
Securitized contract receivables, gross | | $ | 2,485 | | | $ | 2,703 | |
Securitized restricted cash | | | 132 | | | | 138 | |
Interest receivables on securitized contract receivables | | | 20 | | | | 22 | |
Other assets (a) | | | 1 | | | | 2 | |
| | | | | | | | |
Total SPE assets(b) | | | 2,638 | | | | 2,865 | |
| | | | | | | | |
Securitized term notes | | | 1,625 | | | | 1,498 | |
Securitized conduit facilities | | | 237 | | | | 152 | |
Other liabilities(c) | | | 11 | | | | 22 | |
| | | | | | | | |
Total SPE liabilities | | | 1,873 | | | | 1,672 | |
| | | | | | | | |
SPE assets in excess of SPE liabilities | | $ | 765 | | | $ | 1,193 | |
| | | | | | | | |
(a) | Includes interest rate derivative contracts and related assets.
|
(b) | Excludes deferred financing costs of $26 million and $22 million as of December 31, 2011 and 2010, respectively, related to securitized debt.
|
(c) | Primarily includes interest rate derivative contracts and accrued interest on securitized debt.
|
In addition,2014, we have vacation ownership contract receivablesdetermined that have not been securitized through bankruptcy-remote SPEs. Such gross receivables were $757accumulated and undistributed net earnings of $760 million and $641 millionof certain foreign subsidiaries would be indefinitely reinvested in operations outside the United States. These earnings could become subject to additional taxes if remitted as dividends; the resulting U.S. income tax liabilities could be offset, in whole or in part, by credits allowable for taxes paid to foreign jurisdictions.
Table of December 31, 2011 and 2010, respectively. A summary of total vacation ownership receivables and other securitized assets, net of securitized liabilities and the allowance for loan losses, is as follows: | | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
SPE assets in excess of SPE liabilities | | $ | 765 | | | $ | 1,193 | |
Non-securitized contract receivables | | | 757 | | | | 641 | |
Allowance for loan losses | | | (394 | ) | | | (362 | ) |
| | | | | | | | |
Total, net | | $ | 1,128 | | | $ | 1,472 | |
| | | | | | | | |
Covenants
Contents
LONG-TERM DEBT COVENANTS
The revolving credit facility is subject to covenants including the maintenance of specific financial ratios. The financial ratio covenants consist of a minimum consolidated interest coverage ratio of at least
3.02.5 to 1.0 as of the measurement date and a maximum consolidated leverage ratio not to exceed
3.754.0 to 1.0 as of the measurement
date.date (provided that the consolidated leverage ratio may be increased for a limited period to 5.0 to 1.0 in connection with a material acquisition). The consolidated interest coverage ratio is calculated by dividing consolidated EBITDA (as defined in the credit agreement) by consolidated interest expense (as defined in the credit agreement), both as measured on a trailing 12 month basis preceding the measurement date. As of December 31,
2011,2014, our consolidated interest coverage ratio was
9.211.9 times. Consolidated interest expense excludes, among other things, interest expense on any securitization indebtedness (as defined in the credit agreement). The consolidated leverage ratio is calculated by dividing consolidated total indebtedness (as defined in the credit agreement and which excludes, among other things, securitization indebtedness) as of the measurement date by consolidated EBITDA as measured on a trailing 12 month basis preceding the measurement date. As of December 31,
2011,2014, our consolidated leverage ratio was
2.12.3 times. Covenants in this credit facility also include limitations on indebtedness of material subsidiaries; liens; mergers, consolidations, liquidations and dissolutions;
and the sale of all or substantially all of our
assets; and sale and leaseback transactions.assets. Events of default in this credit facility include failure to pay interest, principal and fees when due; breach of a covenant or warranty; acceleration of or failure to pay other debt in excess of $50 million (excluding securitization indebtedness); insolvency matters; and a change of control.
The 6.00% senior unsecured notes, 9.875% senior unsecured notes, 7.375% senior unsecured notes, 5.75% senior unsecured notes and 5.625%
All of our senior unsecured notes contain various covenants including limitations on liens, limitations on potential sale and leaseback transactions and change of control restrictions. In addition, there are limitations on mergers, consolidations and potential sale of all or substantially all of our assets. Events of default in the notes include failure to pay interest and principal when due, breach of a covenant or warranty, acceleration of other debt in excess of $50 million
(excluding securitization indebtedness) and insolvency matters.
The convertible notes do not contain affirmative or negative covenants, however, the limitations on mergers, consolidations and potential sale of all or substantially all of our assets and the events of default for our senior unsecured notes are applicable to such notes. Holders of the convertible notes have the right to require us to repurchase the convertible notes at 100% of principal plus accrued and unpaid interest in the event of a fundamental change, defined to include, among other things, a change of control, certain recapitalizations and if our common stock is no longer listed on a national securities exchange.
As of December 31,
2011,2014, we were in compliance with all of the financial covenants described above.
Each of our non-recourse, securitized term notes and the bank conduit facility contain various triggers relating to the performance of the applicable loan pools. If the vacation ownership contract receivables pool that collateralizes one of our securitization notes fails to perform within the parameters established by the contractual triggers (such as higher default or delinquency rates), there are provisions pursuant to which the cash flows for
that pool will be maintained in the securitization as extra collateral for the note holders or applied to accelerate the repayment of outstanding principal to the note holders. As of December 31, 2011,2014, all of our securitized loan pools were in compliance with applicable contractual triggers.
LIQUIDITY RISK
LIQUIDITY
Our vacation ownership business finances certain of its receivables through (i) an asset-backed bank conduit facility and (ii) periodically accessing the capital markets by issuing asset-backed securities. None of the currently outstanding asset-backed securities
containscontain any recourse provisions to us other than interest rate risk related to swap counterparties (solely to the extent that the amount outstanding on our notes differs from the forecasted amortization schedule at the time of issuance).
We believe that our bank conduit facility, with a term through
June 2013August 2016 and
a total capacity of
$600$650 million, combined with our ability to issue term asset-backed securities, should provide sufficient liquidity for our expected sales pace and we expect to have available liquidity to finance the sale of VOIs.
Our $1.0 billion five-year revolving credit agreement,
As of December 31, 2014, we had $447 million of availability under our asset-backed bank conduit facility. Any disruption to the asset-backed securities market could adversely impact our ability to obtain such financings.
We maintain commercial paper programs under which
expires in July 2016, containswe may issue unsecured commercial paper notes up to a
provision that ismaximum amount of $1.25 billion. We allocate a
condition of an extension of credit. The provision, which was standard market practice for issuersportion of our
rating and industry at the time ofavailable capacity under our
revolver renewal, allows the lenders to withhold an extension of credit if the representations and warranties we made at the time we executed the revolving credit facility
agreement are not true and correct, in all material respects, at the time of the request of the extension of credit including if a development or event has or would reasonably be expected to
have a material adverse effect on our business, assets, operations or condition, financial or otherwise. The application of the material adverse effect provision contains exclusions for the impact resulting from disruptions in, or the inability of companies engaged in businesses similar to those engaged in by us and our subsidiaries to consummate financingsrepay outstanding commercial paper borrowings in the
asset backed securities or conduit market.event that the commercial paper market is not available to us for any reason when outstanding borrowings mature. As of December 31, 2014, we had $189 million of outstanding borrowings and the total available capacity was $1.1 billion under these programs.
We primarily utilize surety bonds at our vacation ownership business for sales and development transactions in order to meet regulatory requirements of certain states. In the ordinary course of our business, we have assembled commitments from
twelve13 surety providers in the amount of
$1.2$1.3 billion, of which
we had $296$406 million
was outstanding as of December 31,
2011.2014. The availability, terms and conditions and pricing of such bonding capacity
isare dependent on, among other things, continued financial strength and stability of the insurance company affiliates providing
suchthe bonding capacity,
the general availability of such capacity and our corporate credit rating. If
such bonding capacity is unavailable, or alternatively, if the terms and conditions and pricing of such bonding capacity are unacceptable to us, our vacation ownership business could be negatively impacted.
Our liquidity position may also be negatively affected by unfavorable conditions in the capital markets in which we operate or if our vacation ownership contract receivables portfolios do not meet specified portfolio credit parameters. Our liquidity as it relates to our vacation ownership contract receivables securitization program could be adversely affected if we were to fail to renew or replace our conduit facility on its expiration date, or if a particular receivables pool were to fail to meet certain ratios, which could occur in certain instances if the default rates or other credit metrics of the underlying vacation ownership contract receivables deteriorate. Our ability to sell securities backed by our vacation ownership contract receivables depends on the continued ability and willingness of capital market participants to invest in such securities.
As of December 31, 2011, we had $363 million of availability under our asset-backed bank conduit facility. Any disruption to the asset-backed or commercial paper markets could adversely impact our ability to obtain such financings.
Our senior unsecured debt is rated
Baa3 with a “stable outlook” by Moody’s Investors Service and BBB- with a “stable outlook” by
both Standard and
Poor’s. During October 2011, Moody’s Investors Service upgraded our senior unsecured debt rating to Baa3 with a “stable outlook”.Poor’s and Fitch Rating Agency. A security rating is not a recommendation to buy, sell or hold securities and is subject to revision or withdrawal by the assigning rating organization. Reference in this report to any such credit rating is intended for the limited
purpose of discussing or referring to aspects of our liquidity and of our costs of funds. Any reference to a credit rating is not intended to be any guarantee or assurance of, nor should there be any undue reliance upon, any credit rating or change in credit rating, nor is any such reference intended as any inference concerning future performance, future liquidity or any future credit rating.
As a result of the sale of Realogy on April 10, 2007, Realogy’s senior debt credit rating was downgraded to below investment grade. Under the Separation Agreement, if Realogy experienced such a change of control and suffered such a ratings downgrade, it was required to post a letter of credit in an amount acceptable to us and Avis Budget Group to satisfy the fair value of Realogy’s indemnification obligations for the Cendant legacy contingent liabilities in the event Realogy does not otherwise satisfy such obligations to the extent they become due. On April 26, 2007, Realogy posted a $500 million irrevocable standby letter of credit from a major commercial bank in favor of Avis Budget Group and upon which demand may be made if Realogy does not otherwise satisfy its obligations for its share of the Cendant legacy contingent liabilities. The letter of credit can be adjusted from time to time based upon the outstanding contingent liabilities and has an expiration date of September 2013, subject to renewal and certain provisions. During December 2011, such letter of credit was reduced to $70 million. The posting of this letter of credit does not relieve or limit Realogy’s obligations for these liabilities.
SEASONALITY
SEASONALITY
We experience seasonal fluctuations in our net revenues and net income from our franchise and management fees, commission income earned from renting vacation properties, annual
subscriptionmembership fees,
or annual membership dues, as applicable, and exchange and member-related transaction fees and sales of VOIs. Revenues from franchise and management fees are generally higher in the second and third quarters than in the first or fourth quarters
because ofdue to increased leisure travel during the
spring and summer months. Revenues from vacation rentals are generally highest in the third quarter, when vacation
rentalsarrivals are
highest.highest, combined with a compressed booking window. Revenues from vacation exchange
and member-related transaction fees are generally highest in the first quarter, which is generally when members of our vacation exchange business plan and book their vacations for the year. Revenues from sales of VOIs are generally higher in the third quarter than in other
quarters.quarters due to increased leisure travel. The seasonality of our business may cause fluctuations in our quarterly operating results. As we expand into new markets and geographical locations, we may experience increased or different seasonality dynamics that create fluctuations in operating results different from the fluctuations we have experienced in the past.
COMMITMENTS AND CONTINGENCIES
SEPARATION ADJUSTMENTSAND TRANSACTIONSWITH FORMER PARENTAND SUBSIDIARIESTransfer of Cendant Corporate LiabilitiesWe are involved in claims, legal and Issuance of Guarantees to Cendantregulatory proceedings and Affiliates
Pursuant to the Separation and Distribution Agreement, upon the distribution of our common stock to Cendant shareholders, we entered into certain guarantee commitments with Cendant (pursuant to the assumption of certain liabilities and the obligation to indemnify Cendant, Realogy and Travelport for such liabilities) and guarantee commitmentsgovernmental inquiries related to deferred compensation arrangements with eachour business. Litigation is inherently unpredictable and, although we believe that our accruals are adequate and/or that we have valid defenses in these matters, unfavorable results could occur. As such, an adverse outcome from such proceedings for which claims are awarded in excess of Cendant and Realogy. These guarantee arrangements primarily relate to certain contingent litigation liabilities, contingent tax liabilities, and Cendant contingent and other corporate liabilities, of which we assumed and are responsible for 37.5% while Realogy is responsible for the remaining 62.5%. The remaining amount of liabilities which we assumed in connection with the Separation was $49 million and $78 million as of December 31, 2011 and 2010, respectively. These amounts were comprised of certain Cendant corporate liabilities which were recorded on the books of Cendant as well as additional liabilities which were established for guarantees issued at the date of Separation related to certain unresolved contingent matters and certain others that could arise during the guarantee period. Regarding the guarantees,accrued, if any, of the companies responsible for allcould be material to us with respect to earnings or a portion of such liabilities were to defaultcash flows in its payment of costs or expenses related to any such liability, we would be responsible for a portion of the defaulting party or parties’ obligation. We also provided a default guarantee related to certain deferred compensation arrangements related to certain current and former senior officers and directors of Cendant,
Realogy and Travelport. These arrangements, which are discussed in more detail below, have been valued upon the Separation in accordance with the guidance for guarantees and recorded as liabilities on the Consolidated Balance Sheets. To the extent such recorded liabilities are not adequate to cover the ultimate payment amounts, such excess will be reflected as an expense to the results of operations in future periods.
given reporting period. As of December 31, 2011,2014, the $49 million of Separation related liabilities is comprised of $41 million for tax liabilities, $3 million for liabilities of previously sold businesses of Cendant, $3 million for other contingent and corporate liabilities and $2 million of liabilities where the calculated guarantee amount exceeded the contingent liability assumed at the date of Separation. In connection with these liabilities, $10 million is recorded in current due to former Parent and subsidiaries and $37 million is recorded in long-term due to former Parent and subsidiaries as of December 31, 2011 on the Consolidated Balance Sheet. We will indemnify Cendant for these contingent liabilities and therefore any payments would be made to the third party through the former Parent. The $2 million relating to guarantees is recorded in other current liabilities as of December 31, 2011 on the Consolidated Balance Sheet. The actual timing of payments relating to these liabilities is dependent on a variety of factors beyond our control. See Contractual Obligations for the estimated timingpotential exposure resulting from adverse outcomes of such payments. In addition, aslegal proceedings could, in the aggregate, range up to approximately $22 million in excess of December 31, 2011,recorded accruals. However, we had $3 milliondo not believe that the impact of receivables due from former Parent and subsidiaries primarily relatingsuch litigation should result in a material liability to income taxes, which is recordedus in other current assets on the Consolidated Balance Sheet. Such receivables totaled $4 million asrelation to our consolidated financial position or liquidity.
CONTRACTUAL OBLIGATIONS
The following table summarizes our future contractual obligations for the
twelve month12-month periods beginning on January
1st1st of each of the years set forth below: | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | 2012 | | | 2013 | | | 2014 | | | 2015 | | | 2016 | | | Thereafter | | | Total | |
Securitized debt(a) | | $ | 196 | | | $ | 249 | | | $ | 368 | | | $ | 205 | | | $ | 201 | | | $ | 643 | | | $ | 1,862 | |
Long-term debt | | | 46 | | | | 11 | | | | 255 | | | | 12 | | | | 1,041 | | | | 788 | | | | 2,153 | |
Interest on debt(b) | | | 212 | | | | 207 | | | | 187 | | | | 176 | | | | 170 | | | | 156 | | | | 1,108 | |
Operating leases | | | 83 | | | | 57 | | | | 46 | | | | 45 | | | | 41 | | | | 294 | | | | 566 | |
Other purchase commitments (c) | | | 181 | | | | 45 | | | | 28 | | | | 20 | | | | 19 | | | | 142 | | | | 435 | |
Contingent liabilities(d) | | | 10 | | | | 39 | | | | — | | | | — | | | | — | | | | — | | | | 49 | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Total (e) | | $ | 728 | | | $ | 608 | | | $ | 884 | | | $ | 458 | | | $ | 1,472 | | | $ | 2,023 | | | $ | 6,173 | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | 2015 | | 2016 | | 2017 | | 2018 | | 2019 | | Thereafter | | Total |
Securitized debt (a) | $ | 214 |
| | $ | 244 |
| | $ | 376 |
| | $ | 211 |
| | $ | 212 |
| | $ | 908 |
| | $ | 2,165 |
|
| Long-term debt | 47 |
| | 363 |
| | 331 |
| | 689 |
| | 14 |
| | 1,444 |
| | 2,888 |
|
Interest on debt (b) | 162 |
| | 156 |
| | 126 |
| | 103 |
| | 89 |
| | 157 |
| | 793 |
|
| Operating leases | 94 |
| | 66 |
| | 55 |
| | 48 |
| | 41 |
| | 200 |
| | 504 |
|
| Purchase commitments | 183 |
| | 81 |
| | 44 |
| | 26 |
| | 11 |
| | 16 |
| | 361 |
|
Inventory sold subject to conditional repurchase (c) | 12 |
| | 27 |
| | 30 |
| | 33 |
| | 36 |
| | 124 |
| | 262 |
|
Separation liabilities (d) | 26 |
| | — |
| | 12 |
| | — |
| | — |
| | — |
| | 38 |
|
Total (e) (f) | $ | 738 |
| | $ | 937 |
| | $ | 974 |
| | $ | 1,110 |
| | $ | 403 |
| | $ | 2,849 |
| | $ | 7,011 |
|
| |
(a)(a)
| Represents debt that currently is securitized through 13 bankruptcy-remote SPEs, the creditors to which have no recourse to us for principal and interest. |
| |
(b)(b)
| Includes interest on both securitized and long-term debt; estimated using the stated interest rates on our long-term debt and the swapped interest rates on our securitized debt. |
| |
(c)(c)
| Primarily represents commitments relatedRepresents obligations to the development ofrepurchase completed vacation ownership properties and information technology. Total includes approximately $100 million of vacation ownership development commitments, which we may terminate at minimal to no cost.
property from a third-party developer. |
| |
(d)(d)
| Primarily represents certain contingent litigation liabilities, contingent tax liabilities and 37.5% of Cendant contingent and other corporateRepresents liabilities which we assumed and are responsible for pursuant to our separation from Cendant.
Separation (See Note 23 –Separation Adjustments and Transactions with Former Parent and Subsidiaries for further details). |
| |
(e)(e)
| Excludes (i) $29 $36million of our liability for unrecognized tax benefits associated with the guidance for uncertainty in income taxes since it is not reasonably estimatableestimable to determine the periods in which such liability would be settled with the respective tax authorities and (ii) a $13$19 million net pension liability as it is not reasonably estimatableestimable to determine the periods in which such liability would be settled. |
| |
(f) | Excludes other guarantees and indemnifications at our vacation ownership and lodging businesses as it is not reasonably estimable to determine the periods in which such commitments would be settled (See Other Commercial Commitments and Off-Balance Sheet Arrangements below). |
In addition to the above and in connection with our
separation from Cendant,Separation, we entered into certain guarantee commitments with Cendant (pursuant to our assumption of certain liabilities and our obligation to indemnify Cendant, Realogy and Travelport for such liabilities) and guarantee commitments related to deferred compensation arrangements with each of Cendant and Realogy. These guarantee arrangements primarily relate to certain contingent litigation liabilities, contingent tax liabilities, and Cendant contingent and other corporate liabilities, of which we assumed and are responsible for 37.5% of these Cendant liabilities. Additionally, if any of
the companies responsible for all or a portion of such liabilities were to default in its payment of costs or expenses related to any such liability, we are responsible for a portion of the defaulting party or parties’ obligation. We also provide a default guarantee related to certain deferred compensation arrangements related to certain current and former senior officers and directors of Cendant and Realogy. These arrangements were valued upon our separation from CendantSeparation with the assistance of third-party experts in accordance with guidance for guarantees and recorded as liabilities on our balance sheet. To the extent such recorded liabilities are not adequate to cover the ultimate payment amounts, such excess will be reflected as an expense to our results of operations in future periods. See Separation Adjustments and Transactions with former Parent and Subsidiaries discussion for details of guaranteed liabilities.
OTHER COMMERCIAL COMMITMENTS AND OFF-BALANCE SHEET ARRANGEMENTS
OTHER COMMERCIAL COMMITMENTSAND OFF-BALANCE SHEET ARRANGEMENTSPurchase Commitments. In the normal course of business, we make various commitments to purchase goods or services from specific suppliers, including those related to vacation ownership resort development and other capital expenditures. Purchase commitments made by us as of December 31, 20112014 aggregated $435$361 million. Individually, such commitments range as high as $97Approximately $71 million related to the development of a vacation ownership resort. Approximately $316and $65 million of the commitments relate to information technology and the development of vacation ownership properties, and information technology.respectively.
Standard Guarantees/Indemnifications.In the ordinary course of business, we enter into agreements that contain standard guarantees and indemnities whereby we indemnify another party for specified breaches of or third-party claims relating to an underlying agreement. Such underlying agreements are typically entered into by one of our subsidiaries. The various underlying agreements generally govern purchases, sales or outsourcing of products or services, leases of real estate, licensing of software and/or development of vacation ownership properties, access to credit facilities, derivatives and issuances of debt securities. While a majority of these guarantees and indemnifications extend only for the duration of the underlying agreement, some survive the expiration of the agreement. We are not able to estimate the maximum potential amount of future payments to be made under these guarantees and indemnifications as the triggering events are not predictable. In certain cases we maintain insurance coverage that may mitigate any potential payments.
Other Guarantees/Indemnifications.In the ordinary course of business, our vacation ownership business provides guarantees to certain owners’ associations for funds required to operate and maintain vacation ownership properties in excess of assessments collected from owners of the VOIs. We may be required to fund such excess as a result of unsold Company-owned VOIs or failure by owners to pay such assessments. In addition, from time to time, we will agree to reimburse certain owner associations up to 75% of their uncollected assessments. These guarantees extend for the duration of the underlying subsidy or similar agreement (which generally approximate one year and are renewable at our discretion on an annual basis) or until a stipulated percentage (typically 80% or higher) of related VOIs are sold.. The maximum potential future payments that we could be required to make under these guarantees was approximately $372$328 million as of December 31, 2011.2014. We would only be required to pay this maximum amount if none of the assessed owners assessed paid their assessments. Any assessments collected from the owners of the VOIs would reduce the maximum potential amount of future payments to be made by us. Additionally, should we be required to fund the deficit through the payment of any owners’ assessments under these guarantees, we would be permitted access to the property for our own use and may use that property to engage in revenue-producing activities, such as rentals. During 2011, 20102014, 2013 and 2009,2012, we made payments related to these guarantees of $17 million, $12$18 million and $10$18 million, respectively. As of December 31, 20112014 and 2010,2013, we maintained a liability in connection with these guarantees of $24$25 million and $17$30 million, respectively, on our Consolidated Balance Sheets.From time
We guarantee our vacation ownership subsidiary’s obligation to time,repurchase completed property in Las Vegas, Nevada from a third-party developer subject to the properties meeting our vacation ownership resort standards and provided that the third-party developer has not sold the property to another party. The maximum potential future payments that we may entercould be required to make under this commitment was $262 million as of December 31, 2014.
Our vacation ownership business entered into a
hotel management agreement that provides
the hotel owner withfor a
minimum return. Under such agreement, we would be required to compensate for any shortfall over the lifeguarantee of
the management agreement up to a
specified aggregate amount. Our exposure under these guarantees is partially mitigated by our ability to terminate any such management agreement if certain
targeted operating results are notmet. Additionally, we are able to recapture a portion or alllevel of the shortfall payments and any waived fees in the event that future operating results exceed targets.profitability based upon various metrics. As of December 31, 2011,2014, the maximum potential amount of future payments tothat may be made under these guaranteesthis guarantee was $16$10 million with an annual cap of $3 million or less. As of both December 31, 2011 and 2010, we maintained a liability in connection with these guarantees of less than $1 million on our Consolidated Balance Sheets.
million.
As part of
our WAAM
Fee-for-Service, we may guarantee to reimburse the developer a certain payment or to purchase from the developer, inventory associated with the developer’s resort property for a percentage of the original sale price if certain future conditions exist. The maximum potential future payments that we could be required to make under these guarantees was approximately
$31$49 million as of December 31,
2011.2014. As of both December 31,
20112014 and
2010,2013, we had no recognized liabilities in connection with these guarantees.
From time to time, we may enter into a hotel management agreement that provides the hotel owner with a guarantee of a certain level of profitability based upon various metrics. Under such an agreement, we would be required to compensate the hotel owner for any shortfall over the life of the management agreement up to a specified aggregate amount. For certain agreements, we may be able to recapture a portion or all of the shortfall payments in the event that future operating results exceed targets. As of December 31, 2014, the maximum potential amount of future payments to be made under these guarantees was $136 million with an annual cap of $39 million. We had an additional guarantee of $30 million with a $3 million cap for 2014 with no annual cap thereafter. As of December 31, 2014, we maintained a liability in connection with these guarantees of $32 million, on our Consolidated Balance Sheet (see Note 17 - Commitments and Contingencies).
Securitizations. We pool qualifying vacation ownership contract receivables and sell them to bankruptcy-remote entities all of which are consolidated into the accompanying Consolidated Balance Sheet as of December 31, 2011.2014. Letters of Credit. As of December 31, 2011 and 2010,2014, we had $11$69 million and $28 million, respectively, of irrevocable standby letters of credit outstanding, of which mainly support$2 million were under our revolving credit facility. As of December 31, 2013, we had $55 million of irrevocable standby letters of credit outstanding, of which $9 million were under our revolving credit facility. Such letters of credit issued during 2014 and 2013 primarily supported the securitization of vacation ownership contract receivables fundings, certain insurance policies and development activity at our vacation ownership business. CRITICAL ACCOUNTING POLICIESSurety Bonds. As of December 31, 2014, we had assembled commitments from 13 surety providers in the amount of $1.3 billion, of which $406 million was outstanding (See Note 17- Commitments and Contingencies).
CRITICAL ACCOUNTING POLICIES
In presenting our financial statements in conformity with generally accepted accounting principles, we are required to make estimates and assumptions that affect the amounts reported therein. Several of the estimates and assumptions we are required to make relate to matters that are inherently uncertain as they pertain to future events. However, events that are outside of our control cannot be predicted and, as such, they cannot be contemplated in evaluating such estimates and assumptions. If there is a significant unfavorable change to current conditions, it could result in a material impact to our consolidated results of operations, financial position and liquidity. We believe that the estimates and assumptions we used when preparing our financial statements were the most appropriate at that time. Presented below are those accounting policies that we believe require subjective and complex judgments that could potentially affect reported results. However, the majority of our businesses operate in environments where we are paid a fee for a service performed, and therefore the results of the majority of our recurring operations are recorded in our financial statements using accounting policies that are not particularly subjective, nor complex.
Vacation Ownership Revenue Recognition. Our sales of VOIs are either cash sales or seller-financed sales. In order for us to recognize revenues of VOI sales under the full accrual method of accounting describedas prescribed in the guidance for sales of real estate for fully constructed inventory, a binding sales contract must have been executed, the statutory rescission period must have expired (after which time the purchasers are not entitled to a refund except for non-delivery by us), receivables must have been deemed collectible and the remainder of our obligations must have been substantially completed. In addition, before we recognize any revenues on VOI sales, the purchaser of the VOI must have met the initial investment criteria and, as applicable, the continuing investment criteria, by executing a legally binding financing contract. A purchaser has met the initial investment criteria when a minimum down payment of 10% is received by us. In accordance with the requirements of the guidance for real estate time-sharing transactions, we must also take into consideration the fair value of certain incentives provided to the purchaser when assessing the adequacy of the purchaser’s initial investment. In those cases where financing is provided to the purchaser by us, the purchaser is obligated to remit monthly payments under financing contracts that represent the purchaser’s continuing investment. The contractual terms of seller-provided financing arrangements require that the contractual level of annual principal payments be sufficient to amortize the loan over a customary period for the VOI being financed, which is generally ten years, and payments under the financing contracts begin within 45 days of the sale and receipt of the minimum down payment of 10%. If all of the criteria for a VOI sale to qualify under the full accrual method of accounting have been met, as discussed above, except that construction of the VOI purchased is not complete, we recognize revenues using the POC method of accounting provided that the preliminary construction phase is complete and that a minimum sales level has been met (to assure that the property will not revert to a rental property). The preliminary stage of development is deemed to be complete when the engineering and design work is complete, the construction contracts have been executed, the site has been cleared, prepared and excavated, and the building foundation is complete. The completion percentage is determined by the proportion of real estate inventory costs incurred to total estimated costs. These estimated costs are based upon historical experience and the related contractual terms. The remaining revenues and related costs of sales, including commissions and direct expenses, are deferred and recognized as the remaining costs are incurred. Until a contract for sale qualifies for revenue recognition, all payments received are accounted for as restricted cash and deposits within other current assets and deferred income, respectively, on the Consolidated Balance Sheets. Commissions and other direct costs related to the sale are deferred until the sale is recorded. If a contract is cancelled before qualifying as a sale, non-recoverable expenses are charged to the current period as part of operating expenses on the Consolidated Statements of Income. Changes in costs could lead to adjustments to the POC status of a project, which may result in differences in the timing and amount of revenues recognized from the construction of vacation ownership properties. This policy is discussed in greater detail in Note 2 to the Consolidated Financial Statements.
Allowance for Loan Losses. In our Vacation Ownership segment, we provide for estimated vacation ownership contract receivable cancellationsdefaults at the time of VOI sales by recording a provision for loan losses as a reduction of VOI sales on the Consolidated Statements of Income. We assess the adequacy of the allowance for loan losses based on the historical performance of similar vacation ownership contract receivables. We use a technique referred to as static pool analysis, which tracks defaults for each year’s sales over the entire life of those contract receivables. We consider current defaults, past due aging, historical write-offs of contracts and consumer credit scores (FICO scores) in the assessment of borrower’s credit strength, down payment amount and expected loan performance. We also consider whether the historical economic conditions are comparable to current economic conditions. If current conditions differ from the conditions in effect when the historical experience was generated, we adjust the allowance for loan losses to reflect the expected effects of the current environment on the collectability of our vacation ownership contract receivables.
Impairment of Long-Lived Assets.With regard to the goodwill and other indefinite-lived intangible assets recorded in connection with business combinations, we annually (during the fourth quarter of each year subsequent to completing our annual forecasting process), or more frequently if circumstances indicate impairment may have occurred that would more likely than not reduce the fair value of a reporting unit below its carrying amount,goodwill may be impaired, review the reporting units’ carrying values as required by the guidance for goodwill and other intangible assets. We evaluateFor goodwill for impairment usingtesting, we have the two-step process prescribed inoption to first assess qualitative factors to determine whether the guidance. The first stepexistence of events or circumstances leads to a determination that it is to comparemore likely than not that the estimated fair value of anya reporting unit withinis less than its carrying amount. If, after assessing the Companytotality of events or circumstances, we determine it is not more likely than not that has recorded goodwill with the recorded net bookfair value (includingof a reporting unit is less than its carrying amount, then performing the goodwill)two-step impairment test per the accounting guidance is unnecessary. The qualitative factors evaluated include macroeconomic conditions, industry and market considerations, cost factors, overall financial performance, our historical share price as well as other industry specific considerations. However, if we conclude otherwise, then we are required to perform the first step of the reporting unit. Iftwo-step impairment test by calculating the estimated fair value of the reporting unit is higher thanand comparing the recorded net book value, no impairment is deemed to exist and no further testing is required. If, however, the estimated fair value ofwith the reporting unit is below the recorded net book value, then a second step must be performed to determine the goodwill impairment required, if any. In this second step, the estimated fair value from the first step is used as the purchase price in a hypothetical acquisitioncarrying amount of the reporting unit. Purchase business combination accounting rules are followed to determine a hypothetical purchase price allocation to the reporting unit’s assets and liabilities. The residual amount of goodwill that results from this hypothetical purchase price allocation is compared to the recorded amount of goodwill for the reporting unit, and if lower, the recorded amount is written down to the hypothetical amount. In accordance with the guidance, we have determined that our reporting units are the same as our reportable segments.Quoted market prices for our reporting units are not available; therefore, management must apply judgment in determining the estimated fair value of these reporting units for purposes of performing the annual goodwill impairment test. Management uses all available information to make these fair value determinations, including
the present values of expected future cash flows using discount rates commensurate with the risks involved in the assets. Inherent in such fair value determinations are certain judgments and estimates relating to future cash flows, including our interpretation of current economic indicators and market valuations, and assumptions about our strategic plans with regard to our operations. To the extent additional information arises, market conditions change or our strategies change, it is possible that our conclusion regarding whether existing goodwill is impaired could change and result in a material effect on our consolidated financial position or results of operations. In performing our impairment analysis, we develop our estimated fair values for our reporting units using a combination of themarket-based valuation multiples and/or discounted cash flow methodology and the market multiple methodology.
The discounted cash flow methodology establishes fair value by estimating the present valueflows are revised downward, we may be required to write-down all or a portion of the projected future cash flows to be generated from the reporting unit. The discount rate applied to the projected future cash flows to arrive at the present value is intended to reflect all risks of ownership and the associated risks of realizing the stream of projected future cash flows. The discounted cash flow methodology uses our projections of financial performance for a five-year period. The most significant assumptions used in the discounted cash flow methodology are the discount rate, the terminal value and expected future revenues, gross margins and operating margins,goodwill, which vary among reporting units.
We use a market multiple methodology to estimate the terminal value of each reporting unit by comparing such reporting unit to other publicly traded companies that are similar from an operational and economic standpoint. The market multiple methodology compares each reporting unit to the comparable companies on the basis of risk characteristics in order to determine the risk profile relative to the comparable companies as a group. This analysis generally focuses on quantitative considerations, which include financial performance and other quantifiable data, and qualitative considerations, which include any factors which are expected towould adversely impact future financial performance. The most significant assumption affecting our estimate of the terminal value of each reporting unit is the multiple of the enterprise value to earnings before interest, tax, depreciation and amortization.
To support our estimate of the individual reporting unit fair values, a comparison is performed between the sum of the fair values of the reporting units and our market capitalization. We use an average of our market capitalization over a reasonable period preceding the impairment testing date as being more reflective of our stock price trend than a single day, point-in-time market price. The difference is an implied control premium, which represents the acknowledgment that the observed market prices of individual trades of a company’s stock may not be representative of the fair value of the company as a whole. Estimates of a company’s control premium are highly judgmental and depend on capital market and macro-economic conditions overall. We evaluate the implied control premium for reasonableness.
earnings. Based on the results of our impairment evaluationqualitative assessment performed during the fourth quarter of 2011,2014, we determined that no impairment chargeexisted, nor do we believe there is a material risk of goodwill was required asit being impaired in the fair value of goodwillnear term at our lodging, and vacation exchange and rentals reporting units was substantially in excess of the carrying value.
We continue to monitor the goodwill recorded at our lodging and vacation exchange and rentalsownership reporting units for indicators of impairment. If economic conditions were to deteriorate more than expected, or other significant assumptions such as estimates of terminal value were to change significantly, we may be required to record an impairment of the goodwill balance at our lodging and vacation and exchange and rentals reporting units.
We
also determine whether the carrying value of other indefinite-lived intangible assets is impaired on an annual basis or more frequently if indicators of potential impairment exist. Application of the other indefinite-lived intangible assets impairment test requires judgment in the assumptions underlying the approach used to determine fair value. The fair value of each other indefinite-lived intangible asset is estimated using a discounted cash flow methodology. This analysis requires significant judgments, including anticipated market conditions,
operating expense trends, estimation of future cash flows, which are dependent on internal forecasts, and estimation of long-term rate of growth. The estimates used to calculate the fair value of an other indefinite-lived intangible asset change from year to year based on operating results and market conditions. Changes in these estimates and assumptionassumptions could materially affect the determination of fair value and the other indefinite-lived intangible assets impairment.
We also evaluate the recoverability of our other long-lived assets, including property and equipment and amortizable intangible assets, if circumstances indicate impairment may have occurred, pursuant to guidance for impairment or disposal of long-lived assets. This analysis is performed by comparing the respective carrying values of the assets to the current and expected future cash flows, on an undiscounted basis, to be generated from such assets. Property and equipment is evaluated separately within each segment. If such analysis indicates that the carrying value of these assets is not recoverable, the carrying value of such assets is reduced to fair value.
Business Combinations.A component of our growth strategy has been to acquire and integrate businesses that complement our existing operations. We account for business combinations in accordance with the guidance for business combinations and related literature. Accordingly, we allocate the purchase price of acquired companies to the tangible and intangible assets acquired and liabilities assumed based upon their estimated fair values at the date of purchase. The difference between the purchase price and the fair value of the net assets acquired is recorded as goodwill. In determining the fair values of assets acquired and liabilities assumed in a business combination, we use various recognized valuation methods including present value modeling and referenced market values (where available). Further, we make assumptions within certain valuation techniques including discount rates and timing of future cash flows. Valuations are performed by management or independent valuation specialists under management’s supervision, where appropriate. We believe that the estimated fair values assigned to the assets acquired and liabilities assumed are based on reasonable assumptions that marketplace participants would use. However, such assumptions are inherently uncertain and actual results could differ from those estimates.
Accounting for Restructuring Activities.Restructuring actions require us to make significant estimates in several areas including:including (i) expenses for severance and related benefit costs;costs, (ii) the ability to generate sublease income, as well as our ability to terminate lease obligations;obligations and (iii) contract terminations. The amountsamount that we have accrued as of December 31, 2011 represent2014 represents our best estimate of the obligations that we incurred in connection with these actions, but could be subject to change due to various factors including market conditions and the outcome of negotiations with third parties. In the event actual amounts differ from our estimates, the amount
Income Taxes. We recognize deferred tax assets and liabilities based on the differences between the financial statement carrying amounts and the tax basis of assets and liabilities.liabilities using currently enacted tax rates. We regularly review our deferred tax assets to assess their potential realization and establish a valuation allowance for portions of such assets that we believe will not be ultimately realized. In performing this review, we make estimates and assumptions regarding projected future taxable income, the expected timing of the reversals of existing temporary differences and the implementation of tax planning strategies. A change in these assumptions may increase or decrease our valuation allowance resulting in an increase or decrease in our effective tax rate, which could materially impact our results of operations. For tax positions we have taken or expect to take in our tax return, we apply a more likely than not threshold, under which we must conclude a tax position is more likely than not to be sustained, assuming that the position will be examined by the appropriate taxing authority that has full knowledge of all relevant information, in order to recognize or continue to recognize the benefit. In determining our provision for income taxes, we use judgment, reflecting our estimates and assumptions, in applying the more likely than not threshold.
Adoption of Accounting Pronouncements
During 2011, we adopted the guidance related to the accounting for multiple-deliverable revenue arrangements. Additionally, we early adopted recently issued guidance related to the presentation of comprehensive income.
During 2012, we
will adoptadopted guidance related to the testing
of goodwill
for impairment, testing of indefinite-lived intangible assets for impairment and fair value measurement.
During 2013, we adopted guidance related to the reporting of amounts reclassified out of accumulated other comprehensive income. During 2014, we adopted guidance related to the reporting for the cumulative translation adjustment upon derecognition of a subsidiary or group of assets within a foreign entity. For detailed information regarding these standards and the impact thereof on our financial statements, see Note 2 to our Consolidated Financial Statements.
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| ITEM 7A. | QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK |
We use various financial instruments, particularly swap contracts and interest rate caps, to manage and reduce the interest rate risk related to our debt. Foreign currency forwards and options are also used to manage and reduce the foreign currency exchange rate risk associated with our foreign currency denominated receivables
and payables, and forecasted royalties, forecasted earnings and cash flows of foreign subsidiaries and other transactions.
We are exclusively an end user of these instruments, which are commonly referred to as derivatives. We do not engage in trading, market making or other speculative activities in the derivatives markets. More detailed information about these financial instruments is provided in Note 16 to the Consolidated Financial Statements. Our principal market exposures are interest and foreign currency rate risks.
Our primary interest rate exposure as of December 31, 20112014 was to interest rate fluctuations in the United States, specifically LIBOR and asset-backed commercial paper interest rates due to their impact on variable rate borrowings and other interest rate sensitive liabilities. In addition, interest rate movements in one country, as well as relative interest rate movements between countries can impact us. We anticipate that LIBOR and asset-backed commercial paper rates will remain a primary market risk exposure for the foreseeable future.
We have foreign currency rate exposure to exchange rate fluctuations worldwide and particularly with respect to the British pound, Euro, Canadian and Euro.Australian dollar. We anticipate that such foreign currency exchange rate risk will remain a market risk exposure for the foreseeable future. Any adverse reaction resulting from the financial instability within certain European economies could potentially have an effect on our results of operations, financial position or cash flows.
We assess our market risk based on changes in interest and foreign currency exchange rates utilizing a sensitivity analysis. The sensitivity analysis measures the potential impact in earnings, fair values and cash flows based on a hypothetical 10% change (increase and decrease) in interest and foreign currency exchange rates. We have approximately
$4.0$5.1 billion of debt outstanding as of December 31,
2011.2014. Of that total,
$456$928 million was
issued as variable rate debt
and($510 million has
not been synthetically converted to
fixedvariable rate debt via an interest rate
swap.swap). A hypothetical 10% change in our effective weighted average interest rate would not generate a material change in interest expense.
The fair values of cash and cash equivalents, trade receivables, accounts payable and accrued expenses and other current liabilities approximate carrying values due to the short-term nature of these
assets.assets and liabilities. We use a discounted cash flow model in determining the fair values of vacation ownership contract receivables. The primary assumptions used in determining fair value are prepayment speeds, estimated loss rates and discount rates. We use a duration-based model in determining the impact of interest rate shifts on our debt and interest rate derivatives. The primary assumption used in these models is that a 10% increase or decrease in the benchmark interest rate produces a parallel shift in the yield curve across all maturities.
We use a current market pricing model to assess the changes in the value of our foreign currency derivatives used by us to hedge underlying exposure that primarily consist of the non-functional current assets and liabilities of us and our subsidiaries. The primary assumption used in these models is a hypothetical 10% weakening or
strengthening of the U.S. dollar against all our currency exposures as of December 31, 2011.2014. The gains and losses on the hedging instruments are largely offset by the gains and losses on the underlying assets, liabilities or expected cash flows. As of December 31, 2011,2014, the absolute notional amount of our outstanding foreign exchange hedging instruments was $343$306 million. A hypothetical 10% change in the foreign currency exchange rates would result in an immaterial change in the fair value of the hedging instrument as of December 31, 2011.2014. Such a change would be largely offset by an opposite effect on the underlying assets, liabilities and expected cash flows.
Our total market risk is influenced by a wide variety of factors including the volatility present within the markets and the liquidity of the markets. There are certain limitations inherent in the sensitivity analyses presented. While probably the most meaningful analysis, these “shock tests” are constrained by several factors, including the necessity to conduct the analysis based on a single point in time and the inability to include the complex market reactions that normally would arise from the market shifts modeled.
We used December 31,
20112014 market rates on outstanding financial instruments to perform the sensitivity analysis separately for each of our market risk exposures — interest and foreign currency rate instruments. The estimates are based on the market risk sensitive portfolios described in the preceding paragraphs and assume instantaneous, parallel shifts in interest rate yield curves and exchange rates.
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| ITEM 8. | FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA |
See Financial Statements and Financial Statement Index commencing on page F-1 hereof.
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| ITEM 9. | CHANGE IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE |
ITEM 9A. CONTROLS AND PROCEDURES
Disclosure Controls and Procedures. Our management, with the participation of our principal executive and principal financial officers have evaluated the effectiveness of our disclosure controls and procedures (as such term is defined in Rule 13a-15(e) under the Securities Exchange Act of 1934, as amended (the “Exchange Act”)) as of the end of the period covered by this report. Based on such evaluation, our principal executive and principal financial officers have concluded that, as of the end of such period, our disclosure controls and procedures were effective and operating to provide reasonable assurance that information required to be disclosed by us in the reports that we file or submit under the Exchange Act is recorded, processed, summarized and reported within the time periods specified in the rules and forms of the SEC, and to provide reasonable assurance that such information is accumulated and communicated to our management, including our principal executive and principal financial officers, as appropriate, to allow timely decisions regarding required disclosure.
Management’s Report on Internal Control over Financial Reporting. Our management is responsible for establishing and maintaining adequate internal control over financial reporting, as defined in Rule 13a-15(f) under the Exchange Act. Our management assessed the effectiveness of our internal control over financial reporting as of December 31, 2014. In making this assessment, management used the criteria established in Internal Control - Integrated Framework (2013) issued by the Committee of Sponsoring Organizations (COSO) of the Treadway Commission. Based on this assessment, our management believes that, as of December 31, 2014, our internal control over financial reporting is effective. Our independent registered public accounting firm has issued an attestation report on the effectiveness of our internal control over financial reporting, which is included within their audit opinion on page [F-2].
There have been no changes in our internal control over financial reporting (as such term is defined in Rule 13a-15(f) under the Exchange Act) during the period to which this report relates that have materially affected or are reasonably likely to materially affect our internal control over financial reporting.
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ITEM 9A.9B. | CONTROLS AND PROCEDURESOTHER INFORMATION |
None
PART III
| (a) | Disclosure Controls and Procedures. Our management, with the participation of our Chairman and Chief Executive Officer and Chief Financial Officer, has evaluated the effectiveness of our disclosure controls and procedures (as such term is defined in Rules 13a-15(e) under the Securities Exchange Act of 1934, as amended (the “Exchange Act”)) as of the end of the period covered by this report. Based on such evaluation, our Chairman and Chief Executive Officer and Chief Financial Officer have concluded that, as of the end of such period, our disclosure controls and procedures are effective. |
| (b) | Management’s Report on Internal Control over Financial Reporting.Our management is responsible for establishing and maintaining adequate internal control over financial reporting, as defined in Rule 13a-15(f) under the Exchange Act. Our management assessed the effectiveness of our internal control over financial reporting as of December 31, 2011. In making this assessment, management used the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) inInternal Control — Integrated Framework.Based on this assessment, our management believes that, as of December 31, 2011, our internal control over financial reporting is effective. Our independent registered public accounting firm has issued an attestation report on the effectiveness of our internal control over financial reporting, which is included within their audit opinion on page F-2. |
ITEM 9B. | OTHER INFORMATION |
None.
PART III
| ITEM 10. | DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE |
Identification of Directors.
Information
Except as otherwise disclosed, the information required by this item is included in the Proxy Statement
under the caption “Electionfor our 2015 Annual Meeting of
Directors”Shareholders and is incorporated by reference in this report.
Identification of Executive Officers.
The following provides information for each of our executive officers.
Stephen P. Holmes 55,, 58, has served as theour Chairman, of our Board of Directors and as our Chief Executive Officer since July 2006. Mr. Holmes has served asand a Director since May 2003.July 2006. Mr. Holmes was Vice Chairman and director of Cendant Corporation and Chairman and Chief Executive Officer of Cendant’s Travel Content Division from December 1997 to July 2006. Mr. Holmes was Vice Chairman of HFS Incorporated from September 1996 to December 1997, a director of HFS from June 1994 to December 1997 and Executive Vice President, Treasurer and Chief Financial Officer of HFS from July 1990 to September 1996. Thomas G. Conforti, 56, has served as our Executive Vice President and Chief Financial Officer since September 2009. From December 2002 to September 2008, Mr. Conforti was Chief Financial Officer of DineEquity, Inc. Earlier in his career, Mr. Conforti held a number of general management, financial and strategic roles over a ten-year period in the Consumer Products Division of the Walt Disney Company. Mr. Conforti also held numerous finance and strategy roles within the College Textbook Publishing Division of CBS and the Soft Drink Division of PepsiCo.
Geoffrey A. Ballotti 50,, 53, has served as President and Chief Executive Officer of Wyndham Hotel Group since March 2014. Mr. Ballotti served as Chief Executive Officer, Wyndham Exchange & Rentals, sincefrom March 2008.2008 to March 2014. From October 2003 to March 2008, Mr. Ballotti was President, North America Division of Starwood Hotels and Resorts Worldwide. From 1989 to 2003, Mr. Ballotti held leadership positions of increasing responsibility at Starwood Hotels and Resorts Worldwide including President of Starwood North America, Executive Vice President, Operations, Senior Vice President, Southern Europe and Managing Director, Ciga Spa, Italy. Prior to Starwood Hotels and Resorts Worldwide, Mr. Ballotti was a Banking Officer in the Commercial Real Estate Group at the Bank of New England.Eric A. Danziger, 57,
Gail Mandel, 46, has served as President and Chief Executive Officer of Wyndham Hotel Group,Exchange & Rentals since December 2008.November 2014. Ms. Mandel was Chief Operating Officer and Chief Financial Officer, Wyndham Exchange & Rentals, from March 2014 to November 2014 and Chief Financial Officer, Wyndham Exchange & Rentals, from January 2010 to March 2014. From August 2006 to December 2008, Mr. DanzigerJanuary 2010, Ms. Mandel was Chief Executive Officer of WhiteFence, Inc., an online home services firm.Senior Vice President, Financial Planning & Analysis, for Wyndham Worldwide. From June 2001February 1999 to August 2006, Mr. DanzigerMs. Mandel was President and Chief Executive Officer of ZipRealty, a real estate brokerage.Division Controller, Cendant Hospitality Services. From April 1998October 1997 to June 2001, Mr. DanzigerFebruary 1999, Ms. Mandel was President and Chief Operating Officer of Carlson Hotels Worldwide. From June 1996 to August 1998, Mr. Danziger was President and CEO of Starwood Hotels and Resorts Worldwide.Controller, Cendant Mobility. From September 19901993 to June 1996, Mr. Danziger was President of Wyndham HotelsOctober 1997, Ms. Mandel served in finance positions for HFS including Director, Business Development, Director, Corporate Audit and Resorts.Manager, Internal Audit.
Franz S. Hanning 58,, 61, has served as President and Chief Executive Officer, Wyndham Vacation Ownership, since July 2006. Mr. Hanning was the Chief Executive Officer of Cendant’s Timeshare Resort Group from March 2005 to July 2006. Mr. Hanning served as President and Chief Executive Officer of Wyndham Vacation Resorts, Inc. (formerly known as Fairfield Resorts, Inc.) from April 2001 to March 2005 and as President and Chief Executive Officer of Wyndham Resort Development Corporation from August 2004 to March 2005. Mr. Hanning held several key leadership positions with Fairfield Resorts, Inc. from 1982 to 2001, including Regional Vice President, Executive Vice President of Sales and Chief Operating Officer. Thomas G. Conforti, 53,F. Anderson, 50, has served as our Executive Vice President and Chief FinancialReal Estate Development Officer since September 2009.July 2006. From December 2002April 2003 to September 2008,July 2006, Mr. ConfortiAnderson was Chief Financial Officer of DineEquity, Inc. Earlier in his career, Mr. Conforti held a number of general management, financial and strategic roles over a ten-year period in the Consumer Products Division of the Walt Disney Company. Mr. Conforti also held numerous finance and strategy roles within the College Textbook Publishing Division of CBS and the Soft Drink Division of Pepsico.Scott G. McLester, 49, has served as our Executive Vice President, Strategic Acquisitions and General Counsel since July 2006.Development of Cendant’s Timeshare Resort Group. From January 2000 to February 2003, Mr. McLesterAnderson was Senior Vice President, LegalCorporate Real Estate for Cendant from April 2004Cendant. From November 1998 to July 2006, Group Vice President,
Legal from March 2002 to April 2004,December 1999, Mr. Anderson was Vice President Legal from February 2001of Real Estate Services, Coldwell Banker Commercial. From March 1995 to March 2002October 1998, Mr. Anderson was General Manager of American Asset Corporation and Senior Counsel from June 20001990 to February 2001. Prior to joining Cendant, Mr. McLester was a1995, Vice President in the Law Department of Merrill Lynch in New York and a partner with the law firm of Carpenter, Bennett and Morrissey in Newark, New Jersey.
Commercial Lending for BB&T Corporation.
Mary R. Falvey 51,, 54, has served as our Executive Vice President and Chief Human Resources Officer since July 2006. Ms. Falvey was Executive Vice President, Global Human Resources for Cendant’s Vacation Network Group from April 2005 to July 2006. From March 2000 to April 2005, Ms. Falvey served as Executive Vice President, Human Resources for RCI. From January 1998 to March 2000, Ms. Falvey was Vice President of Human Resources for Cendant’s Hotel Division and Corporate Contact Center group. Prior to joining Cendant, Ms. Falvey held various leadership positions in the human resources division of Nabisco Foods Company.Thomas F. Anderson, 47,
Scott G. McLester, 52, has served as our Executive Vice President and Chief Real Estate Development OfficerGeneral Counsel since July 2006. From April 2003 to July 2006, Mr. Anderson was Executive Vice President, Strategic Acquisitions and Development of Cendant’s Timeshare Resort Group. From January 2000 to February 2003, Mr. AndersonMcLester was Senior Vice President, Corporate Real EstateLegal for Cendant. From November 1998Cendant from April 2004 to December 1999, Mr. Anderson wasJuly 2006, Group Vice President, of Real Estate Services, Coldwell Banker Commercial. FromLegal from March 19952002 to October 1998, Mr. Anderson was General Manager of American Asset Corporation, a full service real estate developer based in Charlotte, North Carolina. FromApril 2004, Vice President, Legal from February 2001 to March 2002 and Senior Counsel from June 19902000 to February 1995,2001. Prior to joining Cendant, Mr. AndersonMcLester was a Vice President in the Law Department of Commercial Lending for BB&T CorporationMerrill Lynch in Charlotte, North Carolina.New York and a partner with the law firm of Carpenter, Bennett and Morrissey in Newark, New Jersey.
Nicola Rossi 45,, 48, has served as our Senior Vice President and Chief Accounting Officer since July 2006. Mr. Rossi was Vice President and Controller of Cendant’s Hotel Group from June 2004 to July 2006. From April 2002 to June 2004, Mr. Rossi served as Vice President, Corporate Finance for Cendant. From April 2000 to April 2002, Mr. Rossi was Corporate Controller of Jacuzzi Brands, Inc., a bath and plumbing products company, and was Assistant Corporate Controller from June 1999 to March 2000.Compliance with Section 16(a)2000 was Assistant Corporate Controller of the Exchange Act.Jacuzzi Brands, Inc.
The information required by this item is included in the Proxy Statement under the caption “Section 16(a) Beneficial Ownership Reporting Compliance” and is incorporated by reference in this report.
Code of Ethics.
The information required by this item is included in the Proxy Statement under the caption “Code of Business Conduct and Ethics” and is incorporated by reference in this report.
Corporate Governance.
The information required by this item is included in the Proxy Statement under the caption “Governance of the Company” and is incorporated by reference in this report.
| |
| ITEM 11. | EXECUTIVE COMPENSATION |
The information required by this item is included in the Proxy Statement under the captions “Compensation of Directors,” “Executive Compensation” and “Committees of the Board” and is incorporated by reference in this report.
| |
| ITEM 12. | SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS |
Securities Authorized for Issuance Under Equity Compensation PlansPlan Information as of December 31, 20112014 | | |
| | | |
| Plan Category | | to be issued upon exercise of
outstanding options,
warrants and rights
| | Weighted-average exercise price
of outstanding options, warrants
and rights | | Number of securities remaining
available for future issuance under
equity compensation plans (excluding
securities reflected in the first
column) |
Equity compensation plans approved by security holders | | 8.93.4 million(a)
| | $28.9752.64(b) | | 15.116.7 million(c)
|
Equity compensation plans not approved by security holders | | None | | Not applicable | | Not
applicable |
| |
(a) | Consists of shares issuable upon exercise of outstanding stock options,settled stock appreciation rights, restricted stock units and performance vested restricted stock units at the maximum achievement level under the 2006 Equity and Incentive Plan, as amended. |
| |
(b) | Consists of weighted-average exercise price of outstanding stock settled stock appreciation rights and restricted stock units under(excludes the 2006 Equity and Incentive Plan, as amended. |
(b) | Consists of weighted-average exercise price of outstandingthe performance vested restricted stock options and stock settled stock appreciation rights.
units at the maximum achievement level). |
| |
(c) | Consists of shares available for future grants under the 2006 Equity and Incentive Plan, as amended. |
The remaining information required by this item is included in the Proxy Statement under the caption “Ownership of Company Stock” and is incorporated by reference in this report.
| |
| ITEM 13. | CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS AND DIRECTOR INDEPENDENCE |
The information required by this item is included in the Proxy Statement under the captions “Related Party Transactions” and “Governance of the Company” and is incorporated by reference in this report.
| |
| ITEM 14. | PRINCIPAL ACCOUNTING FEES AND SERVICES |
The information required by this item is included in the Proxy Statement under the captions “Disclosure About Fees” and “Pre-Approval of Audit and Non-Audit Services” and is incorporated by reference in this report.
| |
| ITEM 15. | EXHIBITS AND FINANCIAL STATEMENT SCHEDULES |
ITEM 15
(A)(a)(1) FINANCIAL STATEMENTS
See Financial Statements and Financial Statements Index commencing on page F-1 hereof.
ITEM
15(A)15 (a)(3) EXHIBITS
See Exhibit Index commencing on page G-1 hereof.
The agreements included or incorporated by reference as exhibits to this report contain representations and warranties by each of the parties to the applicable agreement. These representations and warranties were made solely for the benefit of the other parties to the applicable agreement and (i) were not intended to be treated as categorical statements of fact, but rather as a way of allocating the risk to one of the parties if those statements prove to be
inaccurate;inaccurate, (ii) may have been qualified in such agreement by disclosures that were made to the other party in connection with the negotiation of the applicable
agreement;agreement, (iii) may apply contract standards of “materiality” that are different from “materiality” under the applicable securities
laws;laws and (iv) were made only as of the date of the applicable agreement or such other date or dates as may be specified in the agreement. We acknowledge that, notwithstanding the inclusion of the foregoing cautionary statements, we are responsible for considering whether additional specific disclosures of material information regarding material contractual provisions are required to make the statements in this report not misleading.
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the
Registrantregistrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
|
| | |
| | |
| WYNDHAM WORLDWIDE CORPORATION |
| |
| By: | | /s/ STEPHEN P. HOLMES |
| | Stephen P. Holmes |
| | Chairman and Chief Executive Officer |
| | Date: February 17, 201213, 2015 |
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the Registrant and in the capacities and on the dates indicated.
|
| | | | |
Name | | Title | | Date |
| | |
/s/ STEPHEN P. HOLMES
Stephen P. Holmes
| | Chairman and Chief Executive | | February 13, 2015 |
/s/ STEPHEN P. HOLMES | | Officer
| | |
| Stephen P. Holmes | | (Principal Executive Officer) | | February 17, 2012 |
| | |
/s/ THOMAS G. CONFORTIThomas G. Conforti
| | Chief Financial Officer (Principal | | February 13, 2015 |
| Thomas G. Conforti | | (Principal Financial Officer) | | February 17, 2012 |
| | |
/s/ NICOLA ROSSINicola Rossi
| | Chief Accounting Officer (Principal | | February 13, 2015 |
| Nicola Rossi | | (Principal Accounting Officer) | | February 17, 2012 |
| | |
/s/ MYRA J. BIBLOWITMyra J. Biblowit
| | Director | | February 17, 201213, 2015 |
| Myra J. Biblowit | | | | |
| | |
/s/ JAMES E. BUCKMANJames E. Buckman
| | Director | | February 17, 201213, 2015 |
| James E. Buckman | | | | |
| | |
/s/ GEORGE HERRERAGeorge Herrera
| | Director | | February 17, 201213, 2015 |
| George Herrera | | | | |
| | |
/s/ THE RIGHT HONOURABLE BRIAN MULRONEYThe Right Honourable Brian Mulroney
| | Director | | February 17, 201213, 2015 |
| The Right Honourable Brian Mulroney | | | | |
| | |
/s/ PAULINE D.E. RICHARDSPauline D.E. Richards
| | Director | | February 17, 201213, 2015 |
| Pauline D.E. Richards | | | | |
| | |
/s/ MICHAEL H. WARGOTZMichael H. Wargotz
| | Director | | February 17, 201213, 2015 |
| Michael H. Wargotz | | | | |
INDEX TO ANNUAL CONSOLIDATED FINANCIAL STATEMENTS
| | |
| |
| | | Page | |
| | | F-2 | |
| |
| | | F-4 | F-3 |
| |
| | | F-5 | F-4 |
| |
| | | F-6 | F-5 |
| |
| | | F-7 | F-6 |
| |
| | | F-8 | F-7 |
| |
| | | F-9 | F-8 |
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the Board of Directors and Stockholders of
Wyndham Worldwide Corporation
We have audited the accompanying consolidated balance sheets of Wyndham Worldwide Corporation and subsidiaries (the “Company”"Company") as of December 31, 20112014 and 2010,2013, and the related consolidated statements of income, comprehensive income, stockholders’ equity, and cash flows, and equity for each of the three years in the period ended December 31, 2011.2014. We also have audited the Company’sCompany's internal control over financial reporting as of December 31, 2011,2014, based on criteria established in Internal Control —- Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission. The Company’sCompany's management is responsible for these financial statements, for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on these financial statements and an opinion on the Company’sCompany's internal control over financial reporting based on our audits. We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement and whether effective internal control over financial reporting was maintained in all material respects. Our audits of the financial statements included examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.
A
company’scompany's internal control over financial reporting is a process designed by, or under the supervision of, the
company’scompany's principal executive and principal financial officers, or persons performing similar functions, and effected by the
company’scompany's board of directors, management, and other personnel to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A
company’scompany's internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the
company’scompany's assets that could have a material effect on the financial statements.
Because of the inherent limitations of internal control over financial reporting, including the possibility of collusion or improper management override of controls, material misstatements due to error or fraud may not be prevented or detected on a timely basis. Also, projections of any evaluation of the effectiveness of the internal control over financial reporting to future periods are subject to the risk that the controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of Wyndham Worldwide Corporation and subsidiaries as of December 31, 20112014 and 2010,2013, andthe results of their operations and their cash flows for each of the three years in the period ended December 31, 2011,2014, in conformity with accounting principles generally accepted in the United States of America. Also, in our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 2011,2014, based on the criteria established in
Internal Control —- Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.As discussed in Note 2 to the financial statements, the Company has changed its method of presenting comprehensive income in 2011 due to the adoption of FASB Accounting Standards Update No. 2011-05, Presentation of Comprehensive Income. The change in presentation has been applied retrospectively to all periods presented.
Commission
.
/s/ Deloitte & Touche LLP
February
17, 201213, 2015
WYNDHAM WORLDWIDE CORPORATION
CONSOLIDATED STATEMENTS OF INCOME
(In millions, except per share
data) | | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2011 | | | 2010 | | | 2009 | |
Net revenues | | | | | | | | | | | | |
Service and membership fees | | $ | 2,012 | | | $ | 1,706 | | | $ | 1,613 | |
Vacation ownership interest sales | | | 1,150 | | | | 1,072 | | | | 1,053 | |
Franchise fees | | | 522 | | | | 461 | | | | 440 | |
Consumer financing | | | 415 | | | | 425 | | | | 435 | |
Other | | | 155 | | | | 187 | | | | 209 | |
| | | | | | | | | | | | |
Net revenues | | | 4,254 | | | | 3,851 | | | | 3,750 | |
| | | | | | | | | | | | |
Expenses | | | | | | | | | | | | |
Operating | | | 1,781 | | | | 1,587 | | | | 1,501 | |
Cost of vacation ownership interests | | | 152 | | | | 184 | | | | 183 | |
Consumer financing interest | | | 92 | | | | 105 | | | | 139 | |
Marketing and reservation | | | 628 | | | | 531 | | | | 560 | |
General and administrative | | | 593 | | | | 540 | | | | 533 | |
Asset impairments | | | 57 | | | | 4 | | | | 15 | |
Restructuring costs | | | 6 | | | | 9 | | | | 47 | |
Depreciation and amortization | | | 178 | | | | 173 | | | | 178 | |
| | | | | | | | | | | | |
Total expenses | | | 3,487 | | | | 3,133 | | | | 3,156 | |
| | | | | | | | | | | | |
Operating income | | | 767 | | | | 718 | | | | 594 | |
Other income, net | | | (11 | ) | | | (7 | ) | | | (6 | ) |
Interest expense | | | 152 | | | | 167 | | | | 114 | |
Interest income | | | (24 | ) | | | (5 | ) | | | (7 | ) |
| | | | | | | | | | | | |
Income before income taxes | | | 650 | | | | 563 | | | | 493 | |
Provision for income taxes | | | 233 | | | | 184 | | | | 200 | |
| | | | | | | | | | | | |
Net income | | $ | 417 | | | $ | 379 | | | $ | 293 | |
| | | | | | | | | | | | |
Earnings per share: | | | | | | | | | | | | |
Basic | | $ | 2.57 | | | $ | 2.13 | | | $ | 1.64 | |
Diluted | | | 2.51 | | | | 2.05 | | | | 1.61 | |
| | | |
Cash dividends declared per share | | $ | 0.60 | | | $ | 0.48 | | | $ | 0.16 | |
amounts)
|
| | | | | | | | | | | |
| | Year Ended December 31, |
| | 2014 | | 2013 | | 2012 |
| Net revenues | | | | | |
| Service and membership fees | $ | 2,431 |
| | $ | 2,329 |
| | $ | 2,005 |
|
| Vacation ownership interest sales | 1,485 |
| | 1,379 |
| | 1,323 |
|
| Franchise fees | 632 |
| | 599 |
| | 583 |
|
| Consumer financing | 427 |
| | 426 |
| | 421 |
|
| Other | 306 |
| | 276 |
| | 202 |
|
| Net revenues | 5,281 |
| | 5,009 |
| | 4,534 |
|
Expenses | | | | | |
| Operating | 2,262 |
| | 2,161 |
| | 1,842 |
|
| Cost of vacation ownership interests | 171 |
| | 155 |
| | 161 |
|
| Consumer financing interest | 71 |
| | 78 |
| | 90 |
|
| Marketing and reservation | 802 |
| | 751 |
| | 723 |
|
| General and administrative | 755 |
| | 720 |
| | 666 |
|
| Loss on sale and asset impairments | 35 |
| | 8 |
| | 8 |
|
| Restructuring | 11 |
| | 10 |
| | 7 |
|
| Depreciation and amortization | 233 |
| | 216 |
| | 185 |
|
| Total expenses | 4,340 |
| | 4,099 |
| | 3,682 |
|
Operating income | 941 |
| | 910 |
| | 852 |
|
| Other income, net | (7 | ) | | (6 | ) | | (8 | ) |
| Interest expense | 113 |
| | 131 |
| | 132 |
|
| Early extinguishment of debt | — |
| | 111 |
| | 108 |
|
| Interest income | (10 | ) | | (9 | ) | | (8 | ) |
Income before income taxes | 845 |
| | 683 |
| | 628 |
|
| Provision for income taxes | 316 |
| | 250 |
| | 229 |
|
Net income | 529 |
| | 433 |
| | 399 |
|
| Net (income)/loss attributable to noncontrolling interest | — |
| | (1 | ) | | 1 |
|
| Net income attributable to Wyndham shareholders | $ | 529 |
| | $ | 432 |
| | $ | 400 |
|
Earnings per share | | | | | |
| Basic | $ | 4.22 |
| | $ | 3.25 |
| | $ | 2.80 |
|
| Diluted | 4.18 |
| | 3.21 |
| | 2.75 |
|
See Notes to Consolidated Financial Statements.
F-3
WYNDHAM WORLDWIDE CORPORATION
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
((In millions)millions
| | | | | | | | | | | | |
| |
| | | Year Ended December 31, | |
| | | 2011 | | | 2010 | | | 2009 | |
Net income | | $ | 417 | | | $ | 379 | | | $ | 293 | |
Other comprehensive income, net of tax | | | | | | | | | | | | |
Foreign currency translation adjustments | | | (30 | ) | | | 5 | | | | 25 | |
Unrealized gain on cash flow hedges | | | 5 | | | | 12 | | | | 18 | |
Defined benefit pension plans | | | (2 | ) | | | — | | | | (3 | ) |
| | | | | | | | | | | | |
Other comprehensive income/(loss), net of tax | | | (27 | ) | | | 17 | | | | 40 | |
| | | | | | | | | | | | |
Comprehensive income | | $ | 390 | | | $ | 396 | | | $ | 333 | |
| | | | | | | | | | | | |
)
|
| | | | | | | | | | | |
| | Year Ended December 31, |
| | 2014 | | 2013 | | 2012 |
| Net income | $ | 529 |
| | $ | 433 |
| | $ | 399 |
|
| Other comprehensive (loss)/income, net of tax | | | | | |
| Foreign currency translation adjustments | (92 | ) | | (33 | ) | | 21 |
|
| Unrealized gains on cash flow hedges | — |
| | 1 |
| | 5 |
|
| Defined benefit pension plans | (6 | ) | | 3 |
| | (3 | ) |
| Other comprehensive (loss)/income, net of tax | (98 | ) | | (29 | ) | | 23 |
|
| Comprehensive income | 431 |
| | 404 |
| | 422 |
|
| Net (income)/loss attributable to noncontrolling interest | — |
| | (1 | ) | | 1 |
|
| Comprehensive income attributable to Wyndham shareholders | $ | 431 |
| | $ | 403 |
| | $ | 423 |
|
See Notes to Consolidated Financial Statements.
F-4
WYNDHAM WORLDWIDE CORPORATION
CONSOLIDATED BALANCE SHEETS
(In millions, except share data)
| | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
Assets | | | | | | | | |
Current assets: | | | | | | | | |
Cash and cash equivalents | | $ | 142 | | | $ | 156 | |
Trade receivables, net | | | 409 | | | | 425 | |
Vacation ownership contract receivables, net | | | 297 | | | | 295 | |
Inventory | | | 351 | | | | 348 | |
Prepaid expenses | | | 121 | | | | 104 | |
Deferred income taxes | | | 153 | | | | 179 | |
Other current assets | | | 257 | | | | 245 | |
| | | | | | | | |
Total current assets | | | 1,730 | | | | 1,752 | |
| | |
Long-term vacation ownership contract receivables, net | | | 2,551 | | | | 2,687 | |
Non-current inventory | | | 759 | | | | 833 | |
Property and equipment, net | | | 1,117 | | | | 1,041 | |
Goodwill | | | 1,479 | | | | 1,481 | |
Trademarks, net | | | 730 | | | | 731 | |
Franchise agreements and other intangibles, net | | | 401 | | | | 440 | |
Other non-current assets | | | 256 | | | | 451 | |
| | | | | | | | |
Total assets | | $ | 9,023 | | | $ | 9,416 | |
| | | | | | | | |
| | |
Liabilities and Stockholders’ Equity | | | | | | | | |
Current liabilities: | | | | | | | | |
Securitized vacation ownership debt | | $ | 196 | | | $ | 223 | |
Current portion of long-term debt | | | 46 | | | | 11 | |
Accounts payable | | | 278 | | | | 274 | |
Deferred income | | | 402 | | | | 401 | |
Due to former Parent and subsidiaries | | | 10 | | | | 47 | |
Accrued expenses and other current liabilities | | | 631 | | | | 619 | |
| | | | | | | | |
Total current liabilities | | | 1,563 | | | | 1,575 | |
| | |
Long-term securitized vacation ownership debt | | | 1,666 | | | | 1,427 | |
Long-term debt | | | 2,107 | | | | 2,083 | |
Deferred income taxes | | | 1,065 | | | | 1,021 | |
Deferred income | | | 182 | | | | 206 | |
Due to former Parent and subsidiaries | | | 37 | | | | 30 | |
Other non-current liabilities | | | 171 | | | | 157 | |
| | | | | | | | |
Total liabilities | | | 6,791 | | | | 6,499 | |
| | | | | | | | |
Commitments and contingencies (Note 17) | | | | | | | | |
| | |
Stockholders’ equity: | | | | | | | | |
Preferred stock, $.01 par value, authorized 6,000,000 shares, none issued and outstanding | | | — | | | | — | |
Common stock, $.01 par value, authorized 600,000,000 shares, issued 212,286,217 shares in 2011 and 209,943,159 shares in 2010 | | | 2 | | | | 2 | |
Treasury stock, at cost—65,228,133 shares in 2011 and 36,555,242 shares in 2010 | | | (2,009 | ) | | | (1,107 | ) |
Additional paid-in capital | | | 3,818 | | | | 3,892 | |
Retained earnings/(accumulated deficit) | | | 293 | | | | (25 | ) |
Accumulated other comprehensive income | | | 128 | | | | 155 | |
| | | | | | | | |
Total stockholders’ equity | | | 2,232 | | | | 2,917 | |
| | | | | | | | |
Total liabilities and stockholders’ equity | | $ | 9,023 | | | $ | 9,416 | |
| | | | | | | | |
|
| | | | | | | |
| | December 31,
2014 | | December 31,
2013 |
| Assets | | | |
| Current assets: | | | |
| Cash and cash equivalents | $ | 183 |
| | $ | 194 |
|
| Trade receivables, net | 516 |
| | 505 |
|
| Vacation ownership contract receivables, net | 285 |
| | 305 |
|
| Inventory | 302 |
| | 346 |
|
| Prepaid expenses | 147 |
| | 153 |
|
| Deferred income taxes | 114 |
| | 108 |
|
| Other current assets | 320 |
| | 329 |
|
| Total current assets | 1,867 |
| | 1,940 |
|
| Long-term vacation ownership contract receivables, net | 2,406 |
| | 2,448 |
|
| Non-current inventory | 860 |
| | 677 |
|
| Property and equipment, net | 1,500 |
| | 1,555 |
|
| Goodwill | 1,551 |
| | 1,590 |
|
| Trademarks, net | 717 |
| | 723 |
|
| Franchise agreements and other intangibles, net | 397 |
| | 429 |
|
| Other non-current assets | 381 |
| | 379 |
|
| Total assets | $ | 9,679 |
| | $ | 9,741 |
|
| Liabilities and Equity | | | |
| Current liabilities: | | | |
| Securitized vacation ownership debt | $ | 214 |
| | $ | 184 |
|
| Current portion of long-term debt | 47 |
| | 49 |
|
| Accounts payable | 385 |
| | 360 |
|
| Deferred income | 464 |
| | 451 |
|
| Accrued expenses and other current liabilities | 749 |
| | 746 |
|
| Total current liabilities | 1,859 |
| | 1,790 |
|
| Long-term securitized vacation ownership debt | 1,951 |
| | 1,726 |
|
| Long-term debt | 2,841 |
| | 2,882 |
|
| Deferred income taxes | 1,202 |
| | 1,173 |
|
| Deferred income | 199 |
| | 192 |
|
| Other non-current liabilities | 370 |
| | 353 |
|
| Total liabilities | 8,422 |
| | 8,116 |
|
| Commitments and contingencies (Note 17) |
| |
|
| Stockholders’ equity: | | | |
| Preferred stock, $.01 par value, authorized 6,000,000 shares, none issued and outstanding | — |
| | — |
|
| Common stock, $.01 par value, authorized 600,000,000 shares, issued 216,862,509 shares in 2014 and 215,578,445 shares in 2013 | 2 |
| | 2 |
|
| Treasury stock, at cost – 95,806,076 shares in 2014 and 87,206,462 shares in 2013 | (3,843 | ) | | (3,191 | ) |
| Additional paid-in capital | 3,889 |
| | 3,858 |
|
| Retained earnings | 1,183 |
| | 832 |
|
| Accumulated other comprehensive income | 24 |
| | 122 |
|
| Total stockholders’ equity | 1,255 |
| | 1,623 |
|
| Noncontrolling interest | 2 |
| | 2 |
|
| Total equity | 1,257 |
| | 1,625 |
|
| Total liabilities and equity | $ | 9,679 |
| | $ | 9,741 |
|
See Notes to Consolidated Financial Statements.
F-5
WYNDHAM WORLDWIDE CORPORATION
CONSOLIDATED STATEMENTS OF CASH FLOWS
(In millions)
| | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2011 | | | 2010 | | | 2009 | |
Operating Activities | | | | | | | | | | | | |
Net income | | $ | 417 | | | $ | 379 | | | $ | 293 | |
Adjustments to reconcile net income to net cash provided by operating activities: | | | | | | | | | | | | |
Depreciation and amortization | | | 178 | | | | 173 | | | | 178 | |
Provision for loan losses | | | 339 | | | | 340 | | | | 449 | |
Deferred income taxes | | | 70 | | | | 76 | | | | 90 | |
Stock-based compensation | | | 42 | | | | 39 | | | | 37 | |
Excess tax benefits from stock-based compensation | | | (18 | ) | | | (14 | ) | | | — | |
Asset impairments | | | 57 | | | | 4 | | | | 15 | |
Non-cash interest | | | 27 | | | | 60 | | | | 51 | |
Non-cash restructuring | | | — | | | | — | | | | 15 | |
Net change in assets and liabilities, excluding the impact of acquisitions: | | | | | | | | | | | | |
Trade receivables | | | 20 | | | | 14 | | | | 92 | |
Vacation ownership contract receivables | | | (207 | ) | | | (202 | ) | | | (199 | ) |
Inventory | | | 79 | | | | 54 | | | | (9 | ) |
Prepaid expenses | | | (19 | ) | | | 12 | | | | 25 | |
Other current assets | | | 9 | | | | (4 | ) | | | 41 | |
Accounts payable, accrued expenses and other current liabilities | | | 41 | | | | (52 | ) | | | (54 | ) |
Due to former Parent and subsidiaries, net | | | (15 | ) | | | (179 | ) | | | (44 | ) |
Deferred income | | | (20 | ) | | | (82 | ) | | | (315 | ) |
Other, net | | | 3 | | | | 17 | | | | 24 | |
| | | | | | | | | | | | |
Net cash provided by operating activities | | | 1,003 | | | | 635 | | | | 689 | |
| | | | | | | | | | | | |
Investing Activities | | | | | | | | | | | | |
Property and equipment additions | | | (239 | ) | | | (167 | ) | | | (135 | ) |
Net assets acquired, net of cash acquired | | | (27 | ) | | | (236 | ) | | | — | |
Equity investments and development advances | | | (10 | ) | | | (10 | ) | | | (13 | ) |
Proceeds from asset sales | | | 31 | | | | 20 | | | | 5 | |
Decrease/(increase) in securitization restricted cash | | | 6 | | | | (5 | ) | | | 22 | |
(Increase)/decrease in escrow deposit restricted cash | | | (5 | ) | | | (12 | ) | | | 9 | |
Other, net | | | (12 | ) | | | (8 | ) | | | 3 | |
| | | | | | | | | | | | |
Net cash used in investing activities | | | (256 | ) | | | (418 | ) | | | (109 | ) |
| | | | | | | | | | | | |
| | | |
Financing Activities | | | | | | | | | | | | |
Proceeds from securitized borrowings | | | 1,709 | | | | 1,697 | | | | 1,406 | |
Principal payments on securitized borrowings | | | (1,497 | ) | | | (1,554 | ) | | | (1,711 | ) |
Proceeds from non-securitized borrowings | | | 2,112 | | | | 1,525 | | | | 822 | |
Principal payments on non-securitized borrowings | | | (2,082 | ) | | | (1,837 | ) | | | (1,451 | ) |
Proceeds from note issuances | | | 245 | | | | 494 | | | | 460 | |
Repurchase of convertible notes | | | (262 | ) | | | (250 | ) | | | — | |
Proceeds from/(purchase of) call options | | | 155 | | | | 136 | | | | (42 | ) |
(Repurchase of)/proceeds from warrants | | | (112 | ) | | | (98 | ) | | | 11 | |
Dividends to shareholders | | | (99 | ) | | | (86 | ) | | | (29 | ) |
Repurchase of common stock | | | (893 | ) | | | (235 | ) | | | — | |
Proceeds from stock option exercises | | | 11 | | | | 40 | | | | — | |
Debt issuance costs | | | (27 | ) | | | (41 | ) | | | (27 | ) |
Excess tax benefits from stock-based compensation | | | 18 | | | | 14 | | | | — | |
Other, net | | | (31 | ) | | | (24 | ) | | | — | |
| | | | | | | | | | | | |
Net cash used in financing activities | | | (753 | ) | | | (219 | ) | | | (561 | ) |
| | | | | | | | | | | | |
Effect of changes in exchange rates on cash and cash equivalents | | | (8 | ) | | | 3 | | | | — | |
| | | | | | | | | | | | |
Net (decrease)/increase in cash and cash equivalents | | | (14 | ) | | | 1 | | | | 19 | |
Cash and cash equivalents, beginning of period | | | 156 | | | | 155 | | | | 136 | |
| | | | | | | | | | | | |
Cash and cash equivalents, end of period | | $ | 142 | | | $ | 156 | | | $ | 155 | |
| | | | | | | | | | | | |
|
| | | | | | | | | | | |
| | Year Ended December 31, |
| | 2014 | | 2013 | | 2012 |
| Operating Activities | | | | | |
| Net income | $ | 529 |
| | $ | 433 |
| | $ | 399 |
|
| Adjustments to reconcile net income to net cash provided by operating activities: | | | | | |
| Depreciation and amortization | 233 |
| | 216 |
| | 185 |
|
| Provision for loan losses | 260 |
| | 349 |
| | 409 |
|
| Deferred income taxes | 47 |
| | 64 |
| | 62 |
|
| Stock-based compensation | 57 |
| | 53 |
| | 41 |
|
| Excess tax benefits from stock-based compensation | (34 | ) | | (15 | ) | | (33 | ) |
| Loss on sale and asset impairments | 35 |
| | 8 |
| | 8 |
|
| Loss on early extinguishment of debt | — |
| | 106 |
| | 107 |
|
| Non-cash interest | 23 |
| | 26 |
| | 22 |
|
| Net change in assets and liabilities, excluding the impact of acquisitions: | | | | | |
| Trade receivables | (29 | ) | | (63 | ) | | (19 | ) |
| Vacation ownership contract receivables | (221 | ) | | (255 | ) | | (303 | ) |
| Inventory | (17 | ) | | 32 |
| | 95 |
|
| Prepaid expenses | (3 | ) | | (30 | ) | | 8 |
|
| Other current assets | (12 | ) | | — |
| | (2 | ) |
| Accounts payable, accrued expenses and other current liabilities | 84 |
| | 46 |
| | 18 |
|
| Deferred income | 38 |
| | 39 |
| | (7 | ) |
| Other, net | (6 | ) | | (1 | ) | | 14 |
|
| Net cash provided by operating activities | 984 |
| | 1,008 |
| | 1,004 |
|
| Investing Activities | | | | | |
| Property and equipment additions | (235 | ) | | (238 | ) | | (208 | ) |
| Net assets acquired, net of cash acquired | (34 | ) | | (129 | ) | | (263 | ) |
| Development advances | (18 | ) | | (65 | ) | | (14 | ) |
| Equity investments and loans | (8 | ) | | (3 | ) | | (42 | ) |
| Proceeds from sale of business and asset sales | 11 |
| | 6 |
| | 1 |
|
| (Increase)/decrease in securitization restricted cash | (4 | ) | | 29 |
| | 11 |
|
| Decrease/(increase) in escrow deposit restricted cash | 10 |
| | (2 | ) | | (5 | ) |
| Other, net | 2 |
| | 1 |
| | 1 |
|
| Net cash used in investing activities | (276 | ) | | (401 | ) | | (519 | ) |
| Financing Activities | | | | | |
| Proceeds from securitized borrowings | 2,143 |
| | 1,734 |
| | 1,723 |
|
| Principal payments on securitized borrowings | (1,887 | ) | | (1,785 | ) | | (1,624 | ) |
| Proceeds from long-term debt | 164 |
| | 405 |
| | 1,991 |
|
| Principal payments on long-term debt | (211 | ) | | (411 | ) | | (2,172 | ) |
| (Repayments of)/proceeds from commercial paper, net | (21 | ) | | (63 | ) | | 273 |
|
| Proceeds from note issuances | — |
| | 843 |
| | 941 |
|
| Repurchase of notes | — |
| | (636 | ) | | (757 | ) |
| (Repayments of)/proceeds from vacation ownership inventory arrangements | (15 | ) | | 96 |
| | — |
|
| Repayment of convertible of notes | — |
| | — |
| | (45 | ) |
| Proceeds from call options | — |
| | — |
| | 33 |
|
| Dividends to shareholders | (179 | ) | | (156 | ) | | (134 | ) |
| Repurchase of common stock | (646 | ) | | (593 | ) | | (631 | ) |
| Proceeds from stock option exercises | 1 |
| | — |
| | 13 |
|
| Excess tax benefits from stock-based compensation | 34 |
| | 15 |
| | 33 |
|
| Debt issuance costs | (19 | ) | | (23 | ) | | (20 | ) |
| Net share settlement of incentive equity awards | (64 | ) | | (31 | ) | | (55 | ) |
| Other, net | (1 | ) | | — |
| | — |
|
| Net cash used in financing activities | (701 | ) | | (605 | ) | | (431 | ) |
| Effect of changes in exchange rates on cash and cash equivalents | (18 | ) | | (3 | ) | | (1 | ) |
| Net (decrease)/increase in cash and cash equivalents | (11 | ) | | (1 | ) | | 53 |
|
| Cash and cash equivalents, beginning of period | 194 |
| | 195 |
| | 142 |
|
| Cash and cash equivalents, end of period | $ | 183 |
| | $ | 194 |
| | $ | 195 |
|
See Notes to Consolidated Financial Statements.
F-6
WYNDHAM WORLDWIDE CORPORATION
CONSOLIDATED STATEMENTS OF
STOCKHOLDERS’ EQUITY
(In millions)
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | Common Stock | | | Treasury Stock | | | Additional
Paid-in
Capital | | | Retained
Earnings/
(Accumulated
Deficit) | | | Accumulated
Other
Comprehensive
Income | | | Total
Stockholders’
Equity | |
| | | Shares | | | Amount | | | Shares | | | Amount | | | | | |
Balance as of December 31, 2008 | | | 205 | | | $ | 2 | | | | (27) | | | $ | (870 | ) | | $ | 3,690 | | | $ | (578 | ) | | $ | 98 | | | $ | 2,342 | |
Comprehensive income | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Net income | | | — | | | | — | | | | — | | | | — | | | | — | | | | 293 | | | | — | | | | | |
Currency translation adjustment, net of tax of $31 | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | 25 | | | | | |
Unrealized gains on cash flow hedges, net of tax of $10 | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | 18 | | | | | |
Pension liability adjustment, net of tax benefit of $1 | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | (3 | ) | | | | |
Total comprehensive income | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 333 | |
Issuance of warrants | | | — | | | | — | | | | — | | | | — | | | | 11 | | | | — | | | | — | | | | 11 | |
Issuance of shares for RSU vesting | | | 1 | | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | |
Change in deferred compensation | | | — | | | | — | | | | — | | | | — | | | | 36 | | | | — | | | | — | | | | 36 | |
Change in excess tax benefit on equity awards | | | — | | | | — | | | | — | | | | — | | | | (4 | ) | | | — | | | | — | | | | (4 | ) |
Dividends | | | — | | | | — | | | | — | | | | — | | | | — | | | | (30 | ) | | | — | | | | (30 | ) |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Balance as of December 31, 2009 | | | 206 | | | | 2 | | | | (27 | ) | | | (870 | ) | | | 3,733 | | | | (315 | ) | | | 138 | | | | 2,688 | |
Comprehensive income | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Net income | | | — | | | | — | | | | — | | | | — | | | | — | | | | 379 | | | | — | | | | | |
Currency translation adjustment, net of tax benefit of $16 | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | 5 | | | | | |
Reclassification of unrealized loss on cash flow hedge, net of tax benefit of $6 | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | 8 | | | | | |
Unrealized gains on cash flow hedges, net of tax of $2 | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | 4 | | | | | |
Total comprehensive income | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 396 | |
Exercise of stock options | | | 2 | | | | — | | | | — | | | | — | | | | 40 | | | | — | | | | — | | | | 40 | |
Issuance of shares for RSU vesting | | | 2 | | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | |
Change in deferred compensation | | | — | | | | — | | | | — | | | | — | | | | 17 | | | | — | | | | — | | | | 17 | |
Reversal of net deferred tax liabilities from former Parent | | | — | | | | — | | | | — | | | | — | | | | 188 | | | | — | | | | — | | | | 188 | |
Repurchase of warrants | | | — | | | | — | | | | — | | | | — | | | | (98 | ) | | | — | | | | — | | | | (98 | ) |
Repurchase of common stock | | | — | | | | — | | | | (10 | ) | | | (237 | ) | | | — | | | | — | | | | — | | | | (237 | ) |
Change in excess tax benefit on equity awards | | | — | | | | — | | | | — | | | | — | | | | 12 | | | | — | | | | — | | | | 12 | |
Dividends | | | — | | | | — | | | | — | | | | — | | | | — | | | | (89 | ) | | | — | | | | (89 | ) |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Balance as of December 31, 2010 | | | 210 | | | | 2 | | | | (37 | ) | | | (1,107 | ) | | | 3,892 | | | | (25 | ) | | | 155 | | | | 2,917 | |
Comprehensive income | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Net income | | | — | | | | — | | | | — | | | | — | | | | — | | | | 417 | | | | — | | | | | |
Currency translation adjustment, net of tax benefit of $3 | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | (30 | ) | | | | |
Unrealized gains on cash flow hedges, net of tax of $4 | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | 5 | | | | | |
Pension liability adjustment, net of tax benefit of $1 | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | (2 | ) | | | | |
Total comprehensive income | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 390 | |
Exercise of stock options | | | — | | | | — | | | | — | | | | — | | | | 11 | | | | — | | | | — | | | | 11 | |
Issuance of shares for RSU vesting | | | 2 | | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | | | | — | |
Change in deferred compensation | | | — | | | | — | | | | — | | | | — | | | | 9 | | | | — | | | | — | | | | 9 | |
Repurchase of warrants | | | — | | | | — | | | | — | | | | — | | | | (112 | ) | | | — | | | | — | | | | (112 | ) |
Repurchase of common stock | | | — | | | | — | | | | (28 | ) | | | (902 | ) | | | — | | | | — | | | | — | | | | (902 | ) |
Change in excess tax benefit on equity awards | | | — | | | | — | | | | — | | | | — | | | | 18 | | | | — | | | | — | | | | 18 | |
Dividends | | | — | | | | — | | | | — | | | | — | | | | — | | | | (99 | ) | | | — | | | | (99 | ) |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Balance as of December 31, 2011 | | | 212 | | | $ | 2 | | | | (65 | ) | | $ | (2,009 | ) | | $ | 3,818 | | | $ | 293 | | | $ | 128 | | | $ | 2,232 | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Common Shares Outstanding | | Common Stock | | Treasury Stock | | Additional Paid-in Capital | | Retained Earnings | | Accumulated Other Comprehensive Income | | Non-controlling Interest | | Total Equity |
| Balance as of December 31, 2011 | 147 |
| | $ | 2 |
| | $ | (2,009 | ) | | $ | 3,818 |
| | $ | 293 |
| | $ | 128 |
| | $ | — |
| | $ | 2,232 |
|
| Net income | — |
| | — |
| | — |
| | — |
| | 400 |
| | — |
| | (1 | ) | | 399 |
|
| Other comprehensive income | — |
| | — |
| | — |
| | — |
| | — |
| | 23 |
| | — |
| | 23 |
|
| Exercise of stock options and SSARs | — |
| | — |
| | — |
| | 13 |
| | — |
| | — |
| | — |
| | 13 |
|
| Issuance of shares for RSU vesting | 2 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Net share settlement of incentive equity awards | — |
| | — |
| | — |
| | (55 | ) | | — |
| | — |
| | — |
| | (55 | ) |
| Change in deferred compensation | — |
| | — |
| | — |
| | 41 |
| | — |
| | — |
| | — |
| | 41 |
|
| Repurchase of common stock | (13 | ) | | — |
| | (624 | ) | | — |
| | — |
| | — |
| | — |
| | (624 | ) |
| Settlement of warrants | 1 |
| | — |
| | 32 |
| | (32 | ) | | — |
| | — |
| | — |
| | — |
|
| Change in excess tax benefit on equity awards | — |
| | — |
| | — |
| | 33 |
| | — |
| | — |
| | — |
| | 33 |
|
| Dividends | — |
| | — |
| | — |
| | — |
| | (135 | ) | | — |
| | — |
| | (135 | ) |
| Other | — |
| | — |
| | — |
| | 2 |
| | — |
| | — |
| | 2 |
| | 4 |
|
| Balance as of December 31, 2012 | 137 |
| | $ | 2 |
| | $ | (2,601 | ) | | $ | 3,820 |
| | $ | 558 |
| | $ | 151 |
| | $ | 1 |
| | $ | 1,931 |
|
| Net income | — |
| | — |
| | — |
| | — |
| | 432 |
| | — |
| | 1 |
| | 433 |
|
| Other comprehensive loss | — |
| | — |
| | — |
| | — |
| | — |
| | (29 | ) | | — |
| | (29 | ) |
| Issuance of shares for RSU vesting | 1 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Net share settlement of incentive equity awards | — |
| | — |
| | — |
| | (31 | ) | | — |
| | — |
| | — |
| | (31 | ) |
| Change in deferred compensation | — |
| | — |
| | — |
| | 53 |
| | — |
| | — |
| | — |
| | 53 |
|
| Repurchase of common stock | (10 | ) | | — |
| | (590 | ) | | — |
| | — |
| | — |
| | — |
| | (590 | ) |
| Change in excess tax benefit on equity awards | — |
| | — |
| | — |
| | 15 |
| | — |
| | — |
| | — |
| | 15 |
|
| Dividends | — |
| | — |
| | — |
| | — |
| | (158 | ) | | — |
| | — |
| | (158 | ) |
| Other | — |
| | — |
| | — |
| | 1 |
| | — |
| | — |
| | — |
| | 1 |
|
| Balance as of December 31, 2013 | 128 |
| | $ | 2 |
| | $ | (3,191 | ) | | $ | 3,858 |
| | $ | 832 |
| | $ | 122 |
| | $ | 2 |
| | $ | 1,625 |
|
| Net income | — |
| | — |
| | — |
| | — |
| | 529 |
| | — |
| | — |
| | 529 |
|
| Other comprehensive loss | — |
| | — |
| | — |
| | — |
| | — |
| | (98 | ) | | — |
| | (98 | ) |
| Exercise of stock options and SSARs | 1 |
| | — |
| | — |
| | 1 |
| | — |
| | — |
| | — |
| | 1 |
|
| Issuance of shares for RSU vesting | 1 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Net share settlement of incentive equity awards | — |
| | — |
| | — |
| | (64 | ) | | — |
| | — |
| | — |
| | (64 | ) |
| Change in deferred compensation | — |
| | — |
| | — |
| | 57 |
| | — |
| | — |
| | — |
| | 57 |
|
| Change in deferred compensation for Board of Directors | — |
| | — |
| | — |
| | 1 |
| | — |
| | — |
| | — |
| | 1 |
|
| Repurchase of common stock | (9 | ) | | — |
| | (652 | ) | | — |
| | — |
| | — |
| | — |
| | (652 | ) |
| Change in excess tax benefit on equity awards | — |
| | — |
| | — |
| | 34 |
| | — |
| | — |
| | — |
| | 34 |
|
| Dividends | — |
| | — |
| | — |
| | — |
| | (178 | ) | | — |
| | — |
| | (178 | ) |
| Other | — |
| | — |
| | — |
| | 2 |
| | — |
| | — |
| | — |
| | 2 |
|
| Balance as of December 31, 2014 | 121 |
| | $ | 2 |
| | $ | (3,843 | ) | | $ | 3,889 |
| | $ | 1,183 |
| | $ | 24 |
| | $ | 2 |
| | $ | 1,257 |
|
See Notes to Consolidated Financial Statements.
F-7
WYNDHAM WORLDWIDE CORPORATION
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
(Unless otherwise noted, all amounts are in millions, except
share and per share amounts)
1. | |
| 1. | Basis of Presentation |
Wyndham Worldwide Corporation (“Wyndham” or the “Company”) is a global provider of hospitality services and products. The accompanying Consolidated Financial Statements include the accounts and transactions of Wyndham, as well as the entities in which Wyndham directly or indirectly has a controlling financial interest. The accompanying Consolidated Financial Statements have been prepared in accordance with accounting principles generally accepted in the United States of America. All intercompany balances and transactions have been eliminated in the Consolidated Financial Statements.
In presenting the Consolidated Financial Statements, management makes estimates and assumptions that affect the amounts reported and related disclosures. Estimates, by their nature, are based on judgment and available information. Accordingly, actual results could differ from those estimates. In management’s opinion, the Consolidated Financial Statements contain all normal recurring adjustments necessary for a fair presentation of annual results reported.
The Company operates in the following business segments:
Lodging—primarily franchises hotels in the upscale, upper midscale, midscale, economy and extended stay segments and provides hotel management services for full-service and select limited-service hotels.
Vacation Exchange and Rentals—provides vacation exchange services and products to owners of intervals of vacation ownership interests (“VOIs”) and markets vacation rental properties primarily on behalf of independent owners.
Vacation Ownership—develops, markets and sells VOIs to individual consumers, provides consumer financing in connection with the sale of VOIs and provides property management services at resorts.
| — |
| 2. | | Lodging — franchises hotels in the upper upscale, upscale, upper midscale, midscale, economy and extended stay segments of the lodging industry and provides hotel management services for full-service hotels globally.
|
| — | | Vacation Exchange and Rentals — provides vacation exchange services and products to owners of intervals of vacation ownership interests (“VOIs”) and markets vacation rental properties primarily on behalf of independent owners.
|
| — | | Vacation Ownership — develops, markets and sells VOIs to individual consumers, provides consumer financing in connection with the sale of VOIs and provides property management services at resorts.
|
2. | Summary of Significant Accounting Policies |
PRINCIPLESPRINCIPLES OF
CONSOLIDATION CONSOLIDATION
When evaluating an entity for consolidation, the Company first determines whether an entity is within the scope of the guidance for consolidation of variable interest entities (“VIE”) and if it is deemed to be a VIE. If the entity is considered to be a VIE, the Company determines whether it would be considered the entity’s primary beneficiary. The Company consolidates those VIEs for which it has determined that it is the primary beneficiary. The Company will consolidate an entity not deemed a VIE upon a determination that it has a controlling financial interest. For entities where the Company does not have a controlling financial interest, the investments in such entities are classified as available-for-sale securities or accounted for using the equity or cost method, as appropriate.
REVENUE RECOGNITION
REVENUE RECOGNITION
Lodging
The Company’s franchising business is designed to generate revenues for its hotel owners through the delivery of room night bookings to the hotel, the promotion of brand awareness among the consumer base, global sales efforts, ensuring guest satisfaction and providing outstanding customer service to both its customers and guests staying at hotels in its system.
The Company enters into agreements to franchise its lodging brands to independent hotel owners. The Company’s standard franchise agreement typically has a term of 15 to 20 years and provides a franchisee with certain rights to terminate the franchise agreement before the term of the agreement under certain circumstances.
The principal source of revenues from franchising hotels is ongoing franchise fees, which are
primarily comprised of royalty,
fees and other fees relating to marketing and reservation
services. Ongoing franchisefees. Royalty, marketing and reservation fees
typically are
based ontypically a percentage of gross room revenues of each franchised hotel and are recognized as revenue upon becoming due from the franchisee. An estimate of uncollectible ongoing
franchiseroyalty fees is charged to bad debt expense and included in operating expenses on the Consolidated Statements of Income. Lodging revenues also include initial franchise fees, which are recognized as revenues when all material services or conditions have been substantially performed, which is either when a franchised hotel opens for business or when a franchise agreement is terminated after it has been determined that the franchised hotel will not open.
The Company’s franchise agreements also require the payment of marketing and reservation fees, which are intended to reimburse the Company for expenses associated with operating an international, centralized, brand-specific reservations system, e-commerce channels such as the Company’s brand.com websites, as well as access to third-party distribution channels, such as online travel agents, advertising and marketing programs, global sales efforts, operations support, training and other related services. Marketing and reservation fees are recognized as revenue upon becoming due from the franchisee. An estimate of uncollectible ongoing marketing and reservation fees is charged to bad debt expense and included in marketing and reservation expenses in the Consolidated Statements of Income.
The Company is contractually obligated to expend the marketing and reservation fees it collects from franchisees in accordance with the franchise agreements; as such, revenues earned in excess of costs incurred are accrued as a liability for future marketing or reservation costs. Costs incurred in excess of revenues earned are expensed as incurred. In accordance with its franchise agreements, the Company includes an allocation of costs required to carry out marketing and reservation activities within marketing and reservation expenses. Marketing and reservation fees
The Company also earns revenues from its Wyndham Rewards loyalty program when a member stays at a participating hotel. These revenues are
derived from a fee the Company charges as a percentage of room revenues generated from such stay. This fee is recognized as revenue upon becoming due from the franchisee.
An estimate of uncollectible ongoing marketing and reservation fees is charged to bad debt expense and included in marketing and reservation expenses in the Consolidated Statements of Income.Other service feesSince the Company derivesis obligated to expend the fees it collects from providing ancillary servicesfranchisees, revenues earned in excess of costs incurred are accrued as a liability for future costs to franchisees are primarily recognized as revenue upon completion of services.
support the program.
The Company also provides management services for hotels under management contracts, which offer all the benefits of a global brand and a full range of management, marketing and reservation services. In addition to the standard franchise services described above, the Company’s hotel management business provides hotel owners with professional oversight and comprehensive operations support services such as hiring, training and supervising the managers and employees that operate the hotels as well as annual budget preparation, financial analysis and extensive food and beverage services. The Company’s standard management agreement typically has a term of up to 2025 years. The Company’s management fees are comprised of base fees, which are typically calculated based upon a specified percentage of gross revenues from hotel operations, and incentive fees, which are typically calculated based upon a specified percentage of a hotel’s gross operating profit. Management fee revenues are recognized when earned in accordance with the terms of the contract and recorded as a component of franchise fee revenues on the Consolidated Statements of Income. Management fee revenues were $11 million, $8 million and $7 million $5 millionduring 2014, 2013 and $4 million during 2011, 2010 and 2009,2012, respectively. The Company is also required to recognizerecognizes as revenue fees relating toreimbursable payroll costs for operational employees who work at certain of the Company’s managed hotels. Although these costs are funded by hotel owners, accounting guidance requires the Company is required to report these fees on a gross basis as both revenues and expenses. The revenues are recorded as a component of service and membership fees while the offsetting expenses isare reflected as a component of operating expenses on the Consolidated Statements of Income. ThereAs such, there is no effect on the Company’s operating income. Revenues related to these payroll costs were $79$148 million, $77$129 million and $85$91 million in 2011, 20102014, 2013 and 2009,2012, respectively.
The Company also earns revenues from
its Wyndham Rewards loyalty program when a member stays at a participating hotel.hotel ownership. The Company’s ownership portfolio is limited to two hotels in locations where we have developed or intend to develop timeshare units. Revenues earned from the Company’s owned hotels consist primarily of (i) gross room revenues, (ii) food and beverage services and (iii) on-site spa, casino, golf and shop revenues. These revenues are
derived from a feerecognized upon the
Company charges based upon a percentagecompletion of
room revenues generated from such stay. This fee is recognized as revenue upon becoming due from the franchisee.services to its guests.
Vacation Exchange and Rentals
As a provider of vacation exchange services, the Company enters into affiliation agreements with developers of vacation ownership properties to allow owners of intervals of VOIs to trade their intervals for certainintervals at other intervals withinproperties affiliated with the Company’s vacation exchange business and, for some members, for other leisure-related services and products. Additionally, as a marketer of vacation rental properties, generally the Company enters into contracts for exclusive periods of time with property owners to market the rental of such properties to rental customers.
The Company’s vacation exchange business derives a majority of its revenues from annual membership dues and exchange fees from members trading their intervals. AnnualRevenues from annual membership dues revenues represent the annual membership fees from members who participate in the Company’s vacation exchange business and, for additional fees, have the right to exchange their intervals for certainintervals at other intervals withinproperties affiliated with the Company’s vacation exchange business and, for certain members, for other leisure-related services and products. The Company recognizes revenues from annual membership dues on a straight-line basis over the membership period during which delivery of publications, if applicable, and other services are provided to the members. Exchange fees are generated when members exchange their intervals for intervals at other properties withinaffiliated with the Company’s vacation exchange business or for other leisure-related services and products. Exchange fees are recognized as revenues, net of expected cancellations, when the exchange requests have been confirmed to the member.
The Company’s vacation rentals business primarily derives its revenues from fees, which generally average between 20% and 50% of the gross booking fees for non-proprietary inventory, except for where itfees. For properties which the Company owns, manages or operates under long-term capital and operating leases (which represent less than 10% of the Company’s portfolio), the Company receives 100% of the revenues for properties that it manages, operates under long-term capital leases or owns.revenues. The majority of the time, the Company acts on behalf of the owners of the rental properties to generate the Company’s fees. The Company provides reservation services to the independent property owners and receives the agreed-upon fee for the serviceservices provided. The Company remits the gross rental fee received from the renter to the independent property owner, net of the Company’s agreed-upon fee. Revenues from such fees that are recognized in the period that the rental reservation is made, are recorded net of expected cancellations.
Cancellations for
2011, 20102014, 2013 and
20092012 each totaled less than 5% of rental transactions booked. Upon confirmation of the rental reservation, the rental customer and property owner generally have a direct relationship for additional services to be performed. The Company also earns rental fees in connection with properties
which it
owns, manages
operates under long-term capital leases or
ownsoperates and such fees are recognized ratably over the rental customer’s stay, as this is the point at which the service is rendered.
The Company’s revenues are earned when evidence of an arrangement exists, delivery has occurred or the services have been rendered, the seller’s price to the buyer is fixed or determinable, and collectability is reasonably assured.
The Company develops, markets and sells VOIs to individual consumers, provides property management services at resorts and provides consumer financing in connection with the sale of VOIs. The Company’s vacation ownership business derives the majority of its revenues from sales of VOIs and derives other revenues from consumer financing and property management. The Company’s sales of VOIs are either cash sales or developer-financed sales. In order for the Company to recognize revenues from VOI sales under the full accrual method of accounting described in the guidance for sales of real estate for fully constructed inventory, a binding sales contract must have been executed, the statutory rescission period must have expired (after which time the purchasers are not entitled to a refund except for non-delivery by the Company), receivables must have been deemed collectible and the remainder of the Company’s obligations must have been substantially completed. In addition, before the Company recognizes any revenues from VOI sales, the purchaser of the VOI must have met the initial investment criteria and, as applicable, the continuing investment criteria, by executing a legally binding financing contract. A purchaser has met the initial investment criteria when a minimum down payment of 10% is received by the Company.
In accordance with the guidance for accounting for real estate time-sharing transactions, the Company must also take into consideration the fair value of certain incentives provided to the purchaser when assessing the adequacy of the purchaser’s initial investment. In those cases where financing is provided to the purchaser by the Company, the purchaser is obligated to remit monthly payments under financing contracts that represent the purchaser’s continuing investment.
If all of the criteria for a VOI sale to qualify under the full accrual method of accounting have been met, as discussed above, except that construction of the VOI purchased is not complete, the Company recognizes revenues using the percentage-of-completion (“POC”)method of accounting provided that the preliminary construction phase is complete and that a minimum sales level has been met (to assure that the property will not revert to a rental property). The preliminary stage of development is deemed to be complete when the engineering and design work is complete, the construction contracts have been executed, the site has been cleared, prepared and excavated, and the building foundation is complete. The completion percentage is determined by the proportion of real estate inventory costs incurred to total estimated costs. These estimated costs are based upon historical experience and the related contractual terms. The remaining revenues and related costs of sales, including commissions and direct expenses, are deferred and recognized as the remaining costs are incurred.
incurred
. During 2014, $12 million of revenues were deferred under the POC method of accounting. During 2013, an immaterial amount of revenues were deferred under the POC method of accounting.
The Company also offers consumer financing as an option to customers purchasing VOIs, which are typically collateralized by the underlying VOI. The contractual terms of Company-provided financing agreements require that the contractual level of annual principal payments be sufficient to amortize the loan over a customary period for the VOI being financed, which is generally ten10 years and payments under the financing contracts begin within 45 days of the sale and receipt of the minimum down payment of 10%. An estimate of uncollectible amounts is recorded at the time of the sale with a charge to the provision for loan losses, which is classified as a reduction of vacation ownership interestVOI sales on the Consolidated Statements of Income. The interest income earned from the financing arrangements is earned on the principal balance outstanding over the life of the arrangement and is recorded within consumer financing on the Consolidated Statements of Income.
The Company also provides day-to-day-management services, including oversight of housekeeping services, maintenance and certain accounting and administrative services for property owners’ associations and clubs. In some cases, the Company’s employees serve as officers and/or directors of these associations and clubs in accordance with their by-laws and associated regulations. The Company receives fees for such property management services which are generally based upon total costs to operate such resorts. Fees for property management services typically approximate 10% of budgeted operating expenses. Property management fee revenues are recognized when earned in accordance with the terms of the contract and are recorded as a component of service and membership fees on the Consolidated Statements of Income. Property management revenues, which are comprised of management fee revenue and reimbursable revenue, were $424$581 million, $405$567 million and $376$460 million during 2011, 20102014, 2013 and 2009,2012, respectively. Management fee revenues were $198$288 million, $183$290 million and $170$225 million during 2011, 20102014, 2013 and 2009,2012, respectively. Reimbursable revenues, which are based upon certain reimbursable costs with no added margin, were $226$293 million, $222$277 million and $206$235 million respectively, during 2011, 20102014, 2013 and 2009.2012, respectively. These reimbursable costs principally relate to the payroll costs for management of the associations, club and resort properties where the Company is the employer and are reflected as a component of operating expenses on the Consolidated Statements of Income. During each of 2011, 20102014, 2013 and 2009,2012, one of the associations that the Company manages paid Wyndham Exchange & Rentals $19 million for exchange services.Under the POC method of accounting, a portion of the total revenues from a vacation ownership contract sale is not recognized if the construction of the vacation resort has not yet been fully completed. Such deferred revenues were recognized in subsequent periods in proportion to the costs incurred as compared to the total expected costs for completion of construction of the vacation resort. During 2009, gross sales of VOIs were increased by $187 million representing the net change in revenues that was deferred under the POC method of accounting. As of December 31, 2009, all revenues that were previously deferred under the POC method of accounting had been recognized. During each of 2011 and 2010, no revenues were deferred under the POC method of accounting.
The Company records marketing and reservation revenues, Wyndham Rewards revenues, RCI Elite Rewards revenues and hotel/property management services revenues for its Lodging, Vacation Ownership and Vacation Exchange and Rentals segments, in accordance with the guidance for reporting revenues gross as a principal versus net as an agent, which requires that these revenues be recorded on a gross basis.
Deferred income, as of December 31, consisted of:
| | | | | | | | |
| | | 2011 | | | 2010 | |
Membership and exchange fees | | $ | 330 | | | $ | 370 | |
VOI trial and incentive fees | | | 118 | | | | 120 | |
Vacation rental fees | | | 70 | | | | 56 | |
Other fees | | | 66 | | | | 61 | |
| | | | | | | | |
Total deferred income | | | 584 | | | | 607 | |
Less: Current deferred income | | | 402 | | | | 401 | |
| | | | | | | | |
Non-current deferred income | | $ | 182 | | | $ | 206 | |
| | | | | | | | |
|
| | | | | | | |
| | 2014 | | 2013 |
| Membership and exchange fees | $ | 275 |
| | $ | 298 |
|
| VOI trial and incentive fees | 160 |
| | 149 |
|
| Vacation rental fees | 104 |
| | 109 |
|
| Initial franchise fees | 49 |
| | 42 |
|
| Other fees | 75 |
| | 45 |
|
| Total deferred income | 663 |
| | 643 |
|
| Less: Current deferred income | 464 |
| | 451 |
|
| Non-current deferred income | $ | 199 |
| | $ | 192 |
|
Deferred membership and exchange fees consist primarily of payments made in advance for annual memberships that are recognized over the term of the membership period, which is typically one to three years. Deferred VOI trial fees are payments received in advance for a trial VOI, which allows customers to utilize a VOI typically within one year of purchase. Deferred incentive fees represent payments received in advance for additional travel related
productsservices and
servicesproducts at the time of a VOI sale. Revenue is recognized when a customer utilizes the additional
productsservices and
services,products, which is typically within two years of
a VOI sale. Deferred vacation rental fees represent payments received in advance of a rental customer’s stay that are recognized as revenue when the rental stay occurs, which is typically within six months of the confirmation date.
Deferred initial franchise fees are recognized when all material services or conditions have been performed which is typically within two years.
INCOME TAXES
INCOME TAXESThe Company recognizes deferred tax assets and liabilities using the asset and liability method, under which deferred tax assets and liabilities are calculated based upon the temporary differences between the financial statement and income tax bases of assets and liabilities using currently enacted tax rates. These differences are based upon estimated differences between the book and tax basis of the assets and liabilities for the Company as of December 31, 20112014 and 2010.
2013.
The Company’s deferred tax assets are recorded net of a valuation allowance when, based on the weight of available evidence, it is more likely than not that some portion or all of the recorded deferred tax assets will not be realized in future periods. Decreases to the valuation allowance are recorded as reductions to the Company’s provision for income taxes and increases to the valuation allowance result in additional provision for income taxes. The realization of the Company’s deferred tax assets, net of the valuation allowance, is primarily dependent on estimated future taxable income. A change in the Company’s estimate of future taxable income may require an addition to or reduction from the valuation allowance.
For tax positions the Company has taken or expects to take in a tax return, the Company applies a more likely than not threshold, under which the Company must conclude a tax position is more likely than not to be sustained, assuming that the position will be examined by the appropriate taxing authority that has full knowledge of all relevant information, in order to recognize or continue to recognize the benefit. In determining the Company’s provision for income taxes, the Company uses judgment, reflecting its estimates and assumptions, in applying the more likely than not threshold.
CASH AND CASH EQUIVALENTS
CASHAND CASH EQUIVALENTSThe Company considers highly-liquid investments purchased with an original maturity of three months or less to be cash equivalents.
RESTRICTED CASH
RESTRICTED CASH
The largest portion of the Company’s restricted cash relates to securitizations. The remaining portion is comprised of cash held in escrow
accounts primarily related to the Company’s vacation ownership
business and cash held in all other escrow accounts.business.
Securitizations: In accordance with the contractual requirements of the Company’s various vacation ownership contract receivable securitizations, a dedicated lockbox account, subject to a blocked control agreement, is established for each securitization. At each month end, the total cash in the collection account from the previous month is analyzed and a monthly servicer report is prepared by the Company, which details how much cash should be remitted to the
noteholdersnote holders for principal and interest payments, and any cash remaining is transferred by the trustee back to the Company. Additionally, as required by various securitizations, the Company holds an agreed-upon percentage of the aggregate outstanding principal balances of the VOI contract receivables collateralizing the asset-backed notes in a segregated trust (or reserve) account as credit enhancement. Each time a securitization closes and the Company receives cash from the
noteholders,note holders, a portion of the cash is deposited in the reserve account. Such amounts were
$132$96 million and
$138$92 million,
as of December 31, 2011 and 2010, respectively, of which
$71$75 million and
$77$64 million is recorded within other current assets
as of December 31, 2011 and
2010, respectively,$21 million and
$61$28 million is recorded within other non-current assets as of
both December 31,
20112014 and
20102013, respectively, on the Consolidated Balance Sheets.
Escrow Deposits: Laws in most U.S. states require the escrow of down payments on VOI sales, with the typical requirement mandating that the funds be held in escrow until the rescission period expires. As sales transactions are consummated, down payments are collected and are subsequently placed in escrow until the rescission period has expired. Depending on the state, the rescission period can be as short as three3 calendar days or as long as 15 calendar days. In certain states, the escrow laws require that 100% of VOI purchaser funds (excluding interest payments, if any), be held in escrow until the deeding process is complete. Where possible, the Company utilizes surety bonds in lieu of escrow deposits. Escrow deposit amounts were $53$51 million and $42$57 million as of December 31, 20112014 and 2010,2013, respectively, which is recorded within other current assets on the Consolidated Balance Sheets.RECEIVABLE VALUATION
RECEIVABLE VALUATION
The Company provides for estimated bad debts based on
theirits assessment of the ultimate realizability of receivables, considering historical collection experience, the economic environment and specific customer information. When the Company determines that an account is not collectible, the account is written-off to the allowance for doubtful accounts. The following table illustrates the Company’s allowance for doubtful accounts activity for the year ended December 31:
| | | | | | | | | | | | |
| | | 2011 | | | 2010 | | | 2009 | |
Beginning balance | | $ | 185 | | | $ | 149 | | | $ | 117 | |
Bad debt expense | | | 71 | | | | 97 | | | | 102 | |
Write-offs | | | (50 | ) | | | (63 | ) | | | (72 | ) |
Translation and other adjustments | | | 1 | | | | 2 | | | | 2 | |
| | | | | | | | | | | | |
Ending balance | | $ | 207 | | | $ | 185 | | | $ | 149 | |
| | | | | | | | | | | | |
|
| | | | | | | | | | | |
| | 2014 | | 2013 | | 2012 |
| Beginning balance | $ | 209 |
| | $ | 213 |
| | $ | 207 |
|
| Bad debt expense | 48 |
| | 57 |
| | 53 |
|
| Write-offs | (86 | ) | | (64 | ) | | (49 | ) |
| Translation and other adjustments | (2 | ) | | 3 |
| | 2 |
|
| Ending balance | $ | 169 |
| | $ | 209 |
| | $ | 213 |
|
Vacation ownership contract receivables
In the Company’s Vacation Ownership segment, the Company provides for estimated vacation ownership contract receivable defaults at the time of VOI sales by recording a provision for loan losses as a reduction of
vacation ownership interestVOI sales on the Consolidated Statements of Income. The Company assesses the
adequacy of the allowance for loan losses based on the historical performance of similar vacation ownership contract receivables. The Company uses a technique referred to as static pool analysis, which tracks defaults for each year’s sales over the entire life of those contract receivables. The Company considers current defaults, past due aging, historical write-offs of contracts and consumer credit scores (FICO scores) in the assessment of borrower’s credit strength and expected loan performance. The Company also considers whether the historical economic conditions are comparable to current economic conditions. If current or expected future conditions differ from the conditions in effect when the historical experience was generated, the Company adjusts the allowance for loan losses to reflect the expected effects of the current environment on the collectability of the Company’s vacation ownership contract receivables.
LOYALTY PROGRAMS
LOYALTY PROGRAMS
The Company operates a number of loyalty programs including Wyndham Rewards, RCI Elite Rewards and other programs. Wyndham Rewards members primarily accumulate points by staying in hotels franchised under one of the Company’s lodging brands. Wyndham Rewards and RCI Elite Rewards members accumulate points by purchasing everyday services and products from the various businesses that participate in the program.
Members may redeem their points for hotel stays, airline tickets, rental cars, resort vacations, electronics, sporting goods, movie and theme park tickets, gift certificates, vacation ownership maintenance fees and annual membership dues and exchange fees for transactions. The points cannot be redeemed for cash. The Company earns revenue from these programs (i) when a member stays at a participating hotel, from a fee charged by the Company to the franchisee, which is based upon a percentage of room revenues generated from such stay or (ii) based upon a percentage of the members’ spending on the
co-branded credit cards and such revenues are paid to the Company by a third-party issuing bank. The Company also incurs costs to support these programs, which primarily relate to marketing expenses to promote the programs, costs to administer the programs and costs of members’ redemptions.
As members earn points through the Company’s loyalty programs, the Company records a liability of the estimated future redemption costs, which is calculated based on (i) an estimated cost per point and (ii) an estimated redemption rate of the overall points earned, which is determined through historical experience, current trends and the use of an actuarial analysis. Revenues relating to the Company’s loyalty programs are recorded in other revenues in the Consolidated Statements of Income and amounted to
$80$142 million,
$77$113 million and
$82$78 million, while total expenses amounted to
$68$112 million,
$48$93 million and
$59$73 million in
2011, 20102014, 2013 and
2009,2012, respectively. The
points liability
for estimated future redemption costs as of December 31,
20112014 and
20102013 amounted to
$40$62 million and
$36$52 million, respectively, and is included in accrued expenses and other current liabilities and other non-current liabilities in the Consolidated Balance Sheets.
INVENTORY
INVENTORY
Inventory primarily consists of real estate and development costs of completed VOIs, VOIs under construction, land held for future VOI development, vacation ownership properties,
vacation credits and
vacation credits.inventory sold subject to conditional repurchase. The Company applies the relative sales value method for relieving VOI inventory and recording the related cost of sales. Under the relative sales value method, cost of sales is calculated as a percentage of net sales using a cost-of-sales percentage ratio of total estimated development cost to total estimated VOI revenue, including estimated future revenue and incorporating factors such as changes in prices and the recovery of VOIs generally as a result of contract receivable defaults. The effect of such changes in estimates under the relative sales value method is accounted for on a retrospective basis through corresponding current-period adjustments to inventory and cost of sales. Inventory is stated at the lower of cost, including capitalized interest, property taxes and certain other carrying costs incurred during the construction process, or net realizable value. Capitalized interest was $2 million,
$5less than $1 million and
$10$1 million in
2011, 20102014, 2013 and
2009,2012, respectively.
During 2010, the Company transferred $66 million from inventory to property, plant and equipment related to a mixed-use project.ADVERTISING EXPENSE
ADVERTISING EXPENSE
Advertising costs are generally expensed in the period incurred. Advertising expenses,
which are primarily recorded
primarily within marketing and reservation expenses on the Consolidated Statements of Income, were
$93$170 million,
$77$146 million and
$74$105 million in
2011, 20102014, 2013 and
2009,2012, respectively.
USE
USE OF
ESTIMATES ESTIMATES AND ASSUMPTIONS ASSUMPTIONS
The preparation of the Consolidated Financial Statements requires the Company to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses and the disclosure of contingent assets and liabilities in the Consolidated Financial Statements and accompanying notes. Although these estimates and assumptions are based on the Company’s knowledge of current events and actions the Company may undertake in the future, actual results may ultimately differ from estimates and assumptions.
DERIVATIVE INSTRUMENTS
DERIVATIVE INSTRUMENTS
The Company uses derivative instruments as part of its overall strategy to manage its exposure to market risks primarily associated with fluctuations in foreign currency exchange rates and interest rates.
Additionally, the Company has a bifurcated conversion feature related to its convertible notes and cash-settled call options that are considered derivative instruments. As a matter of policy, the Company does not use derivatives for trading or speculative purposes. All derivatives are recorded at fair value either as assets or liabilities. Changes in fair value of derivatives not designated as hedging instruments and of derivatives designated as fair value hedging instruments are recognized currently in
earningsoperating income and
included either as a component of other revenues or net interest expense, based upon the nature of the hedged item, in the Consolidated Statements of Income. The effective portion of changes in fair value of derivatives designated as cash flow hedging instruments is recorded as a component of other comprehensive income. The ineffective portion is reported immediately in earnings as a component of
net interestoperating expense, based upon the nature of the hedged item. Amounts included in other comprehensive income are reclassified into earnings in the same period during which the hedged item affects earnings.
PROPERTY AND EQUIPMENT
PROPERTYAND EQUIPMENTProperty and equipment (including leasehold improvements) are recorded at cost, and presented net of accumulated depreciation and amortization. Depreciation, recorded as a component of depreciation and amortization on the Consolidated Statements of Income, is computed utilizing the straight-line method over the lesser of the lease termterms or estimated useful lives of the related assets. Amortization of leasehold improvements, also recorded as a component of depreciation and amortization, is computed utilizing the straight-line method over the lesser of the estimated benefit period of the related assets or the lease term, if shorter.terms. Useful lives are generally 30 years for buildings, up to 20 years for leasehold improvements, from 2015 to 30 years for vacation rental properties and from three3 to seven7 years for furniture, fixtures and equipment.
The Company capitalizes the costs of software developed for internal use in accordance with the guidance for accounting for costs of computer software developed or obtained for internal use. Capitalization of software developed for internal use commences during the development phase of the project. The Company generally amortizes software developed or obtained for internal use on a straight-line basis, from
three3 to
five5 years, commencing when such software is substantially ready for use. The net carrying value of software developed or obtained for internal use was
$132$190 million and
$133$158 million as of December 31,
20112014 and
2010,2013, respectively. Capitalized interest was
$8$4 million,
$2$5 million and
$2$4 million in
2011, 20102014, 2013 and
2009,2012, respectively.
IMPAIRMENT OF LONG-LIVED ASSETS
IMPAIRMENTOF LONG-LIVED ASSETSTThehe Company has goodwill and other indefinite-lived intangible assets recorded in connection with business combinations. The Company annually (during the fourth quarter of each year subsequent to completing the Company’s annual forecasting process), or more frequently if circumstances indicate impairment may have occurred that would more likely than not reduce the fair value of a reporting unit below its carrying amount,
goodwill may be impaired, reviews the reporting units’ carrying values as required by the guidance for goodwill and other indefinite-lived intangible assets. In accordance with the guidance, the Company has determined that its reporting units are the same as its reportable segments.
Application of the
Under current accounting guidance, goodwill and other intangible assets with indefinite lives are not subject to amortization. However, goodwill and other intangibles with indefinite lives are subject to fair value-based rules for measuring impairment, and resulting write-downs, if any, are reflected in operating expense. The Company has goodwill recorded at its lodging, vacation exchange and rentals and vacation ownership reporting units. The Company completed its annual goodwill impairment test
requires judgment, including the identificationby performing a qualitative analysis for each of
its reporting units
assignmentas of
assetsOctober 1, 2014 and
liabilities to reporting units and determination of the fair value of each reporting unit. The fair value of each reporting unit is estimated using a discounted cash flow methodology. This analysis requires significant judgments, including estimation of future cash flows, which are dependent on internal forecasts, estimation of long-term rate of growth for the business and estimation of the useful life over which cash flows will occur. The estimates used to calculate the fair value of a reporting unit change from year to year based on operating results and market conditions. Changes in these estimates and assumptions could materially affect the determination of fair value and any potential goodwilldetermined that no impairment
for each reporting unit.exists.
The Company also evaluates the recoverability of its other long-lived assets, including property and equipment and amortizable intangible assets, if circumstances indicate impairment may have occurred, pursuant to guidance for impairment or disposal of long-lived assets. This analysis is performed by comparing the respective carrying values of the assets to the current and expected future cash flows, on an undiscounted basis, to be generated from such assets. Property and equipment is evaluated separately within each segment. If such analysis indicates that the carrying value of these assets is not recoverable, the carrying value of such assets is reduced to fair value.
ACCOUNTING FOR RESTRUCTURING ACTIVITIES
ACCOUNTINGFOR RESTRUCTURING ACTIVITIESThe Company’s restructuring actions require it to make significant estimates in several areas including:including (i) expenses for severance and related benefit costs;costs, (ii) the ability to generate sublease income, as well as its ability to terminate lease obligations;obligations and (iii) contract terminations. The amountsamount that the Company has accrued as of December 31, 2011 represent2014 represents its best estimate of the obligations incurred in connection with these actions, but could be subject to change due to various factors including market conditions and the outcome of negotiations with third parties. In the event that actual amounts differ from the Company’s estimates, the amount of the restructuring charges could be materially impacted.
ACCUMULATED OTHER COMPREHENSIVE INCOME
ACCUMULATED OTHER COMPREHENSIVE INCOME
Accumulated other comprehensive income (“AOCI”) consists of accumulated foreign currency translation adjustments, accumulated unrealized gains and losses on derivative instruments designated as cash flow hedges and pension related costs. Foreign currency translation adjustments exclude income taxes related to indefinite investments in foreign subsidiaries. Assets and liabilities of foreign subsidiaries having non-U.S.-dollar functional currencies are translated at exchange rates at the Consolidated Balance Sheet dates. Revenues and expenses are translated at average exchange rates during the periods presented. The gains or losses resulting from translating foreign currency financial statements into U.S. dollars, net of hedging gains or losses and taxes, are included in AOCI on the Consolidated Balance Sheets. Gains or losses resulting from foreign currency transactions are included in the Consolidated Statements of Income.
STOCK-BASED COMPENSATION
STOCK-BASED COMPENSATION
In accordance with the guidance for stock-based compensation, the Company measures all employee stock-based compensation awards using a fair value method and records the related expense in its Consolidated Statements of Income.
EQUITY EARNINGS AND OTHER INCOME
EQUITY EARNINGS AND OTHER INCOMEThe Company applies the equity method of accounting when it has the ability to exercise significant influence over operating and financial policies of an investee. The Company recorded $2 million, $3 million $1 million and $1 million$0 of net earnings from such investments during 2011, 20102014, 2013 and 2009,2012, respectively, in other income, net on the Consolidated Statements of Income. In addition, during 2011, the Company recorded $8 million of income primarily related to a gain on the redemption of a preferred stock investment and sale of non-strategic assets at its vacation ownership business.
During 2010, the Company recorded $6 million of income primarily related to gains associated with the sale of non-strategic assets at its vacation ownership business. During 2009,2014, the Company recorded $5 million of income primarily related to gains associated with the sale of non-strategic assets and other miscellaneous royalties at its vacation ownership business. During 2013, the Company recorded $3 million of income primarily related to other miscellaneous royalties at its vacation ownership business. In addition, during 2012, the Company recorded $8 million of income primarily related to the settlement of a business disruption claim related to the Gulf of Mexico spill in 2010 and vacation exchangethe reversal of allowance associated with previously divested asset.
RECENTLY ISSUED ACCOUNTING PRONOUNCEMENTS
Intangibles - Goodwill and rentals businesses. Such amounts were recorded within other income, net on the Consolidated Statements of Income.Other.
RECENTLY ISSUED ACCOUNTING PRONOUNCEMENTSMultiple-Deliverable Revenue Arrangements.In October 2009,July 2012, the Financial Accounting Standards Board (“FASB”(the “FASB”) issued guidance on multiple-deliverable revenue arrangements,the testing of indefinite-lived intangible assets for impairment, which requiresis intended to reduce the cost and complexity of the impairment test for indefinite-lived intangible assets by providing an entity with the option to applyfirst assess qualitatively whether it is necessary to perform the relative selling price allocation method andimpairment test that is currently in place. An entity would not be required to estimate selling prices for all unitsquantitatively calculate the fair value of accounting, including delivered items, when vendor-specific objective evidence or acceptable third-party evidence doesan indefinite-lived intangible asset unless the entity determines that it is more likely than not exist. Thethat its fair value is less than its carrying amount. This guidance iswas effective for revenue arrangements entered into or materially modified in fiscal yearsinterim and annual impairment tests beginning on or after JuneSeptember 15, 2010 and shall be applied on a prospective basis.2012, with early adoption permitted. The Company adopted the guidance on JanuaryOctober 1, 2011,2012, as required. There was no material impact on the Consolidated Financial Statements resulting from the adoption.
Testing Goodwill for Impairment.Comprehensive Income. In September 2011,February 2013, the FASB issued guidance on testing goodwill for impairment, whichto improve the reporting of amounts reclassified out of AOCI. The guidance amends existing guidance by givingthe presentation of changes in AOCI and requires an entity to disaggregate the option to first assess qualitative factors to determine whether it is more likely than not thattotal change of each component of other comprehensive income either on the fair valueface of the statement of income or as a reporting unit is less than its carrying amount. If it is concluded thatseparate disclosure in the fair value of a reporting unit is more likely than not less than its carrying amount, it is necessary to perform the currently prescribed two-step goodwill impairment test. Otherwise, the two-step goodwill impairment test is not required.notes. This guidance is effective for interim and annual goodwill impairment tests performedprospectively for fiscal years beginning after December 15, 2011,2012. The Company adopted the guidance on January 1, 2013, as required. There was no material impact on its Consolidated Financial Statements resulting from the adoption.
Foreign Currency Matters. In March 2013, the FASB issued guidance on a parent’s accounting for the cumulative translation adjustment upon derecognition of a subsidiary or group of assets within a foreign entity. The guidance requires that the parent release any related cumulative translation adjustment into net income only if the sale or transfer results in the complete or substantially complete liquidation of the foreign entity in which the subsidiary or group of assets had resided. This guidance is effective prospectively for fiscal years beginning after December 15, 2013 and for interim periods within those fiscal years. The Company adopted the guidance on January 1, 2014, as required. There was no material impact on the Consolidated Financial Statements resulting from the adoption.
Reporting Discontinued Operations and Disclosures of Disposals of Components of an Entity. In April 2014, the FASB issued guidance on reporting discontinued operations and disclosures of disposals of components of an entity. This guidance changes the criteria for determining which disposals can be presented as discontinued operations and enhances the related disclosure requirements. This guidance is effective for fiscal years beginning after December 15, 2014 and for interim periods within those fiscal years, with early adoption permitted. The Company will adopt thethis guidance on January 1, 2012, as required,2015, and it believes the adoption of this guidance will not have a material impact on the Consolidated Financial Statements.
Presentation of Comprehensive Income.Revenue from Contracts with Customers. In June 2011,May 2014, the FASB issued guidance for the presentation of comprehensive income, which amends existingon revenue from contracts with customers. The guidance by allowing only two options for presenting the components of net income and other comprehensive income: (i) in eitheroutlines a single continuous financial statement of comprehensive income or (ii)model for entities to use in two separate but consecutive financial statements, consisting of an income statement followed by a separate statement of comprehensive income.accounting for revenue arising from contracts with customers. This guidance is effective for interim and annual reporting periodsfiscal years beginning after December 15, 2011,2016 and for interim periods within those fiscal years. The Company is currently evaluating the impact of the adoption of this guidance on the Consolidated Financial Statements.
Disclosure of Uncertainties About an Entity’s Ability to Continue as a Going Concern. In August 2014, the FASB issued guidance on disclosure of uncertainties about an entity’s ability to continue as a going concern. This guidance addresses management’s responsibility in evaluating whether there is substantial doubt about a company’s ability to continue as a going concern and to provide related footnote disclosures. Management’s evaluation should be based on relevant conditions and events that are known and reasonably knowable at the date that the financial statements are issued. The guidance is effective for fiscal years ending after December 15, 2016 and for interim periods within those fiscal years, with early adoption permitted. The Company early adopted the guidance as of December 31, 2011, and has presented the Statements of Comprehensive Income as a separate financial statement.Fair Value Measurement. In May 2011, the FASB issued guidance which generally provides a consistent definition of fair value and ensures that the fair value measurement and disclosure requirements are similar between U.S. GAAP and International Financial Reporting Standards. The guidance changes certain fair value measurement principles and enhances the disclosure requirements particularly for Level 3 fair value measurements. This guidance is effective for interim and annual reporting periods beginning after December 15, 2011 and shall be applied on a prospective basis. The Company will adopt thethis guidance on January 1, 2012, as required,2015, and it believes the adoption of this guidance will not have a materialan impact on the Consolidated Financial Statements.
3. | |
| 3. | Earnings perPer Share |
The computation of basic and diluted earnings per share (“EPS”) is based on
the Company’s net income available to
common stockholdersWyndham shareholders divided by the basic weighted average number of common shares and diluted weighted average number of common shares, respectively.
The following table sets forth the computation of basic and diluted EPS (in millions, except per share data):
| | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2011 | | | 2010 | | | 2009 | |
Net income | | $ | 417 | | | $ | 379 | | | $ | 293 | |
| | | | | | | | | | | | |
Basic weighted average shares outstanding | | | 162 | | | | 178 | | | | 179 | |
Stock options, SSARs and RSUs(a) | | | 3 | | | | 4 | | | | 3 | |
Warrants(b) | | | 1 | | | | 3 | | | | — | |
| | | | | | | | | | | | |
Diluted weighted average shares outstanding | | | 166 | | | | 185 | | | | 182 | |
| | | | | | | | | | | | |
Earnings per share: | | | | | | | | | | | | |
Basic | | $ | 2.57 | | | $ | 2.13 | | | $ | 1.64 | |
Diluted | | | 2.51 | | | | 2.05 | | | | 1.61 | |
|
| | | | | | | | | | | |
| | Year Ended December 31, |
| | 2014 | | 2013 | | 2012 |
| Net income attributable to Wyndham shareholders | $ | 529 |
| | $ | 432 |
| | $ | 400 |
|
| Basic weighted average shares outstanding | 125 |
| | 133 |
| | 143 |
|
Stock options, SSARs, RSUs and PSUs (a) (b) (c) | 2 |
| | 2 |
| | 2 |
|
| Weighted average diluted shares outstanding | 127 |
| | 135 |
| | 145 |
|
| Earnings per share: | | | | | |
| Basic | $ | 4.22 |
| | $ | 3.25 |
| | $ | 2.80 |
|
| Diluted | 4.18 |
| | 3.21 |
| | 2.75 |
|
Dividends: (d) | | | | | |
| Cash dividends per share | $ | 1.40 |
| | $ | 1.16 |
| | $ | 0.92 |
|
| Aggregate dividends paid to shareholders | 179 |
| | 156 |
| | 134 |
|
| |
(a)(a)
| Includes unvested dilutive restricted stock units (“RSUs”) which are subject to future forfeitures. |
| |
(b)(b)
| Represents
Excludes 12,000, 74,000 and 98,000 stock options and stock-settled stock appreciation rights (“SSARs”) for the dilutive effect of warrantsyears ended 2014, 2013 and 2012, respectively, as they would have been anti-dilutive to purchase sharesEPS. |
| |
(c) | Excludes 422,000, 492,000 and 606,000 performance vested restricted stock units (“PSUs”) for the years ended 2014, 2013 and 2012, respectively, as the Company had not met the required performance metrics. |
| |
(d) | For each of the Company’s common stock related toquarterly periods ended March 31, June 30, September 30 and December 31, 2014, 2013 and 2012, the May 2009 issuanceCompany paid cash dividends of the Company’s convertible notes (see Note 13 — Long-Term Debt$0.35, $0.29 and Borrowing Arrangements).$0.23 per share, respectively. |
The computations of diluted EPS for the years ended December 31, 2011, 2010 and 2009 do not include approximately 2 million, 4 million and 9 million stock options and stock-settled stock appreciation rights (“SSARs”), respectively, as the effect of their inclusion would have been anti-dilutive. In addition, for the year ended December 31, 2011 approximately 350,000 performance vested restricted stock units (“PSUs”) were excluded as the Company had not met the required performance metrics as of December 31, 2011 (see Note 19 — Stock-Based Compensation for further details). For the year ended December 31, 2009, the computation of diluted EPS does not include warrants to purchase approximately 18 million shares of the Company’s common stock related to the May 2009 issuance of the Company’s Convertible Notes (see Note 13 — Long-Term Debt and Borrowing Arrangements) as the effect of their inclusion would have been anti-dilutive.
Dividend Payments
During each of the quarterly periods ended March 31, June 30, September 30 and December 31, 2011, the Company paid cash dividends of $0.15 per share ($99 million in the aggregate.) During each of the quarterly periods ended March 31, June 30, September 30 and December 31, 2010, the Company paid cash dividends of $0.12 per share ($86 million in the aggregate). During each of the quarterly periods ended March 31, June 30, September 30 and December 31, 2009 the Company paid cash dividends of $0.04 per share ($29 million in the aggregate).
On
both April 25, 2011 and August 11, 2011,October 22, 2014, the Company’s Board of Directors authorized an increase of
$500 million$1.0 billion to the Company’s existing stock repurchase program. As of December 31,
2011,2014, the total authorization of the program was
$1.5$4.0 billion.
The following table summarizes stock repurchase activity under the current stock repurchase
program: | | | | | | | | | | | | |
| | | Shares | | | Cost | | | Average
Price | |
As of December 31, 2010 | | | 11.4 | | | $ | 295 | | | $ | 25.78 | |
For the year ended December 31, 2011 | | | 28.7 | | | | 902 | | | | 31.45 | |
| | | | | | | | | | | | |
As of December 31, 2011 | | | 40.1 | | | $ | 1,197 | | | $ | 29.83 | |
| | | | | | | | | | | | |
program (in millions, except per share data):
|
| | | | | | | | | | |
| | Shares | | Cost | | Average Price Per Share |
| As of December 31, 2013 | 62.7 |
| | $ | 2,410 |
| | $ | 38.44 |
|
| For the year ended December 31, 2014 | 8.6 |
| | 652 |
| | 75.79 |
|
| As of December 31, 2014 | 71.3 |
| | $ | 3,062 |
| | 42.94 |
|
The Company had
$367 million$1.0 billion remaining availability in its program as of December 31,
2011.2014. The total capacity of
thisthe program
iswas increased by proceeds received from stock option exercises.
As of December 31,
2011,2014, the Company has repurchased under its current and prior stock repurchase plans, a total of
65.296 million shares at an average price of
$30.78$40.17 for a cost of
$2.0$3.9 billion since its separation from Cendant (“Separation”).
Assets acquired and liabilities assumed in business combinations were recorded on the Consolidated Balance Sheets as of the respective acquisition dates based upon their estimated fair values at such dates. The results of operations of businesses acquired by the Company have been included in the Consolidated Statements of Income since their respective dates of acquisition. The excess of the purchase price over the estimated fair values of the underlying assets acquired and liabilities assumed was allocated to goodwill. In certain circumstances, the allocations of the excess purchase price are based upon preliminary estimates and assumptions. Accordingly, the allocations may be subject to revision when the Company receives final information, including appraisals and other analyses. Any revisions to the fair values during the allocation period will be recorded by the Company as further adjustments to the purchase price allocations. Although,
in certain circumstances, the Company has substantially integrated the operations of its acquired businesses, additional future costs relating to such integration may occur. These costs may result from integrating operating systems, relocating employees, closing facilities, reducing duplicative efforts and exiting and consolidating other activities. These costs will be recorded on the Consolidated
Balance Sheets as adjustments to the purchase price or on the Consolidated Statements of Income as
expenses, as appropriate.expenses.
2014 ACQUISITIONS
2011 ACQUISITIONSDuringDuring the third quarter of 2011,2014, the Company completed four acquisitions for $32 million in cash, net of cash acquired, and paid an additional $2 million of contingent consideration related to prior year acquisitions. The preliminary purchase price allocations resulted in the acquisitionsrecognition of substantially$14 million of property, $9 million of inventory and $3 million of definite-lived intangible assets with a weighted average life of 13 years, all of which were allocated to the Company’s Vacation Ownership segment. In addition, the Company recognized $2 million of goodwill, none of which is expected to be deductible for tax purposes, and $3 million of definite-lived intangible assets with a weighted average life of 12 years, both of which were allocated to the Company’s Vacation Exchange and Rentals segment. These acquisitions were not material to the Company’s results of operations, financial position or cash flows.
2013 ACQUISITIONS
Midtown 45, NYC Property. During January 2013, the Company entered into an agreement with a third-party partner whereby the partner acquired the Midtown 45 property in New York City (“Midtown 45”) for $115 million through a special purpose entity (“SPE”). The Company is considered to be the primary beneficiary of the SPE and therefore the Company consolidates the SPE within its financial statements. The Company is managing and operating the property for rental purposes while the Company converts it into VOI inventory. The SPE’s purchase price allocation for this property resulted in the recognition of $115 million of property and equipment, all of which was assigned to the Company’s Vacation Ownership segment. Acquisition-related costs of $2 million are included in operating expenses in the accompanying Consolidated Statement of Income for 2013. This SPE transaction is consistent with the Company’s strategy to replenish VOI inventory utilizing Wyndham Asset Affiliation Models (“WAAM”) Just-in-Time. The consolidation of the SPE was not material to the Company’s results of operations, financial position or cash flows (see Note 14 - Variable Interest Entities for more detailed information).
In addition, during 2013, the Company completed two
vacation rentals businessesother acquisitions for
$27$14 million in cash, net of cash acquired. The preliminary purchase price allocations
of these acquisitions resulted in the recognition of
$11$12 million of goodwill,
$15none of which is expected to be deductible for tax purposes, $8 million of definite-lived intangible assets with a weighted average life of
1610 years and $1 million of trademarks, all of which were assigned to the Company’s Vacation Exchange and Rentals segment.
2010 ACQUISITIONS
Hoseasons Holdings Ltd. On March 1, 2010, the Company completed the acquisition of Hoseasons Holdings Ltd. (“Hoseasons”), a European vacation rentals business, for $59 million in cash, net of cash acquired. The purchase price allocation resulted in the recognition of $38 million of goodwill, $30 million of definite-lived intangible assets with a weighted average life of 18 years and $16 million of trademarks, all of which These acquisitions were assignednot material to the Company’s Vacation Exchange and Rentals segment. Management believes that this acquisition offers a strategic fit within the Company’s European rentals business and an opportunity to continue to grow the Company’s fee-for-service businesses.
Tryp. On June 30, 2010, the Company completed the acquisitionresults of the Tryp hotel brand (“Tryp”) for $43 million in cash. The purchase price allocation resulted in the recognitionoperations, financial position or cash flows.
Table of $3 million of goodwill, $3 million of franchise agreements with a weighted average life of 20 years and $36 million of trademarks, all ofwhich were assigned to the Company’s Lodging segment. This acquisition increases the Company’s footprint in Europe and Latin America and management believes it presents enhanced growth opportunities for its lodging business in North America.
ResortQuest International, LLC. On September 30, 2010, the Company completed the acquisition of ResortQuest International, LLC (“ResortQuest”), a U.S. vacation rentals business, for $54 million in cash, net of cash acquired. The purchase price allocation resulted in the recognition of $15 million of goodwill, $15 million of definite-lived intangible assets with a weighted average life of 12 years and $9 million of trademarks, all of which were assigned to the Company’s Vacation Exchange and Rentals segment. Management believes that this acquisition provides the Company with an opportunity to build a growth platform in the U.S. rentals market.
James Villa Holdings Ltd. On November 30, 2010, the Company completed the acquisition of James Villa Holdings Ltd. (“James Villa Holidays”), a European vacation rentals business, for $76 million in cash, net of cash acquired. The purchase price allocation resulted in the recognition of $52 million of goodwill, $26 million of definite-lived intangible assets with a weighted average life of 15 years and $10 million of trademarks, all of which were assigned to the Company’s Vacation Exchange and Rentals segment. Management believes that this acquisition is consistent with the Company’s strategy to invest in fee-for-service businesses and strengthens its presence in the European rentals market.
Contents
Intangible assets consisted of: | | | | | | | | | | | | | | | | | | | | | | | | |
| | | As of December 31, 2011 | | | As of December 31, 2010 | |
| | | Gross
Carrying
Amount | | | Accumulated
Amortization | | | Net
Carrying
Amount | | | Gross
Carrying
Amount | | | Accumulated
Amortization | | | Net
Carrying
Amount | |
Unamortized Intangible Assets: | | | | | | | | | | | | | | | | | | | | | | | | |
Goodwill | | $ | 1,479 | | | | | | | | | | | $ | 1,481 | | | | | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Trademarks(a) | | $ | 730 | | | | | | | | | | | $ | 731 | | | | | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Amortized Intangible Assets: | | | | | | | | | | | | | | | | | | | | | | | | |
Franchise agreements(b) | | $ | 595 | | | $ | 324 | | | $ | 271 | | | $ | 634 | | | $ | 318 | | | $ | 316 | |
Other(c) | | | 180 | | | | 50 | | | | 130 | | | | 164 | | | | 40 | | | | 124 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
| | $ | 775 | | | $ | 374 | | | $ | 401 | | | $ | 798 | | | $ | 358 | | | $ | 440 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | As of December 31, 2014 | | As of December 31, 2013 |
| | Gross Carrying Amount | | Accumulated Amortization | | Net Carrying Amount | | Gross Carrying Amount | | Accumulated Amortization | | Net Carrying Amount |
| Unamortized Intangible Assets: | | | | | | | | | | | |
| Goodwill | $ | 1,551 |
| | | | | | $ | 1,590 |
| | | | |
Trademarks (a) | $ | 713 |
| | | | | | $ | 718 |
| | | | |
| Amortized Intangible Assets: | | | | | | | | | | | |
Franchise agreements (b) | $ | 594 |
| | $ | 371 |
| | $ | 223 |
| | $ | 595 |
| | $ | 356 |
| | $ | 239 |
|
Trademarks (c) | 7 |
| | 3 |
| | 4 |
| | 8 |
| | 3 |
| | 5 |
|
Other (d) | 272 |
| | 98 |
| | 174 |
| | 275 |
| | 85 |
| | 190 |
|
| | $ | 873 |
| | $ | 472 |
| | $ | 401 |
| | $ | 878 |
| | $ | 444 |
| | $ | 434 |
|
| |
(a) | Comprised of various trade names (primarily including the Wyndham Hotels and Resorts, Ramada, Days Inn, RCI, Landal GreenParks, Baymont InnsInn & Suites, Microtel Inns & Suites, Hawthorn by Wyndham, Tryp by Wyndham and Hoseasons trade names) that the Company has acquired and which distinguishes the Company’s consumer services.acquired. These trade names are expected to generate future cash flows for an indefinite period of time. |
| |
(b) | Generally amortized over a period ranging from 20 to 40 years with a weighted average life of 35 years. |
| |
(c) | Generally amortized over a period of 3 to 7 years with a weighted average life of 26 years.5 years. |
| |
(c)(d)
| Includes customer lists and business contracts, generally amortized over a period ranging from 7 to 20 years with a weighted average life of 16 years.15 years. |
Other Intangible Assets
During
2011,2013, the Company recorded
$8 million of non-cash impairment charges at its lodging business primarily related to a
$25partial write-down of the Hawthorn trademark resulting from slower than expected growth in the brand. As of December 31, 2013, the remaining $28 million carrying amount for the Hawthorn trademark was equal to its estimated fair value as of the date of impairment. The Company utilized a discounted cash flow model for the brand using assumptions of future operating performance, growth and discount rate. During 2012, the Company recorded an $8 million non-cash impairment charge
resulting from the decision to
write-down franchiserebrand the ResortQuest and
management agreements which isSteamboat Resorts trade names to the Wyndham Vacation Rentals brand. Such amounts are included within
theloss on sale and asset
impairment lineimpairments on the Consolidated
StatementStatements of Income (see Note 22 — Restructuring and Impairments for more information).
Goodwill
GoodwillDuring the fourth quarters of 2011, 20102014, 2013 and 2009,2012, the Company performed its annual goodwill impairment test and determined that no impairment was requiredexisted as the fair value of goodwill at its lodging and vacation
exchange and rentals reporting units was in excess of the carrying value. As of December 31, 2011 and 2010, the Company’s accumulated goodwill impairment loss was $1,342 million ($1,337 million, net of tax) all of which is related to the Company’s vacation ownership reporting unit.
The changes in the carrying amount of goodwill are as follows:
| | | | | | | | | | | | | | | | |
| | | Balance at
December 31,
2010 | | | Goodwill
Acquired
During 2011 | | | Foreign
Exchange | | | Balance at
December 31,
2011 | |
Lodging | | $ | 300 | | | $ | — | | | $ | — | | | $ | 300 | |
Vacation Exchange and Rentals | | | 1,181 | | | | 11 | (*) | | | (13 | ) | | | 1,179 | |
| | | | | | | | | | | | | | | | |
Total Company | | $ | 1,481 | | | $ | 11 | | | $ | (13 | ) | | $ | 1,479 | |
| | | | | | | | | | | | | | | | |
(*) | Relates to two tuck-in acquisitions completed during the third quarter of 2011 (see Note 4 — Acquisitions). |
|
| | | | | | | | | | | | | | | |
| | Balance as of December 31, 2013 | | Goodwill Acquired During 2014 | | Foreign Exchange | | Balance as of December 31, 2014 |
| Lodging | $ | 300 |
| | $ | — |
| | $ | — |
| | $ | 300 |
|
| Vacation Exchange and Rentals | 1,263 |
| | 2 |
| | (41 | ) | | 1,224 |
|
| Vacation Ownership | 27 |
| | — |
| | — |
| | 27 |
|
| Total Company | $ | 1,590 |
| | $ | 2 |
| | $ | (41 | ) | | $ | 1,551 |
|
Amortization expense relating to
allamortizable intangible assets was as follows:
| | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2011 | | | 2010 | | | 2009 | |
Franchise agreements | | $ | 20 | | | $ | 20 | | | $ | 20 | |
Trademarks | | | — | | | | — | | | | 1 | |
Other | | | 12 | | | | 8 | | | | 7 | |
| | | | | | | | | | | | |
Total(*) | | $ | 32 | | | $ | 28 | | | $ | 28 | |
| | | | | | | | | | | | |
|
| | | | | | | | | | | |
| | 2014 | | 2013 | | 2012 |
| Franchise agreements | $ | 15 |
| | $ | 15 |
| | $ | 16 |
|
| Other | 22 |
| | 21 |
| | 15 |
|
Total (*) | $ | 37 |
| | $ | 36 |
| | $ | 31 |
|
(*) |
Included as a component of depreciation and amortization on the Consolidated Statements of Income.
|
|
(*)Included as a component of depreciation and amortization on the Consolidated Statements of Income.
Based on the Company’s amortizable intangible assets as of December 31, 2011,2014, the Company expects related amortization expense over the next five years as follows: | | | | |
| | | Amount | |
2012 | | $ | 29 | |
2013 | | | 27 | |
2014 | | | 27 | |
2015 | | | 26 | |
2016 | | | 25 | |
|
| | | |
| | Amount |
| 2015 | $ | 35 |
|
| 2016 | 34 |
|
| 2017 | 32 |
|
| 2018 | 31 |
|
| 2019 | 30 |
|
6. | |
| 6. | Franchising and Marketing/Reservation Activities |
Franchise fee revenues of $522$632 million, $461$599 million and $440$583 million on the Consolidated Statements of Income for 2011, 20102014, 2013 and 2009,2012, respectively, include initial franchise fees of $10$12 million $8 million and $9 million, respectively.during each year.
As part of ongoing franchise fees, the Company receives marketing and reservation fees from its lodging franchisees, which generally are calculated based on a specified percentage of gross room revenues. Such fees totaled $237$294 million, $196$291 million and $186$282 million during 2011, 20102014, 2013 and 2009,2012, respectively, and are recorded within the franchise fees line item on the Consolidated Statements of Income. In accordance with the franchise agreements, the Company is contractually obligated to expend the marketing and reservation fees it collects from franchisees for marketing purposes or the operation of an international, centralized, brand-specific reservation system and for marketing purposes such as advertising, promotional and co-marketing programs, and training for the respective franchisees. Additionally, the Company is required to provide certain services to its franchisees, including access to an international, centralized, brand-specific reservations system, advertising, promotional and co-marketing programs, referrals, technology training and volume purchasing.The number of lodging properties and rooms in operation by market sector is as follows:
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | (Unaudited)
As of December 31, | |
| | | 2011 | | | 2010 | | | 2009 | |
| | | Properties | | | Rooms | | | Properties | | | Rooms | | | Properties | | | Rooms | |
Economy(a) | | | 5,536 | | | | 394,087 | | | | 5,482 | | | | 387,202 | | | | 5,469 | | | | 387,357 | |
Midscale(b) | | | 1,152 | | | | 121,372 | | | | 1,206 | | | | 128,627 | | | | 1,208 | | | | 126,467 | |
Upper Midscale(c) | | | 435 | | | | 74,404 | | | | 434 | | | | 71,358 | | | | 349 | | | | 58,640 | |
Upscale (d) | | | 76 | | | | 22,201 | | | | 84 | | | | 25,348 | | | | 77 | | | | 21,661 | |
Upper Upscale(e) | | | 6 | | | | 1,062 | | | | — | | | | — | | | | — | | | | — | |
Unmanaged, Affiliated and Managed, Non-Proprietary Hotels(f) | | | — | | | | — | | | | 1 | | | | 200 | | | | 11 | | | | 3,549 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | 7,205 | | | | 613,126 | | | | 7,207 | | | | 612,735 | | | | 7,114 | | | | 597,674 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
(a)
| Comprised of the Days Inn, Super 8, Howard Johnson Inn, Howard Johnson Express, Travelodge, Microtel Inns & Suites and Knights Inn lodging brands.
|
(b) | Primarily includes Wingate by Wyndham, Hawthorn by Wyndham, Ramada Worldwide, Howard Johnson Plaza, Howard Johnson Hotel and Baymont Inns & Suites.
|
(c) | Primarily includes the Ramada Plaza, Tryp by Wyndham and Wyndham Garden Hotel lodging brands.
|
(d) | Comprised of the Wyndham Hotels and Resorts lodging brand.
|
(e) | Comprised of Dream and Night lodging brands.
|
(f) | Represents properties/rooms affiliated with the Wyndham Hotels and Resorts brand for which the Company received a fee for reservation and/or other services provided and properties managed under a joint venture. These properties are not branded under a Wyndham Hotel Group brand.
|
The number of lodging properties and rooms changed as follows:
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | (Unaudited)
As of December 31, | |
| | | 2011 | | | 2010 | | | 2009 | |
| | | Properties | | | Rooms | | | Properties | | | Rooms | | | Properties | | | Rooms | |
Beginning balance | | | 7,207 | | | | 612,735 | | | | 7,114 | | | | 597,674 | | | | 7,043 | | | | 592,880 | |
Additions | | | 541 | | | | 54,706 | | | | 492 | | | | 54,171 | | | | 486 | | | | 46,528 | |
Acquisitions | | | — | | | | — | | | | 92 | (*) | | | 13,236 | (*) | | | — | | | | — | |
Terminations | | | (543 | ) | | | (54,315 | ) | | | (491 | ) | | | (52,346 | ) | | | (415 | ) | | | (41,734 | ) |
| | | | | | | | | | | | | | | | | | | | | | | | |
Ending balance | | | 7,205 | | | | 613,126 | | | | 7,207 | | | | 612,735 | | | | 7,114 | | | | 597,674 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
(*) | Relates to the Tryp hotel brand, which was acquired on June 30, 2010.
|
The Company may, at its discretion, provide development advances to certain of its franchisees or hotel owners in its managed business in order to assist such franchisees/hotel owners in converting to one of the Company’s brands, building a new hotel to be flagged under one of the Company’s brands or in assisting in other franchisee expansion efforts. Provided the franchisee/hotel owner is in compliance with the terms of the franchise/management agreement, all or a portion of the development advance may be forgiven by the Company over the period of the franchise/management agreement, which typically ranges from 10 to 20 years. Otherwise, the related principal is due and payable to the Company. In certain instances, the Company may earn interest on unpaid franchisee development advances, whichadvances. Such interest was not significant during 2011, 20102014, 2013 or 2009. The amount of such development2012. Development advances recorded on the Consolidated Balance Sheets was $36amounted to $94 million and $55
$97 million as of December 31, 20112014 and 2010, respectively. These amounts2013, respectively and are classified within the other non-current assets line item on the Consolidated Balance Sheets. During each of 2011, 20102014, 2013 and 2009,2012, the Company recorded $5$9 million, $7 million and $4 million, respectively, related to the forgiveness of these advances. Such amounts are recorded as a reduction of franchise feeson the Consolidated Statements of Income. During 2011, 2010 and 2009,In addition, during 2014, the Company received $6 million for the repayment of development advances which are recorded in investing other, net on the Consolidated Statement of Cash Flows. The Company recorded less than $1 million during each of 2014 and 2013, and $2 million and $4 million, respectively,during 2012 of bad debt expense relatingexpenses related to development advances that were due and payable within its lodging business. Such expense is recorded within operating expenses on the Consolidated Statements of Income. Additionally, during 2011, the Company recorded a $14 million non-cash impairment charge to write-down certain development advance notes attributable to its managed portfolio, which is included within the asset impairment line on the Consolidated Statements of Income (see Note 22 — Restructuring and Impairments for more information).
The income tax
provisionprovision/(benefit) consists of the following for the year ended December 31:
| | | | | | | | | | | | |
| | | 2011 | | | 2010 | | | 2009 | |
Current | | | | | | | | | | | | |
Federal | | $ | 83 | | | $ | 55 | | | $ | 46 | |
State | | | 6 | | | | 10 | | | | 19 | |
Foreign | | | 74 | | | | 43 | | | | 45 | |
| | | | | | | | | | | | |
| | | 163 | | | | 108 | | | | 110 | |
| | | | | | | | | | | | |
Deferred | | | | | | | | | | | | |
Federal | | | 57 | | | | 77 | | | | 100 | |
State | | | 2 | | | | 1 | | | | (6 | ) |
Foreign | | | 11 | | | | (2 | ) | | | (4 | ) |
| | | | | | | | | | | | |
| | | 70 | | | | 76 | | | | 90 | |
| | | | | | | | | | | | |
Provision for income taxes | | $ | 233 | | | $ | 184 | | | $ | 200 | |
| | | | | | | | | | | | |
|
| | | | | | | | | | | |
| | 2014 | | 2013 | | 2012 |
| Current | | | | | |
| Federal | $ | 176 |
| | $ | 114 |
| | $ | 101 |
|
| State | 40 |
| | 23 |
| | 17 |
|
| Foreign | 53 |
| | 49 |
| | 49 |
|
| | 269 |
| | 186 |
| | 167 |
|
| Deferred | | | | | |
| Federal | 53 |
| | 49 |
| | 48 |
|
| State | (1 | ) | | 18 |
| | 7 |
|
| Foreign | (5 | ) | | (3 | ) | | 7 |
|
| | 47 |
| | 64 |
| | 62 |
|
| Provision for income taxes | $ | 316 |
| | $ | 250 |
| | $ | 229 |
|
Pre-tax income for domestic and foreign operations consisted of the following for the year ended December 31:
| | | | | | | | | | | | |
| | | 2011 | | | 2010 | | | 2009 | |
Domestic | | $ | 425 | | | $ | 443 | | | $ | 390 | |
Foreign | | | 225 | | | | 120 | | | | 103 | |
| | | | | | | | | | | | |
Pre-tax income | | $ | 650 | | | $ | 563 | | | $ | 493 | |
| | | | | | | | | | | | |
|
| | | | | | | | | | | |
| | 2014 | | 2013 | | 2012 |
| Domestic | $ | 681 |
| | $ | 509 |
| | $ | 481 |
|
| Foreign | 164 |
| | 174 |
| | 147 |
|
| Pre-tax income | $ | 845 |
| | $ | 683 |
| | $ | 628 |
|
Current and non-current deferred income tax assets and liabilities, as of December 31, are comprised of the following:
| | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
Current deferred income tax assets: | | | | | | | | |
Accrued liabilities and deferred income | | $ | 69 | | | $ | 83 | |
Provision for doubtful accounts and loan loss reserves for vacation ownership contract receivables | | | 193 | | | | 201 | |
Alternative minimum tax credit carryforward | | | 38 | | | | 32 | |
Valuation allowance(*) | | | (18 | ) | | | (20 | ) |
Other | | | 7 | | | | 2 | |
| | | | | | | | |
Current deferred income tax assets | | | 289 | | | | 298 | |
| | | | | | | | |
Current deferred income tax liabilities: | | | | | | | | |
Installment sales of vacation ownership interests | | | 83 | | | | 76 | |
Other | | | 53 | | | | 43 | |
| | | | | | | | |
Current deferred income tax liabilities | | | 136 | | | | 119 | |
| | | | | | | | |
Current net deferred income tax asset | | $ | 153 | | | $ | 179 | |
| | | | | | | | |
Non-current deferred income tax assets: | | | | | | | | |
Net operating loss carryforward | | $ | 51 | | | $ | 52 | |
Foreign tax credit carryforward | | | 73 | | | | 41 | |
Alternative minimum tax credit carryforward | | | 36 | | | | 71 | |
Tax basis differences in assets of foreign subsidiaries | | | 63 | | | | 71 | |
Accrued liabilities and deferred income | | | 31 | | | | 27 | |
Other comprehensive income | | | 26 | | | | 40 | |
Other | | | 41 | | | | 7 | |
Valuation allowance(*) | | | (32 | ) | | | (34 | ) |
| | | | | | | | |
Non-current deferred income tax assets | | | 289 | | | | 275 | |
| | | | | | | | |
Non-current deferred income tax liabilities: | | | | | | | | |
Depreciation and amortization | | | 616 | | | | 585 | |
Installment sales of vacation ownership interests | | | 724 | | | | 703 | |
Other | | | 14 | | | | 8 | |
| | | | | | | | |
Non-current deferred income tax liabilities | | | 1,354 | | | | 1,296 | |
| | | | | | | | |
Non-current net deferred income tax liabilities | | $ | 1,065 | | | $ | 1,021 | |
| | | | | | | | |
|
| | | | | | | |
| | 2014 | | 2013 |
| Current deferred income tax assets: | | | |
| Accrued liabilities and deferred income | $ | 97 |
| | $ | 72 |
|
| Provision for doubtful accounts and loan loss reserves for vacation ownership contract receivables | 159 |
| | 178 |
|
| Foreign tax credit carryforward | 7 |
| | 2 |
|
| Alternative minimum tax credit carryforward | — |
| | 7 |
|
Valuation allowance (*) | (17 | ) | | (14 | ) |
| Other | 7 |
| | 7 |
|
| Current deferred income tax assets | 253 |
| | 252 |
|
| Current deferred income tax liabilities: | | | |
| Installment sales of vacation ownership interests | 98 |
| | 100 |
|
| Other | 41 |
| | 44 |
|
| Current deferred income tax liabilities | 139 |
| | 144 |
|
| Current net deferred income tax asset | $ | 114 |
| | $ | 108 |
|
| Non-current deferred income tax assets: | | | |
| Net operating loss carryforward | $ | 46 |
| | $ | 50 |
|
| Foreign tax credit carryforward | 79 |
| | 65 |
|
| Tax basis differences in assets of foreign subsidiaries | 43 |
| | 49 |
|
| Accrued liabilities and deferred income | 78 |
| | 76 |
|
| Provision for doubtful accounts and loan loss reserves for vacation ownership contract receivables | 141 |
| | 120 |
|
| Other comprehensive income | 40 |
| | 9 |
|
| Other | 14 |
| | 10 |
|
Valuation allowance (*) | (40 | ) | | (12 | ) |
| Non-current deferred income tax assets | 401 |
| | 367 |
|
| Non-current deferred income tax liabilities: | | | |
| Depreciation and amortization | 703 |
| | 685 |
|
| Installment sales of vacation ownership interests | 838 |
| | 801 |
|
| Other | 62 |
| | 54 |
|
| Non-current deferred income tax liabilities | 1,603 |
| | 1,540 |
|
| Non-current net deferred income tax liabilities | $ | 1,202 |
| | $ | 1,173 |
|
| |
(*) | PrimarilyThe valuation allowance of $57 million at December 31, 2014 relates to foreign tax credits, and net operating loss carryforwards.carryforwards and certain deferred tax assets of $34 million, $19 million and $4 million, respectively. The valuation allowance of $26 million at December 31, 2013 relates to net operating loss carryforwards and certain deferred tax assets of $22 million and $4 million, respectively. The valuation allowance will be reduced when and if the Company determines it is more likely than not that the related deferred income tax assets are more likely than not towill be realized.
|
As of December 31, 2011,2014, the Company’s net operating loss carryforwards primarily relate to state net operating losses which are due to expire at various dates, but no later than 2031. 2034. As of December 31, 2014, the Company had $86 million of foreign tax credits. The foreign tax credits primarily expire between2017 and 2024.
No provision has been made for U.S. federal deferred income taxes on
$457$760 million of accumulated and undistributed earnings of certain foreign subsidiaries as of December 31,
20112014 since it is the present intention of management to reinvest the undistributed earnings indefinitely in those foreign operations. The determination of the amount of unrecognized U.S. federal deferred income tax liability for unremitted earnings is not practicable.
These earnings could become subject to additional taxes if remitted as dividends; the resulting U.S. income tax liabilities could be offset, in whole or in part, by credits allowable for taxes paid to foreign jurisdictions.
The Company’s effective income tax rate differs from the U.S. federal statutory rate as follows for the year ended December 31:
| | | | | | |
| | | 2011 | | 2010 | | 2009 |
Federal statutory rate | | 35.0% | | 35.0% | | 35.0% |
State and local income taxes, net of federal tax benefits | | — | | 1.4 | | 1.9 |
Taxes on foreign operations at rates different than U.S. federal statutory rates | | (1.2) | | (1.4) | | (1.3) |
Taxes on foreign income, net of tax credits | | 0.9 | | 1.0 | | 1.8 |
Foreign tax credits | | — | | (3.1) | | — |
Valuation Allowance | | (1.0) | | (0.2) | | (0.3) |
IRS examination settlement | | — | | (1.8) | | — |
Other | | 2.1 | | 1.8 | | 3.5 |
| | | | | | |
| | 35.8% | | 32.7% | | 40.6% |
| | | | | | |
|
| | | | | |
| | 2014 | | 2013 | | 2012 |
| Federal statutory rate | 35.0% | | 35.0% | | 35.0% |
| State and local income taxes, net of federal tax benefits | 3.0 | | 3.7 | | 2.8 |
| Taxes on foreign operations at rates different than U.S. federal statutory rates | (1.9) | | (2.3) | | (0.7) |
| Taxes on foreign income, net of tax credits | (4.6) | | (1.4) | | (1.3) |
| Valuation allowance | 4.0 | | 0.1 | | (0.5) |
| Other | 1.9 | | 1.5 | | 1.2 |
| | 37.4% | | 36.6% | | 36.5% |
The Company’s effective tax rate increased from
32.7%36.6% in
20102013 to
35.8%37.4% in
20112014 primarily due to the
reductionlack of
benefits recognized in 2011 relating toa tax benefit from the
utilizationloss on the sale of
certain cumulative foreign tax credits.its U.K.-based camping business.
The following table summarizes the activity related to the Company’s unrecognized tax benefits:
| | | | |
| | | Amount | |
Balance as of December 31, 2008 | | $ | 25 | |
Increases related to tax positions taken during a prior period | | | 1 | |
Increases related to tax positions taken during the current period | | | 2 | |
Decreases as a result of a lapse of the applicable statute of limitations | | | (3 | ) |
| | | | |
Balance as of December 31, 2009 | | | 25 | |
Increases related to tax positions taken during a prior period | | | 2 | |
Increases related to tax positions taken during the current period | | | 5 | |
Decreases as a result of a lapse of the applicable statute of limitations | | | (9 | ) |
Decreases related to tax positions taken during a prior period | | | (1 | ) |
| | | | |
Balance as of December 31, 2010 | | | 22 | |
Increases related to tax positions taken during a prior period | | | 6 | |
Increases related to tax positions taken during the current period | | | 3 | |
Decreases as a result of a lapse of the applicable statute of limitations | | | (2 | ) |
| | | | |
Balance as of December 31, 2011 | | $ | 29 | |
| | | | |
|
| | | |
| | Amount |
| Balance as of December 31, 2011 | $ | 29 |
|
| Increases related to tax positions taken during a prior period | 8 |
|
| Increases related to tax positions taken during the current period | 3 |
|
| Decreases as a result of a lapse of the applicable statute of limitations | (2 | ) |
| Decreases related to tax positions taken during a prior period | (1 | ) |
| | |
| Balance as of December 31, 2012 | 37 |
|
| Increases related to tax positions taken during a prior period | 7 |
|
| Increases related to tax positions taken during the current period | 5 |
|
| Decreases related to settlements with taxing authorities | (4 | ) |
| Decreases as a result of a lapse of the applicable statute of limitations | (8 | ) |
| Decreases related to tax positions taken during a prior period | (1 | ) |
| | |
| Balance as of December 31, 2013 | 36 |
|
| Increases related to tax positions taken during a prior period | 5 |
|
| Increases related to tax positions taken during the current period | 4 |
|
| Decreases related to settlements with taxing authorities | (1 | ) |
| Decreases as a result of a lapse of the applicable statute of limitations | (7 | ) |
| Decreases related to tax positions taken during a prior period | (2 | ) |
| Balance as of December 31, 2014 | $ | 35 |
|
The gross amount of the unrecognized tax benefits as of December 31,
2011, 20102014, 2013 and
20092012 that, if recognized, would affect the Company’s effective tax rate was
$29$35 million,
$22$36 million and
$25$36 million, respectively. The Company recorded both accrued interest and penalties related to unrecognized tax benefits as a component of provision for income taxes on the Consolidated Statements of Income. The Company also accrued potential penalties and interest of
$1$4 million,
$1$2 million and
$3$2 million related to these unrecognized tax benefits during
2011, 20102014, 2013 and
2009,2012, respectively. As of December 31,
2011, 20102014, 2013 and
2009,2012, the Company had recorded a liability for potential penalties of
$2$4 million,
$2$3 million and $3 million, respectively, and interest of
$3$5 million, $4 million and
$5$4 million, respectively, as a component of accrued expenses and other current liabilities and other non-current liabilities on the Consolidated Balance Sheets. The Company does not expect the unrecognized tax benefits to change significantly over the next 12 months.
The Company files U.S., state and foreign income tax returns in jurisdictions with varying statutes of limitations. The
20082011 through
20112014 tax years generally remain subject to examination by federal tax authorities. The
20072008 through
20112014 tax years generally remain subject to examination by many state tax authorities. In significant foreign jurisdictions, the
20032006 through
20112014 tax years generally remain subject to examination by
their respective tax authorities. The statute of limitations is scheduled to expire within 12 months of the reporting date in certain taxing jurisdictions and the Company believes that it is reasonably possible that the total amount of its unrecognized tax benefits could decrease by $0$10 million to $3$13 million.
The Company made cash income tax payments, net of refunds, of $139$249 million, $103$175 million and $113$134 million during 2011, 20102014, 2013 and 2009,2012, respectively. Such payments exclude income tax related payments made to or refunded by former Parent.As of December 31, 2011, the Company had $73 million of foreign tax credits with a valuation allowance of $27 million. The foreign tax credits primarily expire between 2016 and 2017, and the valuation allowance on these credits will be reduced when and if the Company determines that these credits are more likely than not to be realized.
During the third quarter of 2010, the Company reached a settlement agreement, along with Cendant, with the IRS that resolves and pays Cendant’s outstanding contingent tax liabilities relating to the examination of the federal income tax returns for Cendant’s taxable years 2003 through 2006, during which the Company was included in Cendant’s tax return. The Company received $10 million in payment from Cendant’s former real estate services business (“Realogy”), who was responsible for 62.5% of the liability as per the Separation Agreement, and paid $155 million for all such tax liabilities including the final interest payable to Cendant, who is the taxpayer (see Note 23 — Separation Adjustments and Transactions with Former Parent and Subsidiaries for more detailed information).
8. | |
| 8. | Vacation Ownership Contract Receivables |
The Company generates vacation ownership contract receivables by extending financing to the purchasers of
VOIs (see Note 14 — Transfer and Servicingits VOIs. As of
Financial Assets for further discussion). CurrentDecember 31, current and long-term vacation ownership contract receivables, net
as of December 31, consisted of:
| | | | | | | | |
| | | 2011 | | | 2010 | |
Current vacation ownership contract receivables: | | | | | | | | |
Securitized | | $ | 262 | | | $ | 266 | |
Non-securitized | | | 76 | | | | 65 | |
| | | | | | | | |
| | | 338 | | | | 331 | |
Less: Allowance for loan losses | | | (41 | ) | | | (36 | ) |
| | | | | | | | |
Current vacation ownership contract receivables, net | | $ | 297 | | | $ | 295 | |
| | | | | | | | |
Long-term vacation ownership contract receivables: | | | | | | | | |
Securitized | | $ | 2,223 | | | $ | 2,437 | |
Non-securitized | | | 681 | | | | 576 | |
| | | | | | | | |
| | | 2,904 | | | | 3,013 | |
Less: Allowance for loan losses | | | (353 | ) | | | (326 | ) |
| | | | | | | | |
Long-term vacation ownership contract receivables, net | | $ | 2,551 | | | $ | 2,687 | |
| | | | | | | | |
|
| | | | | | | |
| | 2014 | | 2013 |
| Current vacation ownership contract receivables: | | | |
| Securitized | $ | 256 |
| | $ | 222 |
|
| Non-securitized | 88 |
| | 140 |
|
| | 344 |
| | 362 |
|
| Less: Allowance for loan losses | 59 |
| | 57 |
|
| Current vacation ownership contract receivables, net | $ | 285 |
| | $ | 305 |
|
| Long-term vacation ownership contract receivables: | | | |
| Securitized | $ | 2,256 |
| | $ | 1,982 |
|
| Non-securitized | 672 |
| | 975 |
|
| | 2,928 |
| | 2,957 |
|
| Less: Allowance for loan losses | 522 |
| | 509 |
|
| Long-term vacation ownership contract receivables, net | $ | 2,406 |
| | $ | 2,448 |
|
Principal payments that are contractually due on the Company’s vacation ownership contract receivables during the next twelve12 months are classified as current on the Consolidated Balance Sheets. Principal payments due on the Company’s vacation ownership contract receivables during each of the five years subsequent to December 31, 20112014 and thereafter are as follows: | | | | | | | | | | | | |
| | | Securitized | | | Non -
Securitized | | | Total | |
2012 | | $ | 262 | | | $ | 76 | | | $ | 338 | |
2013 | | | 288 | | | | 81 | | | | 369 | |
2014 | | | 308 | | | | 88 | | | | 396 | |
2015 | | | 321 | | | | 90 | | | | 411 | |
2016 | | | 321 | | | | 90 | | | | 411 | |
Thereafter | | | 985 | | | | 332 | | | | 1,317 | |
| | | | | | | | | | | | |
| | $ | 2,485 | | | $ | 757 | | | $ | 3,242 | |
| | | | | | | | | | | | |
|
| | | | | | | | | | | |
| | Securitized | | Non - Securitized | | Total |
| 2015 | $ | 256 |
| | $ | 88 |
| | $ | 344 |
|
| 2016 | 272 |
| | 86 |
| | 358 |
|
| 2017 | 277 |
| | 84 |
| | 361 |
|
| 2018 | 272 |
| | 81 |
| | 353 |
|
| 2019 | 275 |
| | 78 |
| | 353 |
|
| Thereafter | 1,160 |
| | 343 |
| | 1,503 |
|
| | $ | 2,512 |
| | $ | 760 |
| | $ | 3,272 |
|
During
2011, 20102014, 2013 and
20092012, the Company’s securitized vacation ownership contract receivables generated interest income of
$322$300 million,
$336$297 million and
$333$306 million, respectively.
During 2011, 20102014, 2013 and 2009,2012, the Company originated vacation ownership contract receivables of $969$1,013 million, $983$1,064 million and $970$1,074 million, respectively, and received principal collections of $762$792 million, $781$809 million and $771 million, respectively. The weighted average interest rate on outstanding vacation ownership contract receivables was 13.3%13.6%, 13.1%13.5% and 13.0%13.4% as of December 31, 2011, 20102014, 2013 and 2009,2012, respectively.
The activity in the allowance for loan losses
related toon vacation ownership contract receivables
iswas as follows:
| | | | |
| | | Amount | |
Allowance for loan losses as of December 31, 2008 | | $ | (383 | ) |
Provision for loan losses | | | (449 | ) |
Contract receivables written off, net | | | 462 | |
| | | | |
Allowance for loan losses as of December 31, 2009 | | | (370 | ) |
Provision for loan losses | | | (340 | ) |
Contract receivables written-off, net | | | 348 | |
| | | | |
Allowance for loan losses as of December 31, 2010 | | | (362 | ) |
Provision for loan losses | | | (339 | ) |
Contract receivables written off, net | | | 307 | |
| | | | |
Allowance for loan losses as of December 31, 2011 | | $ | (394 | ) |
| | | | |
|
| | | |
| | Amount |
| Allowance for loan losses as of December 31, 2011 | $ | 394 |
|
| Provision for loan losses | 409 |
|
| Contract receivables written off, net | (306 | ) |
| Allowance for loan losses as of December 31, 2012 | 497 |
|
| Provision for loan losses | 349 |
|
| Contract receivables write-offs, net | (280 | ) |
| Allowance for loan losses as of December 31, 2013 | 566 |
|
| Provision for loan losses | 260 |
|
| Contract receivables write-offs, net | (245 | ) |
| Allowance for loan losses as of December 31, 2014 | $ | 581 |
|
Credit Quality for Financed Receivables and the Allowance for Credit Losses
The basis of the differentiation within the identified class of financed VOI contract receivable is the consumer’s FICO score. A FICO score is a branded version of a consumer credit score widely used within the U.S. by the largest banks and lending institutions. FICO scores range from 300 — – 850 and are calculated based on information obtained from one or more of the three major U.S. credit reporting agencies that compile and report on a consumer’s credit history. The Company updates its records for all active VOI contract receivables with a balance due on a rolling monthly basis so as to ensure that all VOI contract receivables are scored at least every six months. The Company groups all VOI contract receivables into five different categories: FICO scores ranging from 700 to 850, 600 to 699, Below 600, No Score (primarily comprised of consumers for whom a score is not readily available, including consumers declining access to FICO scores and non U.S. residents) and AsiaPacific (comprised of receivables in the Company’s Wyndham Vacation Resort Asia Pacific business for which scores are not readily available).
The following table details an aged analysis of financing receivables using the most recently updated FICO scores (based on the
update policy described above):
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | As of December 31, 2011 | |
| | | 700+ | | | 600-699 | | | <600 | | | No Score | | | Asia Pacific | | | Total | |
Current | | $ | 1,424 | | | $ | 985 | | | $ | 320 | | | $ | 77 | | | $ | 290 | | | $ | 3,096 | |
31 – 60 days | | | 15 | | | | 23 | | | | 24 | | | | 3 | | | | 3 | | | | 68 | |
61 – 90 days | | | 8 | | | | 14 | | | | 15 | | | | 1 | | | | 2 | | | | 40 | |
91 – 120 days | | | 8 | | | | 11 | | | | 17 | | | | 1 | | | | 1 | | | | 38 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Total | | $ | 1,455 | | | $ | 1,033 | | | $ | 376 | | | $ | 82 | | | $ | 296 | | | $ | 3,242 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
| |
| | | As of December 31, 2010 | |
| | | 700+ | | | 600-699 | | | <600 | | | No Score | | | Asia Pacific | | | Total | |
Current | | $ | 1,415 | | | $ | 990 | | | $ | 426 | | | $ | 59 | | | $ | 297 | | | $ | 3,187 | |
31 – 60 days | | | 10 | | | | 23 | | | | 34 | | | | 2 | | | | 4 | | | | 73 | |
61 – 90 days | | | 7 | | | | 14 | | | | 22 | | | | 1 | | | | 3 | | | | 47 | |
91 – 120 days | | | 5 | | | | 10 | | | | 19 | | | | 1 | | | | 2 | | | | 37 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Total | | $ | 1,437 | | | $ | 1,037 | | | $ | 501 | | | $ | 63 | | | $ | 306 | | | $ | 3,344 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | As of December 31, 2014 |
| | 700+ | | 600-699 | | <600 | | No Score | | Asia Pacific | | Total |
| Current | $ | 1,556 |
| | $ | 1,028 |
| | $ | 191 |
| | $ | 115 |
| | $ | 261 |
| | $ | 3,151 |
|
| 31 - 60 days | 12 |
| | 23 |
| | 16 |
| | 4 |
| | 3 |
| | 58 |
|
| 61 - 90 days | 7 |
| | 13 |
| | 11 |
| | 2 |
| | 1 |
| | 34 |
|
| 91 - 120 days | 5 |
| | 10 |
| | 11 |
| | 2 |
| | 1 |
| | 29 |
|
| Total | $ | 1,580 |
| | $ | 1,074 |
| | $ | 229 |
| | $ | 123 |
| | $ | 266 |
| | $ | 3,272 |
|
| | | | | | | | | | | | |
| | As of December 31, 2013 |
| | 700+ | | 600-699 | | <600 | | No Score | | Asia Pacific | | Total |
| Current | $ | 1,515 |
| | $ | 1,060 |
| | $ | 224 |
| | $ | 108 |
| | $ | 280 |
| | $ | 3,187 |
|
| 31 - 60 days | 10 |
| | 24 |
| | 20 |
| | 4 |
| | 4 |
| | 62 |
|
| 61 - 90 days | 7 |
| | 13 |
| | 13 |
| | 2 |
| | 2 |
| | 37 |
|
| 91 - 120 days | 5 |
| | 11 |
| | 13 |
| | 3 |
| | 1 |
| | 33 |
|
| Total | $ | 1,537 |
| | $ | 1,108 |
| | $ | 270 |
| | $ | 117 |
| | $ | 287 |
| | $ | 3,319 |
|
The Company ceases to accrue interest on VOI contract receivables once the contract has remained delinquent for greater than 90 days. At greater than 120 days, the VOI contract receivable is written off to the allowance for creditloan losses. TheIn accordance with its policy, the Company didassesses the allowance for loan losses using a static pool methodology and thus does not have a material numberassess individual loans for impairment separate from the pool.
Inventory, as of December 31, consisted of:
| | | | | | | | |
| | | 2011 | | | 2010 | |
Land held for VOI development | | $ | 136 | | | $ | 131 | |
VOI construction in process | | | 149 | | | | 229 | |
Completed inventory and vacation credits(a)(b) | | | 825 | | | | 821 | |
| | | | | | | | |
Total inventory | | | 1,110 | | | | 1,181 | |
Less: Current portion | | | 351 | | | | 348 | |
| | | | | | | | |
Non-current inventory | | $ | 759 | | | $ | 833 | |
| | | | | | | | |
|
| | | | | | | |
| | 2014 | | 2013 |
| Land held for VOI development | $ | 136 |
| | $ | 102 |
|
| VOI construction in process | 226 |
| | 84 |
|
Inventory sold subject to conditional repurchase (a) | 73 |
| | 123 |
|
| Completed VOI inventory | 431 |
| | 422 |
|
| Estimated recoveries | 235 |
| | 227 |
|
| Exchange and rentals vacation credits and other | 61 |
| | 65 |
|
| Total inventory | 1,162 |
| | 1,023 |
|
Less: Current portion (b) | 302 |
| | 346 |
|
| Non-current inventory | $ | 860 |
| | $ | 677 |
|
| |
(a) | Includes estimated recoveries of $164 million and $148 million asAs of December 31, 20112014, included $73 million of VOI construction in process. As of December 31, 2013, included $85 million of VOI construction in process and 2010, respectively. Vacation credits relate to both the Company’s vacation ownership and vacation exchange and rentals businesses.
$38 million of land held for VOI development. |
| |
(b) | Includes $73 million and $80 million as of December 31, 2011 and 2010, respectively, relatedRepresents inventory that the Company expects to sell within the Company’s vacation exchange and rentals business.
next 12 months. |
During 2014, the Company transferred $65 million from property and equipment to VOI inventory. In addition, the Company accrued $58 million for inventory purchases of which $46 million is included in other non-current liabilities and $12 million is included in accrued expenses and other current liabilities as of December 31, 2014.
Inventory Sale Transaction
During 2013, the Company sold real property located in Las Vegas, Nevada and Avon, Colorado, to a third-party developer, consisting of $123 million of vacation ownership inventory and $3 million of property and equipment. Total consideration was $126 million, of which $96 million was cash and $30 million was a note receivable. The Company recognized no gain or loss on these transactions.
In accordance with the agreements with the third party developer, the Company has conditional rights and a conditional obligation to repurchase the completed properties from the developer subject to the properties conforming to the Company’s vacation ownership resort standards and provided that the third-party developer has not sold the properties to another party (see Note 17 - Commitments and Contingencies for more detailed information). Under the sale of real estate accounting guidance, the conditional rights and obligation of the Company expectsconstitute continuing involvement and thus the Company was unable to sellaccount for these transactions as a sale. The properties were sold to VIEs for which the Company is not the primary beneficiary as the Company does not control the entity’s development activities and cannot prevent the entities from selling the properties to other parties. Accordingly, the Company does not consolidate the VIEs.
As of December 31, 2013, the Company had an outstanding obligation of $129 million, of which $47 million was recorded in accrued expenses and other current liabilities and $82 million was recorded in other non-current liabilities, and a note receivable of $30 million, which was recorded within
the next twelve months is classified asother current
assets on the Consolidated Balance
Sheets.Sheet. Interest on the note receivable accrued at 3% per annum. The $96 million of cash consideration received is included in (repayments of)/proceeds from vacation ownership inventory arrangements in the financing section on the Consolidated Statement of Cash Flows for the year ended December 31, 2013.
During 2014, the Company reacquired a portion of the real property located in Las Vegas, Nevada from the third-party developer for $30 million in exchange for cancellation of the $30 million note receivable. In addition, the Company received $1 million of accrued interest on such note. The Company recognized no gain or loss on this transaction. In addition, during the fourth quarter of 2014, the Company paid $59 million to the third-party developer, of which $36 million was for vacation ownership inventory located in Las Vegas, Nevada and Avon, Colorado, $15 million was for its obligation under the vacation ownership inventory arrangements and $8 million was for accrued interest. The $15 million reduction in its obligation is included in (repayments of)/proceeds from vacation ownership inventory arrangements in the financing section on the Consolidated Statement of Cash Flows for the year ended December 31, 2014. The Company had an outstanding obligation of $81 million as of December 31, 2014, of which $7 million was recorded in accrued expenses and other current liabilities and $74 million was recorded in other non-current liabilities on the Consolidated Balance Sheet (see Note 17 - Commitments and Contingencies for more detailed information).
10. | |
| 10. | Property and Equipment, net |
Property and equipment, net, as of December 31, consisted of:
| | | | | | | | |
| | | 2011 | | | 2010 | |
Land | | $ | 162 | | | $ | 159 | |
Building and leasehold improvements | | | 698 | | | | 572 | |
Capitalized software | | | 508 | | | | 455 | |
Furniture, fixtures and equipment | | | 433 | | | | 410 | |
Vacation rental property capital leases | | | 121 | | | | 124 | |
Construction in progress | | | 117 | | | | 158 | |
| | | | | | | | |
| | | 2,039 | | | | 1,878 | |
Less: Accumulated depreciation and amortization | | | (922 | ) | | | (837 | ) |
| | | | | | | | |
| | $ | 1,117 | | | $ | 1,041 | |
| | | | | | | | |
|
| | | | | | | |
| | 2014 | | 2013 |
| Land | $ | 203 |
| | $ | 236 |
|
| Buildings and leasehold improvements | 923 |
| | 905 |
|
| Capitalized software | 670 |
| | 601 |
|
| Furniture, fixtures and equipment | 534 |
| | 529 |
|
| Capital leases | 211 |
| | 222 |
|
| Construction in progress | 173 |
| | 198 |
|
| | 2,714 |
| | 2,691 |
|
| Less: Accumulated depreciation and amortization | 1,214 |
| | 1,136 |
|
| | $ | 1,500 |
| | $ | 1,555 |
|
During 2011, 20102014, 2013 and 2009,2012, the Company recorded depreciation and amortization expense of $146$196 million, $145$180 million and $150$154 million, respectively, related to property and equipment. As of December 31, 2014 and 2013, the Company had accrued property and equipment of $24 million and $9 million, respectively.
11. | |
| 11. | Other Current Assets |
Other current assets, as of December 31, consisted of:
| | | | | | | | |
| | | 2011 | | | 2010 | |
Securitization restricted cash | | $ | 71 | | | $ | 77 | |
Non-trade receivables, net | | | 69 | | | | 51 | |
Escrow deposit restricted cash | | | 53 | | | | 42 | |
Deferred vacation ownership costs | | | 23 | | | | 24 | |
Assets held for sale | | | 14 | | | | 14 | |
Other | | | 27 | | | | 37 | |
| | | | | | | | |
| | $ | 257 | | | $ | 245 | |
| | | | | | | | |
|
| | | | | | | |
| | 2014 | | 2013 |
| Securitization restricted cash | $ | 75 |
| | $ | 64 |
|
| Non-trade receivables, net | 58 |
| | 70 |
|
| Deferred costs | 54 |
| | 46 |
|
| Escrow deposit restricted cash | 51 |
| | 57 |
|
| Tax receivables | 38 |
| | 15 |
|
| Assets held for sale | 9 |
| | 8 |
|
| Inventory sale receivable (See Note 9 - Inventory) | — |
| | 30 |
|
| Other | 35 |
| | 39 |
|
| | $ | 320 |
| | $ | 329 |
|
12. | |
| 12. | Accrued Expenses and Other Current Liabilities |
Accrued expenses and other current liabilities, as of December 31, consisted of:
| | | | | | | | |
| | | 2011 | | | 2010 | |
Accrued payroll and related | | $ | 237 | | | $ | 219 | |
Accrued taxes | | | 93 | | | | 74 | |
Accrued interest | | | 37 | | | | 32 | |
Accrued legal settlements | | | 35 | | | | 38 | |
Accrued advertising and marketing | | | 30 | | | | 35 | |
Accrued other | | | 199 | | | | 221 | |
| | | | | | | | |
| | $ | 631 | | | $ | 619 | |
| | | | | | | | |
|
| | | | | | | |
| | 2014 | | 2013 |
| Accrued payroll and related | $ | 238 |
| | $ | 239 |
|
| Accrued taxes | 129 |
| | 120 |
|
| Accrued advertising and marketing | 69 |
| | 41 |
|
| Accrued interest | 45 |
| | 47 |
|
| Accrued loyalty programs | 35 |
| | 25 |
|
| Accrued legal settlements | 24 |
| | 22 |
|
Accrued separation (*) | 26 |
| | 25 |
|
| Inventory sale obligation (See Note 9 - Inventory) | 7 |
| | 47 |
|
| Accrued Other | 176 |
| | 180 |
|
| | $ | 749 |
| | $ | 746 |
|
| |
(*) | See Note 23 - Separation Adjustments and Transactions with Former Parent and Subsidiaries. |
| |
| 13. | Long-Term Debt and Borrowing Arrangements |
The Company’s indebtedness,
as of December 31, consisted of:
| | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
Securitized vacation ownership debt:(a) | | | | | | | | |
Term notes | | $ | 1,625 | | | $ | 1,498 | |
Bank conduit facility(b) | | | 237 | | | | 152 | |
| | | | | | | | |
Total securitized vacation ownership debt | | | 1,862 | | | | 1,650 | |
Less: Current portion of securitized vacation ownership debt | | | 196 | | | | 223 | |
| | | | | | | | |
Long-term securitized vacation ownership debt | | $ | 1,666 | | | $ | 1,427 | |
| | | | | | | | |
Long-term debt: | | | | | | | | |
Revolving credit facility (due July 2016)(c) | | $ | 218 | | | $ | 154 | |
6.00% senior unsecured notes (due December 2016)(d) | | | 811 | | | | 798 | |
9.875% senior unsecured notes (due May 2014)(e) | | | 243 | | | | 241 | |
3.50% convertible notes (due May 2012)(f) | | | 36 | | | | 266 | |
7.375% senior unsecured notes (due March 2020)(g) | | | 247 | | | | 247 | |
5.75% senior unsecured notes (due February 2018)(h) | | | 247 | | | | 247 | |
5.625% senior unsecured notes (due March 2021)(i) | | | 245 | | | | — | |
Vacation rentals capital leases(j) | | | 102 | | | | 115 | |
Other | | | 4 | | | | 26 | |
| | | | | | | | |
Total long-term debt | | | 2,153 | | | | 2,094 | |
Less: Current portion of long-term debt | | | 46 | | | | 11 | |
| | | | | | | | |
Long-term debt | | $ | 2,107 | | | $ | 2,083 | |
| | | | | | | | |
|
| | | | | | | |
| | 2014 | | 2013 |
Securitized vacation ownership debt: (a) | | | |
| Term notes | $ | 1,962 |
| | $ | 1,648 |
|
| Bank conduit facility | 203 |
| | 262 |
|
| Total securitized vacation ownership debt | 2,165 |
| | 1,910 |
|
| Less: Current portion of securitized vacation ownership debt | 214 |
| | 184 |
|
| Long-term securitized vacation ownership debt | $ | 1,951 |
| | $ | 1,726 |
|
Long-term debt: (b) | | | |
| Revolving credit facility (due July 2018) | $ | 25 |
| | $ | 23 |
|
| Commercial paper | 189 |
| | 210 |
|
$315 million 6.00% senior unsecured notes (due December 2016) (c) | 317 |
| | 318 |
|
| $300 million 2.95% senior unsecured notes (due March 2017) | 299 |
| | 298 |
|
| $14 million 5.75% senior unsecured notes (due February 2018) | 14 |
| | 14 |
|
| $450 million 2.50% senior unsecured notes (due March 2018) | 448 |
| | 447 |
|
| $40 million 7.375% senior unsecured notes (due March 2020) | 40 |
| | 40 |
|
| $250 million 5.625% senior unsecured notes (due March 2021) | 247 |
| | 246 |
|
$650 million 4.25% senior unsecured notes (due March 2022) (d) | 648 |
| | 643 |
|
$400 million 3.90% senior unsecured notes (due March 2023) (e) | 410 |
| | 387 |
|
| Capital leases | 170 |
| | 191 |
|
| Other | 81 |
| | 114 |
|
| Total long-term debt | 2,888 |
| | 2,931 |
|
| Less: Current portion of long-term debt | 47 |
| | 49 |
|
| Long-term debt | $ | 2,841 |
| | $ | 2,882 |
|
| |
(a) | Represents non-recourse debt that is securitized through bankruptcy-remote special purpose entities (“SPEs”),SPEs, the creditors of which have no recourse to the Company for principal and interest. These outstanding borrowings are collateralized by $2,638$2,629 million and $2,865$2,314 million of underlying gross vacation ownership contract receivables and related assets as of December 31, 20112014 and 2010,2013, respectively. |
| |
(b) | Represents a $600 million, non-recourse vacation ownership bank conduit facility, with a term through June 2013 whose capacity is subject to the Company’s ability to provide additional assets to collateralize the facility. As of December 31, 2011, the total available capacityThe carrying amounts of the facility was $363 million.
|
(c) | Total capacity of the revolving credit facility is $1.0 billion, which includes availability for letters of credit. As of December 31, 2011, the Company had $11 million of letters of credit outstanding and, as such, the total available capacity of the revolving credit facility was $771 million.
|
(d) | Represents senior unsecured notes issued by the Company during December 2006. The balanceare net of unamortized discount of $14 million and $17 million as of December 31, 2011 represents $800 million aggregate principal less2014 and 2013, respectively.
|
| |
(c) | Includes $2 million of unamortized discount, plus $13and $3 million of unamortized gains from the settlement of a derivative. |
(e) | Represents senior unsecured notes issued by the Company during May 2009. The balancederivative as of December 31, 2011 represents $250 million aggregate principal less $7 million of unamortized discount.
2014 and 2013, respectively. |
| |
(f)(d)
| Represents convertible notes issued byIncludes a $3 million increase and $2 million decrease in the Company during May 2009, which includes debt principal, less unamortized discount, and a liability related to a bifurcated conversion feature. During 2011 and 2010, the Company repurchased a portion of its outstanding 3.50% convertible notes (see “3.50% Convertible Notes” below for further details). The following table details the components of the convertible notes:
|
| | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
Debt principal | | $ | 12 | | | $ | 116 | |
Unamortized discount | | | — | | | | (12 | ) |
| | | | | | | | |
Debt less discount | | | 12 | | | | 104 | |
Fair value of bifurcated conversion feature(*) | | | 24 | | | | 162 | |
| | | | | | | | |
Convertible notes | | $ | 36 | | | $ | 266 | |
| | | | | | | | |
| |
| (*) | The Company also has an asset withcarrying value resulting from a fair value equal to the bifurcated conversion feature, which represents cash-settled call options that the Company purchased concurrent with the issuance of the convertible notes (“Bifurcated Conversion Feature”).
|
(g) | Represents senior unsecured notes issued by the Company during February 2010. The balancehedge derivative as of December 31, 2011 represents $250 million aggregate principal less $3 million of unamortized discount.
2014 and 2013, respectively. |
| |
(h)(e)
| Represents senior unsecured notes issued byIncludes a $13 million increase and $10 million decrease in the Company during September 2010. The balancecarrying value resulting from a fair value hedge derivative as of December 31, 2011 represents $250 million aggregate principal less $3 million of unamortized discount.
2014 and 2013, respectively. |
(i) | Represents senior unsecured notes issued by the Company during March 2011. The balance as of December 31, 2011 represents $250 million aggregate principal less $5 million of unamortized discount.
|
(j) | Represents capital lease obligations with corresponding assets classified within property and equipment on the Consolidated Balance Sheets.
|
Covenants
The revolving credit facility is subject to covenants including the maintenance
Table of specific financial ratios. The financial ratio covenants consist of a minimum consolidated interest coverage ratio and a maximum consolidated leverage ratio (both as defined in the credit agreement). In addition, the credit facility includes limitations on indebtedness of material subsidiaries; liens; mergers, consolidations, liquidations and dissolutions; sale of all or substantially all of the Company’s assets; and sale and leaseback transactions.The unsecured notes contain various covenants including limitations on liens, limitations on potential sale and leaseback transactions and change of control restrictions. In addition, there are limitations on mergers, consolidations and potential sale of all or substantially all of the Company’s assets.
As of December 31, 2011, the Company was in compliance with all of the financial covenants described above.
Each of the Company’s non-recourse, securitized term notes and the bank conduit facility contain various triggers relating to the performance of the applicable loan pools. If the vacation ownership contract receivables pool that collateralizes one of the Company’s securitization notes fails to perform within the parameters established by the contractual triggers (such as higher default or delinquency rates), there are provisions pursuant to which the cash flows for that pool will be maintained in the securitization as extra collateral for the note holders or applied to accelerate the repayment of outstanding principal to the note holders. As of December 31, 2011, all of the Company’s securitized loan pools were in compliance with applicable contractual triggers.
Contents
The Company’s outstanding debt as of December 31, 20112014 matures as follows: | | | | | | | | | | | | |
| | | Securitized
Vacation
Ownership
Debt | | | Long-Term
Debt | | | Total | |
2012 | | $ | 196 | | | $ | 46 | (*) | | $ | 242 | |
2013 | | | 249 | | | | 11 | | | | 260 | |
2014 | | | 368 | | | | 255 | | | | 623 | |
2015 | | | 205 | | | | 12 | | | | 217 | |
2016 | | | 201 | | | | 1,041 | | | | 1,242 | |
Thereafter | | | 643 | | | | 788 | | | | 1,431 | |
| | | | | | | | | | | | |
| | $ | 1,862 | | | $ | 2,153 | | | $ | 4,015 | |
| | | | | | | | | | | | |
(*) | Includes a liability of $24 million related to the Bifurcated Conversion Feature associated with the Company’s Convertible Notes.
|
As debt
|
| | | | | | | | | | | |
| | Securitized Vacation Ownership Debt | | Long-Term Debt | | Total |
| Within 1 year | $ | 214 |
| | $ | 47 |
| | $ | 261 |
|
| Between 1 and 2 years | 244 |
| | 363 |
| | 607 |
|
| Between 2 and 3 years | 376 |
| | 331 |
| | 707 |
|
| Between 3 and 4 years | 211 |
| | 689 |
| | 900 |
|
| Between 4 and 5 years | 212 |
| | 14 |
| | 226 |
|
| Thereafter | 908 |
| | 1,444 |
| | 2,352 |
|
| | $ | 2,165 |
| | $ | 2,888 |
| | $ | 5,053 |
|
Debt maturities of the securitized vacation ownership debt are based on the contractual payment terms of the underlying vacation ownership contract
receivables,receivables. As such, actual maturities may differ as a result of prepayments by the vacation ownership contract receivable obligors.
As of December 31,
2011,2014, the available capacity under the Company’s borrowing arrangements was as follows:
| | | | | | | | |
| | | Securitized bank
conduit facility (a) | | | Revolving credit
facility | |
Total capacity | | $ | 600 | | | $ | 1,000 | |
Less: Outstanding borrowings | | | 237 | | | | 218 | |
| | | | | | | | |
Available capacity | | $ | 363 | | | $ | 782 | (b) |
| | | | | | | | |
|
| | | | | | | | |
| | Securitized Bank Conduit Facility (a) | | Revolving Credit Facility | |
| Total Capacity | $ | 650 |
| | $ | 1,500 |
| |
| Less: Outstanding Borrowings | 203 |
| | 25 |
| |
| Letters of credit | — |
| | 2 |
| |
| Commercial paper borrowings | — |
| | 189 |
| (b) |
| Available Capacity | $ | 447 |
| | $ | 1,284 |
| |
| |
(a)(a)
| The capacity of this facility is subject to the Company’s ability to provide additional assets to collateralize additional securitized borrowings. |
| |
(b) | The capacityCompany considers outstanding borrowings under the Company’s revolving credit facility includes availability for lettersits commercial paper programs to be a reduction of credit. As of December 31, 2011, the available capacity of $782 million was further reduced to $771 million due to the issuance of $11 million of letters of credit. its revolving credit facility. |
Securitized Vacation Ownership Debt
As discussed in Note 14 —
Transfer and Servicing of Financial Assets,Variable Interest Entities, the Company issues debt through the securitization of vacation ownership contract receivables.
Sierra Timeshare 2011-12014-1 Receivables Funding, LLC. OnDuring March 25, 2011,2014, the Company closed a series of term notes payable, Sierra Timeshare 2011-12014-1 Receivables Funding LLC, in thewith an initial principal amount of $400$425 million, at an advance rate of 98%. These borrowingswhich are secured by vacation ownership contract receivables and bear interest at a weighted average coupon rate of 3.70% and are secured by vacation ownership contract receivables.2.15%. The advance rate for this transaction was 88%. As of December 31, 2011,2014, the Company had $252$274 million of outstanding borrowings under these term notes.
Sierra Timeshare 2011-22014-2 Receivables Funding, LLC.On August 31, 2011,During July 2014, the Company closed a series of term notes payable, Sierra Timeshare 2011-22014-2 Receivables Funding LLC, in thewith an initial principal amount of $300$350 million, at an advance rate of 92%. These borrowingswhich are secured by vacation ownership contract receivables and bear interest at a weighted average coupon rate of 4.01%2.12%. The advance rate for this transaction was 91%. As of December 31, 2014, the Company had $278 million of outstanding borrowings under these term notes.
Premium Yield Facility 2014-A, LLC. During October 2014, the Company closed a securitization facility, Premium Yield Facility 2014-A, LLC, in the initial principal amount of $204 million, utilizing previously non-securitized vacation ownership contract receivables. The advance rate for this transaction was 58%. These borrowings bear interest at a coupon rate of 3.00% and are secured by vacation ownership contract receivables. As of December 31, 2011,2014, the Company had $234has $186 million of outstanding borrowings under these term notes.this facility.
Sierra Timeshare 2011-32014-3 Receivables Funding, LLC.OnDuring November 10, 2011,2014, the Company closed a series of term notes payable, Sierra Timeshare 2011-32014-3 Receivables Funding LLC, in thewith an initial principal amount of$300 $325 million, at an advance rate of 94%. These borrowingswhich are secured by vacation ownership contract receivables and bear interest at a weighted average coupon rate of 4.12% and are secured by vacation ownership contract receivables.2.41%. The advance
rate for this transaction was 88.5%. As of December 31,
2011,2014, the Company had
$288$302 million of outstanding borrowings under these term notes.
As of December 31,
2011,2014, the Company had
$851$922 million of outstanding borrowings under term notes entered into prior to December 31,
2010.2013.
The Company’s securitized debt includesterm notes include fixed and floating rate term notes for which the weighted average interest rate was 5.8%3.7%, 6.6%4.2% and 8.1%4.9% during the years ended December 31, 2011, 20102014, 2013 and 2009,2012, respectively.
Sierra Timeshare Conduit Receivables Funding II, LLC.On June 28, 2011,During August 2014, the Company renewed its securitized timeshare receivables conduit facility for a two-year period through June 2013.August 2016. The facility has a total capacity of $650 million and bears interest at variable rates based on commercial paper rates and LIBOR rates plus a spread and has a capacity of $600 million.spread. The bank conduit facility had a weighted average interest rate of 3.6%3.4%, 7.1%3.9% and 9.6%3.8% during the years ended 2014, 2013 and 2012, respectively.
As of December 31, 2011, 2010 and 2009, respectively.2014As of December 31, 2011,, the Company’s securitized vacation ownership debt of $1,862$2,165 million is collateralized by $2,638$2,629 million of underlying gross vacation ownership contract receivables and related assets. Additional usage of the capacity of the Company’s bank conduit facility is subject to the Company’s ability to provide additional assets to collateralize such facility. The combined weighted average interest rate on the Company’s total securitized vacation ownership debt was 5.5%3.7%, 6.7%4.2% and 8.5%4.8% during 2011, 20102014, 2013 and 2009,2012, respectively.
Revolving Credit Facility. On July 15, 2011, During May 2013, the Company replaced its $980 million$1.0 billion revolving credit facility with a $1.0$1.5 billion five-year revolving credit facility that expires on July 15, 2016.2018. This facility is subject to a fee of 22.520 basis points based on total capacity and bears interest at LIBOR plus 142.5130 basis points.points on outstanding borrowings. The facility fee and interest rate of this facility isare dependent on the Company’s credit ratings. The available capacity of the facility also supports the Company’s commercial paper programs.
Commercial Paper. The Company maintains U.S. and European commercial paper programs with a total capacity of $750 million and $500 million, respectively. The maturities of U.S. and European commercial paper notes will vary, but may not exceed 366 days and 364 days, respectively, from the date of issue. As of December 31, 2011,2014, the Company had $218outstanding borrowings of $189 million at a weighted average rate of 0.89%, all of which was under its U.S. commercial paper program. As of December 31, 2013, the Company had $210 million of outstanding borrowings at a weighted average interest rate of 0.74% under its commercial paper programs. The Company considers outstanding borrowings under its commercial paper programs to be a reduction of available capacity on its revolving credit facility.
The commercial paper notes are sold at a discount from par or will bear interest at a negotiated rate. While outstanding commercial paper borrowings generally have short-term maturities, the Company classifies the outstanding borrowings as long-term debt based on its intent and $11ability to refinance the outstanding borrowings on a long-term basis with its revolving credit facility.
As of December 31, 2014, the Company had $2,423 million of outstanding letters of credit and, as such, the total available remaining capacity was $771 million.6.00% Senior Unsecured Notes.The Company’s 6.00%senior unsecured notes with face value of $800 million, were issued in prior to December 2006 for net proceeds of $796 million.31, 2013. Interest began accruing on December 5, 2006 and is payable semi-annually in arrears on June 1 and December 1 of each year, commencing on June 1, 2007.the notes. The notes will mature on December 1, 2016 and are redeemable at the Company’s option at any time, in whole or in part, at the appropriate redemption prices plus accrued interest through the redemption date. These notes rank equally in right of payment with all of the Company’s other senior unsecured indebtedness.
9.875% Senior Unsecured Notes. On May 18, 2009, the Company issued senior unsecured notes, with face value of $250 million and bearing interest at a rate of 9.875%, for net proceeds of $236 million. Interest began accruing on May 18, 2009 and is payable semi-annually in arrears on May 1 and November 1 of each year, commencing on November 1, 2009. The notes will mature on May 1, 2014 and are redeemable at the Company’s option at any time, in whole or in part, at the stated redemption prices plus accrued interest through the redemption date.dates. These notes rank equally in right of payment with all of the Company’s other senior unsecured indebtedness.
3.50%Vacation Rental Capital Leases. The Company leases vacation homes located in European holiday parks as part of its vacation exchange and rentals business. The majority of these leases are recorded as capital lease obligations with corresponding assets classified within property and equipment, net on the Consolidated Balance Sheets. Such capital lease obligations had a weighted average interest rate of 4.5% during each of 2014, 2013 and 2012.
Capital Lease. During the first quarter of 2013, the Company extended the lease on its Corporate headquarters. As a result of this extension, the Company classified the lease as a capital lease and recorded a capital lease obligation of $85 million with a corresponding capital lease asset which was recorded net of deferred rent. Such transaction was non-cash and as such, is excluded from both investing and financing activities within the Company’s Consolidated Statement of Cash Flows. Such capital lease had an interest rate of 4.5% during both 2014 and 2013.
Other. During January 2013, the Company entered into an agreement with a third-party partner whereby the partner acquired Midtown 45 through an SPE. The SPE financed the purchase with a $115 million four-year mortgage note, provided
by related parties of such partner. The note accrues interest at 4.5% and the principal and interest are payable semi-annually, commencing on July 24, 2013. In addition, $9 million of mandatorily redeemable equity of the SPE was classified as long-term debt. As of December 31, 2014, $71 million of the four-year mortgage note and $6 million of mandatorily redeemable equity were outstanding. As of December 31, 2013, $99 million of the four-year mortgage note and $8 million of mandatorily redeemable equity were outstanding. See Note 14 - Variable Interest Entities for more detailed information.
Fair Value Hedges. The Company has pay-variable/receive-fixed interest rate swap agreements on its 3.90% and 4.25% senior unsecured notes with notional amounts of $400 million and $100 million, respectively. The fixed interest rates on these notes were effectively modified to a variable LIBOR-based index. As of December 31, 2014, the variable interest rates on the notional portion of the 3.90% and 4.25% senior unsecured notes were 2.38% and 2.29%, respectively. The aggregate fair value of these interest rate swap agreements resulted in $18 million of assets and $12 million of liabilities as of December 31, 2014 and 2013, respectively. Such assets and liabilities are included in other non-current assets and in other non-current liabilities, respectively, on the Consolidated Balance Sheets.
3.50% Convertible Notes. OnNotes. During May 19, 2009, the Company issued convertible notes (“Convertible Notes”) with face value of $230 million and bearing interest at a rate of 3.50%, for net proceeds of $224 million. The Company accounted for the conversion feature as a derivative instrument under the guidance for derivatives and bifurcated such conversion feature from the Convertible Notes for accounting purposes. The fair value of the Bifurcated Conversion Feature on the issuance date of the Convertible Notes was recorded as original issue discount for purposes of accounting for the debt component of the Convertible Notes. Therefore, interest expensegreater than the coupon rate of 3.50% will bewas recognized by the Company primarily resulting from the accretion of the discounted carrying value of the Convertible Notes to their face amount over the term of the Convertible Notes. As such, the effective interest rate over the life of the Convertible Notes is approximately 10.7%. Interest began accruing on May 19, 2009 and is payable semi-annually in arrears on May 1 and November 1 of each year, commencing on November 1, 2009. The Convertible Notes will mature on May 1, 2012. Holders may convert their notes to cash subject to (i) certain conversion provisions determined by the market price of the Company’s common stock; (ii) specified distributions to common shareholders; (iii) a fundamental change (as defined below); and (iv) certain time periods specified in the purchase agreement. The Convertible Notes had an initial conversion reference rate of 78.5423 shares of common stock per $1,000 principal amount (equivalent to an initial conversion price of approximately $12.73 per share of the Company’s common stock), subject to adjustment, with the principal amount and remainder payable in cash. The Convertible Notes are not convertible into the Company’s common stock or any other securities under any circumstances.
On May 19, 2009, concurrentConcurrent with the issuance of the Convertible Notes, the Company entered into convertible note hedge and warrant transactions (“Warrants”) with certain counterparties. The Company paid $42 million to purchase cash-settled call options (“Call Options”) that are expected to reduce the Company’s exposure to potential cash payments required to be made byDuring 2012, the Company repaid upon the cash conversion of the Convertible Notes. Concurrent with the purchase of the Call Options, the Company received $11 million of proceeds from the issuance of Warrants to purchase shares of the Company’s common stock.
If the market price per share of the Company’s common stock at the time of cash conversion of any Convertible Notes is above the strike price of the Call Options (which strike price was the same as the equivalent initial conversion price of the Convertible Notes of approximately $12.73 per share of the Company’s common stock), such Call Options will entitle the Company to receive from the counterparties in the aggregate the same amount of cash as it would be required to issue to the holder of the cash converted notes in excess of the principal amount thereof.
Pursuant to the Warrants, the Company sold to the counterparties Warrants to purchase in the aggregate up to approximately 18 million shares of the Company’s common stock. The Warrants had an exercise price of $20.16 (which represented a premium of approximately 90% over the Company’s closing price per share on May 13, 2009 of $10.61) and are expected to be net share settled, meaning that the Company will issue a number of shares per Warrant corresponding to the difference between the Company’s share price at each Warrant expiration date and the exercise price of the Warrant. The Warrants may not be exercised prior to the maturity, of the Convertible Notes.
The purchase of Call Options and the sale of Warrants are separate contracts entered into by the Company, are not part of the Convertible Notes and do not affect the rights of holders under the Convertible Notes. Holders of the Convertible Notes will not have any rights with respect to the purchased Call Options or the sold warrants. The Call Options meet the definition of derivatives under the guidance for derivatives. As such, the instruments are marked to market each period. In addition, the derivative liability associated with the Bifurcated Conversion Feature is also marked to market each period. The Warrants meet the definition of derivatives under the guidance; however, because these instruments have been determined to be indexed to the Company’s own stock, their issuance has been recorded in stockholders’ equity in the Consolidated Balance Sheet and is not subject to the fair value provisions of the guidance.
During 2010, the Company repurchased a portion of its remaining Convertible Notes with a carrying value of $239$45 million ($10112 million for the portion of Convertible Notes including the unamortized discount, and $138$33 million for thea related Bifurcated Conversion Feature) for $250 million, which resulted in a loss of $11 million during 2010. Such Convertible Notes had a face value of $114 million.. Concurrent with the repurchase,repayment, the Company settled (i) a portion of the Call Options for proceeds of $136 million, which resulted in an additional loss of $3 million and (ii) a portion of the Warrants with payments of $98$33 million. As a result of these transactions, the Company made a net paymentspayment of $212 million and incurred total losses$12 million.
Early Extinguishment of
$14 million during 2010 and reduced the number of shares related to the Warrants to approximately 9 million as of December 31, 2010.Debt
During
2011,2013, the Company repurchased a portion of its
remaining Convertible Notes with carrying value of $251 million primarily resulting from the completion of a cash tender offer ($95 million for the portion of Convertible Notes, including the unamortized discount,5.75% and
$156 million for the related Bifurcated Conversion Feature) for $262 million. Concurrent with the repurchases, the Company settled (i) a portion of the Call Options for proceeds of $155 million, which resulted in an additional loss of $1 million, and (ii) a portion of the Warrants with payments of $112 million. As a result of these transactions, the Company made net payments of $219 million and incurred total losses of $12 million during 2011 and reduced the number of shares related to the Warrants to approximately 1 million as of December 31, 2011.The agreements for such transactions contain anti-dilution provisions that require certain adjustments to be made as a result of all quarterly cash dividend increases above $0.04 per share that occur prior to the maturity date of the Convertible Notes, Call Options and Warrants. During March 2010, the Company increased its quarterly dividend from $0.04 per share to $0.12 per share and, subsequently, during March 2011, from $0.12 per share to $0.15 per share. As a result of the dividend increase and required adjustments, as of December 31, 2011, the Convertible Notes had a conversion reference rate of 80.6981 shares of common stock per $1,000 principal amount (equivalent to a conversion price of $12.39 per share of the Company’s common stock), the conversion price of the Call Options was $12.39 and the exercise price of the Warrants was $19.62.
As of December 31, 2011 and 2010, the $36 million and $266 million Convertible Notes consist of $12 million and $104 million of debt ($12 million and $116 million face amount, net of $0 and $12 million of unamortized discount), respectively, and a derivative liability with a fair value of $24 million and $162 million, respectively, related to the Bifurcated Conversion Feature. The Call Options are derivative assets recorded at their fair value of $24 million within other current assets and $162 million within other non-current assets in the Consolidated Balance Sheets as of December 31, 2011 and 2010, respectively.
7.375% Senior Unsecured Notes. On February 25, 2010, the Company issued senior unsecured notes, with face value of $250 million and bearing interest at a rate of 7.375%, for net proceeds of $247 million. Interest began accruing on February 25, 2010 and is payable semi-annually in arrears on March 1 and September 1 of each year, commencing on September 1, 2010. The notes will mature on March 1, 2020 and are redeemable at the Company’s option at any time, in whole or in part, at the stated redemption prices plus accrued interest through the redemption date. These notes rank equally in right of payment with all of the Company’s other senior unsecured indebtedness.
5.75% Senior Unsecured Notes. On September 20, 2010, the Company issued senior unsecured notes, with face value of $250 million and bearing interest at a rate of 5.75%, for net proceeds of $247 million. Interest began accruing on September 20, 2010 and is payable semi-annually in arrears on February 1 and August 1 of each year, commencing on February 1, 2011. The notes will mature on February 1, 2018 and are redeemable at the Company’s option at any time, in whole or in part, at the stated redemption prices plus accrued interest through the redemption date. These notes rank equally in right of payment with all of the Company’s other senior unsecured indebtedness.
5.625% Senior Unsecured Notes. On March 1, 2011, the Company issued senior unsecured notes, with face value of $250 million and bearing interest at a rate of 5.625%, for net proceeds of $245 million. Interest began accruing on March 1, 2011 and is payable semi-annually in arrears on March 1 and September 1 of each year, commencing on September 1, 2011. The notes will mature on March 1, 2021 and are redeemable at the Company’s option at any time, in whole or in part, at the stated redemption prices plus accrued interest through the redemption date. These notes rank equally in right of payment with all of the Company’s other senior unsecured indebtedness.
Vacation Rental Capital Leases.The Company leases vacation homes located in European holiday parks as part of its vacation exchange and rentals business. The majority of these leases are recorded as capital lease obligations under generally accepted accounting principles with corresponding assets classified within property, plant and equipment on the Consolidated Balance Sheets. The vacation rentals capital lease obligations had a weighted average interest rate of 4.5% during 2011, 2010 and 2009.
Other. The Company also maintains other debt facilities which arise through the ordinary course of operations. This debt primarily relates to information technology leases.
Term Loan.During March 2010, the Company fully repaid its five-year $300 million term loan facility with a portion of the proceeds from the 7.375% senior unsecured notes totaling $446 million through tender offers, repurchased $42 million of its 6.00% senior unsecured notes on the open market and borrowings underexecuted a redemption option for the Company’s revolving credit facility. The weighted average interest rate during 2010 and 2009 was 5.3% and 5.7%, respectively.
Vacation Ownership Bank Borrowings.During March 2010, the Company paid down and terminatedremaining $43 million outstanding on its 364-day, secured, revolving foreign credit facility with a portion of the proceeds from the 7.375%9.875% senior unsecured notes. The weighted average interest rate was 9.9% and 6.8%As a result, during 2010 and 2009, respectively.
Interest Expense
During 2011, 2010 and 2009,2013, the Company recorded $152repurchased a total of $531 million $167of its outstanding senior unsecured notes and incurred expenses of $111 million and $114 million, respectively, of interest expense as a result of long-term debt borrowings, thewhich is included within early extinguishment of debt on the Consolidated Statement of Income.
During 2012, the Company repurchased $443 million of its 6.00% and $207 million of its 9.875% senior unsecured notes totaling $650 million through tender offers. In connection with these tender offers, the Company incurred a loss of $108 million, which is included within early extinguishment of debt on the Consolidated Statement of Income.
Interest Expense
The Company incurred non-securitized interest expense of $113 million during 2014. Such amount consisted primarily of interest on long-term debt, partially offset by $6 million of capitalized interest.interest and $2 million of gains resulting from the ineffectiveness of the fair value hedges. Such amounts are included within interest expense on the Consolidated Statement of Income. Cash paid related to interest on the Company’s non-securitized debt was $119 million.
The Company incurred non-securitized interest expense of $131 million during 2013. Such amount consisted primarily of interest on long-term debt, partially offset by $5 million of capitalized interest and is recorded within interest expense on the Consolidated StatementsStatement of Income. Cash paid related to such interest expenseon the Company’s non-securitized debt was $135$127 million $125 million and $99 million during 2011, 2010 and 2009, respectively, excluding cash payments related to early extinguishment of debt costs.During 2011, 2010 and 2009, the
.
The Company incurred non-securitized interest expense of $150 million, $144 million and $126 million, respectively, primarily in connection with its long-term debt borrowings. As a result of the repurchase of a portion of its Convertible Notes, the Company incurred a loss of $12 million and $14$132 million during 2011 and 2010, respectively. Additionally, during 2010, in connection with the early extinguishment2012. Such amount consisted primarily of its term loan facility, the Company effectively terminated a related interest rate swap agreement, resulting in the reclassification of a $14 million unrealized loss from accumulated other comprehensive income to interest expense, and incurred an additional $2 million of costs due to the early extinguishment of its term loan and revolving foreign credit facilities. Interest expense ison long-term debt, partially offset by $5 million of capitalized interest and is recorded within interest expense on the Consolidated Statement of $10Income. Cash paid related to interest on the Company’s non-securitized debt was $120 million $7 million and $12 million during 2011, 2010 and 2009, respectively..
Interest expense incurred in connection with the Company’s securitized vacation ownership debt was $92$71 million, $105$78 million and $139$90 million during 2011, 20102014, 2013 and 2009,2012, respectively, and is recorded within consumer financing interest on the Consolidated Statements of Income. Cash paid related to such interest was $76$53 million, $90$61 million and $112$73 million during 2011, 20102014, 2013 and 2009,2012, respectively.
14. | Transfer and Servicing of Financial Assets |
| 14. | Variable Interest Entities |
The Company pools qualifying vacation ownership contract receivables and sells them to bankruptcy-remote entities. Vacation ownership contract receivables qualify for securitization based primarily on the credit strength of the VOI purchaser to whom financing has been extended. Vacation ownership contract receivables are securitized through bankruptcy-remote SPEs that are consolidated within the Consolidated Financial Statements. As a result, the Company does not recognize gains or losses resulting from these securitizations at the time of sale to the SPEs. Interest income is recognized when earned over the contractual life of the vacation ownership contract receivables. The Company services the securitized vacation ownership contract receivables pursuant to servicing agreements negotiated on an arms-length basis based on market conditions. The activities of these SPEs are limited to (i) purchasing vacation ownership contract receivables from the Company’s vacation ownership
subsidiaries;subsidiaries, (ii) issuing debt securities and/or borrowing under a conduit facility to fund such
purchases;purchases and (iii) entering into derivatives to hedge interest rate exposure. The bankruptcy-remote SPEs are legally separate from the Company. The receivables held by the bankruptcy-remote SPEs are not available to creditors of the Company and legally are not assets of the Company. Additionally, the creditors of these SPEs have no recourse to the Company for principal and interest.
| | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
Securitized contract receivables, gross(a) | | $ | 2,485 | | | $ | 2,703 | |
Securitized restricted cash(b) | | | 132 | | | | 138 | |
Interest receivables on securitized contract receivables(c) | | | 20 | | | | 22 | |
Other assets (d) | | | 1 | | | | 2 | |
| | | | | | | | |
Total SPE assets(e) | | | 2,638 | | | | 2,865 | |
| | | | | | | | |
Securitized term notes(f) | | | 1,625 | | | | 1,498 | |
Securitized conduit facilities(f) | | | 237 | | | | 152 | |
Other liabilities(g) | | | 11 | | | | 22 | |
| | | | | | | | |
Total SPE liabilities | | | 1,873 | | | | 1,672 | |
| | | | | | | | |
SPE assets in excess of SPE liabilities | | $ | 765 | | | $ | 1,193 | |
| | | | | | | | |
The assets and liabilities of these vacation ownership SPEs are as follows:
|
| | | | | | | |
| | December 31,
2014 | | December 31,
2013 |
Securitized contract receivables, gross (a) | $ | 2,512 |
| | $ | 2,204 |
|
Securitized restricted cash (b) | 96 |
| | 92 |
|
Interest receivables on securitized contract receivables (c) | 20 |
| | 17 |
|
Other assets (d) | 1 |
| | 1 |
|
Total SPE assets (e) | 2,629 |
| | 2,314 |
|
Securitized term notes (f) | 1,962 |
| | 1,648 |
|
Securitized conduit facilities (f) | 203 |
| | 262 |
|
Other liabilities (g) | 1 |
| | 2 |
|
| Total SPE liabilities | 2,166 |
| | 1,912 |
|
| SPE assets in excess of SPE liabilities | $ | 463 |
| | $ | 402 |
|
| |
((a)a)
| Included in current ($262256 million and $266$222 million as of December 31, 20112014 and 2010,2013, respectively) and non-current ($2,2232,256 million and $2,437$1,982 million as of December 31, 20112014 and 2010,2013, respectively) vacation ownership contract receivables on the Consolidated Balance Sheets. |
| |
(b) | Included in other current assets ($7175 million and $77$64 million as of December 31, 20112014 and 2010,2013, respectively) and other non-current assets ($6121 million and $61$28 million as of both December 31, 20112014 and 2010,2013, respectively) on the Consolidated Balance Sheets. |
| |
(c) | Included in trade receivables, net on the Consolidated Balance Sheets. |
| |
(d) | Includes interest rate derivative contracts and related assets; included in other non-current assets on the Consolidated Balance Sheets. |
| |
(e) | Excludes deferred financing costs of $26$30 million and $22$28 million as of December 31, 20112014 and 2010,2013, respectively, related to securitized debt. |
| |
(f) | Included in current ($196214 million and $223$184 million as of December 31, 20112014 and 2010,2013, respectively) and long-term ($1,6661,951 million and $1,427$1,726 million as of December 31, 20112014 and 2010,2013, respectively) securitized vacation ownership debt on the Consolidated Balance Sheets. |
| |
(g) | Primarily includes interest rate derivative contracts and accrued interest on securitized debt;debt ($1 million and $2 million as of December 31, 2014 and 2013, respectively) which is included in accrued expenses and other current liabilities ($2 million and $3 million as of December 31, 2011 and 2010, respectively) and other non-current liabilities ($9 million and $19 million as of December 31, 2011 and 2010, respectively) on the Consolidated Balance Sheets. |
In addition, the Company has vacation ownership contract receivables that have not been securitized through bankruptcy-remote SPEs. Such gross receivables were
$757$760 million and
$641$1,115 million as of December 31,
20112014 and
2010,2013, respectively. A summary of total vacation ownership receivables and other securitized assets, net of securitized liabilities and the allowance for loan losses, is as follows:
| | | | | | | | |
| | | December 31,
2011 | | | December 31,
2010 | |
SPE assets in excess of SPE liabilities | | $ | 765 | | | $ | 1,193 | |
Non-securitized contract receivables | | | 757 | | | | 641 | |
Allowance for loan losses | | | (394 | ) | | | (362 | ) |
| | | | | | | | |
Total, net | | $ | 1,128 | | | $ | 1,472 | |
| | | | | | | | |
|
| | | | | | | |
| | December 31,
2014 | | December 31,
2013 |
| SPE assets in excess of SPE liabilities | $ | 463 |
| | $ | 402 |
|
| Non-securitized contract receivables | 760 |
| | 1,115 |
|
| Less: Allowance for loan losses | 581 |
| | 566 |
|
| Total, net | $ | 642 |
| | $ | 951 |
|
Midtown 45, NYC Property
During January 2013, the Company entered into an agreement with a third-party partner whereby the partner acquired Midtown 45 through an SPE. The guidanceCompany is managing and operating the property for fair value measurements requires additional disclosures aboutrental purposes while the Company’sCompany converts it into VOI inventory. The SPE financed the acquisition and planned renovations with a $115 million four-year mortgage note and $9 million of mandatorily redeemable equity provided by related parties of such partner. At the time of the agreement, the Company committed to purchase such VOI inventory from the SPE over a four-year period in the amount of $146 million, of which $124 million will be used to repay the four-year mortgage note and the mandatorily redeemable equity of the SPE. The Company is considered to be the primary beneficiary of the SPE and therefore, the Company consolidated the SPE within its financial statements.
The assets and liabilities thatof the SPE are measured at fair value. as follows:
|
| | | | | | | |
| | December 31,
2014 | | December 31,
2013 |
| Cash | $ | — |
| | $ | 4 |
|
| Property and equipment, net | 64 |
| | 111 |
|
| Total SPE assets | 64 |
| | 115 |
|
| Accrued expenses and other current liabilities | 1 |
| | 2 |
|
Long-term debt (*) | 77 |
| | 107 |
|
| Total SPE liabilities | 78 |
| | 109 |
|
| SPE (deficit)/equity | $ | (14 | ) | | $ | 6 |
|
| |
(*) | As of December 31, 2014, included $71 million for a four-year mortgage note and $6 million of mandatorily redeemable equity, of which $31 million was included in current portion of long-term debt on the Consolidated Balance Sheet. As of December 31, 2013, included $99 million for a four-year mortgage note and $8 million of mandatorily redeemable equity, of which $30 million was included in current portion of long-term debt on the Consolidated Balance Sheet. |
During 2014, the SPE conveyed $51 million of property and equipment to the Company, of which $24 million was subsequently transferred to VOI inventory.
The following table presents information about the Company’s financial assets and liabilities that are measured at fair value on a recurring basis and indicates the fair value hierarchy of the valuation techniques utilized by the Company to determine such fair values. Financial assets and liabilities carried at fair value are classified and disclosed in one of the following three categories:
Level 1: Quoted prices for identical instruments in active markets.
Level 2: Quoted prices for similar instruments in active markets; quoted prices for identical or similar instruments in markets that are not active; and model-derived valuations whose inputs are observable or whose significant value driver is observable.
Level 3: Unobservable inputs used when little or no market data is available.
In certain cases, the inputs used to measure fair value may fall into different levels of the fair value hierarchy. In such cases, the level in the fair value hierarchy within which the fair value measurement falls has been determined based on the lowest level input (closest to Level 3) that is significant to the fair value measurement. The Company’s assessment of the significance of a particular input to the fair value measurement in its entirety requires judgment, and considers factors specific to the asset or liability.
The following table summarizes information regarding assets and liabilities that are measured at fair value on a recurring
basis as of December 31: | | | | | | | | | | | | | | | | | | | | | | | | |
| | | 2011 | | | 2010 | |
| | | Fair Value | | | Level 2 | | | Level 3 | | | Fair Value | | | Level 2 | | | Level 3 | |
Assets | | | | | | | | | | | | | | | | | | | | | | | | |
Derivatives:(a) | | | | | | | | | | | | | | | | | | | | | | | | |
Call Options | | $ | 24 | | | $ | — | | | $ | 24 | | | $ | 162 | | | $ | — | | | $ | 162 | |
Interest rate contracts | | | 4 | | | | 4 | | | | — | | | | 7 | | | | 7 | | | | — | |
Foreign exchange contracts | | | 1 | | | | 1 | | | | — | | | | 4 | | | | 4 | | | | — | |
Securities available-for-sale(b) | | | 6 | | | | — | | | | 6 | | | | 6 | | | | — | | | | 6 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Total assets | | $ | 35 | | | $ | 5 | | | $ | 30 | | | $ | 179 | | | $ | 11 | | | $ | 168 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | |
Liabilities | | | | | | | | | | | | | | | | | | | | | | | | |
Derivatives: | | | | | | | | | | | | | | | | | | | | | | | | |
Bifurcated Conversion Feature (c) | | $ | 24 | | | $ | — | | | $ | 24 | | | $ | 162 | | | $ | — | | | $ | 162 | |
Interest rate contracts(d) | | | 10 | | | | 10 | | | | — | | | | 27 | | | | 27 | �� | | | — | |
Foreign exchange contracts(d) | | | 3 | | | | 3 | | | | — | | | | 12 | | | | 12 | | | | — | |
| | | | | | | | | | | | | | | | | | | | | | | | |
Total liabilities | | $ | 37 | | | $ | 13 | | | $ | 24 | | | $ | 201 | | | $ | 39 | | | $ | 162 | |
| | | | | | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | As of | | As of |
| | December 31, 2014 | | December 31, 2013 |
| | Fair Value | | Level 2 | | Level 3 | | Fair Value | | Level 2 | | Level 3 |
| Assets | | | | | | | | | | | |
Derivatives: (a) | | | | | | | | | | | |
| Interest rate contracts | $ | 18 |
| | $ | 18 |
| | $ | — |
| | $ | 5 |
| | $ | 5 |
| | $ | — |
|
| Foreign exchange contracts | 1 |
| | 1 |
| | — |
| | 2 |
| | 2 |
| | — |
|
Securities available-for-sale (b) | — |
| | — |
| | — |
| | 6 |
| | — |
| | 6 |
|
| Total assets | $ | 19 |
| | $ | 19 |
| | $ | — |
| | $ | 13 |
| | $ | 7 |
| | $ | 6 |
|
Liabilities | | | | | | | | | | | |
Derivatives: (c) | | | | | | | | | | | |
Interest rate contracts (d) | $ | 4 |
| | $ | 4 |
| | $ | — |
| | $ | 13 |
| | $ | 13 |
| | $ | — |
|
| Foreign exchange contracts | 3 |
| | 3 |
| | — |
| | 2 |
| | 2 |
| | — |
|
| Total liabilities | $ | 7 |
| | $ | 7 |
| | $ | — |
| | $ | 15 |
| | $ | 15 |
| | $ | — |
|
| |
(a) | Included in other current assets ($251 million and $5$6 million as of December 31, 20112014 and 2010,2013, respectively) and other non-current assets ($418 million and $168$1 million as of December 31, 20112014 and 2010,2013, respectively) on the Consolidated Balance Sheets. Sheets; carrying value is equal to estimated fair value. |
| |
(b)(b)
| Included in other non-current assets on the Consolidated Balance Sheets. |
| |
(c) | Included in current portion of long-term debt and long-term debt on the Consolidated Balance Sheets as of December 31, 2011 and 2010, respectively.
|
(d) | Included in accrued expenses and other current liabilities ($47 million and $12$2 million as of December 31, 20112014 and 2010,2013, respectively) and other non-current liabilities ($9 million and $2713 million as of December 31, 2011 and 2010, respectively)2013) on the Consolidated Balance Sheets. Sheets; carrying value is equal to estimated fair value. |
| |
(d) | The $4 million liability as of December 31, 2014, represents interest rate swap locks for an anticipated 2015 transaction. |
The Company’s derivative instruments primarily consist of
the Call Options and Bifurcated Conversion Feature related to the Convertible Notes, pay-fixed/receive-variable
interest rate swaps, pay-variable/receive-fixed interest rate swaps, interest rate caps, foreign exchange forward contracts and foreign exchange average rate forward contracts (see Note 16
—– Financial Instruments for more detail). For assets and liabilities that are measured using quoted prices in active markets, the fair value is the published market price per unit multiplied by the number of units held without consideration of transaction costs. Assets and liabilities that are measured using other significant observable inputs are valued by reference to similar assets and liabilities. For these items, a significant portion of fair value is derived by reference to quoted prices of similar assets and liabilities in active markets. For assets and liabilities that are measured using significant unobservable inputs, fair value is
primarily derived using a fair value model, such as a discounted cash flow model.
The following table presents additional information about financial assets which are measured at fair value on a recurring basis for which the Company has utilized Level 3 inputs to determine fair value as follows:
| | | | | | | | | | | | |
| | | Fair Value Measurements Using
Significant Unobservable Inputs (Level 3) | |
| | | Derivative
Asset-Call
Options | | | Derivative Liability
Bifurcated
Conversion Feature | | | Securities
Available-For-
Sale | |
Balance as of December 31, 2009 | | $ | 176 | | | $ | (176 | ) | | $ | 5 | |
Convertible Notes activity(*) | | | (138 | ) | | | 138 | | | | — | |
Change in fair value | | | 124 | | | | (124 | ) | | | 1 | |
| | | | | | | | | | | | |
Balance as of December 31, 2010 | | | 162 | | | | (162 | ) | | | 6 | |
Convertible Notes activity(*) | | | (156 | ) | | | 156 | | | | — | |
Change in fair value | | | 18 | | | | (18 | ) | | | — | |
| | | | | | | | | | | | |
Balance as of December 31, 2011 | | $ | 24 | | | $ | (24 | ) | | $ | 6 | |
| | | | | | | | | | | | |
(*) | Represents the change in value related to the Company’s repurchase of a portion of its Bifurcated Conversion Feature and the settlement of a corresponding portion of the Call Options (see Note 13 — Long-Term Debt and Borrowing Arrangements).
|
The fair value of financial instruments is generally determined by reference to market values resulting from trading on a national securities exchange or in an over-the-counter market. In cases where quoted market prices are not available, fair value is based on estimates using present value or other valuation techniques, as appropriate. The carrying amounts of cash and cash equivalents, restricted cash, trade receivables, accounts payable and accrued expenses and other current liabilities approximate fair value due to the short-term maturities of these assets and liabilities. The carrying amounts and estimated fair values of all other financial instruments are as follows:
| | | | | | | | | | | | | | | | |
| | | December 31, 2011 | | | December 31, 2010 | |
| | | Carrying
Amount | | | Estimated
Fair Value | | | Carrying
Amount | | | Estimated
Fair Value | |
Assets | | | | | | | | | | | | | | | | |
Vacation ownership contract receivables, net | | $ | 2,848 | | | $ | 3,232 | | | $ | 2,982 | | | $ | 2,782 | |
Debt | | | | | | | | | | | | | | | | |
Total debt(a) | | | 4,015 | | | | 4,205 | | | | 3,744 | | | | 3,871 | |
Derivatives | | | | | | | | | | | | | | | | |
Foreign exchange contracts(b) | | | | | | | | | | | | | | | | |
Assets | | | 1 | | | | 1 | | | | 4 | | | | 4 | |
Liabilities | | | (3 | ) | | | (3 | ) | | | (12 | ) | | | (12 | ) |
Interest rate contracts(b) | | | | | | | | | | | | | | | | |
Assets | | | 4 | | | | 4 | | | | 7 | | | | 7 | |
Liabilities | | | (10 | ) | | | (10 | ) | | | (27 | ) | | | (27 | ) |
Call Options | | | | | | | | | | | | | | | | |
Assets | | | 24 | | | | 24 | | | | 162 | | | | 162 | |
(a) | As of December 31, 2011 and 2010, includes $24 million and $162 million, respectively, related to the Bifurcated Conversion Feature liability.
|
(b) | Instruments are in a net loss position as of December 31, 2011 and December 31, 2010.
|
|
| | | | | | | | | | | | | | | |
| | December 31, 2014 | | December 31, 2013 |
| | Carrying Amount | | Estimated Fair Value | | Carrying Amount | | Estimated Fair Value |
| Assets | | | | | | | |
| Vacation ownership contract receivables, net | $ | 2,691 |
| | $ | 3,284 |
| | $ | 2,753 |
| | $ | 3,326 |
|
| Debt | | | | | | | |
| Total debt | 5,053 |
| | 5,140 |
| | 4,841 |
| | 4,928 |
|
The Company estimates the fair value of its vacation ownership contract receivables using a discounted cash flow model which it believes is comparable to the model that an independent
third partythird-party would use in the current market. The model uses
Level 3 inputs consisting of default rates, prepayment rates, coupon rates and loan terms for the contract receivables portfolio as key drivers of risk and relative value that, when applied in combination with pricing parameters, determines the fair value of the underlying contract receivables.
The Company estimates the fair value of its securitized vacation ownership debt by obtaining
Level 2 inputs comprised of indicative bids from investment banks that actively issue and facilitate the secondary market for timeshare securities. The Company estimates the fair value of its other long-term debt,
excluding capital leases, using
Level 2 inputs based on indicative bids from investment banks and determines the fair value of its senior notes using quoted market
prices.In accordance with the guidance for equity method investments, during 2011, an investment in an international joint venture in the Company’s lodging business with a carrying amount of $13 million was written down due to the impairment of cash flows resulting from the Company’s partner having an indirect relationship with the Libyan government. Such write-downs resulted in a $13 million charge during 2011. Additionally, during 2009, this same international joint venture was written down to its fair value which resulted in a $6 million charge. These impairment chargesprices (such senior notes are included within asset impairment on the Consolidated Statements of Income.
In accordance with the guidance for long-lived assets held for sale, during 2010 and 2009, vacation ownership properties consisting primarily of undeveloped land were written down to their estimated fair value less selling costs. Such write down resulted in an impairment charge of $4 million and $9 million during 2010 and 2009, respectively.
not actively traded).
16. | |
| 16. | Financial Instruments |
The designation of a derivative instrument as a hedge and its ability to meet the hedge accounting criteria determine how the change in fair value of the derivative instrument will be reflected in the Consolidated Financial Statements. A derivative qualifies for hedge accounting if, at inception, the derivative is expected to be highly effective in offsetting the underlying hedged cash flows or fair value and the hedge documentation standards are fulfilled at the time the Company enters into the derivative contract. A hedge is designated as a cash flow hedge based on the exposure being hedged. The asset or liability value of the derivative will change in tandem with its fair value. Changes in fair value, for the effective portion of qualifying hedges, are recorded in AOCI. The derivative’s gain or loss is released from AOCI to match the timing of the underlying hedged cash flows effect on earnings.
The Company reviews the effectiveness of its hedging instruments on an ongoing basis, recognizes current period hedge ineffectiveness immediately in earnings and discontinues hedge accounting for any hedge that it no longer considers to be highly effective. The Company recognizes changes in fair value for derivatives not designated as hedges or those not qualifying for hedge accounting in current period earnings. Upon termination of cash flow hedges, the Company releases gains and losses from AOCI based on the timing of the underlying cash flows, unless the termination results from the failure of the intended transaction to occur in the expected
timeframe.time frame. Such untimely transactions require the Company to immediately recognize in earnings gains and losses previously recorded in AOCI.
Changes in interest rates and foreign exchange rates expose the Company to market risk. The Company also uses cash flow hedges as part of its overall strategy to manage its exposure to market risks associated with fluctuations in interest rates and foreign currency exchange rates. As a matter of policy, the Company only enters into transactions that it believes will be highly effective at offsetting the underlying risk and
the Companyit does not use derivatives for trading or speculative purposes.
The Company uses the following derivative instruments to mitigate its foreign currency exchange rate and interest rate risks:
The Company has foreign currency rate exposure to exchange rate fluctuations worldwide with particular exposure to the British pound, Euro, Canadian and Australian dollar. The Company uses freestanding foreign currency forward contracts
and foreign currency forward contracts designated as cash flow hedges to manage
a portion of its exposure to changes in foreign currency exchange rates associated with its foreign currency denominated receivables
and forecasted earnings of foreign
subsidiaries andsubsidiaries. Additionally, the Company uses foreign currency forward contracts designated as cash flow hedges to manage a portion of its exposure to changes in forecasted foreign currency denominated vendor payments. The amount of
gains or losses
relating to contracts designated as cash flow hedges that the Company expects to reclassify from AOCI to earnings
duringover the next 12 months is not material.
A portion of the debt used to finance the Company’s operations is also exposed to interest rate fluctuations. The Company uses various hedging strategies and derivative financial instruments to create a desired mix of fixed and floating rate assets and liabilities. Derivative instruments currently used in these hedging strategies include swaps and interest rate caps. The derivatives used to manage the risk associated with the Company’s floating rate debt include freestanding derivatives and derivatives designated as cash flow hedges. The Company also uses swaps to convert specific fixed-rate debt into variable-rate debt (i.e., fair value hedges) to manage the overall interest cost. For relationships designated as fair value hedges, changes in fair value of the derivatives are recorded in income with offsetting adjustments to the carrying amount of the hedged debt. The impactamount of the change in fair value of the fair value hedges and hedged debt was not material during the year ended December 31, 2011.In connection with the early extinguishment of the term loan facility during 2010 (see Note 13 — Long-Term Debt and Borrowing Arrangements), the Company effectively terminated a related interest rate swap agreement, which resulted in the reclassification of a $14 million unrealized loss from AOCI to interest expense on the Consolidated Statement of Income for the year ended December 31, 2010. The amount ofgains or losses that the Company expects to reclassify from AOCI to earnings during the next
12 months is not material.
The following table summarizes information regarding the
gain/(loss) amountsgains/(losses) recognized in AOCI for the years ended December 31:
| | | | | | | | | | | | |
| | | 2011 | | | 2010 | | | 2009 | |
Designated as hedging instruments | | | | | | | | | | | | |
Interest rate contracts | | $ | 10 | | | $ | 5 | | | $ | 27 | |
Foreign exchange contracts | | | (1 | ) | | | — | | | | — | |
| | | | | | | | | | | | |
Total | | $ | 9 | | | $ | 5 | | | $ | 27 | |
| | | | | | | | | | | | |
|
| | | | | | | | | | | |
| | 2014 | | 2013 | | 2012 |
| Designated hedging instruments | | | | | |
| Interest rate contracts | $ | (4 | ) | | $ | 2 |
| | $ | 6 |
|
| Foreign exchange contracts | 2 |
| | (2 | ) | | 1 |
|
| Total | $ | (2 | ) | | $ | — |
| | $ | 7 |
|
The following table summarizes information regarding the
gain/(loss)gains/(losses) recognized in income on the Company’s freestanding derivatives for the years ended December 31:
| | | | | | | | | | | | |
| | | 2011 | | | 2010 | | | 2009 | |
Non-designated hedging instruments | | | | | | | | | | | | |
Foreign exchange contracts(a) | | $ | (16 | ) | | $ | (19 | ) | | $ | 7 | |
Interest rate contracts | | | 5 | (b) | | | 14 | (b) | | | 7 | (c) |
Call Options | | | 18 | | | | 124 | | | | 134 | |
Bifurcated Conversion Feature | | | (18 | ) | | | (124 | ) | | | (134 | ) |
| | | | | | | | | | | | |
Total | | $ | (11 | ) | | $ | (5 | ) | | $ | 14 | |
| | | | | | | | | | | | |
|
| | | | | | | | | | | |
| | 2014 | | 2013 | | 2012 |
| Non-designated hedging instruments | | | | | |
Foreign exchange contracts (a) | $ | (21 | ) | | $ | 10 |
| | $ | 3 |
|
Interest rate contracts (b) | — |
| | (1 | ) | | (2 | ) |
| Call Options | — |
| | — |
| | 9 |
|
| Bifurcated Conversion Feature | — |
| | — |
| | (9 | ) |
| Total | $ | (21 | ) | | $ | 9 |
| | $ | 1 |
|
| |
(a)(a)
| Included within operating expenses on the Consolidated Statements of Income. Income, which is primarily offset by changes in the value of the underlying assets and liabilities. |
| |
(b)(b)
| Included within consumer financing interest and interest expense on the Consolidated Statements of Income.
|
(c) | Included within consumer financing interest expense on the Consolidated Statements of Income. |
The following table summarizes information regarding the fair value of the Company’s derivative instruments as of December 31:
| | | | | | | | | | |
| | | Balance Sheet Location | | 2011 | | | 2010 | |
Designated hedging instruments | | | | | | | | | | |
Liabilities | | | | | | | | | | |
Interest rate contracts | | Other non-current liabilities | | $ | 9 | | | $ | 18 | |
Foreign exchange contracts | | Accrued expenses and other current liabilities | | | 1 | | | | — | |
| | | | | | | | | | |
Total | | | | $ | 10 | | | $ | 18 | |
| | | | | | | | | | |
Non-designated hedging instruments | | | | | | | | | | |
Assets | | | | | | | | | | |
Interest rate contracts | | Other non-current assets | | $ | 4 | | | $ | 7 | |
Foreign exchange contracts | | Other current assets | | | 1 | | | | 4 | |
Call Options(*) | | Other current assets | | | 24 | | | | — | |
| | Other non-current assets | | | — | | | | 162 | |
| | | | | | | | | | |
Total | | | | $ | 29 | | | $ | 173 | |
| | | | | | | | | | |
Liabilities | | | | | | | | | | |
Interest rate contracts | | Other non-current liabilities | | $ | 1 | | | $ | 9 | |
Foreign exchange contracts | | Accrued expenses and other current liabilities | | | 2 | | | | 12 | |
Bifurcated Conversion Feature(*) | | Current portion of long-term debt | | | 24 | | | | — | |
| | Long-term debt | | | — | | | | 162 | |
| | | | | | | | | | |
Total | | | | $ | 27 | | | $ | 183 | |
| | | | | | | | | | |
(*) | See Note 13 — Long-Term Debt and Borrowing Arrangements for further detail.
|
The Company is exposed to counterparty credit risk in the event of nonperformance by counterparties to various agreements and sales transactions. The Company manages such risk by evaluating the financial position and creditworthiness of such counterparties and by requiring collateral in instances in which financing is provided. The Company mitigates counterparty credit risk associated with its derivative contracts by monitoring the amounts at risk with each counterparty to such contracts, periodically evaluating counterparty creditworthiness and financial position, and where possible, dispersing its risk among multiple counterparties.
As of December 31, 2011,2014, there were no significant concentrations of credit risk with any individual counterparty or groups of counterparties. However, approximately 18%19% of the Company’s outstanding vacation ownership contract receivables portfolio relates to customers who reside in California. With the exception of the financing provided to customers of its vacation ownership businesses, the Company does not normally require collateral or other security to support credit sales.
The Company is subject to risks relating to the geographic concentrations of (i) areas in which the Company is currently developing and selling vacation ownership properties, (ii) sales offices in certain vacation areas and (iii) customers of the Company’s vacation ownership business;business, which in each case, may result in the Company’s results of operations being more sensitive to local and regional economic conditions and other factors, including competition, natural disasters and economic downturns, than the Company’s results of operations would be, absent such geographic concentrations. Local and regional economic conditions and other factors may differ materially from prevailing conditions in other parts of the world. Florida, California and Nevada are examples of areas withconcentrations of sales offices. For the year ended
December 31, 2011,2014, approximately 14%, 13%11% and 10%11% of the Company’s VOI sales revenues were generated in sales offices located in Florida, California and Nevada, and California, respectively.
Included within the Consolidated Statements of Income is approximately
11%14%, 10% and 11% of net revenues generated from transactions in the state of Florida
during 2014, 2013 and 2012, respectively, and 12% of net revenues generated from transactions in
eachthe state of
2011, 2010 and 2009, respectively.California in 2014.
17. | |
| 17. | Commitments and Contingencies |
Leases
LeasesThe Company is committed to making rental payments under noncancelable operating leases covering various facilities and equipment. Future minimum lease payments required under noncancelable operating leases as of December 31, 20112014 are as follows:
| | | | |
| | | Noncancelable
Operating
Leases | |
2012 | | $ | 83 | |
2013 | | | 57 | |
2014 | | | 46 | |
2015 | | | 45 | |
2016 | | | 41 | |
Thereafter | | | 294 | |
| | | | |
| | $ | 566 | |
| | | | |
|
| | | |
| | Noncancelable Operating Leases |
| 2015 | $ | 94 |
|
| 2016 | 66 |
|
| 2017 | 55 |
|
| 2018 | 48 |
|
| 2019 | 41 |
|
| Thereafter | 200 |
|
| | $ | 504 |
|
During
2011, 20102014, 2013 and
2009,2012, the Company incurred total rental expense of
$76$83 million,
$79$80 million and
$77$80 million, respectively.
In the normal course of business, the Company makes various commitments to purchase goods or services from specific suppliers, including those related to vacation ownership resort development and other capital expenditures. Purchase commitments made by the Company as of December 31,
20112014 aggregated
$435$361 million.
Individually, such commitments range as high as $97Approximately $71 million
related to the development of a vacation ownership resort. Approximately $316and $65 million of the commitments relate to
information technology and the development of vacation ownership properties,
and information technology.respectively.
As of December 31, 2011 and 2010,2014, the Company had $11$69 million and $28 million, respectively, of irrevocable standby letters of credit outstanding, of which mainly support$2 million were under its revolving credit facility. As of December 31, 2013, the Company had $55 million of irrevocable standby letters of credit outstanding, of which $9 million were under its revolving credit facility. Such letters of credit issued during 2014 and 2013 primarily supported the securitization of vacation ownership contract receivables fundings, certain insurance policies and development activity at the Company’s vacation ownership business.
Some of the Company’s vacation ownership
sales and developments are supported by surety bonds provided by affiliates of certain insurance companies in order to meet regulatory requirements of certain states. In the ordinary course of the Company’s business, it has assembled commitments from
twelve13 surety providers in the amount of
$1.2$1.3 billion, of which the Company had
$296$406 million outstanding as of December 31,
2011.2014. The
availability, terms and conditions and pricing of such bonding capacity isare dependent on, among other things, continued financial strength and stability of the insurance company affiliates providing suchthe bonding capacity, the general availability of such capacity and the Company’s corporate credit rating. If suchthe bonding capacity is unavailable or, alternatively, the terms and conditions and pricing of suchthe bonding capacity may beare unacceptable to the Company, the cost of development of the Company’s vacation ownership units could be negatively impacted.
LITIGATION
LITIGATION
The Company is involved in claims, legal and regulatory proceedings and governmental inquiries related to the Company’s business.
Wyndham Worldwide
Corporation Litigation
The Company is involved in claims, legal and regulatory proceedings and governmental inquiries arising in the ordinary course of its business including but not limited to: for its lodging business — breachbusiness-breach of contract, fraud and bad faith claims between franchisors and franchisees in connection with franchise agreements and with owners in connection with management contracts, negligence, breach of contract, fraud, employment, consumer protection and other statutory claims asserted in connection with alleged acts or occurrences at owned, franchised or managed properties;properties or in relation to guest reservations and bookings; for its vacation exchange and rentals business — breachbusiness-breach of contract, fraud and bad faith claims by affiliates and
customers in connection with their respective agreements, negligence, breach of contract, fraud, consumer protection and other statutory claims asserted by members and guests for alleged injuries sustained at affiliated resorts and vacation rental
properties;properties and consumer protection and other statutory claims asserted by consumers; for its vacation ownership
business — breachbusiness-breach of contract, bad faith, conflict of interest, fraud, consumer protection and other statutory claims by property owners’ associations, owners and prospective owners in connection with the sale or use of VOIs or land, or the management of vacation ownership resorts, construction defect claims relating to vacation ownership units or resorts, and negligence, breach of contract, fraud, consumer protection and other statutory claims by guests for alleged injuries sustained at vacation ownership units or resorts; and for each of its businesses, bankruptcy proceedings involving efforts to collect receivables from a debtor in bankruptcy, employment matters
involvingwhich may include claims of
retaliation, discrimination, harassment and wage and hour claims, claims of infringement upon third parties’ intellectual property rights, claims relating to information security,
privacy and
data privacy,consumer protection, tax claims and environmental claims.
On June 26, 2012, the U.S. Federal Trade Commission (“FTC”) filed a lawsuit in Federal District Court for the District of Arizona against the Company and its subsidiaries, Wyndham Hotel Group, LLC (“WHG”), Wyndham Hotels & Resorts Inc. (“WHR”) and Wyndham Hotel Management Inc. (“WHM”), alleging unfairness and deception-based violations of Section 5 of the FTC Act in connection with three prior data breach incidents involving a group of Wyndham brand hotels. The Company, WHG, WHR and WHM dispute the allegations in the lawsuit and are defending this lawsuit vigorously. The Company does not believe that the data breach incidents were material, nor does it expect that the outcome of the FTC litigation will have a material effect on the Company’s results of operations, financial position or cash flows. On March 26, 2013, the Company’s, WHG’s, WHR’s and WHM’s motion to transfer venue of the lawsuit from Arizona to the Federal District Court for the District of New Jersey was granted. WHR’s motion to dismiss the lawsuit was denied on April 7, 2014. The Court granted WHR’s motion to certify its order denying WHR’s motion to dismiss for interlocutory appeal on June 23, 2014. The motion to dismiss filed by the Company, WHG and WHM was denied on June 23, 2014. On July 29, 2014, the Third Circuit Court of Appeals granted WHR’s request to file an interlocutory appeal of the District Court’s denial of its motion to dismiss. WHR filed its brief in support of its interlocutory appeal on October 6, 2014. The FTC filed its opposition brief on November 5, 2014, and WHR filed its reply brief on December 8, 2014. The Company is unable at this time to estimate any loss or range of reasonably possible loss.
The Company records an accrual for legal contingencies when it determines, after consultation with outside counsel, that it is probable that a liability has been incurred and the amount of the loss can be reasonably estimated. In making such determinations, the Company evaluates, among other things, the degree of probability of an unfavorable outcome and, when it is probable that a liability has been incurred, the Company’s ability to make a reasonable estimate of
the loss. The Company reviews these accruals each reporting period and makes revisions based on changes in facts and circumstances including changes to its strategy in dealing with these matters.
The Company believes that it has adequately accrued for such matters with reserves of $35$24 million and $22 million as of December 31, 2011.2014 and 2013, respectively. Such amount isreserves are exclusive of matters relating to the Company’s Separation. For matters not requiring accrual, the Company believes that such matters will not have a material effect on its results of operations, financial position or cash flows based on information currently available. However, litigation is inherently unpredictable and, although the Company believes that its accruals are adequate and/or that it has valid defenses in these matters, unfavorable results could occur. As such, an adverse outcome from such proceedings for which claims are awarded in excess of the amounts accrued, if any, could be material to the Company with respect to earnings and/or cash flows in any given reporting period. As of December 31, 2014, the potential exposure resulting from adverse outcomes of such legal proceedings could, in the aggregate, range up to approximately $22 million in excess of recorded accruals. However, the Company does not believe that the impact of such litigation should result in a material liability to the Company in relation to its consolidated financial position or liquidity.
Under the Separation
Agreement,agreement, the Company agreed to be responsible for 37.5% of certain of Cendant’s contingent and other corporate liabilities and associated costs, including certain contingent litigation. Since the Separation, Cendant settled the majority of the lawsuits pending on the date of the Separation. See also Note 23
—- Separation Adjustments and Transactions with Former Parent and Subsidiaries regarding contingent litigation liabilities resulting from the Separation.
GUARANTEES/INDEMNIFICATIONS
Standard Guarantees/Indemnifications
In the ordinary course of business, the Company enters into agreements that contain standard guarantees and indemnities whereby the Company indemnifies another party for specified breaches of or third-party claims relating to an underlying
agreement. Such underlying agreements are typically entered into by one of the Company’s subsidiaries. The various underlying agreements generally govern purchases, sales or outsourcing of products or services, leases of real estate, licensing of software and/or development of vacation ownership properties, access to credit facilities, derivatives and issuances of debt securities. While a majority of these guarantees and indemnifications extend only for the duration of the underlying agreement, some survive the expiration of the agreement. The Company is not able to estimate the maximum potential amount of future payments to be made under these guarantees and indemnifications as the triggering events are not predictable. In certain cases, the Company maintains insurance coverage that may mitigate any potential payments.
Other Guarantees/Indemnifications
Lodging
From time to time, the Company may enter into a hotel management agreement that provides the hotel owner with a guarantee of a certain level of profitability based upon various metrics. Under such an agreement, the Company would be required to compensate such hotel owner for any profitability shortfall over the life of the management agreement up to a specified aggregate amount. For certain agreements, the Company may be able to recapture all or a portion of the shortfall payments in the event that future operating results exceed targets. The terms of such guarantees generally range from 7 to 10 years and certain agreements may provide for early termination provisions under certain circumstances. As of December 31, 2014, the maximum potential amount of future payments that may be made under these guarantees was $136 million with a combined annual cap of $39 million. The Company had an additional guarantee of $30 million with a $3 million cap for 2014 with no annual cap thereafter.
In connection with such performance guarantees, as of December 31, 2014, the Company maintained a liability of $32 million, of which $31 million was included in other non-current liabilities and $1 million was included in accrued expenses and other current liabilities on its Consolidated Balance Sheet. As of December 31, 2014, the Company also had a corresponding $39 million asset related to these guarantees, of which $35 million was included in other non-current assets and $4 million was included in other current assets on its Consolidated Balance Sheet. As of December 31, 2013, the Company maintained a liability of $45 million, of which $37 million was included in other non-current liabilities and $8 million was included in accrued expenses and other current liabilities on its Consolidated Balance Sheet. As of December 31, 2013, the Company also had a corresponding $43 million asset related to the guarantees, of which $39 million was included in other non-current assets and $4 million was included in other current assets on its Consolidated Balance Sheet. Such assets are being amortized on a straight-line basis over the life of the agreements. The amortization expense for the performance guarantees noted above was $4 million and $3 million for the years ended December 31, 2014 and 2013, respectively.
For guarantees subject to recapture provisions, the Company had a receivable of $26 million and $24 million which was included in other non-current assets on the Company’s Consolidated Balance Sheets for the years ended December 31, 2014 and 2013, respectively. Such receivables were the result of payments made to date which are subject to recapture and which the Company believes will be recoverable from future operating performance.
Vacation Ownership
In the ordinary course of business, the Company’s vacation ownership business provides guarantees to certain owners’ associations for funds required to operate and maintain vacation ownership properties in excess of assessments collected from owners of the VOIs. The Company may be required to fund such excess as a result of unsold Company-owned VOIs or failure by owners to pay such assessments. In addition, from time to time, the Company will agree to reimburse certain owner associations up to 75% of their uncollected assessments. These guarantees extend for the duration of the underlying subsidy or similar agreement (which generally approximate one year and are renewable at the discretion of the Company on an annual basis)
or until a stipulated percentage (typically 80% or higher) of related VOIs are sold.. The maximum potential future payments that the Company could be required to make under these guarantees
waswere approximately
$372$328 million as of December 31,
2011.2014. The Company would only be required to pay this maximum amount if none of the
assessed owners
assessed paid their assessments. Any assessments collected from the owners of the VOIs would reduce the maximum potential amount of future payments to be made by the Company. Additionally, should the Company be required to fund the deficit through the payment of any owners’ assessments under these guarantees, the Company would be permitted access to the property for its own use and may use that property to engage in revenue-producing activities, such as rentals. During
2011, 20102014, 2013 and
2009,2012, the Company made payments related to these guarantees of $17 million,
$12$18 million and
$10$18 million, respectively. As of December 31,
20112014 and
2010,2013, the Company maintained a liability in connection with these guarantees of
$24$25 million and
$17$30 million, respectively, on its Consolidated Balance Sheets.
From time
The Company guarantees its vacation ownership subsidiary’s obligation to time,repurchase completed property in Las Vegas, Nevada from a third-party developer subject to the property meeting the Company’s vacation ownership resort standards and provided that the third-party developer has not sold the property to another party. The maximum potential future payments that the Company may entercould be required to make under these commitments was $262 million as of December 31, 2014.
The Company entered into a
hotel management agreement that provides
the hotel owner with a
minimum return. Under such agreement, the Company would be required to compensate for any shortfall over the lifeguarantee of
the management agreement up to a
specified aggregate amount. The Company’s exposure under these guarantees is partially mitigated by the Company’s ability to terminate any such management agreement if certain
targeted operating results are not met. Additionally, the Company is able to recapture a portion or alllevel of
the shortfall payments and any waived fees in the event that future operating results exceed targets.profitability based upon various metrics. As of December 31,
2011,2014, the maximum potential amount of future payments
tothat may be made under
these guarantees is $16this guarantee was $10 million with an annual cap of
$3 million or less. As of both December 31, 2011 and 2010, the Company maintained a liability in connection with these guarantees of less than $1
million on its Consolidated Balance Sheets.million.
As part of
the Wyndham Asset Affiliation Model,WAAM Fee-for-Service, the Company may guarantee to reimburse the developer a certain payment or to purchase from the developer, inventory associated with the developer’s resort property for a percentage of the original sale price if certain future conditions exist. The maximum potential future payments that the Company could be required to make under these guarantees
waswere approximately
$31$49 million as of December 31,
2011.2014. As of both December 31,
20112014 and
2010,2013, the Company had no recognized liabilities in connection with these guarantees.
See Note 23 — Separation Adjustments and Transactions with Former Parent and Subsidiaries for contingent liabilities related to the Company’s Separation.
18. | |
| 18. | Accumulated Other Comprehensive Income |
The components of AOCI
is comprised of the following components (net of tax)are as
of December 31: | | | | | | | | |
| | | 2011 | | | 2010 | |
Foreign currency translation adjustments | | $ | 141 | | | $ | 171 | |
Unrealized losses on cash flow hedges | | | (10 | ) | | | (15 | ) |
Defined benefit pension plans | | | (3 | ) | | | (1 | ) |
| | | | | | | | |
Total AOCI(*) | | $ | 128 | | | $ | 155 | |
| | | | | | | | |
(*) | Includes $40 million of tax benefit for both 2011 and 2010.
|
Foreign currencyfollows:
|
| | | | | | | | | | | | | | | |
| Pretax | Foreign Currency Translation Adjustments | | Unrealized Gains/(Losses) on Cash Flow Hedges | | Defined Benefit Pension Plans | | AOCI |
| Balance as of December 31, 2011 | $ | 108 |
| | $ | (16 | ) | | $ | (4 | ) | | $ | 88 |
|
| Period change | 29 |
| | 7 |
| | (4 | ) | | 32 |
|
| Balance as of December 31, 2012 | 137 |
| | (9 | ) | | (8 | ) | | 120 |
|
| Period change | (26 | ) | | 1 |
| | 4 |
| | (21 | ) |
| Balance as of December 31, 2013 | 111 |
| | (8 | ) | | (4 | ) | | 99 |
|
| Period change | (124 | ) | | — |
| | (8 | ) | | (132 | ) |
| Balance as of December 31, 2014 | $ | (13 | ) | | $ | (8 | ) | | $ | (12 | ) | | $ | (33 | ) |
|
| | | | | | | | | | | | | | | |
| Tax | Foreign Currency Translation Adjustments | | Unrealized Gains/(Losses) on Cash Flow Hedges | | Defined Benefit Pension Plans | | AOCI |
| Balance as of December 31, 2011 | $ | 33 |
| | $ | 6 |
| | $ | 1 |
| | $ | 40 |
|
| Period change | (8 | ) | | (2 | ) | | 1 |
| | (9 | ) |
| Balance as of December 31, 2012 | 25 |
| | 4 |
| | 2 |
| | 31 |
|
| Period change | (7 | ) | | — |
| | (1 | ) | | (8 | ) |
| Balance as of December 31, 2013 | 18 |
| | 4 |
| | 1 |
| | 23 |
|
| Period change | 32 |
| | — |
| | 2 |
| | 34 |
|
| Balance as of December 31, 2014 | $ | 50 |
| | $ | 4 |
| | $ | 3 |
| | $ | 57 |
|
|
| | | | | | | | | | | | | | | |
| Net of Tax | Foreign Currency Translation Adjustments | | Unrealized Gains/(Losses) on Cash Flow Hedges | | Defined Benefit Pension Plans | | AOCI |
| Balance as of December 31, 2011 | $ | 141 |
| | $ | (10 | ) | | $ | (3 | ) | | $ | 128 |
|
| Period change | 21 |
| | 5 |
| | (3 | ) | | 23 |
|
| Balance as of December 31, 2012 | 162 |
| | (5 | ) | | (6 | ) | | 151 |
|
| Period change | (33 | ) | | 1 |
| | 3 |
| | (29 | ) |
| Balance as of December 31, 2013 | 129 |
| | (4 | ) | | (3 | ) | | 122 |
|
| Period change | (92 | ) | | — |
| | (6 | ) | | (98 | ) |
| Balance as of December 31, 2014 | $ | 37 |
| | $ | (4 | ) | | $ | (9 | ) | | $ | 24 |
|
Currency translation adjustments exclude income taxes related to investments in foreign subsidiaries where the Company intends to reinvest the undistributed earnings indefinitely in those foreign operations.
19. | |
| 19. | Stock-Based Compensation |
The Company has a stock-based compensation plan available to grant
non-qualified stock options, incentive stock options,RSUs, SSARs,
restricted stock, RSUs, PSUs and other stock or cash-based awards to key employees, non-employee directors, advisors and consultants. Under the Wyndham Worldwide Corporation 2006 Equity and Incentive Plan,
which wasas amended,
and restated as a result of shareholders’ approval at the May 12, 2009 annual meeting of shareholders and further amended as a result of shareholders’ approval at the May 13, 2010 annual meeting of shareholders, a maximum of 36.7 million shares of common stock may be awarded. As of December 31,
2011, 15.12014, 16.7 million shares remained available.
Incentive Equity Awards Granted by the Company
The activity related to incentive equity awards granted by the Company for the year ended December 31, 20112014 consisted of the following: | | | | | | | | | | | | | | | | |
| | | RSUs | | | SSARs | |
| | | Number
of RSUs | | | Weighted
Average
Grant Price | | | Number
of SSARs | | | Weighted
Average
Exercise Price | |
Balance as of December 31, 2010 | | | 6.9 | | | $ | 12.35 | | | | 2.2 | | | $ | 21.28 | |
Granted | | | 1.5 | (b) | | | 30.66 | | | | 0.1 | (b) | | | 30.61 | |
Vested/exercised | | | (2.9 | )(c) | | | 11.61 | | | | (0.1 | ) | | | 29.49 | |
Canceled | | | (0.5 | ) | | | 14.95 | | | | — | | | | — | |
| | | | | | | | | | | | | | | | |
Balance as of December 31, 2011(a) | | | 5.0 | (d) | | | 18.02 | | | | 2.2 | (e) | | | 21.28 | |
| | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | | |
| | RSUs | | PSUs | | SSARs |
| | Number of RSUs | | Weighted Average Grant Price | | Number of PSUs | | Weighted Average Grant Price | | Number of SSARs | | Weighted Average Exercise Price |
| Balance as of December 31, 2013 | 2.6 |
| | $ | 43.11 |
| | 0.8 |
| | $ | 43.36 |
| | 1.1 |
| | $ | 21.43 |
|
Granted (a) | 0.7 |
| | 73.07 |
| | 0.2 |
| | 72.97 |
| | 0.1 |
| | 72.97 |
|
| Vested/exercised | (1.2 | ) | | 36.76 |
| | (0.3 | ) | | 30.61 |
| | (0.5 | ) | | 3.69 |
|
| Canceled | (0.1 | ) | | 53.09 |
| | — |
| | — |
| | — |
| | — |
|
| Balance as of December 31, 2014 | 2.0 |
| (b)(c) | 57.13 |
| | 0.7 |
| (d) | 57.99 |
| | 0.7 |
| (b)(e) | 40.09 |
|
| |
(a) | Primarily represents awards granted by the Company on February 27, 2014. |
| |
(b) | Aggregate unrecognized compensation expense related to RSUs and SSARs and RSUs was $63$83 million as of December 31, 20112014, which is expected to be recognized over a weighted average period of 2.62.5 years. |
(b) | Primarily represents awards granted by the Company on February 24, 2011.
|
(c) | The intrinsic value of RSUs vested during 2011, 2010 and 2009 was $92 million, $73 million and $12 million, respectively.
|
(d) | Approximately 4.71.9 million RSUs outstanding as of December 31, 20112014 are expected to vest over time. |
| |
(e)(d)
| Maximum aggregate unrecognized compensation expense was $20 million as of December 31, 2014. |
| |
(e) | Approximately 1.6 million of the 2.20.5 million SSARs wereare exercisable as of December 31, 2011.2014. The Company assumes that theall unvested SSARs are expected to vest over time. SSARs outstanding as of December 31, 20112014 had an intrinsic value of $36$33 million and have a weighted average remaining contractual life of 2.6 years. |
During
2011, 20102014, 2013 and
2009,2012, the Company
issuedgranted incentive equity awards totaling
$47$54 million,
$45$54 million and
$27$51 million, respectively, to the Company’s key employees and senior officers in the form of RSUs and SSARs. The
20112014, 2013 and
20102012 awards
will vest ratably over a period of four years. A portion of the 2009 awards will vest over a period of three years and the remaining portion will vest ratably over a period of four years. In addition, during
2011,2014, 2013 and 2012, the Company approved
a grantgrants of incentive equity awards totaling
$11$14 million,
$14 million and $12 million respectively, to key employees and senior officers of
Wyndhamthe Company in the form of PSUs. These awards cliff vest on the third anniversary of the grant date, contingent upon the Company achieving certain performance metrics.
As of December 31, 2011, there were approximately 350,000 PSUs outstanding with an aggregate unrecognized compensation expense of $8 million.
The fair value of SSARs granted by the Company during
2011, 20102014, 2013 and
20092012 was estimated on the date of
the grant using the Black-Scholes option-pricing model with the
relevant weighted average assumptions outlined in the table below. Expected volatility is based on both historical and implied volatilities of
(i) the Company’s stock
and (ii) the stock of comparable companies over the estimated expected life of the SSARs. The expected life represents the period of time the SSARs are expected to be outstanding and is based on
historical experience given consideration to the
“simplified method,” as defined in Staff Accounting Bulletin 110.contractual terms and vesting periods of the SSARs. The risk free interest rate is based on yields on U.S. Treasury strips with a maturity similar to the estimated expected life of the SSARs. The projected dividend yield was based on the Company’s anticipated annual dividend divided by the
twelve-month target price of the Company’s stock on the date of the grant.
| | | | | | | | | | | | |
| | | SSARs Issued on | |
| | | 2/24/2011 | | | 2/24/2010 | | | 2/27/2009 | |
Grant date fair value | | $ | 11.22 | | | $ | 8.66 | | | $ | 2.02 | |
Grant date strike price | | $ | 30.61 | | | $ | 24.84 | | | $ | 3.69 | |
Expected volatility | | | 50.83% | | | | 53.0% | | | | 81.0% | |
Expected life | | | 4.25 yrs. | | | | 4.25 yrs. | | | | 4.00 yrs. | |
Risk free interest rate | | | 1.85% | | | | 2.07% | | | | 1.95% | |
Projected dividend yield | | | 1.96% | | | | 2.10% | | | | 1.60% | |
|
| | | | | | | | | | | |
| | SSARs Issued on |
| | 2/27/2014 | | 2/28/2013 | | 3/1/2012 |
| Grant date fair value | $ | 20.36 |
| | $ | 19.93 |
| | $ | 15.34 |
|
| Grant date strike price | $ | 72.97 |
| | $ | 60.24 |
| | $ | 44.57 |
|
| Expected volatility | 35.86 | % | | 44.56 | % | | 43.34 | % |
| Expected life | 5.1 years |
| | 5 years |
| | 6 years |
|
| Risk free interest rate | 1.54 | % | | 0.80 | % | | 1.21 | % |
| Projected dividend yield | 1.92 | % | | 1.93 | % | | 2.06 | % |
Stock-Based Compensation Expense
The Company recorded stock-based compensation expense of $42$57 million, $39$53 million and $37$41 million during 2011, 20102014, 2013 and 20092012, respectively, related to the incentive equity awards granted to employees by the Company. The Company recognized $16 million, $15 million and $10 million of a net tax benefit of $23 million, $21 million and $16 millionduring 2011, 20102014, 2013 and 2009,2012, respectively, for stock-based compensation arrangements on the Consolidated Statements of Income. During May 2009,2014, 2013 and 2012, the Company recorded a $4 million charge toincreased its provision for income taxes related to additional vesting of RSUs as there was no pool of excess tax benefits available to absorb tax deficiencies (“APIC Pool”). During 2010 and 2011, the Company increased its APIC Pool by $12$34 million, $15 million and $18$33 million, respectively, due to the vesting of RSUs, PSUs and exercise of stock options.SSARs. As of December 31, 2011,2014, the Company’s APIC Pool balance was $30$112 million.
The Company
withheldpaid $64 million, $31 million
$24 million and
$1$55 million of taxes for the net share settlement of incentive equity awards during
2011, 20102014, 2013 and
2009,2012, respectively. Such amounts are included
in other, net within financing activities on the Consolidated Statements of Cash Flows.
Incentive Equity Awards Conversion
Prior to August 1, 2006, all employee stock awards (stock options and RSUs) were granted by Cendant. At the time of Separation, a portion of Cendant’s outstanding equity awards were converted into equity awards of
the Company at a ratio of one share of the Company’s common stock for every five shares of Cendant’s common stock. As a result, the Company issued approximately 2 million RSUs and approximately 24 million stock options upon completion of the conversion of existing Cendant equity awards into Wyndham equity awards. On August 1, 2006, all 2 million converted RSUs vested and, as such, there are no converted RSUs outstanding as of such date. As of December 31, 2011, there were 1.7 million converted stock options outstanding.
The activity related to the converted stock options for the year ended December 31, 2011 consisted of the following:
| | | | | | | | |
| | | Number of
Options | | | Weighted
Average
Exercise Price | |
Balance as of December 31, 2010 | | | 2.6 | | | $ | 36.75 | |
Exercised(a) | | | (0.4 | ) | | | 27.66 | |
Canceled | | | (0.5 | ) | | | 36.16 | |
| | | | | | | | |
Balance as of December 31, 2011(b) | | | 1.7 | | | | 38.92 | |
| | | | | | | | |
(a) | Stock options exercised during 2011, 2010 and 2009 had an intrinsic value of $2 million, $13 million and $0, respectively.
|
(b)20. | As of December 31, 2011, the Company had 0.2 million outstanding “in the money” stock options with an aggregate intrinsic value of $1.4 million. All 1.7 million options were exercisable as of December 31, 2011. Options outstanding and exercisable as of December 31, 2011 have a weighted average remaining contractual life of 0.2 years.
|
The following table summarizes information regarding the outstanding and exercisable converted stock options as of December 31, 2011:
| | | | | | | | |
| | | Number
of Options | | | Weighted
Average
Exercise Price | |
$20.00 – $29.99 | | | 0.1 | | | $ | 27.25 | |
$30.00 – $39.99 | | | 0.4 | | | | 39.06 | |
$40.00 & above | | | 1.2 | | | | 40.14 | |
| | | | | | | | |
Total Options | | | 1.7 | | | | 38.92 | |
| | | | | | | | |
20. | Employee Benefit Plans |
Defined Contribution Benefit Plans
Wyndham sponsors a domestic defined contribution savings plan and a domestic deferred compensation plan that provide certain eligible employees of the Company an opportunity to accumulate funds for retirement. The Company matches the contributions of participating employees on the basis specified by each plan. The Company’s cost for these plans was
$24$31 million,
$21$28 million and
$19$27 million during
2011, 20102014, 2013 and
2009,2012, respectively.
In addition, the Company contributes to several foreign employee benefit contributory plans which also provide eligible employees with an opportunity to accumulate funds for retirement. The Company’s contributory cost for these plans was
$21 million, $22 million and $19 million
$16 millionduring 2014, 2013 and
$14 million during 2011, 2010 and 2009,2012, respectively.
Defined Benefit Pension Plans
The Company sponsors defined benefit pension plans for certain foreign subsidiaries. Under these plans, benefits are based on an employee’s years of credited service and a percentage of final average compensation or as otherwise described by the plan. As of December 31, 20112014 and 2010,2013, the Company’s net pension liability of $13$19 million and $11$15 million, respectively, is fully recognizedreported as other non-current liabilities on the Consolidated Balance Sheets. As of December 31, 2011,2014, the Company recorded $1$2 million and $5$13 million, respectively, within AOCI on the Consolidated Balance Sheet as an unrecognized prior service credit and unrecognized loss.loss, respectively. As ofDecember 31, 2010,2013, the Company recorded $1$2 million and $2$7 million respectively, within AOCI on the Consolidated Balance Sheet as an unrecognized prior service credit and unrecognized loss.loss, respectively.
The Company’s policy is to contribute amounts sufficient to meet minimum funding requirements as set forth in employee benefit and tax laws plus such additional amounts that the Company determines to be appropriate. During
2011, 20102014, 2013 and
2009,2012, the Company recorded pension expense of $3 million,
$2$4 million and
$2 million.$3 million, respectively.
21. | |
| 21. | Segment Information |
The reportable segments presented below represent the Company’s operating segments for which
discreteseparate financial information is available and which
areis utilized on a regular basis by its chief operating decision maker to assess performance and to allocate resources. In identifying its reportable segments, the Company also considers the nature of services provided by its operating segments. Management evaluates the operating results of each of its reportable segments based upon
net revenues and
“EBITDA,”“EBITDA”, which is defined as net income before depreciation and amortization, interest expense (excluding consumer financing interest),
early extinguishment of debt, interest income (excluding consumer financing interest) and income taxes, each of which is presented on the Consolidated Statements of Income. The Company believes that EBITDA is a useful measure of performance for
the Company’sits industry segments which, when considered with GAAP measures, the Company believes gives a more complete understanding of
the Company’sits operating performance. The Company’s presentation of EBITDA may not be comparable to similarly-titled measures used by other companies.
YEAR ENDED
YEAR ENDED OR
ASOF DECEMBER DECEMBER 31,
2011 | | | | | | | | | | | | | | | | | | | | |
| | | Lodging | | | Vacation
Exchange
and Rentals | | | Vacation
Ownership | | | Corporate
and
Other (b) | | | Total | |
Net revenues(a) | | $ | 749 | | | $ | 1,444 | | | $ | 2,077 | | | $ | (16) | | | $ | 4,254 | |
EBITDA | | | 157 | (c) | | | 368 | (d) | | | 515 | (e) | | | (84) | (f) | | | 956 | |
Depreciation and amortization | | | 44 | | | | 80 | | | | 38 | | | | 16 | | | | 178 | |
Segment assets | | | 1,662 | | | | 2,619 | | | | 4,688 | | | | 54 | | | | 9,023 | |
Capital expenditures | | | 85 | | | | 89 | | | | 37 | | | | 28 | | | | 239 | |
YEAR ENDED2014
|
| | | | | | | | | | | | | | | | | | | |
| | Lodging | | Vacation Exchange and Rentals | | Vacation Ownership | | Corporate and Other (c) | | Total |
Net revenues (a) (b) | $ | 1,101 |
| | $ | 1,604 |
| | $ | 2,638 |
| | $ | (62 | ) | | $ | 5,281 |
|
| EBITDA | 327 |
| | 335 |
| | 660 |
| | (141 | ) | | 1,181 |
|
| Depreciation and amortization | 61 |
| | 96 |
| | 47 |
| | 29 |
| | 233 |
|
| Segment assets | 1,835 |
| | 2,703 |
| | 4,856 |
| | 285 |
| | 9,679 |
|
| Capital expenditures | 55 |
| | 74 |
| | 85 |
| | 21 |
| | 235 |
|
YEAR ENDED OR
ASOF DECEMBER DECEMBER 31,
2010 | | | | | | | | | | | | | | | | | | | | |
| | | Lodging | | | Vacation
Exchange
and Rentals | | | Vacation
Ownership | | | Corporate
and
Other (b) | | | Total | |
Net revenues(a) | | $ | 688 | | | $ | 1,193 | | | $ | 1,979 | | | $ | (9) | | | $ | 3,851 | |
EBITDA | | | 189 | (g) | | | 293 | (h) | | | 440 | (i) | | | (24) | (f) | | | 898 | |
Depreciation and amortization | | | 42 | | | | 68 | | | | 46 | | | | 17 | | | | 173 | |
Segment assets | | | 1,659 | | | | 2,578 | | | | 4,893 | | | | 286 | | | | 9,416 | |
Capital expenditures | | | 35 | | | | 92 | | | | 31 | | | | 9 | | | | 167 | |
YEAR ENDED2013
|
| | | | | | | | | | | | | | | | | | | |
| | Lodging | | Vacation Exchange and Rentals | | Vacation Ownership | | Corporate and Other (c) | | Total |
Net revenues (a) (b) | $ | 1,027 |
| | $ | 1,526 |
| | $ | 2,515 |
| | $ | (59 | ) | | $ | 5,009 |
|
| EBITDA | 279 |
| | 356 |
| | 619 |
| | (122 | ) | | 1,132 |
|
| Depreciation and amortization | 54 |
| | 87 |
| | 47 |
| | 28 |
| | 216 |
|
| Segment assets | 1,843 |
| | 2,878 |
| | 4,812 |
| | 208 |
| | 9,741 |
|
| Capital expenditures | 51 |
| | 81 |
| | 66 |
| | 40 |
| | 238 |
|
YEAR ENDED OR
ASOF DECEMBER DECEMBER 31,
2009 | | | | | | | | | | | | | | | | | | | | |
| | | Lodging | | | Vacation
Exchange
and Rentals | | | Vacation
Ownership | | | Corporate
and
Other(b) | | | Total | |
Net revenues(a) | | $ | 660 | | | $ | 1,152 | | | $ | 1,945 | | | $ | (7 | ) | | $ | 3,750 | |
EBITDA (j) | | | 175 | (k) | | | 287 | | | | 387 | (i) | | | (71 | )(f) | | | 778 | |
Depreciation and amortization | | | 41 | | | | 63 | | | | 54 | | | | 20 | | | | 178 | |
Segment assets | | | 1,564 | | | | 2,358 | | | | 5,152 | | | | 278 | | | | 9,352 | |
Capital expenditures | | | 29 | | | | 46 | | | | 29 | | | | 31 | | | | 135 | |
|
| | | | | | | | | | | | | | | | | | | |
| | Lodging | | Vacation Exchange and Rentals | | Vacation Ownership | | Corporate and Other (c) | | Total |
Net revenues (a) | $ | 890 |
| | $ | 1,422 |
| | $ | 2,269 |
| | $ | (47 | ) | | $ | 4,534 |
|
| EBITDA | 272 |
| | 328 |
| | 549 |
| | (104 | ) | | 1,045 |
|
| Depreciation and amortization | 47 |
| | 80 |
| | 38 |
| | 20 |
| | 185 |
|
| Segment assets | 1,757 |
| | 2,703 |
| | 4,853 |
| | 150 |
| | 9,463 |
|
| Capital expenditures | 40 |
| | 77 |
| | 69 |
| | 22 |
| | 208 |
|
| |
(a) | Transactions between segmentsIncludes $41 million, $39 million and $34 million of intersegment trademark fees within the Company’s Lodging segment during 2014, 2013 and 2012, respectively, which are recorded at fair value and eliminated in consolidation. Inter-segment net revenues were not significant toCorporate and Other. Such fees are offset in expenses primarily at the net revenues of any one segment.
Company’s Vacation Ownership segment |
| |
(b) | Includes $7 million and $6 million of hotel management reimbursable revenues which were charged to the Company’s Vacation Ownership segment during 2014 and 2013, respectively, and are eliminated in Corporate and Other. |
| |
(c) | Includes the elimination of transactions between segments. |
(c) | Includes non-cash impairment charges of $44 million primarily related to the write-down of certain franchise and management agreements and development advance notes and $13 million related to a write-down of an international joint venture at the Company’s lodging business.
|
(d) | Includes (i) a $31 million net benefit resulting from a refund of value-added taxes, (ii) $7 million of restructuring costs incurred in connection with a strategic initiative commenced by the Company during 2010 and (iii) a $4 million charge related to the write-off of foreign exchange translation adjustments associated with the liquidation of a foreign entity.
|
(e) | Includes a $1 million benefit for the reversal of costs incurred as a result of various strategic initiatives commenced by the Company during 2008.
|
(f) | Includes $100 million, $78 million and $64 million of corporate costs during 2011, 2010 and 2009, respectively, and $16 million and $54 million of a net benefit and $6 million of a net expense related to the resolution of and adjustment to certain contingent liabilities and assets during 2011, 2010 and 2009, respectively.
|
(g) | Includes $1 million related to costs incurred in connection with the Company’s acquisition of the Tryp hotel brand during June 2010.
|
(h) | Includes (i) restructuring costs of $9 million and (ii) $6 million related to costs incurred in connection with the Company’s acquisitions of Hoseasons during March 2010, ResortQuest during September 2010 and James Villa Holidays during November 2010.
|
(i) | Includes a non-cash impairment charge of $4 million and $9 million during 2010 and 2009, respectively, to reduce the value of certain vacation ownership properties and related assets held for sale that are no longer consistent with the Company’s development plans.
|
(j) | Includes restructuring costs of $3 million, $6 million, $37 million and $1 million for Lodging, Vacation Exchange and Rentals, Vacation Ownership and Corporate and Other, respectively.
|
(k) | Includes a non-cash impairment charge of $6 million to reduce the value of an underperforming joint venture in the Company’s hotel management business.
|
Provided below is a reconciliation of EBITDA to
net income
before income taxes. | | | | | | | | | | | | |
| | | Year Ended December 31, | |
| | | 2011 | | | 2010 | | | 2009 | |
EBITDA | | $ | 956 | | | $ | 898 | | | $ | 778 | |
Depreciation and amortization | | | 178 | | | | 173 | | | | 178 | |
Interest expense | | | 152 | | | | 167 | | | | 114 | |
Interest income | | | (24 | ) | | | (5 | ) | | | (7 | ) |
| | | | | | | | | | | | |
Income before income taxes | | $ | 650 | | | $ | 563 | | | $ | 493 | |
| | | | | | | | | | | | |
attributable to Wyndham shareholders.
|
| | | | | | | | | | | |
| | Year Ended December 31, |
| | 2014 | | 2013 | | 2012 |
| EBITDA | $ | 1,181 |
| | $ | 1,132 |
| | $ | 1,045 |
|
| Depreciation and amortization | 233 |
| | 216 |
| | 185 |
|
| Interest expense | 113 |
| | 131 |
| | 132 |
|
| Early extinguishment of debt | — |
| | 111 |
| | 108 |
|
| Interest income | (10 | ) | | (9 | ) | | (8 | ) |
| Income before income taxes | 845 |
| | 683 |
| | 628 |
|
| Provision for income taxes | 316 |
| | 250 |
| | 229 |
|
| Net income | 529 |
| | 433 |
| | 399 |
|
| Net (income)/loss attributable to noncontrolling interest | — |
| | (1 | ) | | 1 |
|
| Net income attributable to Wyndham shareholders | $ | 529 |
| | $ | 432 |
| | $ | 400 |
|
The geographic segment information provided below is classified based on the geographic location of the Company’s subsidiaries.
| | | | | | | | | | | | | | | | | | | | |
| | | United
States | | | United
Kingdom | | | Netherlands | | | All Other
Countries | | | Total | |
Year Ended or As of December 31, 2011 | | | | | | | | | | | | | | | | | | | | |
Net revenues | | $ | 3,037 | | | $ | 281 | | | $ | 271 | | | $ | 665 | | | $ | 4,254 | |
Net long-lived assets | | | 2,654 | | | | 420 | | | | 339 | | | | 314 | | | | 3,727 | |
| | | | | |
Year Ended or As of December 31, 2010 | | | | | | | | | | | | | | | | | | | | |
Net revenues | | $ | 2,864 | | | $ | 174 | | | $ | 242 | | | $ | 571 | | | $ | 3,851 | |
Net long-lived assets | | | 2,595 | | | | 419 | | | | 367 | | | | 312 | | | | 3,693 | |
| | | | | |
Year Ended or As of December 31, 2009 | | | | | | | | | | | | | | | | | | | | |
Net revenues | | $ | 2,863 | | | $ | 143 | | | $ | 209 | | | $ | 535 | | | $ | 3,750 | |
Net long-lived assets | | | 2,468 | | | | 218 | | | | 395 | | | | 309 | | | | 3,390 | |
|
| | | | | | | | | | | | | | | | | | | | |
| | | United States | | United Kingdom | | Netherlands | | All Other Countries | | Total |
| Year Ended or As of December 31, 2014 | | | | | | | | | | |
| Net revenues | | $ | 3,892 |
| | $ | 298 |
| | $ | 276 |
| | $ | 815 |
| | $ | 5,281 |
|
| Net long-lived assets | | 3,011 |
| | 433 |
| | 317 |
| | 404 |
| | 4,165 |
|
| Year Ended or As of December 31, 2013 | | | | | | | | | | |
| Net revenues | | $ | 3,765 |
| | $ | 266 |
| | $ | 250 |
| | $ | 728 |
| | $ | 5,009 |
|
| Net long-lived assets | | 3,066 |
| | 459 |
| | 372 |
| | 400 |
| | 4,297 |
|
| Year Ended or As of December 31, 2012 | | | | | | | | | | |
| Net revenues | | $ | 3,340 |
| | $ | 258 |
| | $ | 255 |
| | $ | 681 |
| | $ | 4,534 |
|
| Net long-lived assets | | 2,873 |
| | 435 |
| | 351 |
| | 388 |
| | 4,047 |
|
22. | |
| 22. | Restructuring and Impairments |
2010 RESTRUCTURING PLAN
2014 Restructuring Plans
During 2010,2014, the Company committed to a strategic realignment initiativerestructuring initiatives at its vacation exchange and rentals and lodging businesses, primarily focused on improving the alignment of the organizational structure of each business targeted at reducing costs, primarily impacting the operations at certain vacation exchange call centers. During 2011,with their strategic objectives. In connection with these initiatives, the Company incurred $7recorded $6 million of personnel-related costs, a $5 million non-cash charge to write-off information technology assets and $1 million of costs and reduced its liability with $9 millionrelated to contract terminations. As of cash payments. The remainingDecember 31, 2014, the Company had a liability of $7 million, which is expected to be paid in cash; $6cash primarily by the end of 2015.
2013 Restructuring Plan
During 2013, the Company committed to an organizational realignment initiative at its lodging business, primarily focused on optimizing its marketing structure. In connection with this initiative, the Company recorded $8 million of
facility-related by the first quarter of 2020personnel-related costs and $1 million of
personnel-related by the third quarter of 2012. During 2010, the Company incurred $9 million of costs. As of December 31, 2011, the Company has incurred $16 million of expensescosts related to
the 2010 restructuring plan.2008 RESTRUCTURING PLAN
contract terminations, of which $2 million was paid in cash and $1 million was non-cash. During 2008, the Company committed to various strategic realignment initiatives targeted principally at reducing costs, enhancing organizational efficiency, reducing the Company’s need to access the asset-backed securities market and consolidating and rationalizing existing processes and facilities. During 2011,2014, the Company reduced its liability with $7$5 million of cash payments and reversed $1 million of previously recorded contract termination costs.
2012 Restructuring Plans
During 2012, the Company committed to an organizational realignment initiative at its vacation exchange and rentals business, primarily focused on consolidating existing processes and optimizing its structure. Also during 2012, the Company implemented an organizational realignment initiative at its vacation ownership business, targeting the elimination of business function redundancies resulting from the Shell acquisition. During 2012, the Company incurred costs of $7 million and reduced its liability with cash payments of $1 million. During 2013, the Company (i) reduced its liability with $5 million of cash payments, (ii) recorded $2 million of additional facility-related expenses. The remainingexpenses, (iii) increased its liability with $1 million of a non-cash adjustment associated with a facility closure and (iv) reversed $1 million of previously recorded personnel costs. During 2014, the Company reduced its liability with cash payments of $1 million. As of December 31, 2014, the Company had a liability of $3$2 million, all of which is facility-related, is expected to be paid in cash by January 2017. From the commencement of the 2012 restructuring plans through December 2013. During 2010,31, 2014, the Company reduced its liability with $11 million in cash payments. During 2009, the Company recorded $47has incurred a total of $8 million of incremental restructuring costs and reduced its liabilityexpenses in connection with $50 million in cash payments and $15 million of other non-cash items. such plans.
As of December 31,
2011,2014, the Company
has incurred $124had a remaining liability of $2 million
of expenses related to
the 2008 restructuring plan.Total costs associated with the 2008its 2010 restructuring plan, all of which is facility-related.
The table below includes activity for
prior restructuring plans that are immaterial to the
year ended December 31, 2009 are summarized by segment as follows: | | | | | | | | | | | | | | | | | | | | |
| | | Personnel
Related (a) | | | Facility
Related (b) | | | Asset Write-
off’s/Impairments (c) | | | Contract
Termination (d) | | | Total | |
Lodging | | $ | 3 | | | $ | — | | | $ | — | | | $ | — | | | $ | 3 | |
Vacation Exchange and Rentals | | | 5 | | | | 1 | | | | — | | | | — | | | | 6 | |
Vacation Ownership | | | 1 | | | | 21 | | | | 14 | | | | 1 | | | | 37 | |
Corporate | | | 1 | | | | — | | | | — | | | | — | | | | 1 | |
| | | | | | | | | | | | | | | | | | | | |
Total | | $ | 10 | | | $ | 22 | | | $ | 14 | | | $ | 1 | | | $ | 47 | |
| | | | | | | | | | | | | | | | | | | | |
(a) | Represents severance benefits resulting from reductions of approximately 370 in staff. The Company formally communicated the termination of employment to all 370 employees, representing a wide range of employee groups. As of December 31, 2009, the Company had terminated all of these employees.
|
(b) | Primarily related to the termination of leases of certain sales offices.
|
(c) | Primarily related to the write-off of assets from sales office closures and cancelled development projects.
|
(d) | Primarily represents costs incurred in connection with the termination of a property development contract.
|
Company. The activity related to costs associated with the 2008 and 2010 restructuring plans is summarized by category as follows:
| | | | | | | | | | | | | | | | | | | | |
| | | Liability as of
December 31,
2008 | | | Costs
Recognized | | | Cash
Payments | | | Other
Non-cash | | | Liability as of
December 31,
2009 | |
Personnel-Related | | $ | 27 | | | $ | 10 | | | $ | (34) | | | $ | — | | | $ | 3 | |
Facility-Related | | | 13 | | | | 22 | | | | (16) | | | | (1 | ) | | | 18 | |
Asset Impairments | | | — | | | | 14 | | | | — | | | | (14 | ) | | | — | |
Contract Terminations | | | — | | | | 1 | | | | — | | | | — | | | | 1 | |
| | | | | | | | | | | | | | | | | | | | |
| | $ | 40 | | | $ | 47 | | | $ | (50) | | | $ | (15 | ) | | $ | 22 | |
| | | | | | | | | | | | | | | | | | | | |
| | | | | |
| | | Liability as of
December 31,
2009 | | | Costs
Recognized | | | Cash
Payments | | | Other
Non-cash | | | Liability as of
December 31,
2010 | |
Personnel-Related | | $ | 3 | | | $ | 9 | (a) | | $ | (3) | | | $ | — | | | $ | 9 | |
Facility-Related | | | 18 | | | | — | | | | (7) | | | | — | | | | 11 | |
Contract Terminations | | | 1 | | | | — | | | | (1) | | | | — | | | | — | |
| | | | | | | | | | | | | | | | | | | | |
| | $ | 22 | | | $ | 9 | | | $ | (11) | | | | — | | | $ | 20 | |
| | | | | | | | | | | | | | | | | | | | |
| | | | | |
| | | Liability as of
December 31,
2010 | | | Costs
Recognized | | | Cash
Payments | | | Other
Non-cash | | | Liability as of
December 31,
2011 | |
Personnel-Related | | $ | 9 | | | $ | — | | | $ | (8) | | | $ | — | | | $ | 1 | |
Facility-Related | | | 11 | | | | 6 | (b) | | | (8) | | | | — | | | | 9 | |
| | | | | | | | | | | | | | | | | | | | |
| | $ | 20 | | | $ | 6 | | | $ | (16) | | | $ | — | | | $ | 10 | |
| | | | | | | | | | | | | | | | | | | | |
|
| | | | | | | | | | | | | | | | | | | |
| | Liability as of December 31, 2011 | | Costs Recognized | | Cash Payments | | Other | | Liability as of December 31, 2012 |
| Personnel-Related | $ | 1 |
| | $ | 7 |
| (a) | $ | (2 | ) | | $ | — |
| | $ | 6 |
|
| Facility-Related | 9 |
| | — |
| | (4 | ) | | — |
| | 5 |
|
| | $ | 10 |
| | $ | 7 |
| | $ | (6 | ) | | $ | — |
| | $ | 11 |
|
| | | | | | | | | | |
| | Liability as of December 31, 2012 | | Costs Recognized | | Cash Payments | | Other | | Liability as of December 31, 2013 |
| Personnel-Related | $ | 6 |
| | $ | 8 |
| (b) | $ | (6 | ) | | $ | (2 | ) | (e) | $ | 6 |
|
| Facility-Related | 5 |
| | 2 |
| | (4 | ) | | 1 |
| (f) | 4 |
|
| Contract Terminations | — |
| | 1 |
| | — |
| | — |
| | 1 |
|
| | $ | 11 |
| | $ | 11 |
| | $ | (10 | ) | | $ | (1 | ) | | $ | 11 |
|
| | | | | | | | | | |
| | Liability as of December 31, 2013 | | Costs Recognized | | Cash Payments | | Other | | Liability as of December 31, 2014 |
| Personnel-Related | $ | 6 |
| | $ | 6 |
| (c) | $ | (6 | ) | | $ | — |
| | $ | 6 |
|
| Facility-Related | 4 |
| | — |
| | — |
| | — |
| | 4 |
|
| Contract Terminations | 1 |
| | 1 |
| | — |
| | (1 | ) | (g) | 1 |
|
| Asset Impairment | — |
| | 5 |
| (d) | — |
| | (5 | ) | (d) | — |
|
| | $ | 11 |
| | $ | 12 |
| | $ | (6 | ) | | $ | (6 | ) | | $ | 11 |
|
| |
(a)(a)
| Represents severance benefitscosts of $5 million and $2 million at the Company’s vacation exchange and rentals and vacation ownership businesses, respectively, resulting from a reduction of approximately 330 in staff, primarily representing employees380 employees. |
| |
(b) | Represents severance costs incurred at the Company’s lodging business resulting from a call center.reduction of 105 employees. |
| |
(b)(c)
| Represents severance costs of $4 million and $2 million at the Company’s vacation exchange and rentals and lodging businesses, respectively, resulting from a reduction of 122 employees. |
| |
(d) | Represents the non-cash write-off of assets related to an information technology project at the Company’s vacation exchange and rentals business. |
| |
(e) | Includes $7$1 million of costs incurreda reversal of previously recorded expenses at the Company’s vacation exchange and rentals business and $1 million of a non-cash settlement at the Company’s lodging business. |
| |
(f) | Represents a non-cash adjustment to the liability at the Company’s vacation ownership business. |
| |
(g) | Represents a reversal of previously recorded expenses at the Company’s vacation ownershiplodging business. |
IMPAIRMENTS
Loss on Sale
During
2011,2014, the Company
recorded non-cash chargessold its U.K.-based camping business at its
lodgingvacation exchange and rentals business
for the write-down of (i) $30resulting in a $20 million
of management agreements, development advance notes and other receivables which are primarily due to operating and cash flow difficulties at several managed properties within the Wyndham Hotels and Resorts brand, (ii) $14 million of franchise and management agreements resulting from the loss of certain properties which were part of the 2005 acquisition of the Wyndham Hotels and Resorts brand and (iii) a $13 million investment in an international joint venture due to an impairment of cash flows asloss. As a result of
this transaction, the
Company’s partner having an indirect relationship with the Libyan government.Company received $1 million of cash, net, reduced its net assets by $11 million, wrote-off $6 million of foreign currency translation adjustments and recorded a $4 million indemnification liability. Such
amounts areloss is recorded within
loss on sale and asset impairments on the Consolidated Statement of Income.
Impairments
During
2010,2014, the Company recorded a
$7 million non-cash
impairment charge
related to the write-down of
$4 million to impairan equity investment at its vacation exchange and rentals business which was the
result of a reduction in the fair value of
certain vacationthe entity in which the Company has a minority ownership
propertiesposition. In addition, the Company recorded an $8 million non-cash impairment charge at its lodging business related to the write-down of an investment in a joint venture, which was the result of the joint venture’s recurring losses and
related assets held fornegative operating cash flows. Such amounts are recorded within loss on sale
that are no longer consistent with the Company’s development plans. Such amount is recorded withinand asset impairments on the Consolidated Statement of Income.
During 2009,2013, the Company recorded (i)$8 million of non-cash impairment charges at its lodging business primarily related to a non-cash chargepartial write-down of $9 millionits Hawthorn trademark due to impair the value of certain vacation ownership properties and related assets held for sale that are no longer consistent with the Company’s development plans and (ii) a non-cash charge of $6 million to impair the value of an underperforming joint venturelower than anticipated growth in the Company’s hotel management business.brand. Such amounts areamount is recorded within loss on sale and asset impairments on the Consolidated Statement of Income.
During 2012, the Company recorded an $8 million non-cash impairment charge at its vacation exchange and rentals business resulting from the decision to rebrand the ResortQuest and Steamboat Resorts trade names to the Wyndham Vacation Rentals brand. Such amount is recorded within loss on sale and asset impairments on the Consolidated Statement of Income.
23. | |
| 23. | Separation Adjustments and Transactions with Former Parent andSubsidiaries |
Transfer of Cendant Corporate Liabilities and Issuanceof Guarantees to Cendant and Affiliates Pursuant to the Separation and Distribution Agreement, upon the distribution of the Company’s common stock to Cendant shareholders, the Company entered into certain guarantee commitments with Cendant (pursuant to the assumption of certain liabilities and the obligation to indemnify Cendant
and Realogy and travel distribution services (“Travelport”) for such liabilities) and guarantee commitments related to deferred compensation arrangements with each of Cendant and Realogy. These guarantee arrangements primarily relate to
certain contingent litigation liabilities, contingent tax liabilities, and Cendant contingent and other corporate liabilities, of which the Company assumed and is responsible for 37.5% while Realogy is responsible for the remaining 62.5%. The remaining amount of liabilities which were assumed by the Company in connection with the Separation was
$49$38 million and
$78$39 million as of December 31,
20112014 and
2010,2013, respectively. These amounts were comprised of
certain Cendant corporate liabilities which were recorded on the books of Cendant as well as additional liabilities which were established for guarantees issued at the date of Separation, related to
certain unresolved contingent matters and
certain others that could arise during the guarantee period. Regarding the guarantees, if any of the companies responsible for all or a portion of such liabilities were to default in its payment of costs or expenses related to any such liability, the Company would be responsible for a portion of the defaulting party or parties’ obligation(s). The Company also provided a default guarantee related to
certain deferred compensation arrangements related to
certain current and former senior officers and directors of Cendant, Realogy and Travelport. These arrangements
which are discussed in more detail below, have beenwere valued upon the Separation in accordance with the guidance for guarantees and recorded as liabilities on the Consolidated Balance Sheets. To the extent such recorded liabilities are not adequate to cover the ultimate payment amounts, such excess will be reflected as an expense to the results of operations in future periods.
As a result of the sale of Realogy on April 10, 2007,
Realogy’s senior debt credit rating was downgraded to below investment grade. Under the Separation Agreement, if Realogy
experienced such a change of control and suffered such a ratings downgrade, it was required to post a letter of credit in an amount acceptable to the Company and Avis Budget Group
(formerly known as Cendant) to satisfy
the fair value of Realogy’s indemnificationits obligations for the Cendant legacy contingent
liabilities inliabilities. As of December 31, 2014, the
event Realogy does not otherwise satisfy such obligations to the\extent they become due. On April 26, 2007, Realogy posted a $500 million irrevocable standby letter of credit from a major commercial bank in favor of Avis Budget Group and upon which demand may be made if Realogy does not otherwise satisfy its obligations for its share of the Cendant legacy contingent liabilities. The letter of credit can be adjusted from time to time based upon the outstanding contingent liabilities and has an expiration date of September 2013, subject to renewal and certain provisions. During December 2011, such letter of credit was reduced to $70$53 million. The posting of this letter of credit does not relieve or limit Realogy’s obligations for these liabilities.
As of December 31,
2011,2014, the
$49$38 million of Separation related liabilities is comprised of
$41$34 million for tax liabilities,
$3$1 million for liabilities of previously sold businesses of Cendant,
$3$1 million for other contingent and corporate liabilities and $2 million of liabilities where the calculated guarantee amount exceeded the contingent liability assumed at the
date of Separation.Separation Date. In connection with these liabilities,
$10as of December 31, 2014, $26 million is recorded in
accrued expenses and other current
due to former Parentliabilities and
subsidiaries and $37$12 million is recorded in
long-term due to former Parent and subsidiaries as of December 31, 2011other non-current liabilities on the Consolidated Balance Sheet. The Company will indemnify Cendant for these contingent liabilities and therefore any payments
would be made to the
third partythird-party would be through the former Parent.
The $2 million relating to guarantees is recorded in other current liabilities as of December 31, 2011 on the Consolidated Balance Sheet. The actual timing of payments relating to these liabilities is dependent on a variety of factors beyond the Company’s control. In addition,
as of December 31, 2011, the Company
has $3had $1 million of receivables due from former Parent and subsidiaries primarily relating to income taxes,
as of both December 31, 2014 and 2013, which is recorded in other current assets on the Consolidated Balance
Sheet. Such receivables totaled $4 million as of December 31, 2010.Following is a discussion of the liabilities on which the Company issued guarantees.
Sheets.Contingent tax liabilitiesPrior to the Separation, the Company and Realogy were included in the consolidated federal and state income tax returns of Cendant through the Separation date for the 2006 period then ended. The Company is generally liable for 37.5% of certain contingent tax liabilities. In addition, each of the Company, Cendant and Realogy may be responsible for 100% of certain of Cendant’s tax liabilities that will provide the responsible party with a future, offsetting tax benefit.
On July 15, 2010, Cendant and the IRS agreed to settle the IRS examination
Table of Cendant’s taxable years 2003 through 2006. The agreements with the IRS close the IRS examination for tax periods prior to the Separation Date. The agreements with the IRS also include a resolution with respect to the tax treatment of the Company’s timeshare receivables, which resulted in the acceleration of unrecognized deferred tax liabilities as of the Separation Date. In connection with reaching agreement with the IRS to resolve the contingent federal tax liabilities at issue, the Company entered into an agreement with Realogy to clarify each party’s obligations under the tax sharing agreement. Under the agreement with Realogy, among other things, the parties specified that the Company has sole responsibility for taxes and interest associated with the acceleration of timeshare receivables income previously deferred for tax purposes, while Realogy will not seek any reimbursement for the loss of a step up in basis of certain assets.During 2010, the Company received $10 million in payment from Realogy and paid $155 million for all such tax liabilities including the final interest payable to Cendant, who is the taxpayer. As of December 31, 2011, the Company’s accrual for outstanding Cendant contingent tax liabilities was $41 million, which relates to legacy state and foreign tax issues that are expected to be resolved in the next few years.
Contents
24. | |
| 24. | Selected Quarterly Financial Data —- (unaudited) |
Provided below is selected unaudited quarterly financial data for 20112014 and 2010. | | | | | | | | | | | | | | | | |
| | | 2011 | |
| | | First | | | Second | | | Third | | | Fourth | |
Net revenues | | | | | | | | | | | | | | | | |
Lodging | | $ | 149 | | | $ | 190 | | | $ | 222 | | | $ | 188 | |
Vacation Exchange and Rentals | | | 356 | | | | 361 | | | | 436 | | | | 291 | |
Vacation Ownership | | | 450 | | | | 541 | | | | 559 | | | | 527 | |
Corporate and Other(a) | | | (3 | ) | | | (2 | ) | | | (5 | ) | | | (6 | ) |
| | | | | | | | | | | | | | | | |
| | $ | 952 | | | $ | 1,090 | | | $ | 1,212 | | | $ | 1,000 | |
| | | | | | | | | | | | | | | | |
EBITDA | | | | | | | | | | | | | | | | |
Lodging | | $ | 27 | (b) | | $ | 66 | | | $ | 67 | | | $ | (3 | )(c) |
Vacation Exchange and Rentals | | | 93 | | | | 106 | (d) | | | 131 | (e) | | | 38 | |
Vacation Ownership | | | 97 | (f) | | | 130 | | | | 149 | | | | 139 | |
Corporate and Other(a) (g) | | | (14 | ) | | | (26 | ) | | | (18 | ) | | | (26 | ) |
| | | | | | | | | | | | | | | | |
| | | 203 | | | | 276 | | | | 329 | | | | 148 | |
Less: Depreciation and amortization | | | 45 | | | | 45 | | | | 43 | | | | 45 | |
Interest expense(h) | | | 44 | | | | 37 | (i) | | | 34 | | | | 37 | |
Interest income | | | (2 | ) | | | (2 | ) | | | (19 | )(j) | | | (1 | ) |
| | | | | | | | | | | | | | | | |
Income before income taxes | | | 116 | | | | 196 | | | | 271 | | | | 67 | |
Provision for income taxes | | | 44 | | | | 82 | | | | 96 | (k) | | | 11 | |
| | | | | | | | | | | | | | | | |
Net income | | $ | 72 | | | $ | 114 | | | $ | 175 | | | $ | 56 | |
| | | | | | | | | | | | | | | | |
Per share information | | | | | | | | | | | | | | | | |
Basic | | $ | 0.42 | | | $ | 0.68 | | | $ | 1.10 | | | $ | 0.37 | |
Diluted | | | 0.41 | | | | 0.67 | | | | 1.08 | | | | 0.37 | |
Weighted average diluted shares | | | 179 | | | | 170 | | | | 162 | | | | 154 | |
(a) | Includes the elimination of transactions between segments.
|
(b) | Includes a non-cash impairment charge $13 million related to a write-down of an international joint venture.
|
(c) | Includes non-cash impairment charges of $44 million primarily related to the write-down of certain franchise and management agreements and development advance notes.
|
(d) | Includes (i) $31 million of a net benefit resulting from a refund of value-added taxes and (ii) $7 million of restructuring costs incurred in connection with a strategic initiative commenced by the Company during 2010.
|
(e) | Includes a $4 million charge related to the write-off of foreign exchange translation adjustments associated with the liquidation of a foreign entity.
|
(f) | Includes a $1 million benefit for the reversal of costs incurred as a result of various strategic initiatives commenced by the Company during 2008.
|
(g) | Includes $11 million of a net benefit, $3 million of a net expense and $8 million of a net benefit related to the resolution of and adjustment to certain contingent liabilities and assets during the first, second and third quarter, respectively, and corporate costs of $24 million, $23 million, $26 million and $27 million during the first, second, third and fourth quarter, respectively.
|
(h) | Includes $11 million and $1 million of costs incurred for the repurchase of a portion of the Company’s convertible notes during the first and second quarter of 2011, respectively.
|
(i) | Includes $3 million of interest related to value-added tax accruals.
|
(j) | Includes $16 million of interest income related to a refund of value-added taxes.
|
(k) | Includes $13 million of a net benefit related to the reversal of a tax valuation allowance.
|
| | | | | | | | | | | | | | | | |
| | | 2010 | |
| | | First | | | Second | | | Third | | | Fourth | |
Net revenues | | | | | | | | | | | | | | | | |
Lodging | | $ | 144 | | | $ | 178 | | | $ | 203 | | | $ | 163 | |
Vacation Exchange and Rentals | | | 300 | | | | 281 | | | | 330 | | | | 282 | |
Vacation Ownership | | | 444 | | | | 505 | | | | 533 | | | | 497 | |
Corporate and Other(a) | | | (2 | ) | | | (1 | ) | | | (1 | ) | | | (5 | ) |
| | | | | | | | | | | | | | | | |
| | $ | 886 | | | $ | 963 | | | $ | 1,065 | | | $ | 937 | |
| | | | | | | | | | | | | | | | |
EBITDA | | | | | | | | | | | | | | | | |
Lodging | | $ | 33 | | | $ | 49 | (b) | | $ | 67 | | | $ | 40 | |
Vacation Exchange and Rentals | | | 80 | (c) | | | 78 | | | | 103 | (d) | | | 32 | (e) |
Vacation Ownership | | | 82 | | | | 104 | | | | 123 | (f) | | | 131 | |
Corporate and Other(a) (g) | | | (20 | ) | | | (14 | ) | | | 30 | | | | (20 | ) |
| | | | | | | | | | | | | | | | |
| | | 175 | | | | 217 | | | | 323 | | | | 183 | |
Less: Depreciation and amortization | | | 44 | | | | 42 | | | | 43 | | | | 44 | |
Interest expense | | | 50 | (h) | | | 36 | | | | 47 | (i) | | | 34 | (i) |
Interest income | | | (1 | ) | | | (2 | ) | | | (2 | ) | | | — | |
| | | | | | | | | | | | | | | | |
Income before income taxes | | | 82 | | | | 141 | | | | 235 | | | | 105 | |
Provision for income taxes | | | 32 | | | | 46 | | | | 79 | | | | 27 | |
| | | | | | | | | | | | | | | | |
Net income | | $ | 50 | | | $ | 95 | | | $ | 156 | | | $ | 78 | |
| | | | | | | | | | | | | | | | |
Per share information | | | | | | | | | | | | | | | | |
Basic | | $ | 0.28 | | | $ | 0.53 | | | $ | 0.88 | | | $ | 0.45 | |
Diluted | | | 0.27 | | | | 0.51 | | | | 0.84 | | | | 0.43 | |
Weighted average diluted shares | | | 186 | | | | 187 | | | | 184 | | | | 182 | |
(a) | Includes the elimination of transactions between segments.
|
(b) | Includes $1 million related to costs incurred in connection with the Company’s acquisition of the Tryp hotel brand during June 2010.
|
(c) | Includes $4 million related to costs incurred in connection with the Company’s acquisition of Hoseasons during March 2010.
|
(d) | Includes $1 million related to costs incurred in connection with the Company’s acquisition of ResortQuest during September 2010.
|
(e) | Includes (i) $9 million of restructuring costs and (ii) $1 million related to costs incurred in connection with the Company’s acquisition of James Villa Holidays during November 2010.
|
(f) | Includes non-cash impairment charges of $4 million to reduce the value of certain vacation ownership properties and related assets held for sale that are no longer consistent with the Company’s development plans.
|
(g) | Includes $2 million of a net expense, $1 million of a net benefit, $52 million of a net benefit and $3 million of a net benefit related to the resolution of and adjustment to certain contingent liabilities and assets during the first, second, third and fourth quarter, respectively, and corporate costs of $18 million, $14 million, $23 million and $23 million during the first, second, third and fourth quarter, respectively.
|
(h) | Includes $16 million of costs incurred for the early extinguishment of the Company’s revolving foreign credit facility and term loan facility during March 2010.
|
(i) | Includes $11 million and $3 million of costs incurred for the repurchase of a portion of the Company’s Convertible Notes during the third and fourth quarter, respectively.
|
EXHIBIT INDEX2013.
|
| | | | | | | | | | | | | | | |
| | 2014 |
| | First | | Second | | Third | | Fourth |
| Net revenues | | | | | | | |
| Lodging | $ | 237 |
| | $ | 283 |
| | $ | 315 |
| | $ | 267 |
|
| Vacation Exchange and Rentals | 379 |
| | 402 |
| | 512 |
| | 311 |
|
| Vacation Ownership | 593 |
| | 673 |
| | 704 |
| | 668 |
|
Corporate and Other (*) | (16 | ) | | (15 | ) | | (17 | ) | | (15 | ) |
| | $ | 1,193 |
| | $ | 1,343 |
| | $ | 1,514 |
| | $ | 1,231 |
|
| EBITDA | | | | | | | |
| Lodging | $ | 64 |
| | $ | 87 |
| | $ | 100 |
| | $ | 77 |
|
| Vacation Exchange and Rentals | 85 |
| | 89 |
| | 159 |
| | 2 |
|
| Vacation Ownership | 115 |
| | 185 |
| | 188 |
| | 172 |
|
Corporate and Other (*) | (34 | ) | | (35 | ) | | (36 | ) | | (36 | ) |
| | 230 |
| | 326 |
| | 411 |
| | 215 |
|
| Less: Depreciation and amortization | 56 |
| | 59 |
| | 60 |
| | 58 |
|
| Interest expense | 27 |
| | 29 |
| | 28 |
| | 29 |
|
| Interest income | (2 | ) | | (3 | ) | | (2 | ) | | (4 | ) |
| Income before income taxes | 149 |
|
| 241 |
|
| 325 |
|
| 132 |
|
| Provision for income taxes | 59 |
| | 88 |
| | 119 |
| | 51 |
|
| Net income attributable to Wyndham shareholders | $ | 90 |
| | $ | 153 |
| | $ | 206 |
| | $ | 81 |
|
| Per share information | | | | | | | |
| Basic | $ | 0.70 |
| | $ | 1.21 |
| | $ | 1.65 |
| | $ | 0.66 |
|
| Diluted | 0.69 |
| | 1.20 |
| | 1.64 |
| | 0.65 |
|
| Weighted average diluted shares outstanding | 130 |
| | 128 |
| | 126 |
| | 124 |
|
Note: The sum of the quarters may not agree to the Consolidated Statement of Income for the year ended December 31, 2014 due to rounding.
(*)Includes the elimination of transactions between segments.
|
| | | | | | | | | | | | | | | |
| | 2013 |
| | First | | Second | | Third | | Fourth |
| Net revenues | | | | | | | |
| Lodging | $ | 222 |
| | $ | 262 |
| | $ | 297 |
| | $ | 245 |
|
| Vacation Exchange and Rentals | 374 |
| | 376 |
| | 470 |
| | 305 |
|
| Vacation Ownership | 549 |
| | 630 |
| | 677 |
| | 658 |
|
Corporate and Other (*) | (12 | ) | | (15 | ) | | (17 | ) | | (13 | ) |
| | $ | 1,133 |
| | $ | 1,253 |
| | $ | 1,427 |
| | $ | 1,195 |
|
| EBITDA | | | | | | | |
| Lodging | $ | 58 |
| | $ | 78 |
| | $ | 95 |
| | $ | 47 |
|
| Vacation Exchange and Rentals | 94 |
| | 85 |
| | 141 |
| | 36 |
|
| Vacation Ownership | 111 |
| | 161 |
| | 176 |
| | 172 |
|
Corporate and Other (*) | (29 | ) | | (27 | ) | | (33 | ) | | (33 | ) |
| | 234 |
| | 297 |
| | 379 |
| | 222 |
|
| Less: Depreciation and amortization | 52 |
| | 54 |
| | 54 |
| | 56 |
|
| Interest expense | 32 |
| | 34 |
| | 31 |
| | 34 |
|
| Early extinguishment of debt | 111 |
| | — |
| | — |
| | — |
|
| Interest income | (2 | ) | | (2 | ) | | (2 | ) | | (2 | ) |
| Income before income taxes | 41 |
| | 211 |
| | 296 |
| | 134 |
|
| Provision for income taxes | 14 |
| | 78 |
| | 109 |
| | 48 |
|
| Net income attributable to Wyndham shareholders | $ | 27 |
| | $ | 133 |
| | $ | 187 |
| | $ | 86 |
|
| Per share information | | | | | | | |
| Basic | $ | 0.19 |
| | $ | 0.99 |
| | $ | 1.42 |
| | $ | 0.66 |
|
| Diluted | 0.19 |
| | 0.98 |
| | 1.40 |
| | 0.65 |
|
| Weighted average diluted shares outstanding | 138 |
| | 136 |
| | 133 |
| | 131 |
|
Note: The sum of the quarters may not agree to the Consolidated Statement of Income for the year ended December 31, 2013 due to rounding.
(*) Includes the elimination of transactions between segments.
| |
Exhibit
Number
25. | Subsequent Event |
On January 30, 2015, the Company acquired Dolce Hotels and Resorts, a provider and manager of group accommodations with a portfolio of 24 properties and over 5,500 guestrooms across seven countries in Europe and North America, for $57 million in cash. This acquisition is consistent with the Company’s strategy to expand its managed portfolio within the Company’s lodging business.
Exhibit Index
Description of Exhibit
|
| |
2.1Number No. | Description of Exhibit |
| 2.1 | Separation and Distribution Agreement by and among Cendant Corporation, Realogy Corporation, Wyndham Worldwide Corporation and Travelport Inc., dated as of July 27, 2006 (incorporated by reference to Exhibit 2.1 to the Registrant’s Form 8-K filed July 31, 2006) |
| |
| 2.2 | | Amendment No. 1 to Separation and Distribution Agreement by and among Cendant Corporation, Realogy Corporation, Wyndham Worldwide Corporation and Travelport Inc., dated as of August 17, 2006 (incorporated by reference to Exhibit 2.2 to the Registrant’s Form 10-Q filed November 14, 2006) |
| |
| 3.1 | | Amended and Restated Certificate of Incorporation (incorporated by reference to Exhibit 3.1 to the Registrant’s Form 8-K filed July 19, 2006) |
| |
3.2 | | Certificate of Change of Location of Registered Office and Registered Agent (incorporated by reference to Exhibit 99.1 to the Registrant’s Form 8-K filed March 3, 2011) |
| |
3.3 | | Amended and Restated By-Laws (incorporated by reference to Exhibit 3.2 to the Registrant’s Form 8-K filed July 19, 2006) |
| May 10, 2012) |
4.1 | |
| 3.2 | Amended and Restated By-Laws (incorporated by reference to Exhibit 3.3 to the Registrant’s Form 8-K filed May 10, 2012) |
| |
| 4.1 | Indenture, dated December 5, 2006, between Wyndham Worldwide Corporation and U.S. Bank National Association, as Trustee, respecting Senior Notes due 2016 (incorporated by reference to Exhibit 4.1 to the Registrant’s Form 8-K filed February 1, 2007) |
| |
| 4.2 | | Form of 6.00% Senior Notes due 2016 (included within Exhibit 4.1) |
| |
| 4.3 | | Indenture, dated November 20, 2008, between Wyndham Worldwide Corporation and U.S. Bank National Association, as Trustee (incorporated by reference to Exhibit 4.2 to the Registrant’s Form S-3 filed November 25, 2008) |
| |
| 4.4 | | First Supplemental Indenture, dated May 18, 2009, between Wyndham Worldwide Corporation and U.S. Bank National Association, as Trustee, respecting Senior Notes due 2014 (incorporated by reference to Exhibit 4.1 to the Registrant’s Form 8-K filed May 19, 2009) |
| |
4.5 | | Form of Senior Notes due 2014 (included within Exhibit 4.4) |
| |
4.6 | | Second Supplemental Indenture, dated May 19, 2009, between Wyndham Worldwide Corporation and U.S. Bank National Association, as Trustee, respecting Convertible Notes due 2012 (incorporated by reference to Exhibit 4.3 to the Registrant’s Form 8-K filed May 19, 2009) |
| |
4.7 | | Form of Convertible Notes due 2012 (included within Exhibit 4.6) |
| |
4.8 | | Third Supplemental Indenture, dated February 25, 2010, between Wyndham Worldwide Corporation and U.S. Bank National Association, as Trustee, respecting Senior Notes due 2020 (incorporated by reference to Exhibit 4.1 to the Registrant’s Form 8-K filed February 26, 2010) |
| |
4.9 | 4.5 | Form of 7.375% Senior Notes due 2020 (included within Exhibit 4.8) |
| 4.4) |
4.10 | |
| 4.6 | Fourth Supplemental Indenture, dated September 20, 2010, between Wyndham Worldwide Corporation and U.S. Bank National Association, as Trustee, respecting Senior Notes due 2018 (incorporated by reference to Exhibit 4.1 to the Registrant’s Form 8-K filed September 23, 2010) |
| |
4.11 | 4.7 | Form of 5.75% Senior Notes due 2018 (included within Exhibit 4.10) |
| 4.6) |
4.12 | |
| 4.8 | Fifth Supplemental Indenture, dated March 1, 2011, between Wyndham Worldwide Corporation and U.S. Bank National Association, as Trustee, respecting Senior Notes due 2021 (incorporated by reference to Exhibit 4.1 to the Registrant’s Form 8-K filed March 3, 2011) |
| | |
Exhibit
Number
| | Description of Exhibit
|
| |
4.13 | 4.9 | Form of 5.625% Senior Notes due 2021 (included within Exhibit 4.12)4.8) |
| |
10.14.10 | | Employment Agreement with Stephen P. Holmes,Sixth Supplemental Indenture, dated March 7, 2012, between Wyndham Worldwide Corporation and U.S. Bank National Association, as of July 31, 2006Trustee, respecting Senior Notes due 2017 and 2022 (incorporated by reference to Exhibit 10.4 to the Registrant’s Form 10-12B/A filed July 7, 2006) |
| |
10.2 | | Amendment No. 1 to Employment Agreement with Stephen P. Holmes, dated December 31, 2008 (incorporated by reference to Exhibit 10.2 to the Registrant’s Form 10-K filed February 27, 2009) |
| |
10.3 | | Amendment No. 2 to Employment Agreement with Stephen P. Holmes, dated as of November 19, 2009 (incorporated by reference to Exhibit 10.3 to the Registrant’s Form 10-K filed February 19, 2010) |
| |
10.4 | | Employment Agreement with Franz S. Hanning, dated as of November 19, 2009 (incorporated by reference to Exhibit 10.4 to the Registrant’s Form 10-K filed February 19, 2010) |
| |
10.5 | | Amendment No. 1 to Employment Agreement with Franz S. Hanning, dated March 1, 2011 (incorporated by reference to Exhibit 10.3 to the Registrant’s Form 10-Q filed April 29, 2011) |
| |
10.6 | | Employment Agreement with Geoffrey A. Ballotti, dated as of March 31, 2008 (incorporated by reference to Exhibit 10.5 to the Registrant’s Form 10-K filed February 27, 2009) |
| |
10.7 | | Amendment No. 1 to Employment Agreement with Geoffrey A. Ballotti, dated December 31, 2008 (incorporated by reference to Exhibit 10.6 to the Registrant’s Form 10-K filed February 27, 2009) |
| |
10.8 | | Amendment No. 2 to Employment Agreement with Geoffrey A. Ballotti, dated December 16, 2009 (incorporated by reference to Exhibit 10.7 to the Registrant’s Form 10-K filed February 19, 2010) |
| |
10.9 | | Amendment No. 3 to Employment Agreement with Geoffrey A. Ballotti, dated March 1, 2011 (incorporated by reference to Exhibit 10.4 to the Registrant’s Form 10-Q filed April 29, 2011) |
| |
10.10 | | Employment Agreement with Eric A. Danziger, dated as of November 17, 2008 (incorporated by reference to Exhibit 10.8 to the Registrant’s Form 10-K filed February 19, 2010) |
| |
10.11 | | Letter Agreement with Eric A. Danziger, dated December 1, 2008 (incorporated by reference to Exhibit 10.9 to the Registrant’s Form 10-K filed February 19, 2010) |
| |
10.12 | | Amendment No. 1 to Employment Agreement with Eric A. Danziger, dated December 16, 2009 (incorporated by reference to Exhibit 10.10 to the Registrant’s Form 10-K filed February 19, 2010) |
| |
10.13 | | Amendment No. 2 to Employment Agreement with Eric A. Danziger, dated March 1, 2011 (incorporated by reference to Exhibit 10.5 to the Registrant’s Form 10-Q filed April 29, 2011) |
| |
10.14 | | Employment Agreement with Thomas G. Conforti, dated as of September 8, 2009 (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed November 5, 2009) |
| |
10.15 | | Wyndham Worldwide Corporation 2006 Equity and Incentive Plan (Amended and Restated as of May 12, 2009) (incorporated by reference to Exhibit 10.14.1 to the Registrant’s Form 8-K filed May 18, 2009)March 7, 2012) |
| |
10.164.11 | Form of 2.95% Senior Notes due 2017 (included within Exhibits 4.10 and 4.13) |
| |
Amendment to the4.12 | Form of 4.25% Senior Notes due 2022 (included within Exhibits 4.10 and 4.13) |
| |
| 4.13 | Seventh Supplemental Indenture, dated March 15, 2012, between Wyndham Worldwide Corporation 2006 Equity and Incentive Plan (AmendedU.S. Bank National Association, as Trustee, respecting Senior Notes due 2017 and Restated as of May 12, 2009)2022 (incorporated by reference to Exhibit 10.14.2 to the Registrant’s Form 8-K filed May 18, 2010)March 15, 2012) |
| |
10.17*4.14 | | Form of Award Agreement for Restricted Stock Units |
| |
10.18* | | Form of Award Agreement for Stock Appreciation Rights |
| |
10.19 | | Form of Cash-Based Award AgreementEighth Supplemental Indenture, dated February 22, 2013, between Wyndham Worldwide Corporation and U.S. Bank National Association, as Trustee, respecting Senior Notes due 2018 and 2023 (incorporated by reference to Exhibit 10.2 to the Registrant’s Form 10- Q filed May 7, 2009) |
| | |
Exhibit
Number
| | Description of Exhibit
|
| |
10.20 | | Wyndham Worldwide Corporation Savings Restoration Plan (incorporated by reference to Exhibit 10.74.1 to the Registrant’s Form 8-K filed July 19, 2006)February 22, 2013) |
| |
10.214.15 | Form of 2.50% Senior Notes due 2018 (included within Exhibit 4.14) |
| |
Amendment Number One to Wyndham Worldwide Corporation Savings Restoration Plan, dated December 31, 2008 (incorporated by reference to4.16 | Form of 3.90% Senior Notes due 2023 (included within Exhibit 10.17 to the Registrant’s Form 10-K filed February 27, 2009)4.14) |
| |
10.22 | | Wyndham Worldwide Corporation Non-Employee Directors Deferred Compensation Plan (incorporated by reference to Exhibit 10.6 to the Registrant’s Form 8-K filed July 19, 2006) |
| |
10.23 | | First Amendment to Wyndham Worldwide Corporation Non-Employee Directors Deferred Compensation Plan (incorporated by reference to Exhibit 10.48 to the Registrant’s Form 10-K filed March 7, 2007) |
| |
10.24 | | Amendment Number Two to the Wyndham Worldwide Corporation Non-Employee Directors Deferred Compensation Plan, dated December 31, 2008 (incorporated by reference to Exhibit 10.20 to the Registrant’s Form 10-K filed February 27, 2009) |
| |
10.25 | | Wyndham Worldwide Corporation Officer Deferred Compensation Plan (incorporated by reference to Exhibit 10.8 to the Registrant’s Form 8-K filed July 19, 2006) |
| |
10.26 | | Amendment Number One to Wyndham Worldwide Corporation Officer Deferred Compensation Plan, dated December 31, 2008 (incorporated by reference to Exhibit 10.22 to the Registrant’s Form 10-K filed February 27, 2009) |
| |
10.27 | | Transition Services Agreement among Cendant Corporation, Realogy Corporation, Wyndham Worldwide Corporation and Travelport Inc., dated as of July 27, 2006 (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 8-K filed July 31, 2006) |
| |
10.28 | | Tax Sharing Agreement among Cendant Corporation, Realogy Corporation, Wyndham Worldwide Corporation and Travelport Inc., dated as of July 28, 2006 (incorporated by reference to Exhibit 10.2 to the Registrant’s Form 8-K filed July 31, 2006) |
| |
10.29 | | Amendment, executed July 8, 2008 and effective as of July 28, 2006 to Tax Sharing Agreement, entered into as of July 28, 2006, by and among Avis Budget Group, Inc., Realogy Corporation and Wyndham Worldwide Corporation (incorporated by Reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed August 8, 2008) |
| |
10.30 | | Agreement, dated as of July 15, 2010, between Wyndham Worldwide Corporation and Realogy Corporation clarifying Tax Sharing Agreement, dated as of July 28, 2006, among Realogy Corporation, Cendant Corporation, Wyndham Worldwide Corporation and Travelport, Inc. (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 8-K filed July 21, 2010) |
| |
10.31 | | Credit Agreement, dated as of July 15, 2011,May 22, 2013, among Wyndham Worldwide Corporation, the lenders party to the agreement from time to time, Bank of America, N.A., as Administrative Agent, JP Morgan Chase Bank, N.A., as Syndication Agent, The Bank of Nova Scotia, Deutsche Bank Securities Inc., The Royal Bank of Scotland PLC, Credit Suisse AG, Cayman Islands Branch, Compass Bank, and U.S. Bank National Association and SunTrust Bank, as co-documentation agents, andCo-Documentation Agents, Wells Fargo Bank, N.A., The Bank of Tokyo-Mitsubishi UFJ, Ltd. and National AustraliaGoldman Sachs Bank Limited,USA, as Managing Agents (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed October 26, 2011)July 24, 2013) |
|
| |
10.32 | | Form of Declaration of Vacation Owner Program of WorldMark, the Club (incorporated by reference to Exhibit 10.26 to the Registrant’s Form 10-12B filed May 11, 2006) |
| |
10.33 | | Management Agreement, dated as of January 1, 1996, by and between Fairshare Vacation Owners Association and Fairfield Communities, Inc. (incorporated by reference to Exhibit 10.25 to the Registrant’s Form 10-12B filed May 11, 2006) |
| | |
Exhibit
Number
| | Description of Exhibit
|
| |
10.34 | | Second Amended and Restated FairShare Vacation Plan Use Management Trust Agreement, dated as of March 14, 2008 by and among Fairshare Vacation Owners Association, Wyndham Vacation Resorts, Inc., Fairfield Myrtle Beach, Inc., such other subsidiaries and affiliates of Wyndham Vacation Resorts, Inc. and such other unrelated third parties as may from time to time desire to subject property interests to this Trust Agreement (incorporated by reference to Exhibit 10.1 to the Registrant’s From 10-Q filed May 8, 2008) |
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10.35 | | First Amendment to the Second Amended and Restated FairShare Vacation Plan Use Management Trust Agreement, effective as of March 16, 2009, by and between the Fairshare Vacation Owners Association and Wyndham Vacation Resorts, Inc. (incorporated by reference to Exhibit 10.3 to the Registrant’s Form 10-Q filed May 7, 2009) |
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10.36 | | Second Amendment to the Second Amended and Restated FairShare Vacation Plan Use Management Trust Agreement, effective as of February 15, 2010, by and between the Fairshare Vacation Owners Association and Wyndham Vacation Resorts, Inc. (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed April 30, 2010) |
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10.37 | 10.2 | Amended and Restated Indenture and Servicing Agreement, dated as of October 1, 2010, by and among Sierra Timeshare Conduit Receivables Funding II, LLC, as Issuer, Wyndham Consumer Finance, Inc., as Servicer, Wells Fargo Bank, National Association, as Trustee and U.S. Bank National Association, as Collateral Agent (incorporated by reference to Exhibit 99.1 to the Registrant’s Form 8-K filed October 5, 2010) |
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10.38 | 10.3 | First Amendment, dated as of June 28, 2011, to the Amended and Restated Indenture and Servicing Agreement, dated as of October 1, 2010, by and among Sierra Timeshare Conduit Receivables Funding II, LLC, as Issuer, Wyndham Consumer Finance, Inc., as Servicer, Wells Fargo Bank, National Association, as Trustee and U.S. Bank National Association, as Collateral Agent (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed August 1, 2011) |
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| 10.4 | Third Amendment, dated as of August 30, 2012, to the Amended and Restated Indenture and Servicing Agreement, dated as of October 1, 2010, by and among Sierra Timeshare Conduit Receivables Funding II, LLC, as Issuer, Wyndham Consumer Finance, Inc., as Servicer, Wells Fargo Bank, National Association, as Trustee and U.S. Bank National Association, as Collateral Agent (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed October 24, 2012) |
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| 10.5 | Fourth Amendment, dated as of August 29, 2013, to the Amended and Restated Indenture and Servicing Agreement, dated as of October 1, 2010, by and among Sierra Timeshare Conduit Receivables Funding II, LLC, as Issuer, Wyndham Consumer Finance, Inc., as Servicer, Wells Fargo Bank, National Association, as Trustee and U.S. Bank National Association, as Collateral Agent (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed October 23, 2013) |
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| 10.6 | Fifth Amendment, dated as of August 28, 2014, to the Amended and Restated Indenture and Servicing Agreement, dated as of October 1, 2010, by and among Sierra Timeshare Conduit Receivables Funding II, LLC, as Issuer, Wyndham Consumer Finance, Inc., as Servicer, Wells Fargo Bank, National Association, as Trustee and U.S. Bank National Association, as Collateral Agent (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed October 24, 2014) |
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| 10.7 | Employment Agreement with Stephen P. Holmes, dated as of July 31, 2006 (incorporated by reference to Exhibit 10.4 to the Registrant’s Form 10-12B/A filed July 7, 2006) |
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| 10.8 | Amendment No. 1 to Employment Agreement with Stephen P. Holmes, dated December 31, 2008 (incorporated by reference to Exhibit 10.2 to the Registrant’s Form 10-K filed February 27, 2009) |
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| 10.9 | Amendment No. 2 to Employment Agreement with Stephen P. Holmes, dated as of November 19, 2009 (incorporated by reference to Exhibit 10.3 to the Registrant’s Form 10-K filed February 19, 2010) |
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| 10.10 | Amendment No. 3 to Employment Agreement with Stephen P. Holmes, dated December 31, 2012 (incorporated by reference to Exhibit 10.8 to the Registrant’s Form 10-K filed February 15, 2013) |
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| 10.11 | Amendment No. 4 to Employment Agreement with Stephen P. Holmes, dated May 16, 2013 (incorporated by reference to Exhibit 10.2 to the Registrant’s Form 10-Q filed July 24, 2013) |
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| 10.12 | Employment Agreement with Geoffrey A. Ballotti, dated as of March 31, 2008 (incorporated by reference to Exhibit 10.5 to the Registrant’s Form 10-K filed February 27, 2009) |
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| 10.13 | Amendment No. 1 to Employment Agreement with Geoffrey A. Ballotti, dated December 31, 2008 (incorporated by reference to Exhibit 10.6 to the Registrant’s Form 10-K filed February 27, 2009) |
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| 10.14 | Amendment No. 2 to Employment Agreement with Geoffrey A. Ballotti, dated December 16, 2009 (incorporated by reference to Exhibit 10.7 to the Registrant’s Form 10-K filed February 19, 2010) |
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| 10.15 | Amendment No. 3 to Employment Agreement with Geoffrey A. Ballotti, dated March 1, 2011 (incorporated by reference to Exhibit 10.4 to the Registrant’s Form 10-Q filed April 29, 2011) |
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| 10.16 | Amendment No. 4 to Employment Agreement with Geoffrey A. Ballotti, dated March 28, 2014 (incorporated by reference to Exhibit 10.2 to the Registrant’s Form 10-Q filed April 24, 2014) |
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| 10.17* | Employment Agreement with Gail Mandel, dated as of November 13, 2014 |
| 10.18 | Employment Agreement with Franz S. Hanning, dated as of November 19, 2009 (incorporated by reference to Exhibit 10.4 to the Registrant’s Form 10-K filed February 19, 2010) |
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| 10.19 | Amendment No. 1 to Employment Agreement with Franz S. Hanning, dated March 1, 2011 (incorporated by reference to Exhibit 10.3 to the Registrant’s Form 10-Q filed April 29, 2011) |
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| 10.20 | Amendment No. 2 to Employment Agreement with Franz S. Hanning, dated March 15, 2013 (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q/A (Amendment No. 1) filed April 29, 2013) |
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| 10.21 | Amendment No. 3 to Employment Agreement with Franz S. Hanning, dated February 28, 2014 (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed April 24, 2014) |
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12*10.22 | Amendment No. 4 to Employment Agreement with Franz S. Hanning, dated May 15, 2014 (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed July 24, 2014) |
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| 10.23 | Employment Agreement with Thomas G. Conforti, dated as of September 8, 2009 (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed November 5, 2009) |
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| 10.24 | Amendment No. 1 to Employment Agreement with Thomas G. Conforti, dated May 11, 2012 (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed July 25, 2012) |
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| 10.25 | Employment Letter Agreement with Thomas Anderson, dated March 24, 2008 (incorporated by reference to Exhibit 10.9 to the Registrant’s Form 10-K filed February 27, 2009) |
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| 10.26 | Addendum No. 1 to Employment Letter Agreement with Thomas F. Anderson, dated December 31, 2008 (incorporated by reference to Exhibit 10.10 to the Registrant’s Form 10-K filed February 27, 2009) |
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| 10.27* | Addendum No. 2 to Employment Letter Agreement with Thomas F. Anderson, dated March 23, 2009 |
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| 10.28* | Addendum No. 3 to Employment Letter Agreement with Thomas F. Anderson, dated December 16, 2009 |
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| 10.29* | Addendum No. 4 to Employment Letter Agreement with Thomas F. Anderson, dated November 8, 2012 |
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| 10.30 | Employment Agreement with Eric A. Danziger, dated as of November 17, 2008 (incorporated by reference to Exhibit 10.8 to the Registrant’s Form 10-K filed February 19, 2010) |
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| 10.31 | Letter Agreement with Eric A. Danziger, dated December 1, 2008 (incorporated by reference to Exhibit 10.9 to the Registrant’s Form 10-K filed February 19, 2010) |
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| 10.32 | Amendment No. 1 to Employment Agreement with Eric A. Danziger, dated December 16, 2009 (incorporated by reference to Exhibit 10.10 to the Registrant’s Form 10-K filed February 19, 2010) |
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| 10.33 | Amendment No. 2 to Employment Agreement with Eric A. Danziger, dated March 1, 2011 (incorporated by reference to Exhibit 10.5 to the Registrant’s Form 10-Q filed April 29, 2011) |
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| 10.34 | Amendment No. 3 to Employment Agreement with Eric A. Danziger, dated March 15, 2013 (incorporated by reference to Exhibit 10.2 to the Registrant’s Form 10-Q/A (Amendment No. 1) filed April 29, 2013) |
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| 10.35 | Termination and Release Agreement with Eric A. Danziger, dated February 28, 2014 (incorporated by reference to Exhibit 10.3 to the Registrant’s Form 10-Q filed April 24, 2014) |
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| 10.36 | Wyndham Worldwide Corporation 2006 Equity and Incentive Plan (Amended and Restated as of May 12, 2009) (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 8-K filed May 18, 2009) |
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| 10.37 | Amendment to the Wyndham Worldwide Corporation 2006 Equity and Incentive Plan (Amended and Restated as of February 27, 2014) (incorporated by reference to Appendix A of the Company’s Definitive Proxy Statement on Schedule 14A filed on April 4, 2014) |
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| 10.38 | Form of Award Agreement for Restricted Stock Units (incorporated by reference to Exhibit 10.17 to the Registrant’s Form 10-K filed February 17, 2012) |
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| 10.39 | Form of Award Agreement for Stock Appreciation Rights (incorporated by reference to Exhibit 10.18 to the Registrant’s Form 10-K filed February 17, 2012) |
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| 10.40 | Wyndham Worldwide Corporation Savings Restoration Plan (incorporated by reference to Exhibit 10.7 to the Registrant’s Form 8-K filed July 19, 2006) |
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| 10.41 | Amendment Number One to Wyndham Worldwide Corporation Savings Restoration Plan, dated December 31, 2008 (incorporated by reference to Exhibit 10.17 to the Registrant’s Form 10-K filed February 27, 2009) |
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| 10.42 | Wyndham Worldwide Corporation Non-Employee Directors Deferred Compensation Plan (incorporated by reference to Exhibit 10.6 to the Registrant’s Form 8-K filed July 19, 2006) |
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| 10.43 | First Amendment to Wyndham Worldwide Corporation Non-Employee Directors Deferred Compensation Plan (incorporated by reference to Exhibit 10.48 to the Registrant’s Form 10-K filed March 7, 2007) |
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| 10.44 | Amendment Number Two to the Wyndham Worldwide Corporation Non-Employee Directors Deferred Compensation Plan, dated December 31, 2008 (incorporated by reference to Exhibit 10.20 to the Registrant’s Form 10-K filed February 27, 2009) |
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| 10.45 | Wyndham Worldwide Corporation Officer Deferred Compensation Plan (incorporated by reference to Exhibit 10.8 to the Registrant’s Form 8-K filed July 19, 2006) |
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| 10.46 | Amendment Number One to Wyndham Worldwide Corporation Officer Deferred Compensation Plan, dated December 31, 2008 (incorporated by reference to Exhibit 10.22 to the Registrant’s Form 10-K filed February 27, 2009) |
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| 10.47 | Amendment No. 2 to Wyndham Worldwide Corporation Officer Deferred Compensation Plan, dated December 31, 2012 (incorporated by reference to Exhibit 10.32 to the Registrant’s Form 10-K filed February 15, 2013) |
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| 10.48 | Transition Services Agreement among Cendant Corporation, Realogy Corporation, Wyndham Worldwide Corporation and Travelport Inc., dated as of July 27, 2006 (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 8-K filed July 31, 2006) |
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| 10.49 | Tax Sharing Agreement among Cendant Corporation, Realogy Corporation, Wyndham Worldwide Corporation and Travelport Inc., dated as of July 28, 2006 (incorporated by reference to Exhibit 10.2 to the Registrant’s Form 8-K filed July 31, 2006) |
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| 10.50 | Amendment, executed July 8, 2008 and effective as of July 28, 2006 to Tax Sharing Agreement, entered into as of July 28, 2006, by and among Avis Budget Group, Inc., Realogy Corporation and Wyndham Worldwide Corporation (incorporated by Reference to Exhibit 10.1 to the Registrant’s Form 10-Q filed August 8, 2008) |
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| 10.51 | Agreement, dated as of July 15, 2010, between Wyndham Worldwide Corporation and Realogy Corporation clarifying Tax Sharing Agreement, dated as of July 28, 2006, among Realogy Corporation, Cendant Corporation, Wyndham Worldwide Corporation and Travelport, Inc. (incorporated by reference to Exhibit 10.1 to the Registrant’s Form 8-K filed July 21, 2010) |
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| 12* | Computation of Ratio of Earnings to Fixed Charges |
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| 21.1* | | Subsidiaries of the Registrant |
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| 23.1* | | Consent of Independent Registered Public Accounting Firm |
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| 31.1* | | Certification of Chairman and Chief Executive Officer pursuantPursuant to Rule 13(a)-14 under13a-14(a) Under the Securities Exchange Act of 1934 |
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| 31.2* | | Certification of Chief Financial Officer pursuantPursuant to Rule 13(a)-14 under13a-14(a) Under the Securities Exchange Act of 1934 |
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| 32* | * | Certification of Chairman and Chief Executive Officer and Chief Financial Officer pursuant to 18 U.S.C. Section 1350 of the United States Code |
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101.INS** | | XBRL Instance documentDocument |
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101.SCH** | | XBRL Taxonomy Extension Schema Document |
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101.CAL** | | XBRL Taxonomy Extension Calculation Linkbase Document |
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101.DEF** | | XBRL Taxonomy Label Linkbase Document |
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101.LAB** | | XBRL Taxonomy Presentation Linkbase Document |
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101.PRE** | | XBRL Taxonomy Extension Definition Linkbase Document |
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| 101.LAB* | XBRL Taxonomy Extension Label Linkbase Document |
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| 101.PRE* | XBRL Taxonomy Extension Presentation Linkbase Document |
* Filed with this report
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| ** | Furnished with this report |
