SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
Form 20-F
(Mark One)
| REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 |
or
| ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31, 20142017
or
| TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
or
| SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
Commission file number: 1-10409
InterContinental Hotels Group PLC
(Exact name of registrant as specified in its charter)
England and Wales
(Jurisdiction of incorporation or organization)
Broadwater Park,
Denham, Buckinghamshire UB9 5HR
(Address of principal executive offices)
Securities registered or to be registered pursuant to Section 12(b) of the Act:
Title of each class | Name of each exchange on which registered | |
American Depositary Shares Ordinary Shares of 19 17/21 pence each | New York Stock Exchange | |
| New York Stock Exchange* |
* Not for trading, but only in connection with the registration of American Depositary Shares, pursuant to the requirements of the Securities and Exchange Commission.
Securities registered or to be registered pursuant to Section 12(g) of the Act:
None
Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act:
None
Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the annual report:
| Ordinary Shares of |
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 ¨☐
If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934: 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 ¨☐ No ¨☐
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 | ||||||
| Non-accelerated filer | Emerging growth company | ☐ | ||||
IndicateIf an emerging growth company that prepares its financial statements in accordance with U.S. GAAP, indicate by check mark which financial statement itemif the registrant has elected not to follow:
Item 17 ¨ Item 18 þ
If this is an annual report, indicate by check mark whetheruse the registrant is a shell company (as defined in Rule 12b-2extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act):
Yes ¨ No þAct. ☐
Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing:
US GAAP | International Reporting Standards as issued by the International Standards Accounting Board | Other |
If “Other” has been checked in response to the previous question, indicate by check mark which financial statement item the registrant has elected to follow.
☐ Item 17 ☐ Item 18
If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act):
Yes ☐ No ☑
(Applicable only to Issuers involved in bankruptcy proceedings during the past five years).
Indicate by check mark whether the registrant has filed all documents and reports required to be filed by Sections 12, 13 or 15(d) of the Securities Exchange Act of 1934 subsequent to the distribution of securities under a plan confirmed by a court.
☐ Yes ☐No
Throughout the world, in almost 100 countries, True Hospitality is brought to life for everyone across our brands, every day. | ||||
| Holiday Inn Express London – Park Royal, UK | ||||
The Strategic Report on pages 2 to 5143 was
approved by the Board on 1619 February 20152018.
George Turner, Company Secretary
Dream
‘Guest Journey’ – Step One
TheDream phase of the ‘Guest Journey’ is one of the most exciting parts of travel for many of our guests as they research, seek inspiration, and dream, about their future trip.
| IHG | Annual Report and Form 20-F |
Our strategy for high-quality growthIHG at a glance
We are one of the world’s leading hotel companies, committed to providing True Hospitality for everyone. This is a simple but powerful purpose, centred on creating great guest experiences and recognising, respecting and understanding people. It extends to our guests, owners, colleagues, partners, and communities all around the world.
Our portfolio of differentiated brands are well-known and loved by millions of people, and we make sure we have the right hotels for both our guests and owners, whatever their needs. We focus on strengthening our established brands and addressing gaps in our portfolio, of preferredon building and differentiated brands, building leveraging our
scale, in key markets, creating a long-lasting relationship with our guestsdeveloping lifetime guest relationships, and delivering revenue to our hotels through the lowest cost,lowest-cost, direct channels. OurAs a manager and franchisor of hotel brands, our proposition to third-party hotel owners is highly competitive and drives superiorhas a track record of delivering returns.
We execute our asset-light strategy in the most attractive, high-growth markets and industry segments. We take a disciplined approach to capital allocation, investing for the To drive future growth,
we focus on building brand preference in quality, high-potential industry segments and geographies. This approach is supported by disciplined processes and targeted allocation of our brands. This enablesresources, enabling us to drive sustainable growth in our profitability and deliver superior shareholder returns over the long term.
Our
| Financial highlights Group revenue $1,784m (+4.0%) 2016: $1,715m Group operating profit $763m (+12.5%) 2016: $678m Group operating profit before exceptional items⬛ $759m (+7.4%) 2016: $707m Total gross revenue in IHG’s System⬛ $25.7bn (+4.9%) 2016: $24.5bn Total underlying operating profit growth⬛ $59m (+8.4%) 2016: $61m Revenue per available room (RevPAR) growth +2.7% 2016: +1.8% Underlying fee revenue growth⬛ +5.0% 2016: +4.4% |
⬛ Use of Non-GAAP measures
In addition to performance measures directly observable in the Group Financial Statements (IFRS measures), additional financial measures (described as Non-GAAP) are presented that are used internally by management as key measures to assess performance. Non-GAAP measures are either not defined under IFRS or are adjusted IFRS figures. Further explanation in relation to these measures can be found on page 26, and reconciliations to IFRS figures, where they have been adjusted, are on pages 154 and 155.Total underlying operating profit growth and underlying fee revenue growth are stated at constant currency.
| 2 | IHG | Annual Report and Form 20-F 2017 |
1. Holiday Inn Suzhou Taihu Lake, China
2. HUALUXE Xiamen Haicang, China |  |  | ||
| 1. | 2. |
Our
We predominantly franchise our brands to, and manage hotels on behalf of, third-party hotel owners; our focus is therefore on building preferred brands and strong revenue delivery systems.
5,348
|
2016: 5,174 (767,135)
2016: 4,321 (542,650)
(242,883) 2016: 845 (222,073)
8 (2,358) 2016: 8 (2,412) Total hotels (rooms) in the pipeline 1,655 (244,146) 2016: 1,470 (230,076) |
|
| 3 |
Strategic Report
Our ability to deliver on our proven strategy,
focused on guests and owners, laid the foundation
for further high-quality growth in 2017, in what was
another year of shifting dynamics within the global
hospitality sector.
WherePatrick Cescau
Chairman
Final dividend
71.0¢
to be paid on 11 May 2018
(2016: 64.0 ¢)
Consumer expectations continue to evolve, supported by ever-increasing choice and the integration of sophisticated technology into the guest journey, which has transformed how people choose, experience and share products and brands. When you combine this changing landscape with an evolving global economic, political and societal backdrop, it has never been more important for businesses to embrace change whilst protecting what is core to their purpose and ambition.
The global economy continued to improve in 2017, led by Europe and Asia, and we operatesaw encouraging signs of positive growth prospects for the year ahead, including the decision to cut corporate tax in the US towards the end of the year. On the other hand, in many markets political volatility and instability continued, and we saw the devastating impact of terror attacks and a series of natural disasters in certain parts of the world.
We operateAs a global business operating in nearly 100 countries, globally.we have considerable experience of managing our business through volatility. Whatever external challenges we
may face, our focus remains on delivering consistent, quality brands and experiences that meet guest needs and build loyalty. This commitment to quality extends to how we grow our business too, and we take a targeted approach, ensuring that we commit resources against the most attractive segments, and work with owners who share our values.
The Board has an important responsibility to ensure that we maintain our discipline and strategic direction, whilst at the same time remaining as agile and dynamic as possible. This approach and consistent execution of our strategy will continue to be central to maintaining IHG’s long track record of delivering high-quality, sustainable growth for our stakeholders.
CEO succession
In 2017, we said goodbye to Richard Solomons, following his decision to retire as Chief Executive Officer (CEO) in June, after 25 years with the business and six as CEO. I would like to thank Richard for his outstanding leadership, which helped IHG become the leading global organisation it is today, with a track record of creating exceptional shareholder value.
We place an ongoing high importance on succession planning and talent development, and the appointment of Keith Barr as CEO was the result of a rigorous evaluation. With significant industry experience and an excellent track record in the business, having already transformed our Greater China operations and more recently led our sales and marketing function, the Board was unanimous in its assessment that Keith was the best candidate for the job. Following a smooth transition into the role, Keith is instilling great energy and passion in the business, and has moved decisively to introduce changes designed to accelerate IHG’s growth, with the full support of the Board. The foundation for these changes has been laid over several years, successfully completing our major asset-disposal programme and subsequently focusing on building a powerful global enterprise for our fee-based business. As our industry becomes more competitive, ensuring that we are now best set-up to maximise the potential of our strategy is crucially important, and will allow us to deliver increased value and returns for our shareholders over the long term.
| 4 | IHG | Annual Report and Form 20-F 2017 |
1. InterContinental Los Angeles Downtown, California, US
2. IHG Academy programme at InterContinental Singapore
1.
2.
Full-year dividend
Five-year progress (¢)
Final dividend
71.0¢ to be paid on 11 May 2018
(2016: 64.0¢)
Supporting Keith with this work will be a key priority for the Board in 2018, alongside ensuring there is a continued strong focus on risk management and operational delivery.
Board composition and talent
Effectively challenging and supporting the business in its corporate decision making is a role the Board takes seriously, and we place high importance on making sure there is the right mix of expertise, skills and diversity that befits a global organisation. We focus on ensuring our actions and processes are effective, that we regularly review training for individual Board members and that we seek external consultation regarding areas for improvement. In 2017, we were proud to be recognised by the independent Hampton-Alexander Review as one of the top 10 FTSE 100-listed companies for female representation across our Board, as well as our Executive Committee and their direct reports.
Building a business and culture that is representative of the markets in which we operate is an important factor in ensuring that, both as an organisation and as individuals, the actions we take to serve multiple stakeholders meet IHG’s strong values.
At the end of 2017, the Board comprised seven Non-Executive Directors, myself as Chairman, and two Executive Directors. In addition to Keith’s appointment, we were delighted that, effective 1 January 2018, Elie Maalouf, IHG’s Chief Executive Officer for the Americas, joined the Board as an Executive Director. Elie is an excellent addition and offers substantial and highly relevant commercial and hotel development, branding, finance, real estate and operations experience across multiple industries.
Shareholder returns
I am pleased to announce that the Board is recommending a final dividend of 71.0 cents per ordinary share, an increase of 10.9% on the final dividend for 2016. This results in a full-year dividend of 104.0 cents per share, up 10.6% on 2016.
Doing business responsibly
I spent time in different parts of our business during the year, once again seeing first-hand the great work of colleagues in our hotels, visiting impressive new properties such as our InterContinental® and Hotel Indigo® hotels in downtown Los Angeles, and also meeting owners, representatives of the IHG Owners Association, and shareholders.
When visiting parts of our company, one element I am particularly proud of is our truly global commitment to being a responsible business. I have seen this through the everyday behaviours of our colleagues, through the work the IHG® Foundation does to support people and communities when they need it most, and through our corporate responsibility programmes. Thousands of people have gained valuable skills and employment experience in our industry through our IHG® Academy programme, while our IHG Green Engage™ system continues to help hotels effectively reduce things like carbon, water and energy use. In recognition of our actions, we were extremely proud to be ranked first in our industry on the S&P Dow Jones Sustainability World Index in 2017. We enter this year with new three-year responsible business targets, aligned to the areas where we can have the greatest positive impact.
I would like to sincerely thank all colleagues for their work in what has been another year of strong progress, and our owners for their continued confidence in IHG and our brands.
Patrick Cescau
Chairman
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Chairman’s statement | 5 |
Strategic Report
Chief Executive Officer’s review
Having worked in the hospitality industry for almost three decades, including nearly 18 years at IHG, it was a great honour to become CEO in 2017. With the support of our owners and hugely talented colleagues, I have worked all around the world helping IHG and our brands grow.
Keith Barr
Chief Executive Officer
Key highlights
Total room signings
83,000
The highest number since 2008
Launch of avid hotels
$20bn
Market opportunity
Total room openings
48,000
The highest number since 2009
As a company, we are extremely grateful to my predecessor, Richard Solomons, whose legacy is a strong business, with a proven strategy built to deliver long-term sustainable growth.
Since my appointment in July, I have been clear that the right foundations for success have been carefully put in place, and that we must now build on this and execute our strategy at a faster pace, in order to deliver industry-leading net rooms growth over the medium term. Important changes to our structure and how we operate are underway, and with greater focus and agility we will deliver more for our owners and guests.
In 2017, we delivered another year of consistent, high-quality growth and strong financial and operational performance. We continued to expand and invest in our brands, entering exciting markets and introducing our newest brand, avid™ hotels. We also further enhanced our IHG® Rewards Club loyalty programme with new partnerships and benefits, and made important progress
with our next generation Guest Reservation System (GRS). Following successful hotel pilots, GRS will roll out in 2018 as part of IHG Concerto™, our new cloud-based platform, which over time will seamlessly bring together all our hotels’ core systems.
Financial and operational highlights
We delivered strong underlying profit growth and opened our highest number of hotels since 2009, including the most ever in both AMEA and Greater China. We finished the year with 5,348 properties in our portfolio and, supported by positive industry trends such as low-cost travel and growing middle classes, demand for our brands remains healthy. We are focused on targeting segments and markets with the greatest opportunities, and we made great progress in the year, signing our highest number of hotels since 2008. Underlining our organic growth potential, we closed 2017 with a pipeline of 244,146 rooms, which represents a 13% share of the active industry pipeline and is three times our share of current supply.
Brands
In a world where consumers and our hotel owners have more choice, it has never been more important to focus on ensuring our brands are competitive and that we have a portfolio tailored to the highest growth markets and segments. IHG has a proud history of leading the way in service, design, technology and marketing, and we continue to ensure our actions are based on insights that deliver rich, relevant guest experiences and compelling propositions for our owners.
At the heart of our growth are our Holiday Inn® and Holiday Inn Express® brands, and working with our owners, we continued to introduce new services and vibrant designs that are increasing guest satisfaction scores and revenues. Holiday Inn Express has also been at the centre of our very successful Franchise Plus business model in Greater China, leading to the signing of 54 hotels in 2017. Due to its strong performance, we took the important step of extending our leading franchise offer to our Holiday Inn and Crowne Plaza® brands, which will help drive further growth in the region.
| 6 | IHG | Annual Report and Form 20-F 2017 |
1. Artist’s impression of avid brand hotel exterior
2. Holiday Inn Express Shanghai Puijang, China
1.
2.
“The right foundations for success have been carefully put in place, and we must now build on this and execute our strategy at a faster pace.”
The launch of avid hotels was another significant milestone and represents a huge opportunity. Building on our long-standing successful track record in the Mainstream space, this brand will bring much-needed consistency and quality to a segment of 14 million people, worth an estimated $20 billion in industry revenues. Since launching in September, we’ve seen significant owner interest, closing the year with 44 properties signed and one already under construction. In the first six weeks of 2018, signings further increased to 75 hotels.
Equally exciting as launching new brands, is taking others into new markets, and we made important progress in 2017 with the introduction of Kimpton® Hotels & Restaurants in China and Asia, and EVEN® Hotels into China and Australasia.
Making sure we have the right brands in markets and segments with the highest potential will remain a key focus for us. As part of this, we will be launching an Upscale conversion brand in 2018, leveraging the power of our system to capture share of this significant premium-priced market.
Technology
The role of technology increases in importance every year, from how we use and manage data, to the systems in place to support our hotels, and our IHG App, which both enhances guest experiences and serves as a key revenue driver. Digital revenue in 2017 was $4.6 billion, including more than $2 billion of mobile revenues, which have more than doubled over three years.
Another important area of technology is the development of IHG Concerto, which puts IHG at the very forefront of our industry and provides a major competitive advantage (see page 17 for more details). Hotel colleagues will have everything at their fingertips to provide more personal touches and manage reservations and revenues, and over time, guests will benefit from an unrivalled tailored booking experience. This is a long-term programme, which will see increasingly sophisticated functionality added in phases.
Accelerating growth
I strongly believe that our strategy remains the right one for IHG and our stakeholders, but moving with speed and focus is important when operating in an industry with both increasing opportunity as well as competition. To accelerate our growth, we will sharpen our focus on scale and how we invest resources in the highest opportunity markets and segments. We will also strengthen our brand portfolio and loyalty offer, enhance our marketing, and prioritise digital and technological innovations that drive hotel performance and stronger owner returns.
Our plans rely on the support of our passionate colleagues, who shape and deliver outstanding guest experiences every day, and our owners, whose trust in IHG and our brands remains paramount to our success. Linking us all is a commitment to a shared purpose of providing True Hospitality for everyone – guests, owners, colleagues and partners. This is a simple but powerful culture centred on recognising, respecting and understanding people, and making everyone feel welcome and cared for, wherever they are in the world.
Testament to everyone’s efforts are the hundreds of awards once again received during the year. In particular, we were very proud to see IHG recognised as an Aon Global Best Employer, based on our excellent employee engagement scores.
I would like to thank everyone who helped make 2017 another great success for IHG and I look to 2018 with much optimism for another strong performance.
Keith Barr
Chief Executive Officer
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Chief Executive Officer’s review | 7 |
8 IHG | Annual Report and Form 20-F 2017
IHG | Annual Report and Form 20-F 2017 | Strategic Report | Industry overview 9
Strategic Report
IHG is a brands business built on a commitment to
providing True Hospitality for everyone. Through our family
of well-loved and distinctive brands, our talented colleagues
deliver memorable guest experiences all around the world,
every day, and we are trusted for rewarding loyalty.
Continuing to evolve with changing consumer trends, we strengthened our brands with enhanced services and new designs in 2017, and expanded further into both new and existing markets. It was also the year we launched our newest brand, avid™ hotels.
We plan to launch an Upscale conversion brand in 2018, which leverages the power of IHG’s system to capture share of this significant premium priced market. The brand will initially launch in our new EMEAA region and will subsequently be extended to our Americas and Greater China regions.
 | See page 29 for a breakdown of IHG hotels open and in the pipeline. | |
 | For more information on our brands visitwww.ihgplc.com/our-brands | |
Live the InterContinental life
The world’s first, and largest, Luxury hotel brand, dedicated to those who appreciate and enjoy the InterContinental life. Offering the glamour and exhilaration of fascinating places, we provide our guests with a blend of international know-how and local cultural wisdom.
A different way to stay
Kimpton is a brand renowned for making travellers feel genuinely cared for through thoughtful perks, inventive meetings and events, bold and playful design, and sincerely personal service. Having brought boutique to the US, we are now taking Kimpton global.
Capturing the spirit of Chinese hospitality
The first Upscale international hotel brand designed for Chinese guests. Every detail of service and design is woven with Chinese culture and heritage, emphasising values of etiquette, rejuvenation in nature, recognition of status and enabling spaces.
Making travel inspiring
Hotel Indigo serves the curious; people with a passion for new places. Making travel inspiring in the world’s most intriguing neighbourhoods, each hotel reflects the local area, combining thoughtful design and personal service to create authentic experiences.
Where wellness is built in
For travellers seeking a healthier and happier stay when away from home, EVEN Hotels and its wellness-savvy staff give guests a best-in-class fitness experience, nutritious food choices, and natural, relaxing spaces.
Making business travel work
Championing a better way of business travel, Crowne Plaza understands that today’s business travellers need to combine the flexibility to work, eat and connect with others, with the opportunity to simply relax whenever and wherever it suits.
| 10 | IHG | Annual Report and Form 20-F 2017 |
Joy of travel for all
An iconic brand, Holiday Inn has championed enjoyable travel for millions of guests since 1952. Today we have more new and refreshed hotels than ever before, and our guests’ love for the brand continues to grow right across the globe.
Simple, smart travel
IHG’s largest brand has blazed a trail in defining a simple and smart travel experience, evolving guest room and public space designs to offer inviting, efficient hotels all over the world.
Feel at ease when you stay with us
At Staybridge Suites we offer a sense of community, comfort and convenience for guests, providing the best of home and hotel for business and leisure travellers alike.
The joy of lifetime vacations
For families investing in a lifetime of memories, we offer exceptional villa accommodation in top leisure destinations, with easy access to world-class attractions such as mountain adventures, championship golf courses and serene beaches.
The joy of family holidays
We want families to experience the joy of great holidays. On the beach, or near theme parks and golf courses, we offer a variety of activities from kids’ clubs and swimming pools, to informal restaurants and fireside lounges.
Your home base
Offering a more casual kind of longer stay, guests always feel at home and at their best while on the road. With hotels in easily accessible locations, guests can book whenever and wherever it works for them.
Where the rest is easy Championing everyday travel at a fair price, Our avid hotels brand is designed for guests who don’t want to compromise on quality or pay more for things they don’t need. Delivering the essentials exceptionally well, avid experiences feel just right, every time. |
Creating relevant, rewarding relationships Relationships are important to us and we have more than 100 million enrolled IHG Rewards Club members worldwide. Offering industry-leading benefits across our brands, we ensure travel is experienced the way it should be: personal, simple and rewarding. |
| ||||||
| For more information on our rewards club visitwww.ihgplc.com/our-brands under Rewards Club. |
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Our brands | 11 |
Strategic Report
As an asset-light business, we are a manager and
franchisor of hotel brands. This means we can focus on
growing our fee revenues and fee margins, with limited
requirements for capital. It’s an approach that’s helped us
successfully grow our business and deliver high returns.
Whether we franchise to, or manage hotels on behalf of third-party hotel owners depends largely on market maturity, owner preference and, in certain cases, the particular brand.
| – | In the Americas and Europe, over 90% of IHG hotels are franchised. |
| – | In AMEA, about 80% of IHG hotels are managed by us. |
| – | In Greater China, that figure rises to more than 97%. |
Our owned, leased and managed leased hotels have dramatically reduced from over 180 hotels 16 years ago, to just 12 hotels at 31 December 2017.
% of our operating profit before central overheads
 | Definition: System Fund orFundAssessment fees and contributions collected from hotels within the IHG System which fund activities that drive revenue to our hotels including marketing, the IHG Rewards Club loyalty programme and our distribution channels. |
IHG revenue and the System Fund
| 12 | IHG | Annual Report and Form 20-F 2017 |
Disciplined approach to allocation of capital
Our business is highly cash generative (see page 43), and our focus on our brands and revenue systems is underpinned by a disciplined long-term approach to allocated capital and maintaining an asset-light business model. We have an efficient balance sheet and seek to maintain an investment grade credit rating. Our priorities for the use of free cash are consistent with previous years and comprise of:
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|
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1. | Invest in the business
| 2. | Maintain sustainable growth in the ordinary dividend
| 3. | Return surplus funds
| |||||
| Through strategic investments and our day-to-day capital expenditures we continue to drive growth – see table below, and page 105 for further details of our capital expenditure in 2017. | We continue our focus on growing the ordinary dividend, which has seen compound annual growth of 11% since 2003. | In May 2017 we returned a further $404 million to shareholders via a special dividend and share consolidation. Over the last 15 years we have returned $13.0 billion to shareholders. |
IHG’s outlook on capital expenditure
Capital expenditure incurred by IHG can be summarised as follows.
Capital expenditure | Examples | |||
Maintenance capital expenditure, key money and selective investment to access strategic growth | Deployment of key money and selective investment which is used to access strategic opportunities, particularly in high-quality and sought-after locations when returns are financially and/or strategically attractive. Corporate infrastructure maintenance – for example, in respect of our offices and systems. Maintenance of our owned and leased hotels, which is now reducing as we have become increasingly asset-light. | |||
Recyclable investments to drive the growth of our brands and our expansion in priority markets | Through the acquisition of real estate, investment through joint ventures or via equity capital. We aim to recycle this capital by selling these investments when the time is right and to reinvest elsewhere in the business and across our portfolio, as we are currently doing for our EVEN Hotels brand. | |||
System-Funded capital investments for strategic investment to drive growth at hotel level | The development of tools and systems that hotels use to drive performance, such as our new, pioneering Guest Reservation System developed with Amadeus. | |||
| See Chairman’s statement for progress on dividends, page 5. |
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Our business model | 13 |
Strategic Report
Our strategy for high-quality growth
We have a clearly defined strategy which will continue
to drive superior shareholder returns. Our focus is on
delivering high-quality growth, which for us means
consistent, sustained growth in cash flows and profits
over the long term.
Overview of strategy
IHG has an established and successful strategy. Our focus is on unlocking ways to execute this strategy at a faster pace, and accelerate growth. Our Strategic Model sets out our approach and remains central to our commitment to delivering high-quality, sustainable growth in cash flows and profits over the long term.
Through our Strategic Model, we focus on value-creation by building preferred brands, delivering a superior owner proposition, leveraging scale and generating revenue through the lowest-cost, direct channels. We concentrate on a targeted portfolio that, together with disciplined execution of our strategy and a commitment to doing business responsibly, will drive superior shareholder returns.
In an increasingly competitive environment, IHG is well placed to accelerate the growth of our core business, as well as maximise returns on new initiatives. This includes our new brand, avid hotels, launched in 2017, which had 75 hotels in the pipeline as at 9 February 2018 – of which 44 hotels were signed at 31 December 2017 – see page 16 for more information.
 | We measure our performance with a set of carefully selected key performance indicators (KPIs), which monitor our success in achieving our strategy, see pages 23-25 for more details. |
 | For further information on our strategy, go to www.ihgplc.com/about-us under Our strategy. |
| 14 | IHG | Annual Report and Form 20-F 2017 |
Strategic Model
The individual components of IHG’s Strategic Model are
at the heart of our success, and continue to align our
organisation to focus on the most important strategic
initiatives and deliver our commitment to True Hospitality.
This approach helps us create value for our stakeholders
and deliver high-quality growth for our shareholders.
| Build and leverage scale |  | Scale provides significant advantages in the hospitality industry at both global and national level. IHG uses the breadth of its portfolio combined with our depth in attractive markets and focus on the highest opportunity segments, to drive significant efficiencies, leading to increased operating leverage and ultimately higher margins. |  | To see how we build and leverage scale, go to: • Expanding our Upscale and Luxury portfolio on page 32 | ||||
| Strengthen loyalty programme |  | Having an attractive, differentiated loyalty offering tailored to our guests’ needs is critical to IHG’s continuing success. We are continually innovating IHG Rewards Club to build lifetime relationships with our guests. This creates a sustainable long-term revenue source and transforms previously unaffiliated travellers into powerful advocates for our brands. | | To see how we strengthen our loyalty programme, go to: • Driving digital growth on page 17 | ||||
| Enhance revenue delivery |  | By striving to drive business through our direct channels, IHG maximises returns for our owners as these channels are less costly than alternatives such as third-party intermediaries. Digital and technological innovation, alongside strong brands and compelling loyalty, is key in ensuring IHG continues to manage revenue delivery effectively. | | To see how we enhance revenue delivery, go to: • IHG Concerto on page 17 • Driving digital growth on page 17 | ||||
| Evolve owner proposition |  | Within our asset-light business model, maintaining positive relationships with long-standing owners and constantly forging new owner relationships is vital for IHG. Our outstanding operational support, preferred brands, industry-leading franchise offer and continued investment in innovation delivers a compelling owner proposition and strong returns. | | To see how we evolve our owner proposition, go to: • Franchise Plus in Greater China, on page 32 | ||||
| Optimise our preferred portfolio of brands for owners and guests |  | As competition intensifies, distribution channels proliferate and consumers become more demanding, actively building a strong portfolio of distinctive, preferred brands for both our owners and guests, is fundamental to IHG’s success and future growth. | | To see how we are optimising our portfolio of preferred brands, go to: • avid hotels on page 16 • Crowne Plaza Accelerate programme on page 32 • Transforming Holiday Inn brand family on page 32 | ||||
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Our strategy for high-quality growth | 15 |
16 IHG | Annual Report and Form 20-F 2017
IHG | Annual Report and Form 20-F 2017 | Strategic Report | Our Strategic Model in action 17
Strategic Report
Our focus on responsible business is part of
everything we do at IHG, helping create a diverse
and inclusive culture that embodies our commitment
to provide True Hospitality for everyone.
In a fast-changing world, building trust with guests, colleagues and other stakeholders, living our core values and having a positive impact on society and the environment is more important than ever to IHG’s long-term success. Our people, policies and corporate responsibility programmes bear testimony to a culture of responsible business that is deep-rooted and embedded in our strategy, including:
We have comprehensive Group-wide policies and approaches on key responsible business issues. These are set out in our Code of Conduct and include Human Rights and Modern Slavery, Bribery and Financial Crime, Environment, Community Activities and Diversity and Inclusion. We regularly review our policies to ensure we align with best practice.
IHG® Foundation
From skills in hospitality to helping communities prepare for disasters, the IHG Foundation, an independent charity, helps make our world a more hospitable place. In support, IHG colleagues participate in fundraising and volunteering activities every year.
 | To find out more about the IHG Foundation visit www.ihgfoundation.org |
Our targets
Following the conclusion of our five-year targets, in March 2018 we launch new three-year IHG Responsible Business targets in the four areas where we can have the greatest impact: Environmental sustainability; Community impact; Our people and Responsible procurement.
These targets and our approach to responsible business help us contribute to the objectives of the United Nations Sustainable Development Goals (SDGs).
 | See page 60 for more information on our 2013-2017 performance, and how the Corporate Responsibility Committee have considered Environmental, Social, Community and Human Rights issues during 2017. |
 | See our IHG Responsible Business Report for information about our new targets www.ihgplc.com/responsible-business |
Our Winning Ways
The set of behaviours that define how we interact with our guests and colleagues, are embedded in the way we work, and are a vital component of our culture.
Diversity and inclusion
At IHG, diversity is embedded in our culture. We understand that differing backgrounds and perspectives create a more dynamic and inclusive environment. Our global diversity and inclusion strategy seeks to ensure diversity in our management teams and wider workforce, and recognises the importance of our business representing the communities in which we operate.
In 2017, the Hampton-Alexander Review listed IHG in the top 10 of FTSE 100-listed companies for female representation across our Board, the Executive Committee and its direct reports.
We have also achieved a perfect score on the Human Rights Campaign’s annual Corporate Equality Index in the US for four years in a row, making IHG a best place to work for lesbian, gay, bisexual and transgender (LGBTQ) workplace equality.
| As at 31 December 2017 | Male | Female | Total | |||||||||||
| Directors | 6 | 4 | 10 | |||||||||||
| Executive Committee | 8 | 2 | 10 | |||||||||||
Executive Committee Direct Reports | 37 | 26 | 63 | |||||||||||
| Senior Managersa | 100 | 38 | 138 | |||||||||||
All employees (whose costs were borne by the Group or the Systems Fund) | 5,184 | 7,029 | 12,213 | |||||||||||
a Including directors of subsidiaries. | ||||||||||||||
| For more information on our Diversity and Inclusion Policy and strategy see pages 61 and 66. |
Attracting talent
To attract and retain the best talent, we invest in our people and support them in developing their careers, rewarding and recognising their contribution, whilst ensuring diversity across the workforce.
In 2017, we introduced ‘Apply on the Go’, which simplifies the hiring process by enabling candidates to apply for roles using a mobile device.
Continuous learning
We know that great service can turn an ordinary stay into an extraordinary one. The IHG® True Hospitality Service Skills training ensures colleagues consistently meet our guests’ needs. So far more than 150,000 colleagues in 90 countries from more than 3,500 hotels have completed the programme.
In 2017, we completed the global rollout of our General Manager (GM) Learning Programme via our online platform, Fuse. Fuse brings our GMs together in an online community to share best practice, seek advice and complete professional development courses.
| 18 | IHG | Annual Report and Form 20-F 2017 |
Colleague engagement
We recognise great service during our annual Celebrate Service Week. The 2017 campaign saw over 1,300 inspiring stories of True Hospitality shared and over 1,200 social media posts using #IHGCelebrateService and #TrueHospitality.
Employee engagement is measured through our bi-annual survey, Colleague HeartBeat powered by Aon Hewitt. Corporate, managed hotel and customer reservations office employees take part. In 2017 a revised survey delivered record-breaking participation of 97%, earning IHG recognition from Aon Hewitt as a Best Employer, benchmarked against industry scores.
Human rights
Our training and awareness programme focuses on those areas of human rights that are most relevant to our business. Our human rights policy has been translated into more than 40 languages and, to ensure our values are consistently reflected, we require all IHG branded hotels to adopt and display a human rights policy. We also have in place an e-learning module on Human Rights and Modern Slavery, which has been completed by 40,000 colleagues to date.
Anti-corruption and anti-bribery
We are committed to operating with integrity and complying with all relevant laws, including all applicable anti-corruption legislation. IHG has a zero-tolerance approach to bribery and corruption; a position clearly set out in our Code of Conduct, Anti-Bribery and Gifts and Entertainment policies which apply to all
IHG employees and Directors, and our managed hotels. In 2017, all Board and Executive Committee members completed the latest anti-bribery e-learning module, along with more than 30,000 colleagues.
Responsible procurement and due diligence
In 2015, we launched an automated procurement system across many of our large corporate offices. This helps our central procurement team manage our supply chain, and we continue to increase corporate spend through the system. Onboarded suppliers are required to complete due diligence questionnaires covering responsible business and human rights. We have piloted a new supplier assessment and audit programme, using third-party risk assessment providers, which will be developed further in 2018.
We also carry out due diligence and compliance checks on all new parties we enter into hotel agreements with. A central committee considers and reviews any issues identified, including bribery and corruption and human rights.
Environmental sustainability
The IHG Green Engage™ system is our Group-wide, online sustainability programme. It supports our Environment policy and helps hotels manage their use of energy, carbon, water and waste. By creating more energy-efficient hotels, we can drive profitability for owners while minimising environmental impact.
We are a member of FTSE4Good and were ranked first in our industry on the 2017 S&P Dow Jones Sustainability World Index.
Community impact
Our Supporting Our Communities Policy aims to maximise the positive contribution we make by creating shared value in our communities and with our business partners. We support and develop people working in the hospitality industry, and have improved the employability of 47,962 IHG® Academy participants between 2013 and 2017.
We guide our hotels to enhance their disaster preparedness and provide extensive support to colleagues affected by disaster.
| Our principal risk assessment process takes into account the risks related to, and the impact of, non-financial matters on the business (see page 21 for a further description of our principal risks and the measures taken to mitigate their impact). We also consider our impact on the wider communities in which we operate through our responsible business programmes (see our Responsible Business Report). |
IHG Code of Conduct
The IHG Code of Conduct supports colleagues in making the right decisions. It sets out the principles we must all work by at IHG. It also provides guidance on where to go if colleagues are faced with a difficult issue and need further help.
| For further information on our Code of Conduct, including our Modern Slavery Statement see Policies under www.ihgplc.com/responsible-business |
Stakeholder engagement
Listening to and building strong, long-term relationships with our stakeholders helps focus our priorities and strategies and
creates loyalty, trust and credibility. We take into consideration the views of our stakeholders at all levels of decision making.
| For more information see Corporate Governance on pages 47 to 63. |
| See our 2017 IHG Responsible Business Report for a full stakeholder list, which supports our responsible business strategy www.ihgplc.com/responsible-business |
Key stakeholder engagement | ||||
Forms of engagement include: | Outcomes and measures include: | |||
| • Executive Committee and Senior Management led employee ‘Town Halls’. • Annual Celebrate Service Week. • Bi-annual Colleague HeartBeat survey. • Company intranet and employee focused events. | • 97% average participation in the 2017 Colleague HeartBeat survey. | ||
| • IHG Rewards Club. • HeartBeat surveys (guest satisfaction surveys). • Dedicated Guest Relations teams. | • 3.7 million completed HeartBeat surveys and 7 million text and social media guest comments captured and analysed in 2017. • IHG True Hospitality Service Skills training delivered to more than 150,000 colleagues. | ||
| • AGM. • Presentations following results announcements. • Annual investor perception survey. • Programme of one-to-one meetings with major institutional shareholders. | • Average of 98% votes in favour across all resolutions at 2017 AGM. | ||
| • Supplier registration form and onboarding process included in our IHG Vendor Code of Conduct. • US supplier diversity data collection. | • Increased diverse supplier spend in the US to $66 million, up from $59 million in 2016. | ||
| • Global and regional branches of the IHG Owners Association. • Asian American Hotels Owner’s Association. • Regional conferences. • Owner HeartBeat surveys (owner satisfaction surveys). | • avid hotels launched following collaboration with an owner advisory board as part of the brand development (see page 16). | ||
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Doing business responsibly | 19 |
Strategic Report
Our risk management system continues to evolve; we have an
established process to manage the risks we face as a business.
Our Strategic Model strategy and risk Our strategy and business model create a number of risks and opportunities for the business. The Board is ultimately accountable for the effectiveness of our risk management and internal control systems, and is supported by the Audit Committee, Executive Committee and delegated committees, who oversee our risk management system to ensure that risks are appropriately identified and managed within IHG’s risk appetite. Risk appetite IHG’s risk appetite is visible through the nature and extent of risk taken by the Board in pursuit of strategic and other business objectives. This risk appetite is cascaded through the goals we set, decisions we make and how we allocate resources. IHG’s appetite and tolerance for risk is further implemented through our governance committees, structures, policies and targets we select, as well as in development guidelines for new hotels. In 2017, the Board and Board Committees have reviewed many of these aspects directly through their meetings and discussions of principal risks. | Our risk management system Our risk management system is fully integrated with the way we run the business through our culture, our processes and controls and our reporting, and is reflected in our strategy. The Global Risk Management function is responsible for the support, enhancement and monitoring of the effectiveness of this system and focuses on culture, process and control and monitoring and reporting.
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IHG’s principal risks, uncertainties and review process
The external risk environment remains dynamic. However, the Group’s asset-light business model, diverse brand portfolio and wide geographical spread contribute to IHG’s resilience to events that could affect specific segmental or geographical areas. Our Risk Working Group, chaired by the General Counsel and Company Secretary and comprising the Group Financial Controller and the heads of Global Risk Management, Global Strategy and Global Internal Audit, provides input on, and oversight of, the principal risk review process, which identifies and assesses risks for ongoing monitoring and review by senior management.
Throughout 2017 the Global Risk team have performed continuous assessments of the principal risks facing the Group, including those which would threaten its business model, future performance, solvency or liquidity. These risks are formally reviewed with the Group’s Directors on a bi-annual basis and considered in more detail through the activities of the Board and Committees. As part of our reviews we have consolidated a previously identified risk relating to our owner proposition into other factors listed.
As outlined on page 7, we are now focused on executing our strategy at a faster pace. This emphasises the importance of the steps we take to consider risk explicitly as part of decision making, for example in the reprioritisation of resources, as well as considering the effect of any operational or functional changes on our risk management system described above.
Our principal risks remain structurally similar to those reported in previous years. However, we have noted the potential impact of the initiatives we are putting in place to accelerate growth both as a specific risk and also with the inherent trends and measures we undertake to mitigate other risks to a residual level appropriate to our risk tolerance, given a more dynamic organisational context.
In addition, we continue to conclude that the potential impact of Brexit on IHG will have no material impact on our strategy or operations.
 | See pages 52 and 57 for details of the assessment of our principal risks by the Board and the Audit Committee. |
| These principal risks are supplemented by a broader description of risk factors set out on pages 164 to 167. |
Risk trend and speed of impact Through the principal risk process we assess whether the risk area is stable or dynamic (inherent risk trend), and the rate at which there could be a material impact on IHG (speed of potential impact). The trend and unmitigated speed of impact are summarised in the following diagram with further detail on the initiatives undertaken to manage each of these risks in the table on the next page. |  |
| 20 | IHG | Annual Report and Form 20-F 2017 |
Each of the brands in our portfolio are complementary and differentiated to meet the changing, multifaceted needs of our guests and be commercially compelling to third-party hotel owners.
Supported by the IHG brand and IHG Rewards Club (our loyalty programme), our portfolio of hotel brands is aimed at meeting evolving guests’ needs.
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Holiday Inn Express®
Holiday Inn Express champions smart and simple travel for everyone. We support guests without hassle, without complication, without extravagance – but always with a warm smile. Our mantra is ‘everything you need, nothing you don’t’.
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Risk description | Trend | Impact | Initiatives to manage these risks | |||||||||||||||
| Inherent threats tocybersecurityand information governancecontinue to evolve at pace and, in 2017, created dynamic risks to multiple industries, evidenced by reported cyber incidents across the hospitality industry and by IHG (see page 139). This risk could impact our operations; lead to loss of sensitive data; undermine stakeholder trust; and result in fines and legal/regulatory action. |  |
| • We apply a risk-based methodology to identify, and consider the value and threats to, our key information assets. These include Payment Card Information (PCI), Personally Identifiable Information (PII), as well as sensitive financial and employee information. We monitor and update our information security policies and practices to respond to the risks we face, including those relating to evolving privacy requirements across IHG, including our increasingly third-party hosted infrastructure and systems. • Our approach to monitoring this dynamic risk combines IHG specialist teams in information security, technology and cyber enabled crime, supplemented by external insight and relationships to enhance our capability to analyse, prevent and detect potential threats. • During 2017, we continued our initiative to tokenise credit card data in key systems through implementation of our secure payment technology in more than 86% of our US franchised estate. • Despite our information security programme, we also recognise the need for rapid and appropriate response to data incidents. We have a clearly developed incident management capability which clarifies accountabilities and processes across the organisation, and works closely with our insurers. These also consider data reporting obligations, for example in relation to the EU General Data Protection Regulation (GDPR). | |||||||||||||||
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| Failure to deliverpreferred brandsand loyaltycould impact our competitive positioning, our growth ambitions and our reputation with guests and owners. The rapid rate of recent consolidation activity; brand launches and loyalty programme developments across the hospitality industry creates both risk and opportunity. | |
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| Leadership and talentrisk is inherent to all businesses and failure to effectively attract, develop and retain talent in key areas could impact our ability to achieve growth ambitions and execute effectively. | |
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| Failure to capitalise on innovation in booking technology and maintain and enhanceour channel management and technology platforms and to respond to changing guest and owner needs remains a dynamic risk to IHG’s revenues and growth ambitions, particularly with the emergence of both evolutionary and disruptive technologies. | |
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| IHG’s focus toaccelerategrowthwill require significant reprioritisation of activities and refocusing of resources. Given the importance and scope of the multi-faceted initiatives that will be undertaken to accelerate growth there are inherent risks which will require appropriate planning, project management, governance and clearly defined success factors. | |
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We have continued to execute our strategy to deliver high-quality growth. Our strong performance was underpinned by our successful Winning Model, which is our framework for delivering value for our shareholders and owners through our portfolio of preferred brands, talented people and leading revenue delivery systems.
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InterContinental Paris - Le Grand, France Crowne Plaza Costa Mesa Orange County, California, US
The Board and its areas of focus
IHG is an ambitious company with an impressive scale position and a proven strategy for high-quality growth. Ensuring we have the right balance of skills, style and expertise at both the Board level and across the business is an important factor in supporting our future growth (see pages 57 to 62).
In last year’s Annual Report, I said how impressed I was by the strength and diversity of the IHG Board. This continues to be the case. I also stressed the importance of evolving the composition of the Board to best support the business as it grows and develops.
In 2014, a key priority for me was to appoint a Non-Executive Director with a strong background in consumer-facing technology. On 1 September 2014, we were therefore delighted to welcome Jo Harlow to the Board and as a member of the Audit, Nomination and Remuneration Committees. Jo has a wealth of experience and knowledge, particularly on the role digital technology plays in driving consumer behaviour.
On 31 December 2014, Jonathan Linen retired from the Board and I would like to thank him for his tremendous contribution to IHG. In December 2014, we announced that Kirk Kinsell would step down from the Board and his role as President of our Americas business on 13 February 2015. Kirk was succeeded by Elie Maalouf as Chief Executive Officer, The Americas, who became a member of IHG’s Executive Committee. We are also pleased that, effective from 1 March 2015, Anne Busquet will be joining the Board as a Non-Executive Director and she will also sit on the Audit, Nomination and Corporate Responsibility Committees. Anne has an impressive breadth of experience in digital commerce, hospitality, finance and marketing.
During the year, the Board remained focused on IHG’s strategy and the execution of our Winning Model, as well as on maintaining our deep understanding of both the risks facing the business and the controls we have in place. These are further described on pages 14 to 33.
Governance
High standards of corporate governance are fundamental to the way IHG operates and reflect our values and commitment to being a truly responsible business. In last year’s Annual Report, we explained how we had commissioned a formal evaluation of the Board from an external independent consultant. This year we undertook an internal Board effectiveness evaluation and internal performance evaluations of each Director. The Board also considered the performance of each of its Committees. It was confirmed that the Board and its Committees were operating effectively, and that each Director continues to bring relevant knowledge, diversity of perspective, an ability and willingness to challenge and retains a strong commitment to the role. The progress against our 2013 evaluation, and details of our 2014 evaluation and action plan, can be found on pages 63 and 64.
Detailed information on our Board and governance processes, including the Directors’ Remuneration Report, can be found on pages 54 to 91.
In line with our commitment to responsible business practices (see pages 24 and 25), this year, we have decided to produce a broader Responsible Business Report in place of the Corporate Responsibility Report, which can be downloaded at www.ihgplc.com/responsiblebusiness.
Outlook
We continue to remain confident in the long-term growth prospects of the hotel industry. There are some major structural tailwinds and socio economic trends which mean that the hotel industry will experience significant growth into the future. Our proven strategy for high-quality growth means that we are well placed to continue to outperform.
Patrick Cescau
Chairman
Chief Executive Officer’sreview
2014 was an excellent year for IHG. We made significant progress in delivering our winning strategy for high-quality growth, and reported strong financial and operational performance. We also made good progress with ourasset-light strategy.
“IHG is in a position of strength, a position which has been enhanced by another year of delivery against our strategic priorities.”
Richard Solomons
Chief Executive Officer
IHG is in a position of strength, a position which has been enhanced by another year of excellent delivery against our strategic priorities. We remained focused on building our compelling scale position in what is a growing global marketplace, as we continued to build, develop, and shape our business and our brands for the future. We achieved strong RevPAR performance, opened the highest number of hotels since 2009 and reported growth in net System size.
We also made good progress with our asset-light strategy with the sale of InterContinental Mark Hopkins San Francisco and the disposal of 80 per cent of our interest in InterContinental New York Barclay, as well as the acceptance of a binding offer for InterContinental Paris – Le Grand.
Our Winning Model
The Winning Model is our framework for delivering value for our shareholders and owners through our portfolio of preferred brands, talented people and leading revenue delivery systems. We are focused on delivering against all components of this model, combining it with a targeted approach to building our portfolio and disciplined execution, all underpinned by our commitment to being a responsible business. On pages 16 and 17, we have set out why each element of the model is so critical to our business and have provided more detail on the excellent progress we made during the course of 2014. This includes our superior owner proposition. On our website, www.ihgplc.com/ihgowners, you will find a message from Buggsi Patel, 2014 Chairman of the IHG Owners Association, on his highlights from the year.
Our acquisition of Kimpton Hotels & Restaurants (see page 21), which completed in January 2015, is an example of how each element of the model came into play and will help support our ambitions for the brand in the medium term.
Our Winning Model in action
Kimpton Hotels & Restaurants is a well-established and highly successful business that has grown to become the world’s leading boutique hotel business with a portfolio of world-class hotels and destination restaurants. This distinctive and innovative brand fits perfectly into our brand family, alongside our highly successful Hotel Indigo and EVEN Hotels brands, creating the world’s largest boutique hotel business. We will use our scale, network of owner relationships and powerful digital platforms to accelerate its growth both within the US and globally(see page 21).
Our scale
With a five per cent share of the global industry supply of rooms and 13 per cent of the active industry pipeline, IHG enjoys significant scale advantages in what is a competitive industry. During 2014, we continued to build our scale, focusing on our priority markets such as the United States and Greater China (see page 18). This resulted in us achieving a series of milestones in the year, including our highest ever number of hotel openings in Greater China(see pages 19 and 46 to 48).
Epic Miami, A Kimpton Hotel, Florida, US EVEN Hotel Rockville, Maryland, US HUALUXE Hotels and Resorts, People’s Republic of China
Our brands
Our award-winning preferred brands continued to go from strength to strength. InterContinental Hotels & Resorts is twice the size of any other luxury hotel brand and the Holiday Inn brand family is the largest global mainstream brand. We also opened the 400th Crowne Plaza hotel and 200th Staybridge Suites hotel during the year.
The number of awards our brands receive externally is remarkable, reflecting the work we have been doing to build awareness, recognition and guest satisfaction. In 2014 alone, our brands won over 300 global, regional and hotel level awards.
For the sixth consecutive year, InterContinental Hotels & Resorts was named ‘World’s Leading Hotel Brand’ at the 2014 World Travel Awards; and for the tenth consecutive year, IHG Rewards Club has been recognised as ‘Best Hotel Rewards Programme in the World’ by Global Traveler magazine. IHG as a company also had a successful year – we were listed as one of FORTUNE Magazine’s ‘World’s Most Admired Companies’, named as the ‘Best British Business’ in China and came third in The Sunday Times ‘25 Best Big Companies to Work For’ list.
Innovating for the future
We have continued to build on our long history of innovation to help us both navigate and evolve our business for success in what is a changing world. This is supported by our focus on delivering preferred brands, building lifetime relationships with our guests and developing our strong direct channels.
In 2014, we opened the first two EVEN Hotels (see page 20) to critical acclaim, and in February 2015, we opened the first hotel for the HUALUXE Hotels and Resorts brand. Both of these new brands address previously unmet guests’ needs.
We have also taken an innovative approach to evolving our loyalty and digital offer around the ‘Guest Journey’ with the launch of initiatives such as Mobile Check-in and Check-out and further improvements to our number one rated mobile app. Continuing to evolve and enhance our digital capabilities will be a key area of focus for us over the coming years.
Trust
In the context of this changing landscape, the theme of ‘Trust’ was more important than ever and was the main theme of our 2015 Trends Report (see page 10 for more details). The report argues that ‘Trust Capital’ is now the ‘4th C’ of organisational value – alongside Human, Financial and Intellectual Capital – and is a key factor for consumers in making brand choices. Our people play a critical role in building trust with our guests and owners. They are responsible for delivering a differentiated brand experience for our guests (see pages 16 and 23) and as such we work hard to build our ‘winning culture’ and our employer brand and maintain our high Employee Engagement survey scores(see page 32).
Responsible Business
Operating as a Responsible Business underpins each of our strategic priorities and is a commitment everyone working at IHG is responsible for delivering (see page 24 and 25). We made excellent progress with each of our three corporate responsibility programmes during the course of the year. We announced the global roll-out of our environmental sustainability tool, IHG Green Engage, as a brand standard, which was a powerful demonstration of our commitment to protecting the environment. More recently, we announced the opening of our 600th IHG Academy. Launched in 2006, the programme provides local people with bespoke skills-development and employment opportunities. Finally,
our disaster relief programme, IHG Shelter in a Storm, responded to 18 disasters in nine countries.
Finally, I would like to take this opportunity to thank those who work across IHG and its brands globally for the energy and enthusiasm they bring to the business. With their support, and together with our owners, we can look forward to another excellent year ahead.
Richard Solomons
Chief Executive Officer
Where the industry is now
The global hotel industry
The global hotel industry comprises approximately 15.5 million rooms and is broadly segmented into branded (multiple hotels under the same brand name) and independent (non-branded) hotels. Growth in demand is driven by economic growth and an increasing trend for domestic and global travel, resulting in part from favourable demographics and the globalisation of travel.
Over the long term, the lodging industry has grown broadly in line with Gross Domestic Product (GDP). In the US market (which is the largest market in terms of number of rooms), growth in consumer spend on lodging has exceeded GDP growth by two percentage points per annum over the last 50 years.
There are a number of industry metrics that are widely recognised and used to track performance and we actively monitor these. These include revenue per available room (RevPAR), average daily rate and rooms supply growth.
Global industry RevPAR growth (2014 v 2013)
IHG’s Key performance indicators (KPIs) are set out on pages 30 to 33.
The branded hotel market
The branded hotel market is estimated to account for 53 per cent of the total hotel market. We benchmark our performance against the largest branded players that we consider to be our peer group, with a similar system size and pipeline to ours and who operate in similar market segments to us (as explained on page 18).
Five of the leading branded hotel companies (IHG, Accor, Hilton, Marriott and Starwood) account for approximately 30 per cent of the total branded hotel market in terms of open rooms, and 65 per cent of the development pipeline (hotels in planning and under construction but not yet open).
In the US, around 70 per cent of the industry supply is branded. In fast developing markets, such as China and India, penetration of international brands is, however, lower, at around 45 to 55 per cent. This level of international brand penetration is expected to increase significantly over the coming decades, as large global branded hotels gain traction due to the advantages of reliability, guest safety and security, consistency of standards and the ability to invest in customer experience and technology. IHG has measures in place for all of these – see Our Strategy and Managing Risks on pages 14 to 29.
Source: Smith Travel Research for all of the above industry facts.
The different business models within the hotel industry
The global hotel industry operates under a number of different business models, depending on whether a hotel is branded or independent. The four models typically seen are owned, leased, managed and franchised:
Other models, such as pay-for-performance or commission-based, are sometimes used by independent hotels to benefit from a brand’s booking distribution system (for example, hotel collections).
Whilst an owner-operated hotel enables the owner to have full control over the hotel operation, it requires high capital investment. In contrast, for hotel brand owners, a managed or franchised model enables quicker rooms growth due to the lower capital investment, but this requires strong relationships with third-party hotel owners. As a franchisor and manager, we therefore recognise that our owner proposition is a key part of our strategy.
IHG’s business model, which is a predominantly managed and franchised model, is set out on pages 12 and 13.
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Where the industry is heading
Short-term drivers and global trends
Short-term industry trends are shaped by differing economic, political or physical factors impacting local geographical markets. Since the economic crisis of 2008/09, GDP growth has returned to key economies, leading to an increase in disposable income and an increase in demand for hotel rooms. Typically, the industry would meet this demand through an increase in the supply of rooms.
In developed markets, recent industry revenue growth has been driven largely by an increase in the room rate as occupancy levels have returned to previous peak levels, but the growth in supply of rooms has been below the long-term average. In emerging markets, growth has been a result of both an increase in room rate and the supply of rooms. The industry is also impacted in the short term by local market economic or political factors.
Long-term drivers and global trends
In the long term, growth in the hotel industry is driven by a number of trends:
Economic
The travel and hotel industries have benefited substantially from long-term macroeconomic trends. Global GDP growth in the last 10 years of approximately 3.6 per cent per annum has contributed to increasing disposable income and a greater number of middle-class households, particularly in emerging markets such as Greater China, with a greater propensity to travel.
Improvements in physical infrastructure, particularly in emerging markets, have allowed hotels to meet the needs of guests more effectively and to open up new destinations for travel.
Our growth strategy focuses on 10 priority markets comprising both developed and emerging ones.
Demographic
Traveller demographics are continuously evolving. Many travellers travel for a variety of reasons and no longer for a singular purpose, such as only business or leisure. Across the globe, the types of traveller can range from single people to multi-generation families. The younger workforce is driving more diverse and informal working patterns, with an expectation that hotels can cater for flexible working arrangements. A growing ageing population with the desire, and means, to travel is also expected to significantly increase travel flows and lead to an overall increase in demand for travel services.
Having a portfolio of distinct and complementary brands enables IHG to meet a range of guests’ needs and occasions at differing price points.
Social
Other trends also provide new opportunities for increased travel. Growing competition and capacity amongst airlines, lower air fares and more relaxed travel restrictions in many regions have made international travel a viable option for an increasing number of people. Worldwide, international tourist travel is expected to increase by 3.3 per cent a year from 2010 to 2030 reaching 1.8 billion by 2030, according to the UNWTO.
Increasingly, travellers are concerned about the sustainability of hotels and their impact on the environment and local communities.
We are committed to responsible business practices from environmental sustainability to supporting our local communities.
Technology
Technology is playing an increasingly important role in both shaping the travel industry and in guests’ appreciation of their entire travel experience. The internet, increasingly accessed through mobile devices, has established itself as the preferred method to research, plan and book travel. In emerging markets, consumers are bypassing desktop PCs and going straight to mobile – there are twice as many smartphone users in China than internet users in the US.
The development of social networking has changed the way in which people think about travel, with the sharing of experiences, reviews and recommendations influencing research and decision-making. Travellers can make more informed decisions, and book their travel options with greater control and immediacy, leading to an increase in travel to a variety of destinations.
The ‘Internet of Things’ is an emerging trend that offers enormous potential. 75 billion devices are forecast to be internet-enabled by 2020 offering the potential to transform the in-hotel guest experience.
We focus on delivering across the entirety of the ‘Guest Journey’ and invest in developing strong technology platforms.
Competitors
These long-term drivers and global trends are changing the competitive landscape within the travel industry. Competitors are no longer simply branded or independent hotels, but also include companies offering alternative lodging solutions and search options, providing inspiration for travel ideas and aggregating a range of travel solutions. The consumer peer-to-peer rental market, which is largely unbranded, has also opened up a large supply of travel accommodation. However, many of these businesses are not subject to regulations such as fire and life safety, food safety and local industry regulations, which apply to traditional hotel operators.
For booking and distribution, hotel companies also compete with the increasingly sizeable travel intermediaries.
Our channel management strategic priority considers both direct and indirect booking and distribution channels.
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We predominantly franchise our brands to, and manage hotels on behalf of, third-party owners. Our asset-light strategy enables us to grow our business whilst generating high returns on invested capital.
We franchise and/or manage hotels depending largely on market maturity, owner preference and, in certain cases, on the particular brand. For example, in the US, a mature market, we operate a largely franchised business, working together with our owners to deliver preferred brands. By contrast, in Greater China, an emerging market, we operate a predominantly managed business where we are responsible for operating the hotel on behalf of our owners. We adapt this business model by market as necessary, for example, we also have managed leases (properties structured for legal reasons as operating leases but with the same characteristics as management contracts), partnerships and joint ventures.
The key differences in our three main models are summarised below:
| Number | % of our | Hotel | IHG capital | Employees* | Brand ownership, | |||||||
| of hotels | portfolio | ownership | intensity | marketing and distribution | ||||||||
| Franchised | 4,096 | 84.6% | Third party† | Low | Third party | |||||||
| Managed | 735 | 15.2% | Third party† | Low | IHG and third party �� | IHG | ||||||
| Owned and leased | 9 | Less than 1% | IHG | High | IHG |
In 2014, over 90 per cent of our operating profit was generated from our asset-light management and franchise contracts. In addition, approximately 85 per cent of our fee-based income was derived from hotel revenues, and 15 per cent was principally from management fees linked to hotel profits.
The asset-light approach, and franchised and managed business model:
IHG Revenue and the System Fund
Third-party hotel owners pay: (i) fees to IHG in relation to licensing of our brands and/or our hotel management services; and (ii) assessments and contributions which are collected by IHG for specific use within the System Fund.
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Disciplined approach to allocation of capital
Our focus on an asset-light business model is supported by a disciplined, long-term approach to allocating capital and reducing the asset intensity of the business. We seek to maintain an efficient balance sheet with an investment grade credit rating.
Our business is highly cash-generative, and we have three primary uses of the cash we generate:
In support of our asset-light strategy, during 2014 we:
Disposals
Acquisitions
IHG’s philosophy to capital expenditure
Capital expenditure incurred by IHG can be summarised as follows:
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| IHG | Annual Report and Form 20-F |
Our2017 | Strategic Report | Risk managementstrategy forhigh-qualitygrowth
We focus on strengthening our portfolio of preferred and differentiated brands, building scale in key markets, creating a long-lasting relationship with our guests and delivering revenue to hotels through the lowest cost, direct channels. Our proposition to owners is highly competitive and drives superior returns.
We execute our asset-light strategy in the most attractive, high-growth markets and industry segments. We take a disciplined approach to capital allocation, investing for the future growth of our brands. This enables us to drive sustainable growth in our profitability and deliver superior shareholder returns over the long term.
Our Winning Model is our framework for delivering value for our shareholders and owners through our portfolio of preferred brands, talented people and leading revenue delivery systems.
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Why we think this is important
Having a strong portfolio of preferred brands is fundamental to our success. In a highly competitive industry, powerful well-defined, consistent and well-known brands assist both guests and owners in choosing an IHG brand over a competitor’s, as well as deciding which IHG brand meets their specific needs. Our people are critical in providing the guest experience, and our ‘winning culture’ encourages and empowers them to bring each of our differentiated brand experiences to life and provide high standards of guest service.
The value of building strong preferred brands results in increased RevPAR, as occupancy will be higher and guests will pay a higher rate to stay at their preferred brand, which, in turn, delivers better returns for our owners through an increase in total gross revenue.
What we are doing
We build brand preference by defining each of our brands so that they can provide a differentiated experience to meet both the targeted guest need and occasion and be consistent in the experience they deliver.
We have sharpened each of our brand strategies looking at a number of areas, from the brand ambition and position to the brand platform and strategic brand pillars, to ensure our portfolio meets the needs of the evolving guest and owner. We are also refreshing the brand standards for each of our brands to ensure they are up to date and relevant to drive consistency.
We invest in our talented people who are the face of our brands and help us build brand preference (see page 23).
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Why we think this is important
Scale provides significant advantages in the hotel industry at the global, national and city level. The size of the IHG System, and our concentration on priority markets and key gateway cities, allows us to benefit from economies of scale, which lead to higher margins and operating leverage. With scale, we can invest in our brands and the technology required to support their continued growth, and deliver efficient sales and marketing and procurement practices, thereby increasing the advantages an IHG brand brings to owners. Scale also enables us to invest in, and grow, new brands and take them global, for example Hotel Indigo.
What we are doing
IHG already benefits from substantial scale advantages. With over 710,000 rooms open at the end of 2014, we delivered our strongest net IHG System size growth since 2009 of 3.4 per cent, opening over 41,000 rooms. Our brand portfolio also reached some significant milestones in 2014 – opening the 400th Crowne Plaza hotel, the 200th Staybridge Suites hotel and the 60th Hotel Indigo hotel in its 10th anniversary year. Our scale has also enabled us to commit $150 million of investment behind the EVEN Hotels brand, opening the first two properties in 2014. We focus on developing our scale in 10 priority markets, where we currently have 85 per cent of our open rooms (see page 18). Benefiting from the strong growth in these markets, Group fee margins were up 1.5 percentage points to 44.7 per cent in 2014 and total gross revenue was up 6 per cent to $23 billion.
For details on how we maximise the scale and efficiency of our operations, see page 22.
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Why we think this is important
A portfolio of strong, complementary brands allows us to offer solutions for each guest need, which increases cross-selling across different brands. Combined with a strong loyalty programme, it also increases awareness and recognition of the IHG brand, and of each of the individual hotel brands, helping us to drive business. Guests who have an increased loyalty to IHG and its portfolio have also proven to have a higher spend per stay. Both of these result in higher RevPAR premiums, thereby increasing total gross revenue and strengthening our owner proposition.
What we are doing
Our brands are complementary across the segments in which they operate (midscale, upscale and luxury), catering to different guest needs and occasions. One of our newest brands, EVEN Hotels, caters to an identified guest need for maintaining wellness while travelling and the acquisition of the Kimpton brand has a strong strategic fit with our Hotel Indigo and EVEN Hotels brands (see pages 20 and 21). Recognising the importance of a strong loyalty programme, we encourage guests to stay across the portfolio and build lifetime relationships through the IHG Rewards Club programme, which has 84 million members. We continue to evolve our loyalty programme to ensure that it is not just the largest in the market, but also the most preferred – refreshing and reviewing the rewards and benefits available to increase its attractiveness to our guests. We recognise our loyal guests and aim to personalise their experiences.
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Why we think this is important
As a franchisor and manager of hotels, we aim to drive demand to our hotel brands and reduce distribution costs for our owners through strong brand awareness and effective yield-management practices, delivering better returns for our owners. Our direct channels (digital and voice) are less costly to owners than third-party intermediaries. Our strong brands are a significant driver of bookings through indirect channels (online travel intermediaries (OTIs) and business and leisure travel agents). We therefore aim to drive demand for our hotels through our direct channels and manage revenue per booking, thereby delivering the highest quality revenues to IHG hotels at the lowest possible cost, increasing RevPAR and owner returns.
What we are doing
Our direct and indirect channels delivered 71 per cent of total rooms revenue to our hotels in 2014. Our digital business has significant scale and is growing fast, accounting for $4 billion in revenue in 2014. We continue to invest in features that enhance the digital experience, with branded and personalised offerings to encourage guests to book via our direct channels.
We recognise the impact of OTIs as an indirect booking channel, mainly used by comparison-site shopping leisure travellers searching for a competitive deal. We have therefore leveraged our global footprint to secure better terms with the OTIs on behalf of our owners, whilst leveraging OTIs as a complementary distribution channel.
For details on our investment in developing strong technology platforms, see page 22.
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Why we think this is important
We recognise that hotel owners have a choice of brand, if any, to choose for their property. A strong owner proposition, preferred brands and effective operational support, play a vital part in making us the brand choice for owners. Relationships with new and existing owners therefore have a significant impact on our ability to build scale. A strong owner proposition and relationships with our owners also enable us to deliver the brand promise for our guests and continue building preferred brands.
What we are doing
We are committed to delivering a compelling and preferred owner offer. We continually review and enhance our owner proposition in many ways, including:
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Our Targeted Portfolio means we operate in the most attractive markets for IHG and in the highest opportunity segments based on guests’ occasion needs, with an asset-light business model – franchising and managing hotels rather than owning them.
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Where we operate and detailed global and regional Performance
See pages 34 to 51
Managed and franchised model (our asset-light business model)
See pages 12 and 13
*Source: Smith Travel Research.
Attractive markets
Why we think this is important
Achieving scale and driving growth requires us to focus on those markets that are most attractive and where there is the best fit with our strategy and business model. These markets have large inbound and domestic demand for branded hotels or show great potential to have this in the future.
What we are doing
Whilst we operate in nearly 100 countries and territories and continue to expand our presence globally, we primarily focus our efforts on 10 priority markets in which we either have a strong existing competitive position or have a compelling opportunity to build one. These include a number of key emerging and more developed markets – US, Middle East, Germany, UK, Canada, Greater China, India, Russia and the Commonwealth of Independent States, Mexico and Indonesia. These currently represent 85 per cent of the IHG System and 89 per cent of the pipeline. We focus our brand building efforts and prioritise the investment in infrastructure in these markets, for instance, by adapting our websites to the local language and deploying dedicated sales teams. Depending on the market, we will adapt our model and proposition to owners to take into account local market characteristics.
The Performance section provides details of how we have performed in each of our regions and priority markets.
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Highest opportunity segments
Why we think this is important
Typically, the traditional hotel industry is segmented according to price point, and IHG is focused on the three segments that generate over 66 per cent* of branded hotels revenue – namely, midscale, upscale and luxury. We believe these segments have the highest growth opportunity and strongest resilience to the industry/economic cycle. However, we also recognise that guests choose a hotel based on their needs and the occasion, resulting in the possibility of the same guest staying across multiple hotel segments.
What we are doing
Our portfolio of brands is targeted around differing occasion segments. We tailor each of our brands to meet guests’ needs, looking at the differing occasion they are travelling for and their need for travelling.
We used this segmentation analysis to develop the brand proposition for both the HUALUXE Hotels and Resorts and EVEN Hotels brands (see page 20). It was also a consideration in the acquisition of Kimpton Hotels & Restaurants (see page 21).
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Holiday Inn Manhattan – Financial District, New York, US
HUALUXE Hotels and Resorts, People’s Republic of China
Crowne Plaza Beijing Lido, People’s Republic of China
Our Targeted Portfolio in action:
Greater China – a priority market
In 2014, IHG celebrated our 30th anniversary of operating in Greater China, one of our priority markets. We were the first international hotel company to enter the country in 1984, and we have developed a leading business in the region with 78,194 rooms open (241 hotels) and a further 54,338 rooms (189 hotels) in our development pipeline. In 2014, Greater China contributed 11 per cent of our Group operating profit before central overheads and exceptional items.
We originally developed our business in China’s tier 1 cities and along the eastern seaboard, and have more rooms today in tier 1 cities than our major international competitors. However, our more recent growth has focused on tier 2 and 3 cities, which are expected to generate significant long-term demand growth and, by 2022, nearly 80 per cent of the fast growing Chinese middle-class are expected to live in these cities. We achieved several key milestones for our Greater China business in 2014, for example, we:
In February 2015, we opened our first hotel for the HUALUXE Hotels and Resorts brand in Yangjiang, slightly later than expected. As at 31 December 2014, we had 24 hotels (7,551 rooms) in the pipeline for the brand, which we will continue to build.
In addition to driving growth in Greater China, we are focused on establishing hotels that cater for Chinese guests in other locations outside China. Our China-Ready programme ensures we will be able to cater for the growing number of Chinese guests around the world through cultural and food and beverage training for hotel teams. We currently have 84 hotels in AMEA, The Americas and Europe that have signed up for the programme.
Targeted Portfolio in action
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We announced the launch of a new hotel brand, EVEN Hotels, in February 2012. In June 2014, we opened our first hotels under the brand in Norwalk, Connecticut and in Rockville, Maryland.
Winning Model
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As part of having a portfolio of preferred brands, we continually review our portfolio of brands in light of the evolving needs and preferences of our guests. As part of this, EVEN Hotels was launched in 2012 as the first wellness lifestyle hotel brand. We developed the brand based on a large and growing traveller need for maintaining wellness routines while travelling. More than two years of research into consumer insights showed that there are 17 million wellness-minded travellers in the US alone who struggle to maintain healthy eating and exercise habits, get proper sleep and be productive when they are travelling away from home. Therefore, the brand was developed to meet a guest’s holistic wellness needs in the areas of exercise, food, work and rest. For example, an EVEN branded hotel offers nutritious menus and amenities, such as guest rooms designed for in-room workouts.
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IHG has committed up to $150 million of its own capital to the development of the EVEN brand over the next few years. In the future, we will look to recycle this capital, just as we did for both the Staybridge Suites and Hotel Indigo brands. As part of matching the brand to the right location, we are looking at core urban areas, dense office parks and suburban markets as well as considering the expansion of the brand beyond the US. As at 31 December 2014, we had three hotels (584 rooms) signed into our development pipeline and two hotels (296 rooms) open.
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We have been using our loyalty programme, IHG Rewards Club, to introduce our members to the EVEN Hotels brand, specifically targeting our communications at those guests who travel to, or have expressed an interest in, the locations of our first hotels, wellness or the brand itself.
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As with our other brands, we have leveraged our existing booking platforms to create a brand-specific webpage targeted via the app. We have specifically customised it to be brand specific to EVEN Hotels, focusing on wellness needs with relevant content and healthy lifestyle features such as fitness videos, ambient sounds, a diary of wellness-focused events organised by the hotel, and ‘wellness travel tips’.
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The EVEN Hotels brand allows owners to diversify their portfolio with a new IHG brand in a unique guest occasion segment. IHG, through its own capital investment, currently owns and manages the first two open EVEN hotels. Three additional hotels are currently in development. Owning and operating our first hotels enables us to showcase the brand to other potential owners.
Targeted Portfolio
Attractive markets
The US is one of our priority markets, and we opened the first EVEN hotels in cities where we have existing brand presence.
Highest opportunity segments
The EVEN Hotels brand has a strategic fit in our brand portfolio alongside Hotel Indigo, and now Kimpton, in the boutique and lifestyle segment. The brand is targeted at the unique segment of wellness and lifestyle.
Managed and franchised
We have used our own capital to develop the brand and will look to recycle this in the future. We will seek to accelerate growth for the brand through our managed and franchising model.
EVEN Hotel Rockville, Maryland, US
Acquisition of Kimpton® Hotels & Restaurants
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Our acquisition of Kimpton Hotels & Restaurants, the world’s largest independent boutique hotel operator, completed in January 2015. Kimpton is a highly successful business with a US-based portfolio comprising 62 managed hotels (11,300 rooms) and a further 16 hotels (3,000 rooms) in the pipeline (as at 16 January 2015). A sophisticated food and beverage operator, Kimpton also runs 71 hotel-based destination restaurants and bars.
Winning Model
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The Kimpton brand is renowned for having distinctive and innovative hotels located in attractive urban and resort locations. Each hotel aims to deliver a deeply personal, genuine and authentic service for guests and, whilst each hotel is unique, the brand has a number of common design and service principles and hallmarks. The Kimpton brand caters for a broad and varied range of guest needs.
The Lumen, A Kimpton Hotel, Dallas, Texas, US
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The boutique segment, in which Kimpton operates, is the fastest growing in our industry over the last five years, and there is significant opportunity for future growth based on high levels of demand growth. We also believe the brand has enormous potential for growth outside the US and plan to capitalise on our scale, powerful distribution systems and owner networks to support its growth globally. We did this previously for our Hotel Indigo brand which started with a well-established base in the US and has now been expanded globally to 21 countries (including hotels in the pipeline).
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The Kimpton brand has a strong strategic fit within our existing brand portfolio at the upper upscale price point. It is also highly complementary with our Hotel Indigo and EVEN Hotels brands, creating a leading boutique and lifestyle hotel business, with over 200 open and pipeline hotels across 21 countries.
We plan to leverage Kimpton’s market-leading insight and strong track record in operational excellence, food and beverage, and design, to add value across our brand portfolio. Kimpton’s loyalty programme (Kimpton Karma) members account for 25 per cent of its room bookings.
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A large proportion of Kimpton’s business already comes through direct channels, driven by its most loyal guests. Each hotel has a dedicated website with engaging content, reflecting the boutique nature of the brand. We will leverage our digital platforms to accelerate Kimpton’s growth, whilst maintaining the uniqueness of Kimpton’s existing channels.
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The addition of Kimpton to IHG’s brand portfolio offers owners another attractive option in the boutique segment and access to a brand with a strong track record at the upper upscale price point. Its presence in the most attractive markets in the US has delivered excellent financial performance for both the business and its hotel owners. It also enables IHG to raise awareness of other IHG brands among owners of Kimpton branded hotels. Kimpton’s strong brand, combined with our scale and booking and distribution channels, will drive superior returns for owners.
Targeted Portfolio
Attractive markets
The US is one of our priority markets and Kimpton hotels currently have presence in the most attractive urban and resort locations, as well as the highest RevPAR markets such as San Francisco and New York.
Highest opportunity segments
The boutique hotel segment has been the fastest growing in our industry over the last five years, with demand, supply and RevPAR growth in boutique hotels in the US each significantly outperforming the overall industry.
Managed and franchised
Kimpton is a fully asset-light brand, operating hotels under management contracts.
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DisciplinedExecutionStrategic Report
We recognise that successful delivery of our strategy for high-quality growth requires Disciplined Execution. We prioritise investment in our technology platforms and our people as well as delivering operational efficiencies.
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Why we think it is important
Driving efficient operational processes and managing our costs allows us to contribute to hotel performance through efficient practices, tools and systems. It also helps us strengthen our revenue delivery systems which means an increase in system contribution to hotel revenue, supporting our owner proposition and maximising our investment in building preferred brands. Careful costRisk management leveraging our scale and focusing on productivity improvements also allows us to drive continued improvement in our margin.
What we are doing
To maximise the scale and efficiency of our operations, we:
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Why we think it is important
As identified on page 11, technology, as used by travellers, is playing an increasingly important role in shaping the travel industry. The internet, which is now more than ever accessed through mobile devices, is used extensively to research, plan and book travel. In emerging markets, consumers are going straight to mobile devices, and there are now twice as many mobile internet users in China than internet users in the US. Guests are also seeking greater levels of personalisation, and are sharing their experiences instantly via social media.
We believe that keeping abreast of the evolving traveller trends and investing in technology systems will assist us in building brand preference, strengthen our loyalty programme and deliver compelling and engaging digital content across the ‘Guest Journey’ (which comprises five steps – Dream, Plan, Book, Stay and Share), thereby enabling us to build lifetime relationships with our guests.
What we are doing
To deliver the highest quality digital content for our guests, we are ensuring that we have the right technology foundations and infrastructure in place. In 2014, we:
Improving our technology infrastructure gives us the foundation to transform the guest experience and make it more interactive through digital content. In 2014, we:
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InterContinental Sydney Double Bay, Australia
Risk description | Trend | Impact | Initiatives to manage these risks | |||||||
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Doing business responsiblyViability statement
A commitmentThe Group’s annual planning process builds a robust three-year plan. The detailed three-year plan takes into consideration the principal risks, the Group’s strategy, and current market conditions. That plan then forms the basis for strategic actions taken across the business. The plan is reviewed annually by the Directors, and approved towards the end of the calendar year. Once approved, the plan is then cascaded to responsiblethe business practices underpinsand used to set performance metrics and objectives. Performance against those metrics and objectives is then regularly reviewed by the Directors. The key assumptions included in the three-year plan relate to RevPAR, System size and no change to our entirestated dividend policy. There are no significant debt maturities in the period under consideration and therefore no assumptions have been included in relation to refinancing.
In assessing the viability of the Group, the Directors have reviewed a number of scenarios, weighting downside risks that would threaten the business model, future
performance, solvency and liquidity of the Group more heavily than opportunities. The scenario testing focuses mostly, but not exclusively, on the impact of declining RevPAR on the viability of the Group, as most of the principal risks outlined on pages 21 and 22 will cause a deterioration in RevPAR.
The scenarios included a severe but plausible downturn like the financial crisis that occurred from 2008 to 2009 (when the Board maintained the ordinary dividend despite the severity of the downturn in trading), a widespread cybersecurity breach and a reverse stress test of the business starting from the presumption of the Group having insufficient liquidity to continue trading. In the severe scenarios, the Directors also considered actions that would be taken if such events became a reality. These actions include a reduction in capital expenditure, salary freezes and suspension of bonus plans and the ordinary dividend. The results confirmed that the Group would be able to withstand the impact of each scenario.
The Directors have determined that the three-year period to 31 December 2020 is an appropriate period to be covered by the viability statement. Although hospitality industry business cycles are on average longer than three years, the end of those cycles has only resulted in declining RevPAR when that has been caused by exogenous shocks, and the decline in RevPAR has only lasted two years. The Board has therefore determined that no additional insight can be gained from assessing these scenarios over a longer period.
The Directors have assessed the viability of the Group over a three-year period to 31 December 2020, taking account of the Group’s current position, the Group’s strategy and the way we work. We recognise the importance it has for all of our stakeholders in making IHG and its brands their preferred choice.
Why we think it is important
We believe that by ensuring our business is committed to responsible business practices we will enhance and protect the reputation of IHG and our brands. It provides us with the opportunity to protect the environment, create job opportunities, improve community resilience and make us more innovative. Doing the right thingprincipal risks documented in the right way enables usStrategic Report. Based on this assessment, the Directors have a reasonable expectation that the Group will be able to make an even greater contributioncontinue in operation and meet its liabilities as they fall due over the period to the locations where we operate. It also ensures we act in a manner that benefits all of our stakeholders, including employees, guests, corporate customers, owners and the local community, who are increasingly considering whether the businesses with which they interact share their values. This provides us with a competitive edge, assisting us to deliver profitable growth and create shared value for all stakeholders in the long term.31 December 2020.
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Further information, including our Responsible Business Report, can be found at www.ihgplc.com/responsiblebusiness
What we are doing
Our commitment to responsible business is part of our culture. Our responsible business practices include:
Governance and leadership
Our Chairman, the Board and its Committees provide a strong leadership and governance structure. They promote responsible business behaviour by maintaining high standards of corporate governance, internal controls and risk management and compliance with relevant laws and regulations.
For information on our Board and governance processes, see pages 54 to 91.
Commitment to responsible business practices
We have a reputation for delivering a consistent and superior guest experience, we provide a safe and secure environment and we actively engage with our communities. Our brands are valuable assets and doing business responsibly enhances their reputation and builds trust and brand preference.
Responsible procurement
Our Vendor Code of Conduct sets out standards to which we require our supply chain partners to operate. We are committed to promoting diversity across our responsible procurement agenda and have set targets to ensure corporate responsibility criteria are integrated into the selection and evaluation process for preferred suppliers.
Health, safety and security
A safe and secure environment for our guests, employees and those working at or visiting our hotels and corporate offices is important. IHG has therefore established a set of policies, procedures and measures, and complies with relevant legislation. We ensure the protection and well-being of those working for IHG through suitable work-based strategies, minimise the risk of injury from work activity, ensure that sufficient information is provided and systems are in place to address health and safety concerns, and involve employees in the continuous improvement, reporting and review of health and safety matters.
Risk management
We have in place an effective system of internal controls and risk management to identify, assess, prioritise and mitigate risks to our business, guests and employees, which enables us to achieve our shared objectives. This is an essential part of being a responsible business.
For information on our risk management practices and systems of internal controls, see pages 26 to 29.
People
Being a responsible business cannot be achieved without the support and active engagement of our people. They are fundamental to ensuring we operate an ethical business. Our Winning Ways (see page 23) are a set of behaviours that we internally promote to assist with how we interact with our guests and colleagues.
As part of acting responsibly and putting in place a responsible business ethos, we have policies and training in place to ensure our people are kept aware of and understand the key legal and regulatory areas affecting them in their roles, such as competition, anti-bribery and data privacy laws and procedures, crisis management and brand safety standards. We do this through a range of programmes, policies and training, which we regularly keep under review and which are communicated via e-learning and face-to-face training modules.
Our Code of Conduct consolidates and clarifies expected standards of behaviour and communicates the ethical values of the Group. It is applicable to all Directors, officers and employees and is available at www.ihgplc.com/investors under corporate governance.
We also have a confidential disclosure channel to provide employees with a means to report any ethical concerns they may have.
For information on our investment in developing our talent and who are our employees, see page 23.
IHG Academy - Holiday Inn Express Stoke On Trent, UK
Human rights
We focus on those areas of human rights most relevant to our business, ensuring the rights of the local people where we operate are protected. We are working to raise further awareness of our human rights approach in our hotels through embedding it as a brand standard, and will continue to develop our training materials. We are a signatory to the UN Global Compact, aligning our operations and strategies with the 10 universal principles that include commitments to human rights and labour standards. We are part of the Business in the Community cross industry working group on human rights as well as the International Tourism Partnership’s Human Trafficking Working Group. We are also working with our internal procurement team to embed further our human rights approach into our contracts.
Corporate responsibility
Our global scale provides us with an opportunity to make a positive impact on the environment and communities in which we operate. Our five-year corporate responsibility targets, released in September 2013, focus on measuring this impact.
Each one of our hotels is a central part of its community, from creating jobs and stimulating local economic opportunities, to managing their environmental impact in a responsible way and providing shelter in times of need. We work to develop new and better ways to assist owners to build and operate IHG branded hotels, creating sustainable value for our brands, business and stakeholders, as well as addressing social and environmental challenges. Our three bespoke corporate responsibility programmes are a key part of this and we
work very closely with our owners and colleagues to maximise the positive impact of these initiatives:
IHG’s global greenhouse gas (GHG) emissions
By delivering more environmentally sustainable hotels, we can drive cost efficiencies for owners as well as meet the expectations of all our stakeholders. We recognise the importance of reducing our global greenhouse gas emissions for corporate offices and hotels – our target is to reduce our carbon footprint per occupied room by 12% across our entire estate by 2017 (against a 2012 baseline). See page 33 for progress.
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Scope We report Scope 1 and 2 emissions as defined by the GHG protocol as follows:
• Scope 1 (Direct emissions): combustion of fuel and operation of facilities; and
• Scope 2 (Indirect emissions): electricity, heat, steam and cooling purchased for own use.
Methodology We have worked with external consultants to give us an up-to-date picture of IHG’s carbon footprint and assess the performance over the past few years. The external consultants use a sampling and extrapolation methodology to estimate our GHG emissions.
For 2014, in line with the methodology set out in the GHG Protocol Corporate Standard, the sample covered 1,402 of our 4,840 hotels. As IHG System size is continually changing and the hotels reporting data to the IHG Green Engage system increases annually, we are restating the impacts for all years from the baseline year 2012 annually to enable comparisons to be made.
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Global – corporate offices and managed, franchised, owned and leased hotels2 (a KPI and part of our five-year targets)
| Scope 1 Direct emissions | 1,365,883 | 1,280,973 | |||||||
| Scope 2 Indirect emissions | 3,792,771 | 3,683,737 | ||||||||
| Total GHG emissions (tCO2e) | 5,158,654 | 4,964,710 | ||||||||
IHG’s chosen intensity measurement GHG emissions per occupied room (kgCO2e per occupied room) | 32.3 | 33.4 | ||||||||
Global – corporate offices and managed, owned and leased hotels2(as required under the Companies Act 2006)
| Scope 1 Direct emissions | 496,316 | 486,086 | |||||||
| Scope 2 Indirect emissions | 1,921,077 | 1,847,304 | ||||||||
| Total GHG emissions (tCO2e) | 2,417,393 | 2,333,390 | ||||||||
IHG’s chosen intensity measurement GHG emissions per occupied room (kgCO2e per occupied room)
| 59.2 | 62.2 | ||||||||
1 Reporting period commencing on 1 October and ending on 30 September – due to the delay in hotels receiving their energy bills it is not possible to report accurately GHG emissions from 1 January to 31 December. 2 Includes all of our branded hotels but does not include emissions from 88 hotels. We do not have sufficient data to estimate their emissions and believe them to be immaterial. | ||||||||||
| IHG | Annual Report and Form 20-F |
IHG believes that an essential part of being a responsible business is having in place robust and effective risk management and internal controls. This supports our business to be resilient, successful and trusted.
IHG’s approach to risk management
The Board is ultimately accountable for risk management across the organisation. It is supported by the Audit Committee, the Executive Committee and other delegated committees who collectively set the tone and appetite for risk management at IHG.
This is cascaded down to the day-to-day activities of IHG corporate offices and hotels through well-established and continuously improving policies, processes, systems and controls which set out clear accountability, and are supported by tools, training and communication to ensure risks are effectively managed.
Risks are further identified, assessed, mitigated and monitored by functional specialists and, where deemed necessary, periodically reviewed by internal and external auditors. These activities are typically grouped into ‘Three Lines of Defence’ as shown on the right. IHG’s Global Risk Management team provide subject matter expertise, leadership and support across all these activities.
Embedded risk management processes
IHG has in place a Major Risk Review process to:
The Major Risks align closely with our strategy and business priorities, and also identify those issues which are most likely to significantly affect other operational, commercial or reputational matters and, as such, are regularly discussed at senior leadership team and committee meetings.
Our Risk Working Group (RWG) ensures there is sufficient focus and effective management of the Major Risks, and seeks to improve cross-functional working and effective risk management of the highest priority and emerging risks affecting IHG. The RWG is chaired by the General Counsel and Company Secretary and comprises the heads of Global Risk Management, Global Strategy, Programme Office and Global Internal Audit.
Underpinning the Group’s Major Risk Review process, each of the regions and functions have their own risk profiles that are updated quarterly in line with the activities of the strategic planning cycle. During the interim periods, continuous dialogue takes place between risk owners and risk subject-matter experts to develop, execute and monitor detailed risk assessments, risk mitigation strategies, controls and key risk indicators.
Holistic approach to risk assessmentKey performance indicators (KPIs)
IHG conducts risk assessmentsOur carefully selected set of KPIs allow us to identify, prioritise and inform decisions on risk mitigation. Risks are first assessed from an inherent or gross risk perspective (unmitigated risk). Then, internal controls and mitigation activities are identified and developed resulting
effectively monitor our performance by measuring
our success in a residual or net risk assessment (mitigated risk, net of controls). This is informed by the performance monitoring of internal key risk indicators, which provide objective evidence as to how effectively the risk is being managed. IHG and its Board think broadly and holistically about potential risks to the business, across the following categories:
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Risk managementcontinued
Managing risks in a changing environment
We continue to experience an increasingly risk aware and dynamic external risk environment with changes in political, economic, social, technological, legal and environmental risks. However, the Group’s asset-light business model, diversity of brand portfolio and wide geographical spread contribute to IHG’s resilience to events that could affect specific hotels or local areas.
The table below sets out the principal risks and uncertainties (the Major Risks) in the context of delivering against our strategy, for
and in driving high-quality growth (as described on pages 14 to 25). Whilst the external risk environment is increasingly volatile, uncertain and competitive, this is offset by our decision-making and strengthening risk culture, and efforts to continuously improve controls and mitigation actions (some of which is summarised below). These Major Risks align to our strategic priorities and are therefore proactively managed and monitored by senior management. They complement the wider comprehensive risk factors set out on pages 162 to 165.growth.
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Keyperformanceindicators (KPIs)
We measure our performance through a set of carefully selected KPIs which monitor our success in achieving our strategy and the progress of our Group to deliver high-quality growth. The KPIs are organised around the framework of our strategy – our WinningStrategic Model and Targeted Portfolio,targeted portfolio – underpinned by Disciplined Executiondisciplined execution and Doing Business Responsibly.
Winning Model and Targeted Portfoliodoing business responsibly.
KPIs | 2017 status | 2018 specific priorities | ||||||
| Strategic Model and targeted portfolio | ||||||||
Net rooms supply
Net total number of rooms in the IHG System.
Growth in underlying fee revenues
Group revenue excluding revenue from owned and leased hotels, managed leases and significant liquidated damages. |
| 4.0% increase in net system size 31% pipeline as a % of system size 83,481 rooms signings | • Launch and scale our new mainstream brand, avid hotels (see page 16 for details). • Leverage the expansion of our franchise offer for Holiday Inn, Holiday Inn Resort® and Crowne Plaza in Greater China, alongside Holiday Inn Express Franchise Plus model (see page 32 for details). • Continue to build international scale for Kimpton, accelerating the growth of the brand outside the Americas. • Ensure that, whilst driving strong rooms supply growth, we maintain a high level of guest satisfaction across our entire portfolio with removals from the system. | |||||
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Total gross revenue from hotels in IHG’s Systemb
Total rooms revenue from franchised hotels and total hotel revenue from managed, owned and leased hotels.
System contribution to revenue
The
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digital revenues delivered in 2017, up by 9%c on 2016 22% More hotels using IHG’s revenue management service in 2017, vs 2016 | • Maintain our focus on increasing contribution from IHG Rewards Club members, and through direct bookings via our website or call centres. • Further grow our share of bookings through the IHG App, whilst also increasing engagement within the App. • Continue to
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| a | Including the acquisition of Kimpton (11,325 rooms). |
| b | Use of Non-GAAP measures: In addition to performance measures directly observable in the Group Financial Statements (IFRS measures), additional financial measures (described as Non-GAAP) are presented that are used internally by management as key measures to assess performance. Non-GAAP measures are either not defined under IFRS or are adjusted IFRS figures. Further explanation in relation to these measures can be found on page 26, and reconciliations to IFRS figures, where they have been adjusted, are on pages 154 and 155. Total underlying operating profit growth and underlying fee revenue growth are stated at constant currency. |
| c | Based on a restating of 2016 digital revenues at 2017 FX rates. |
| Link between KPIs and | ||||||||||
| Directors’ remuneration | ||||||||||
As we continued our focus on delivering high-quality growth, Directors’ Remuneration for 2017 was directly related to key aspects of our Strategic Model and targeted portfolio. The following indicates which KPIs have impacted Directors’ Remuneration: |  | The Annual Performance Plan |  | The Long Term Incentive Plan | ||||||
• 70% was linked to EBIT • 30% was linked to non-financial measures, of which: – 20% was linked to improvements in Guest Love scores – 10% was linked to the delivery of other individual objectives; for Executive Directors, the majority of these objectives related to our KPIs | • 50% was linked to Total Shareholder Return • 25% was linked to rooms growth • 25% was linked to RevPAR growth | |||||||||
| 23 |
Strategic Report
Link between KPIs and Directors’ remuneration
KPIs which could have an impact on the performance measures for remuneration plans:
1 Annual incentive plan (Annual Performance Plan)
2 Long-term incentive plan (Long Term Incentive Plan)
For more information see Directors’ Remuneration Report pages 76 to 91.
Explanation as to how 2015 priorities have evolved from 2014 priorities:
¿ Same priority as 2014
Specific progress made in 2014 against 2014 priority, the priority has accordingly been updated for 2015
New priority for 2015 in line with changes to our business
Key performance indicators (KPIs) continued
KPIs | 2017 status | 2018 specific priorities | |||||||
Strategic Model and targeted portfolio continued | |||||||||
Global RevPAR growth
Revenue per available room: are
Guest Love IHG’s guest satisfaction measurement indicator.
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| 77% of Europe Holiday Inn hotels have implemented or committed to Open Lobby
3.0ppt growth in Guest the last three years | • Drive 2018 rollout of IHG Concerto amongst our owners, across the entire estate (see page 17).
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Disciplined execution |
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Keyperformanceindicators (KPIs)continued
Disciplined Execution
Fee margins
Operating profit as a percentage of revenue, excluding revenue and operating profit from owned and leased hotels, managed leases and significant liquidated damages.
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growth in fee margin in 2017 | • Leverage our increasing scale in operations and systems to drive economies of scale across our portfolio of brands. • Continue to • Enhance our supplier management capabilities to drive further efficiencies throughout the
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Employee Engagement survey scores
Average of
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2017 Colleague HeartBeat participation rate | • Improve and simplify performance management processes, in order to focus on productive development conversations. • Drive adoption of improvements to our human resources systems, including online colleague training, to further our ability to develop and retain talent. | |||||
Free cash flowb,d Cash flow from operating activities (after interest and tax paid), less purchase of shares by employee share trusts and maintenance capital expenditure, including key money paide.
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| 7.3% growth in EBITDA in 2017 | • Continue to
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| a | Changes to the method for calculating IHG’s guest satisfaction scores (previously Guest HeartBeat) were introduced in 2016. The comparative for 2015 has been restated. |
| b | Use of Non-GAAP measures: In addition to performance measures directly observable in the Group Financial Statements (IFRS measures), additional financial measures (described as Non-GAAP) are presented that are used internally by management as key measures to assess performance. Non-GAAP measures are either not defined under IFRS or are adjusted IFRS figures. Further explanation in relation to these measures can be found on page 26, and reconciliations to IFRS figures, where they have been adjusted, are on pages 154 and 155. Total underlying operating profit growth and underlying fee revenue growth are stated at constant currency. |
| c | In 2017, the employee engagement survey was revised and relaunched as the Colleague HeartBeat survey. The 2016 and 2015 figures relate to previous survey results, which could not be restated and are not comparable. |
| d | Cash flow was introduced as a new measure for the 2017/19 LTIP cycle. Cumulative free cash flow over the three-year performance period forms part of the measure, with some adjustments. The target for each successive cycle is determined annually, taking into account IHG’s long-range business plan, market expectations and circumstances at the time. |
| e | In 2016, free cash flow excluded the $95m cash receipt from renegotiation of long-term partnership agreements. |
| 24 |
Doing business responsibly
KPIs | 2017 status | 2018 specific priorities | ||||||
| Doing business responsibly | ||||||||
Number of people participating
®Academy programmes
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Carbon footprint per occupied room
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| 15% reduction in carbon footprint per occupied room from 2013–2017 on a 2012 baseline | • Continue to reduce our carbon footprint
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Water use per occupied room in water-stressed areas
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| 5.3% reduction in water use per occupied room in water-stressed areas from 2013–2017 on a 2012 baseline | • Continue to reduce
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| a | Restated. |
 | Please seewww.ihgplc.com/responsible-businessfor full disclosure of our as well as more information on our new set of Responsible Business targets for 2018-2020. |
Final dividend
The Board has proposed a final dividend per ordinary share of 71.0¢. With the interim dividend per ordinary share of 33.0¢, the full-year dividend per ordinary share for 2017 will total 104.0¢.
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| IHG | Annual Report and Form 20-F | 25 |
Strategic Report
Key performance measures (including Non-GAAP measures)
used by management.
As well as the performance measures found in the Group Financial
Statements, the following key performance measures are included
in the performance review (and IHG at a glance on pages 2–3).
With the exception of RevPAR, these are financial measures that are either not defined under IFRS or are adjusted IFRS figures and are therefore described as Non-GAAP measures.
An important measure of IHG System performance is the growth in total gross revenue which provides a measure of the overall strength of the Group’s brands.
Group
Group results
| 12 months ended 31 December | ||||||||||||||||||||
| 2014 $m | 2013 $m | 2014 vs change | 20121 $m | 2013 vs change | ||||||||||||||||
| Revenue | ||||||||||||||||||||
Americas | 871 | 916 | (4.9 | ) | 837 | 9.4 | ||||||||||||||
Europe | 374 | 400 | (6.5 | ) | 436 | (8.3 | ) | |||||||||||||
AMEA | 242 | 230 | 5.2 | 218 | 5.5 | |||||||||||||||
Greater China | 242 | 236 | 2.5 | 230 | 2.6 | |||||||||||||||
Central | 129 | 121 | 6.6 | 114 | 6.1 | |||||||||||||||
| Total | 1,858 | 1,903 | (2.4 | ) | 1,835 | 3.7 | ||||||||||||||
| Operating profit | ||||||||||||||||||||
Americas | 544 | 550 | (1.1 | ) | 486 | 13.2 | ||||||||||||||
Europe | 89 | 105 | (15.2 | ) | 112 | (6.3 | ) | |||||||||||||
AMEA | 84 | 86 | (2.3 | ) | 88 | (2.3 | ) | |||||||||||||
Greater China | 89 | 82 | 8.5 | 81 | 1.2 | |||||||||||||||
Central | (155 | ) | (155 | ) | – | (162 | ) | 4.3 | ||||||||||||
| Operating profit before exceptional items | 651 | 668 | (2.5 | ) | 605 | 10.4 | ||||||||||||||
| Exceptional operating items | 29 | 5 | 480.0 | (4 | ) | 225.0 | ||||||||||||||
| 680 | 673 | 1.0 | 601 | 12.0 | ||||||||||||||||
| Net financial expenses | (80 | ) | (73 | ) | (9.6 | ) | (54 | ) | (35.2 | ) | ||||||||||
| Profit before tax | 600 | 600 | – | 547 | 9.7 | |||||||||||||||
| Earnings per ordinary share | ||||||||||||||||||||
| Basic | 158.3¢ | 140.9¢ | 12.3 | 187.1¢ | (24.7 | ) | ||||||||||||||
| Adjusted | 158.3¢ | 158.3¢ | – | 139.0¢ | 13.9 | |||||||||||||||
| Average US dollar to sterling exchange rate |
| $1: £0.61 |
|
| $1: £0.64 |
| (4.7 | ) |
| $1: £0.63 |
| 1.6 | ||||||||
Total gross revenue comprises total rooms revenue from franchised hotels and total hotel revenue from managed, owned and leased hotels. Other than | owned and leased hotels, total gross revenue is not revenue attributable to IHG as it is derived mainly from | |
| Underlying revenue∎ Underlying operating profit growth∎ Underlying fee revenue∎ Fee margin growth∎ | ||
| Underlying revenue and underlying operating profit both exclude the impact of owned asset disposals, managed leases, significant liquidated damages and current year acquisitions, all translated at constant currency using prior year exchange rates. Underlying operating profit growth also excludes the impact of exceptional items (see below). The presentation of these additional performance measures allows a better understanding of comparable | year-on-year trading and thereby allows an assessment of the underlying trends in Underlying fee revenue and fee margin further exclude the revenue and operating profit of the Group’s remaining owned and leased properties, thereby providing metrics which measure the underlying performance of the Group’s core fee-based business model. | |
| Total operating profit before exceptional items and tax∎ Adjusted earnings per ordinary share∎ Underlying earnings per ordinary share∎ | ||
Total operating profit before exceptional items and tax enables a better understanding of Adjusted earnings per ordinary share excludes exceptional items, and their related tax impacts, and is reconciled to basic earnings per ordinary share in note 9 on page 115 of the Group Financial Statements. Adjusted earnings per ordinary share provides a per share measure that is not skewed by exceptional items. Underlying earnings per ordinary share is calculated by dividing underlying profit for the | Underlying earnings per ordinary share provides a per share measure based on comparable year-on-year trading and reflects underlying trends in the Group’s financial performance. An analysis of exceptional items for the periods covered by the performance review is included in note 5 on page 110 of the Group Financial Statements. Exceptional items are identified by virtue of either their size or nature and are excluded from these measures so as to facilitate comparison with prior periods and to assess underlying trends in the financial performance of the Group and its regional operating segments. Exceptional items can include, but are not restricted to, gains and losses on the disposal of assets, impairment charges and reversals, and restructuring costs. Total operating profit both before and after exceptional items is shown on the face of the Group income statement on page 88, as permitted under IFRS. | |
| Net debt∎ | ||
| Net debt is used in the monitoring of the Group’s liquidity and capital structure, and is a number used to calculate the key ratios attached to the Group’s bank covenants. | Net debt comprises loans and other borrowings less cash and cash equivalents, and is reconciled to the amounts included in the Group Financial Statements in note 21 on page 126. | |
| Net capital expenditure∎ | ||
| Net capital expenditure is defined as cash flow from investing activities, excluding tax paid on disposals and adjusted for System Fund depreciation and amortisation (recovery of previous System Fund capital expenditure). For internal management reporting, capital expenditure is reported as either maintenance, recyclable, or System Fund. | The disaggregation of net capital expenditure provides useful information as it enables users to distinguish between System Fund capital investments and recyclable investments (such as investments in associates and joint ventures), which are intended to be recoverable in the medium term, compared with maintenance capital expenditure (including key money paid), which represents a permanent cash outflow. | |
| Free cash flow∎ | ||
| Free cash flow is defined as cash flow from operating activities (after interest and tax paid), less purchase of shares by employee share trusts and maintenance capital expenditure, including key money paid. In 2016, free cash flow excluded the $95m cash receipt from renegotiation of long-term partnership agreements. | Free cash flow is a useful measure for investors, as it represents the cash available to invest back into the business to drive growth, pay the ordinary dividend, with any surplus being available for additional returns to shareholders. | |
∎ These are Non-GAAP financial measures which should be viewed as complementary to, and not as a substitute for, the measures prescribed by GAAP.
| The performance review should be read in conjunction with the Non-GAAP reconciliations on pages 154 and 155 and the glossary on pages 184 to 185. |
| 26 | IHG | Annual Report and Form 20-F 2017 |
Group results
| 12 months ended 31 December | ||||||||||||||||||||||||||||||
2017 $m | 2016 $m | 2017 vs 2016 % change | 2015 $m | 2016 vs 2015 % change | ||||||||||||||||||||||||||
| Revenue | ||||||||||||||||||||||||||||||
| Americas | 1,025 | 993 | 3.2 | 955 | 4.0 | |||||||||||||||||||||||||
| Europe | 241 | 227 | 6.2 | 265 | (14.3 | ) | ||||||||||||||||||||||||
| AMEA | 244 | 237 | 3.0 | 241 | (1.7 | ) | ||||||||||||||||||||||||
| Greater China | 126 | 117 | 7.7 | 207 | (43.5 | ) | ||||||||||||||||||||||||
| Central | 148 | 141 | 5.0 | 135 | 4.4 | |||||||||||||||||||||||||
| Total | 1,784 | 1,715 | 4.0 | 1,803 | (4.9 | ) | ||||||||||||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||||||||||||
| Americas | 644 | 633 | 1.7 | 597 | 6.0 | |||||||||||||||||||||||||
| Europe | 86 | 75 | 14.7 | 78 | (3.8 | ) | ||||||||||||||||||||||||
| AMEA | 87 | 82 | 6.1 | 86 | (4.7 | ) | ||||||||||||||||||||||||
| Greater China | 52 | 45 | 15.6 | 70 | (35.7 | ) | ||||||||||||||||||||||||
| Central | (110 | ) | (128 | ) | 14.1 | (151) | 15.2 | |||||||||||||||||||||||
| 759 | 707 | 7.4 | 680 | 4.0 | ||||||||||||||||||||||||||
| Exceptional items | 4 | (29 | ) | 113.8 | 819 | (103.5 | ) | |||||||||||||||||||||||
| Operating profit | 763 | 678 | 12.5 | 1,499 | (54.8 | ) | ||||||||||||||||||||||||
| Net financial expenses | (85 | ) | (87 | ) | 2.3 | (87) | – | |||||||||||||||||||||||
| Profit before tax | 678 | 591 | 14.7 | 1,412 | (58.1 | ) | ||||||||||||||||||||||||
| Earnings per ordinary share | ||||||||||||||||||||||||||||||
| Basic | 306.7¢ | 195.3¢ | 57.0 | 520.0¢ | (62.4 | ) | ||||||||||||||||||||||||
| Adjusted | 244.6¢ | 203.3¢ | 20.3 | 174.9¢ | 16.2 | |||||||||||||||||||||||||
| Average US dollar to sterling exchange rate | | $1: £0.78 |
| | $1: £0.74 |
| 5.4 | | $1: £0.65 |
| 13.8 | |||||||||||||||||||
Highlights for the year ended
31 December 2017
During the year ended 31 December 2017, revenue increased by $69m (4.0%) to $1,784m primarily resulting from 4.0% rooms growth and 2.7% comparable RevPAR growth. Operating profit and profit before tax increased by $85m (12.5%) and $87m (14.7%) respectively. Operating profit before exceptional items increased by $52m (7.4%) to $759m.
Underlyinga Group revenue and underlyinga Group operating profit increased by $80m (5.2%) and $59m (8.4%) respectively.
Comparable Group RevPAR increased by 2.7% (including an increase in average daily rate of 1.1%). IHG System size increased by 4.0% to 798,075 rooms, whilst Group fee revenueb increased by 4.1% (5.0% at constant currency).
The net central operating loss before exceptional items decreased by $18m (14.1%) to $110m and by $15m (11.7%) to $113m at constant currency due to an increase in central revenues and the impact of our strategic cost management programme.
Group fee margin was 50.4%, up 1.6 percentage points (up 1.4 percentage points at constant currency) on 2016, after adjusting for owned and leased hotels, managed leases, and significant liquidated damages. Group fee margin benefited from efficiency improvements and by leveraging our global scale.
Basic earnings per ordinary share increased by 57.0% to 306.7¢, whilst adjusted earnings per ordinary share increased by 20.3% to 244.6¢, reflecting the increase in operating profit before tax and the impact of the share capital reduction as a result of the share consolidation in May 2017.
| a | Underlying excludes the impact of owned asset disposals, significant liquidated damages and the results from managed-lease hotels, translated at constant currency by applying prior-year exchange rates (see pages 154 and 155). Underlying operating profit growth also excludes the impact of exceptional items. |
| b | Underlying fee revenue is defined as Group revenue excluding revenue from owned and leased hotels, managed leases and significant liquidated damages (see pages 154 and 155). |
Accounting principles
The Group results are prepared under International Financial Reporting Standards (IFRS). The application of IFRS requires management to make judgements, estimates and assumptions, and those considered critical to the preparation of the Group results are set out on pages 112 and 113page 100 of the Group Financial Statements.
The Group discloses certain financial information both including and excluding exceptional items. For comparability of the periods presented, some of the performance indicators in this Performanceperformance review are calculated after eliminating these exceptional items. Such indicators are prefixed with ‘adjusted’. An analysis of exceptional items is included in note 5 on page 121110 of the Group Financial Statements.
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Performance | 27 |
Strategic Report
Performance continued
Group continued
Highlights for the year ended
31 December 20142016
RevenueDuring the year ended 31 December 2016, revenue decreased by $45m (2.4%$88m (4.9%) to $1,858m$1,715m primarily as a result of the sale of InterContinental Paris – Le Grand and operatingInterContinental Hong Kong. Operating profit and profit before exceptional itemstax both decreased by $17m (2.5%)$821m to $651m$678m and $591m, primarily due to the gain on sale of InterContinental Paris – Le Grand and InterContinental Hong Kong during the year ended 31 December 2014, due in part2015. Operating profit before exceptional items increased by $27m (4.0%) to the disposal of owned hotels in line with the Group’s asset-light strategy.$707m.
On 27 March 2014, IHG completed the disposal of its freehold interest in InterContinental Mark Hopkins San Francisco for gross proceeds of $120m and Underlyinga long-term contract to manage the hotel. On 31 March 2014, IHG completed the disposal of 80% of its interest in InterContinental New York Barclay for gross proceeds of $274m and a 30-year management contract with two 10-year extension rights, retaining the remaining 20% in a joint venture set up to own and refurbish the hotel (see page 49).
On 7 August 2014, the Group received a binding offer to acquire InterContinental Paris – Le Grand for gross proceeds of€330m and a 30-year management contract with three 10-year extension rights. The offer was subsequently accepted on 8 December 2014, with the transaction expected to complete by the end of the first half of 2015, subject to the satisfaction of certain standard conditions.
On an underlying1 basis,Group revenue and underlyinga Group operating profit increased by $94m (6.0%$69m (4.6%) and $57m (9.6%$61m (9.5%) respectively. The underlying results exclude InterContinental Mark Hopkins San Francisco and InterContinental New York Barclay whilst under IHG ownership, the results of managed lease hotels, and the benefit of $7m liquidated damages receipts in 2014 and $46m liquidated damages receipts in 2013.
Comparable Group RevPAR (see Glossary on pages 184 and 185) increased by 6.1%1.8% (including an increase in average daily rate of 2.7%1.2%), led by particularly strong growth of 7.4% in The Americas. Group. IHG System size increased by 3.4%3.1% to 710,295767,135 rooms, whilst underlying Group fee revenue2b increased by 6.7%2.3% (4.4% at constant currency).
At constant currency, the net central overheadsoperating loss before exceptional items decreased by $3m (1.9%$12m (7.9%) to $152m$139m compared to 20132015 (but at actual currency remained flat at $155m), helpeddecreased by continued cost control, as well as additional technology fee income.$23m (15.2%) to $128m).
Group fee margin was 44.7%48.8%, up 1.53.3 percentage points (up 2.5 percentage points at constant currency) on 2013,2015, after adjusting for owned and leased hotels, managed leases, and significant liquidated damages. Group fee margin benefited from strong growth in IHG’s scale markets.efficiency improvements and by leveraging our global scale.
Profit before tax of $600m was unchanged on 2013. Basic earnings per ordinary share increaseddecreased by 12.3%62.4% to 158.3¢195.3¢, whilst adjusted earnings per ordinary share remained flat at 158.3¢.
Highlights for the year ended 31 December 2013
Group revenue increased by $68m (3.7%)16.2% to $1,903m and203.3¢, reflecting the increase in operating profit before exceptional items increased by $63m (10.4%) to $668m.
On 1and the impact of the share consolidation in May 2013, IHG completed the disposal of its leasehold interest in InterContinental London Park Lane for gross proceeds of $469m and a 30-year management contract with three 10-year extension rights.2016.
On an underlying1 basis, defined as reported results, excluding those from the InterContinental London Park Lane whilst under IHG ownership, results from managed lease hotels, together with the benefit of $46m liquidated damages receipts in 2013 and a $3m liquidated damages receipt in 2012, revenue and operating profit increased by $68m (4.2%) and $44m (7.8%) respectively when translated at constant currency and applying 2012 exchange rates.
Fee revenue2 increased by 4.3%, with comparable Group RevPAR growth of 3.8% over the period (including an increase in average daily rate of 1.8%) and IHG System size growth of 1.6% to 686,873 rooms.
At constant currency, net central overheads decreased from $162m to $157m in 2013 ($155m at actual currency), helped by continued tight cost control, as well as additional technology fee income.
Group fee margin was 43.2%, up 1.3 percentage points on 2012, after adjusting for owned and leased hotels, managed leases and significant liquidated damages.
Profit before tax increased by $53m to $600m. Adjusted earnings per ordinary share increased by 13.9% to 158.3¢.
| Group total gross revenue | ||||||||||||
| 12 months ended 31 December | ||||||||||||||||||
2017 $bn | 2016 $bn | % change | ||||||||||||||||
| Analysed by brand | ||||||||||||||||||
| InterContinental | 4.8 | 4.6 | 4.3 | |||||||||||||||
| Kimpton | 1.1 | 1.1 | – | |||||||||||||||
| Crowne Plaza | 4.3 | 4.1 | 4.9 | |||||||||||||||
| Hotel Indigo | 0.4 | 0.4 | – | |||||||||||||||
| Holiday Inn | 6.3 | 6.2 | 1.6 | |||||||||||||||
| Holiday Inn Express | 6.7 | 6.3 | 6.3 | |||||||||||||||
| Staybridge Suites | 0.9 | 0.8 | 12.5 | |||||||||||||||
| Candlewood Suites | 0.8 | 0.7 | 14.3 | |||||||||||||||
| Other | 0.4 | 0.3 | 33.3 | |||||||||||||||
| Total | 25.7 | 24.5 | 4.9 | |||||||||||||||
| Analysed by ownership type | ||||||||||||||||||
| Franchised | 14.9 | 14.3 | 4.2 | |||||||||||||||
| Managed | 10.6 | 10.0 | 6.0 | |||||||||||||||
| Owned and leasedc | 0.2 | 0.2 | – | |||||||||||||||
| Total | 25.7 | 24.5 | 4.9 | |||||||||||||||
Global total gross revenue
| 12 months ended 31 December | ||||||||||||
| 2014 $bn | 2013 $bn | % change | ||||||||||
InterContinental | 4.7 | 4.5 | 4.4 | |||||||||
Crowne Plaza | 4.2 | 4.0 | 5.0 | |||||||||
Hotel Indigo | 0.3 | 0.2 | 50.0 | |||||||||
Holiday Inn | 6.4 | 6.2 | 3.2 | |||||||||
Holiday Inn Express | 5.7 | 5.2 | 9.6 | |||||||||
Staybridge Suites | 0.7 | 0.6 | 16.7 | |||||||||
Candlewood Suites | 0.6 | 0.6 | – | |||||||||
Other | 0.2 | 0.3 | (33.3 | ) | ||||||||
| Total | 22.8 | 21.6 | 5.6 | |||||||||
One measure of IHG System performance is the growth in total gross revenue, defined as total room revenue at franchised hotels and total hotel revenue at managed, owned and leased hotels. Total gross revenue is not revenue attributable to IHG, as it represents revenue generated mainly at hotels owned by third parties.a Non-GAAP financial measure, see page 26 for additional information.
Total gross revenue increased by 5.6% (7.4%4.9% (5.7% increase at constant currency) to $22.8bn, primarily$25.7bn, driven by strongIHG System size and comparable RevPAR growth across the Group of 6.1% compared to 2013, coupled with an increase in System size of 3.4%.
growth.
| Underlying excludes the impact of owned asset disposals, |
| c | See note 2 of the Group Financial Statements on page 104. |
| IHG | Annual Report and Form 20-F |
GlobalGroup hotel and room count
| Hotels | Rooms | |||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | ||||||||||||
| Analysed by brand | ||||||||||||||||
InterContinental | 180 | 2 | 61,235 | 1,132 | ||||||||||||
Crowne Plaza | 406 | 15 | 113,562 | 4,671 | ||||||||||||
Hotel Indigo | 61 | 6 | 6,731 | 532 | ||||||||||||
EVEN Hotels | 2 | 2 | 296 | 296 | ||||||||||||
Holiday Inn1 | 1,212 | (4 | ) | 225,159 | 582 | |||||||||||
Holiday Inn Express | 2,365 | 107 | 229,110 | 14,513 | ||||||||||||
Staybridge Suites | 205 | 9 | 22,409 | 891 | ||||||||||||
Candlewood Suites | 322 | 10 | 30,708 | 930 | ||||||||||||
Other | 87 | (4 | ) | 21,085 | (125 | ) | ||||||||||
| Total | 4,840 | 143 | 710,295 | 23,422 | ||||||||||||
| Analysed by ownership type | ||||||||||||||||
Franchised | 4,096 | 119 | 514,984 | 12,797 | ||||||||||||
Managed | 735 | 24 | 192,121 | 11,397 | ||||||||||||
Owned and leased | 9 | – | 3,190 | (772 | ) | |||||||||||
| Total | 4,840 | 143 | 710,295 | 23,422 | ||||||||||||
| Hotels | Rooms | |||||||||||||||||||||||
| At 31 December | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||
| InterContinental | 194 | 7 | 65,998 | 2,348 | ||||||||||||||||||||
| Kimpton | 66 | 5 | 12,516 | 1,278 | ||||||||||||||||||||
| HUALUXE | 7 | 3 | 2,089 | 993 | ||||||||||||||||||||
| Crowne Plaza | 414 | 6 | 114,800 | 997 | ||||||||||||||||||||
| Hotel Indigo | 85 | 10 | 10,645 | 1,740 | ||||||||||||||||||||
| EVEN Hotels | 8 | 2 | 1,238 | 228 | ||||||||||||||||||||
| Holiday Inna | 1,242 | 1 | 232,693 | 937 | ||||||||||||||||||||
| Holiday Inn Express | 2,600 | 103 | 262,398 | 15,389 | ||||||||||||||||||||
| Staybridge Suites | 255 | 19 | 27,745 | 2,135 | ||||||||||||||||||||
| Candlewood Suites | 376 | 14 | 35,424 | 1,232 | ||||||||||||||||||||
| Other | 101 | 4 | 32,529 | 3,663 | ||||||||||||||||||||
| Total | 5,348 | 174 | 798,075 | 30,940 | ||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||
| Franchised | 4,433 | 112 | 552,834 | 10,184 | ||||||||||||||||||||
| Managed | 907 | 62 | 242,883 | 20,810 | ||||||||||||||||||||
| Owned and leased | 8 | – | 2,358 | (54 | ) | |||||||||||||||||||
| Total | 5,348 | 174 | 798,075 | 30,940 | ||||||||||||||||||||
| Includes |
| (2016: 46 Holiday Inn Resort properties |
Group pipeline
| Hotels | Rooms | |||||||||||||||||||||||
| At 31 December | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||
| InterContinental | 63 | 1 | 17,353 | (127 | ) | |||||||||||||||||||
| Kimpton | 18 | – | 2,796 | (302 | ) | |||||||||||||||||||
| HUALUXE | 21 | (1 | ) | 6,289 | (667 | ) | ||||||||||||||||||
| Crowne Plaza | 86 | (4 | ) | 23,047 | (1,489 | ) | ||||||||||||||||||
| Hotel Indigo | 82 | 7 | 11,301 | 708 | ||||||||||||||||||||
| EVEN Hotels | 12 | 6 | 2,110 | 1,330 | ||||||||||||||||||||
| Holiday Innb | 277 | 16 | 53,556 | 878 | ||||||||||||||||||||
| Holiday Inn Express | 766 | 90 | 93,360 | 9,478 | ||||||||||||||||||||
| avid hotels | 44 | 44 | 4,043 | 4,043 | ||||||||||||||||||||
| Staybridge Suites | 160 | 20 | 17,941 | 2,620 | ||||||||||||||||||||
| Candlewood Suites | 112 | 4 | 10,009 | 405 | ||||||||||||||||||||
| Other | 14 | 2 | 2,341 | (2,807 | ) | |||||||||||||||||||
| Total | 1,655 | 185 | 244,146 | 14,070 | ||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||
| Franchised | 1,223 | 184 | 139,348 | 21,654 | ||||||||||||||||||||
| Managed | 432 | 1 | 104,798 | (7,584 | ) | |||||||||||||||||||
| Total | 1,655 | 185 | 244,146 | 14,070 | ||||||||||||||||||||
| b | Includes 13 Holiday Inn Resort properties (3,620 rooms) (2016: 14 Holiday Inn Resort properties (3,531 rooms)). |
Total number of hotels
5,348
Totalnumber of rooms
798,075
During 2014,2017, the global IHG System (the number of hotels and rooms which are franchised, managed, owned or leased by the Group) increased by 143174 hotels (23,422(30,940 rooms) to 4,8405,348 hotels (710,295 rooms).
The Group continued to expand its global footprint, opening hotels in nearly 30 different countries and territories and delivering its highest net System size growth since 2009. 40% of 2014 openings were in developing markets, as classified by The World Bank, with 22% of the closing rooms balance located in these markets representing an increase of one percentage point from 31 December 2013. 123 hotels (17,630 rooms) were removed in 2014, a decrease from the previous year (142 hotels, 24,576(798,075 rooms).
Openings of 266285 hotels (41,052(48,817 rooms) were 15.7%20.1% higher than in 2013. This2016. Openings in the Americas included 140 hotel openings (15,190124 hotels (12,949 rooms) in the Holiday Inn brand family in The Americas and fourfamily. 43 hotels (834 rooms) as part of the US government’s Privatisation of Army Lodgings (PAL) initiative, as well as the first two hotels (296 rooms) for the wellness-focused EVEN Hotels brand. 34 hotels (10,648(10,570 rooms) were opened in Greater China in 2014, up 38.8% from last year and the region’s highest on record,2017, with the Europe and AMEA regions contributing openings of 3526 hotels (5,353(4,917 rooms) and 1926 hotels (4,228(11,085 rooms) respectively. 111 hotels (17,247 rooms) left the IHG System in 2017, a decrease from the previous year (116 hotels, 17,367 rooms).
GlobalTotalnumber of hotels in the pipeline
1,655
Total number of rooms in the pipeline
| Hotels | Rooms | |||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | ||||||||||||
| Analysed by brand | ||||||||||||||||
InterContinental | 50 | (1 | ) | 15,664 | (1,196 | ) | ||||||||||
HUALUXE | 24 | 3 | 7,551 | 747 | ||||||||||||
Crowne Plaza | 92 | (2 | ) | 25,336 | (3,033 | ) | ||||||||||
Hotel Indigo | 63 | 12 | 9,096 | 2,289 | ||||||||||||
EVEN Hotels | 3 | (2 | ) | 584 | (296 | ) | ||||||||||
Holiday Inn1 | 269 | 5 | 52,713 | 2,472 | ||||||||||||
Holiday Inn Express | 522 | 49 | 62,954 | 8,210 | ||||||||||||
Staybridge Suites | 99 | 19 | 10,908 | 2,180 | ||||||||||||
Candlewood Suites | 89 | 9 | 7,717 | 803 | ||||||||||||
Other | 10 | 9 | 1,249 | 1,135 | ||||||||||||
| Total | 1,221 | 101 | 193,772 | 13,311 | ||||||||||||
| Analysed by ownership type | ||||||||||||||||
Franchised | 843 | 65 | 94,730 | 7,945 | ||||||||||||
Managed | 377 | 38 | 98,838 | 5,662 | ||||||||||||
Owned and leased | 1 | (2 | ) | 204 | (296 | ) | ||||||||||
| Total | 1,221 | 101 | 193,772 | 13,311 | ||||||||||||
| Global pipeline signings | 463 | 19 | 69,696 | 4,235 | ||||||||||||
244,146
At the end of 2014,2017, the global pipeline totalled 1,2211,655 hotels (193,772(244,146 rooms), an increase of 101185 hotels (13,311(14,070 rooms) on 31 December 2013.2016. The IHG pipeline represents hotels where a contract has been signed and the appropriate fees paid. 89% of the closing pipeline at 31 December 2014 was in IHG’s 10 priority markets.
The continued global demand for IHG brands is demonstrated by the Group signing hotels in 35 different countries and territories in 2014, 35% of which were in developing markets. 48% of the closing pipeline at 31 December 2014 was in developing markets, down by three percentage points compared to the previous year. 28% of the closing pipeline at 31 December 2014 was in Greater China.
Group signings increased from 444516 hotels (65,461 rooms) in 20132016 to 463605 hotels (69,696 rooms)and rooms increased from 75,812 to 83,481 in 2014, the strongest level in six years.2017. This included 307391 hotels (45,522(52,592 rooms) signed for the Holiday Inn brand family, up by 15.1% compared to 2013, nearly a quarter32.1% of which were contributed by Greater China (45(90 hotels, 10,860 rooms). The Greater China region signed a further 19 hotels (4,894 rooms) across other IHG brands. The pipeline for HUALUXE Hotels and Resorts increased by three hotels (747 rooms) to 24 hotels (7,55116,904 rooms).
Active management of the pipeline to remove deals that have become dormant or no longer viable reduced the pipeline by 96135 hotels (15,333(21,224 rooms), compared to 140118 hotels (18,563(19,518 rooms) in 2013.2016.
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Performance | 29 |
Strategic Report
Performance continued
Progress against our 2017 regional priorities
Group revenue 2017($1,784m)
Number of rooms(798,075)
∎ Americas
∎ Europe
∎ Asia, Middle East and Africa (AMEA)
∎ Greater China
∎ Central
 | |
See page 32 for our Regional highlights. |
The Americas
Maximise the performance and growth of our portfolio of preferred brands, focusing on our core upper midscale and upscale segments, mostly through franchise agreements, over the next three years.
Greater China Asia, Middle East and Africa (AMEA) Europe 12 months ended 31 December 2014 Franchised Managed Crowne Plaza InterContinental Holiday Inn Crowne Plaza Holiday Inn Express Holiday Inn All brands Staybridge Suites Candlewood Suites All brands Owned and leased All brands Industry performanceDrove brand preference through signifcant investment in 2014In 2014, industry RevPAR in The Americas grew by 8.4% driven by a 4.2% increase in demand and a 5.0% increase in average daily rate. On the supply side, the number of rooms increased by 1.0%, the fourth year with growth of 1.0% or less. All segments experienced strong growth, with the upper midscale segment, where theCrowne Plaza, Holiday Inn and Holiday Inn Express. 78% of the Crowne Plaza estate participated in the Accelerate programme in 2017, and over 1,000 new design Holiday Inn Express brands operate, having a 7.5% growthhotels were open or in RevPAR.the pipeline as of year end.Enhanced owner returns by expanding use of our revenue mangement service, Revenue Management for Hire, across the region. Currently 67% of the Americas estate uses the service, up from 57% in 2016.The US lodging industry also saw strong growth as the economy continued to recover with GDP up 2.4%. In December, demand reached record highsLeveraged our Franchise Plus business model and grew significantly in tier 2 and 3 cities. Franchise Plus delivered 54 signings in 2017. More broadly, over 87% of openings for the 46th consecutive month, while supply growth of 0.9% remained well below the 1.9% per annum historic average. Average daily rate growth of 4.6% combined with strong demand drove US RevPAR up 8.3%region were outside tier 1 cities. We also expanded our franchise model to our Holiday Inn and Crowne Plaza brands.Debut signings for: Kimpton Hotels & Restaurants (Taipei and Sanya); and EVEN Hotels (three properties). RevPARHUALUXE had 21 hotels in the US upper midscale segment was up 8.2%, withpipeline as of year-end.Drove a consistent guest experience through the US upscale segment uprollout of True Hospitality Service training to 272 of our 328 hotels. Guest Love increased by 8.4%.1.2ppts in 2017.Strengthened our talent acquisition and development through the GM Ready programme, to create immediate GM resource pool for new opening hotels. Continued building hotel commercial and revenue management capability through a Sales Transformation project. IHG’sSignings increased 20% year-on-year to 12,620, and included regional performance in 2014IHG’s comparable RevPAR increased 7.4% with 3.7% rate growth. The region is predominantly representedfirsts for both Kimpton Hotels & Restaurants and EVEN Hotels. Our Upscale and Luxury presence was enhanced by the US, where comparable RevPARopening of Hotel Indigo Bali Seminyak – the world’s first Hotel Indigo in a resort location – as well as InterContinental properties in Perth, Singapore, Hanoi and Fujairah Resort.Drove brand preference and our promise of True Hospitality through new service training, rolled out to 84% of AMEA hotels. Guest satisfaction in AMEA increased 7.5%. Our upper midscale brands in 2017, with Guest Love 0.8ppts higher than last year.Enhanced our owner proposition through new ways of working for our hotel opening teams, establishing relationship directors who serve as an owner’s single point of contact post-deal signing, through to opening.Grew system size in Europe’s most attractive markets and highest opportunity segments, with particular focus on the US performed broadlyUK and Germany. In 2017, over half of the region’s signings and openings were in line witheither the segment, with RevPAR for theUK or Germany.Strengthened brand preference through continued rollout of Holiday Inn brand increasing 8.1% whilst that forOpen Lobby, which 77% of the estate has now installed or is commited to installing, driving a 7ppts Guest Love uplift. The Holiday Inn Express Generation 4 guestroom, which 87% of Generation 1 and 2 properties have now installed or are comitted to, has driven a 4ppt Guest Love uplift post-refurbishment. We also enhanced brand was at 7.2% due to higher absolute occupancies than the industry. Our US upscale brands (Crowne Plaza and Hotel Indigo) were also in line with the upscale segment with both brands increasing RevPAR by 8.3%. We strengthened our20-year relationship with Grupo Presidente to expand the footprint and diversityawareness of our brands in key cities and resort destinations.We continued to demonstrate our commitment to quality with 12,230 rooms leaving the IHG System. Strong demand for IHG branded hotels continued with 38,108 rooms signed, with the pipeline increasing by 10,177 rooms over 2013.Americas comparable RevPARmovement on previous year 6.9% 6.9% 7.9% 12.7% 7.0% 9.0% 7.2% 9.7% 11.7% 8.9% 11.2% Progress against 2014 regional prioritiesIn line with our 2014 regional priorities, we:continued to strengthen our preferred brands and provide best-in-class revenue delivery to hotels – the Holiday Inn brand rolled out revenue-driving food and beverage options to address guest needs, whilst the Holiday Inn Express brand introduced an innovative, cost effective design solution that resonated well with owners;strengthened our Holiday Inn brand familyKimpton Hotels & Restaurants with the opening of 140 new hotels;continued to execute our multi-year programme to strengthenAmsterdam De Witt, the Crowne Plaza brand by focusing on brand differentiation, performance initiatives and signing 10 hotels into the pipeline; andopened our first two hotels for the EVEN Hotels brand which have consistently received excellent guest feedback.in the region.IHG’s 2015 regional priorities1.Continue to increase IHG System size growth through working with owners to accelerate openings, assisting low-performing hotels to improve, and continuing to support our high-performing hotels.2.•ContinueYourRate by IHG Rewards Club has now rolled out to deliverall our European markets except Israel and is having a positive impact on direct bookings. IHG Rewards Club enrolments increased by 16% this year, against our multi-year plan for the Crowne Plaza Hotels & Resorts brand by enhancing the guest experience and driving brand differentiation through innovations.2016.3.Continue30 IHG | Annual Report and Form 20-F 2017
| Industry performance in 2017 | IHG’s regional performance in 2017 | |||||||
| Americas | Industry RevPAR in the Americas increased by 3.8%, driven by a 2.8% average daily rate growth and 0.6pts occupancy growth. Occupancy achieved its highest level ever recorded, topping the record set in 2015. Room demand was up 2.9%, its highest since 2014, led by increasing business and consumer confidence in the US. Demand was further propelled in the US by two hurricanes in the latter part of the year, while supply growth remained robust (1.9%) despite a fall from its seven year high in 2016. US lodging industry room demand advanced 2.7% in 2017, its largest increase since 2014, whilst supply growth edged up to In Canada, industry RevPAR increased by 7.7%, driven by a 5.2% increase in average daily rate, and in Mexico, RevPAR increased by 6.4% with average daily rate advancing 6.0%. | IHG’s comparable RevPAR in the Americas increased by 1.6%, driven by 1.2% average daily rate growth. The region is predominantly represented by the US, where comparable RevPAR increased by 1.2%, with 3.0% growth in the fourth quarter led by demand in hurricane impacted areas. In the US, we are most represented by our Mainstream brands Holiday Inn and Holiday Inn Express. RevPAR in our Mainstream brands increased slightly behind the segment, with RevPAR for the Holiday Inn brand Canada achieved strong growth of 6.1%, whilst Mexico grew 5.1%, led by rate growth. | ||||||
| Europe | Strong demand and solid average daily rate growth propelled European industry RevPAR in 2017 up 7.2%, its largest gain since 2000. Demand rebounded in Continental Europe as certain markets recovered from terror incidents in 2016 and inbound tourism increased. Regional room demand grew 4.4% with average daily rate advancing 3.6%. UK industry RevPAR was up 4.1%, led by a 3.6% rate increase. UK room demand increased by 2.3% in 2017. In Germany, industry RevPAR was up 3.0%, driven by a 2.0% growth in average daily rate and a 2.1% increase in demand. A number of countries in the region including Italy, Russia and Spain, saw industry RevPAR rise in 2017 through increasing demand and average daily rate. | IHG’s regional comparable RevPAR in Europe increased by 6.3%, driven by both occupancy and average daily rate growth. The UK grew by 4.5%, ahead of the | ||||||
| Asia, Middle East and Africa (AMEA) | AMEA room demand growth increased by its fastest rate of the past five years resulting in rising occupancy across Egypt drove RevPAR growth in the Middle East (3.4%). Excluding Egypt, Middle East RevPAR fell 5.2% as Saudi Arabia, the United Arab Emirates, and others were impacted by weak oil prices and high supply growth. Room demand was up in all but two of the 11 Middle East countries excluding Egypt, as declining average daily rate was the principal driver of the weaker performance. Supply growth remained robust, up 5.4% in 2017, excluding Egypt, and it has been above 5% for the past decade. | Across this large region, IHG is widely represented both geographically and by brand, and comparisons across the industry are hard to make. Overall, IHG regional comparable RevPAR increased by 1.5%, driven by occupancy growth. Performance outside the Middle East was strong with 4.4% RevPAR growth overall, led by strong trading in the mature markets of Australia, where RevPAR increased by 4.5%, ahead of the industry, and in Japan where RevPAR increased by 2.7%. The Middle East RevPAR was down 4.1%, impacted by low oil prices and industry wide supply growth. Total RevPAR declined by 3.0% for the year impacted by the proportion of hotel openings in developing markets where RevPARs are significantly lower than developed markets. | ||||||
| Greater China | Lodging industry RevPAR in Greater China increased by 5.2% via strong demand gains and the first average daily rate increase of the past seven years. While RevPAR declined from 2010 to 2016, demand has been robust, but performance had been held back by falling average daily rate and increasing supply. Supply gains in 2017 (3.5%) were the smallest of the past 18 years. The two largest sub-regions (North & East) saw RevPAR gains of greater than 5% each, whereas the South and Central, the next two largest sub-regions, reported growth of more than 8% each. RevPAR growth in all four of the sub-regions was driven primarily by demand increases with supporting average daily rate gains. While supply growth slowed in Greater China overall, certain areas continued to see strong increases, including Macau (9.6%), the West (6.2%) and Central China (5.1%). Demand was also strongest in those three sub-regions, up more than 10% each. | IHG’s regional comparable RevPAR in Greater China increased by 6.0% in 2017, slightly ahead of the industry. Our RevPAR was driven by better than the industry occupancy, which increased by 5.5%, whilst average daily rate grew by 0.4%. Mainland China RevPAR increased by 6.6%, led by growth of 6.9% in tier 1 cities due to strong transient, corporate and meeting demand. RevPAR grew in Hong Kong and Macau by 2.7% and 11.4%, respectively. | ||||||
Source: Smith Travel Research for all of the above industry facts.
Comparable RevPAR movements on previous year(12 months ended 31 December 2017)
| Region | Franchised | Managed | Owned and leased | |||||||||||||||||||||
|
|
|
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|
| |||||||||||||||||||
| Americas | Crowne Plaza | 1.9% | InterContinental | (0.9)% | All brands | 6.6% | ||||||||||||||||||
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|
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| ||||||||||||||||||||
| Holiday Inn | 1.9% | Kimpton | 0.4% | |||||||||||||||||||||
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| Holiday Inn Express | 1.7% | Crowne Plaza | 1.2% | |||||||||||||||||||||
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| All brands | 1.8% | Holiday Inn | 0.0% | |||||||||||||||||||||
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| Staybridge Suites | (0.7)% | |||||||||||||||||||||||
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| Candlewood Suites | 0.4% | |||||||||||||||||||||||
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| All brands | 0.2% | |||||||||||||||||||||||
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| Europe | All brands | 6.1% | All brands | 7.2% | ||||||||||||||||||||
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| AMEA | All brands | (1.6)% | All brands | 2.1% | ||||||||||||||||||||
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| Greater China | All brands | 6.1% | ||||||||||||||||||||||
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| IHG | Annual Report and Form 20-F | 31 |
32 IHG | Annual Report and Form 20-F 2017
Americas results
| 12 months ended 31 December | ||||||||||||||||||||
| 2014 $m | 2013 $m | 2014 vs 2013 % change | 2012 $m | 2013 vs 2012 % change | ||||||||||||||||
| Revenue | ||||||||||||||||||||
Franchised | 630 | 576 | 9.4 | 541 | 6.5 | |||||||||||||||
Managed | 103 | 128 | (19.5 | ) | 97 | 32.0 | ||||||||||||||
Owned and leased | 138 | 212 | (34.9 | ) | 199 | 6.5 | ||||||||||||||
| Total | 871 | 916 | (4.9 | ) | 837 | 9.4 | ||||||||||||||
| Percentage of Group Revenue | 46.9 | 48.1 | (1.2 | ) | 45.6 | 2.5 | ||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||
Franchised | 544 | 499 | 9.0 | 466 | 7.1 | |||||||||||||||
Managed | 47 | 74 | (36.5 | ) | 48 | 54.2 | ||||||||||||||
Owned and leased | 18 | 30 | (40.0 | ) | 24 | 25.0 | ||||||||||||||
| 609 | 603 | 1.0 | 538 | 12.1 | ||||||||||||||||
| Regional overheads | (65 | ) | (53 | ) | (22.6 | ) | (52 | ) | (1.9 | ) | ||||||||||
| Total | 544 | 550 | (1.1 | ) | 486 | 13.2 | ||||||||||||||
| Percentage of Group Operating profit before central overheads and exceptional items | 67.5 | 66.8 | 0.7 | 63.4 | 3.4 | |||||||||||||||
| 12 months ended 31 December | ||||||||||||||||||||||||||||
2017 $m | 2016 $m | 2017 vs 2016 % change | 2015 $m | 2016 vs 2015 % change | ||||||||||||||||||||||||
| Revenue | ||||||||||||||||||||||||||||
| Franchised | 703 | 685 | 2.6 | 661 | 3.6 | |||||||||||||||||||||||
| Managed | 172 | 172 | – | 166 | 3.6 | |||||||||||||||||||||||
| Owned and leased | 150 | 136 | 10.3 | 128 | 6.3 | |||||||||||||||||||||||
| Total | 1,025 | 993 | 3.2 | 955 | 4.0 | |||||||||||||||||||||||
| Percentage of Group revenue | 57.4 | 57.9 | (0.5) | 53.0 | 4.9 | |||||||||||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||||||||||
| Franchised | 606 | 600 | 1.0 | 575 | 4.3 | |||||||||||||||||||||||
| Managed | 65 | 64 | 1.6 | 64 | – | |||||||||||||||||||||||
| Owned and leased | 29 | 24 | 20.8 | 24 | – | |||||||||||||||||||||||
| Regional overheads | (56) | (55) | (1.8) | (66) | 16.7 | |||||||||||||||||||||||
| 644 | 633 | 1.7 | 597 | 6.0 | ||||||||||||||||||||||||
| Exceptional items | 37 | (29) | 227.6 | (41) | 29.3 | |||||||||||||||||||||||
| Operating profit | 681 | 604 | 12.7 | 556 | 8.6 | |||||||||||||||||||||||
| Percentage of Group operating profit before central overheads and exceptional items | 74.1 | 75.8 | (1.7) | 71.9 | 3.9 | |||||||||||||||||||||||
Highlights for the year ended
31 December 20142017
With 3,6994,029 hotels (460,017(497,460 rooms), Thethe Americas represented 65%62% of the Group’s room count and 68%74% of the Group’s operating profit before central overheads and exceptional operating items for the year ended 31 December 2014.2017. The key profit producing regionmarket is the US, although the Group is also represented in Latin America, Canada, Mexico and the Caribbean. 91%88% of rooms in the region are operated under the franchise business model, primarily in the upper midscaleMainstream segment (Holiday(including the Holiday Inn brand family). In the upscaleUpscale segment, Crowne Plaza is predominantly franchised whereas, in the luxuryLuxury segment, InterContinental brandedInterContinental-branded hotels are operated under both franchise and management agreements. Eightagreements, whilst Kimpton is managed. 12 of the Group’s nine13 hotel brands are represented in The Americas, including the wellness-focused EVEN Hotels brand, which made its global debut in the region during the year, with two owned hotels (296 rooms) open at 31 December 2014.Americas.
Revenue and operating profit increased by $32m (3.2%) to $1,025m and by $77m (12.7%) to $681m respectively. Operating profit before exceptional items decreasedincreased by $45m (4.9%$11m (1.7%) to $871m and by $6m (1.1%) to $544m respectively.$644m. On an underlying1a basis, revenue increased by $71m (9.7%$37m (3.9%), while operating profit increased by $39m (7.8%$16m (2.5%), driven predominantly by strong RevPAR growth in the fee business and an increase in net rooms. Regional overheads increased by 22.6% to $65m following investment in IHG’s development and quality teams and unusually high healthcare costs. Revenue and operating profit were negatively impacted by the disposal of an 80% interest in InterContinental New York Barclay and the disposal of InterContinental Mark Hopkins San Francisco during the year, by a combined $95m and $21m respectively compared to 2013. Conversely,
Franchised revenue and operating profit were positively impactedincreased by the benefit of $7m liquidated damages receipts in 2014 in the franchised business relating$18m (2.6%) to two exited hotels, compared to $31m in the managed business in 2013.
$703m and by
Franchised$6m (1.0%) to $606m respectively. On a constant currency basis, revenue increased by $54m (9.4%$17m (2.5%) to $630m includingand operating profit increased by $6m (1.0%) as incremental royaltiesb growth from RevPAR and net rooms growth were partly offset by a delay in the benefitrecognition of a payroll tax credit, the implementation of the $7m liquidated damages receipts (8.2% excluding these liquidated damages).previously disclosed Crowne Plaza Accelerate financial incentives, and the annualisation of our investment in the Americas development team. Royalties growth of 7.6%3.3% was driven by comparable RevPAR growth of 7.2%1.8%, including 7.9%1.9% for Holiday Inn and 7.0%1.7% for Holiday Inn Express, together with 1.5% rooms growth.
Managed revenue remained flat at $172m, whilst operating profit increased by $1m (1.6%) to $65m. Revenue and operating profit included $34m (2016: $34m) and $nil (2016: $nil) respectively from one managed-lease property. Excluding results from this managed-lease hotel and on a constant currency basis, revenue increased by $6m (4.3%) and operating profit increased by $7m (10.9%) respectively.
Owned and leased revenue increased by $14m (10.3%) to $150m, whilst operating profit increased by $5m (20.8%) to $29m due to North American inbound business to Holiday Inn Aruba and the ramp up of EVEN Hotels Brooklyn.
Highlights for the year ended
31 December 2016
Revenue and operating profit increased by $38m (4.0%) to $993m and by $48m (8.6%) to $604m respectively. Operating profit before exceptional items increased by $36m (6.0%) to $633m. Underlyinga revenue increased by $53m (5.8%), while underlyinga operating profit increased by $46m (7.7%), driven predominantly by RevPAR growth in the fee business and an increase in net rooms. The underlying results exclude the impact of owned asset disposals, managed leases, and the benefit of significant liquidated damages receipts (2016: $nil; 2015: $3m).
Franchised revenue and operating profit increased by $24m (3.6%) to $685m and by $25m (4.3%) to $600m respectively. Royaltiesb growth of 2.4% was driven by comparable RevPAR growth of 1.9%, including 2.6% for Holiday Inn and 1.7% for Holiday Inn Express, together with 2.0% rooms growth. Operating profit increased by $45m (9.0%) to $544m.
ManagedOn a constant currency basis, revenue decreased by $25m (19.5%) to $103m and operating profit decreased by $27m (36.5%) to $47m. Revenue and operating profit included $38m (2013 $34m) and $nil (2013 $nil) respectively from one managed lease property. Excluding results from this hotel, as well as the $31m liquidated damages in 2013 (2014 $nil), revenue increased by $3m (4.8%) and operating profit increased by $4m (9.3%) on a constant currency basis.
Owned and leased revenue decreased by $74m (34.9%$29m (4.4%) to $138m$690m and by $30m (5.2%) to $605m respectively.
Managed revenue increased by $6m (3.6%) to $172m, whilst operating profit decreased by $12m (40.0%)stayed flat at $64m due to $18m. The decrease in revenue and operating profit were driven by the disposal of an 80%costs relating to our 20% interest in InterContinental New York Barclay and the disposal of InterContinental Mark Hopkins San Francisco (combined negativeongoing impact of $95m and $21m respectively). Excluding these two hotels, owned and leased revenue and operating profit increased by $21m and $9m respectively reflecting strong trading at InterContinental Boston and post refurbishment performance at Holiday Inn Aruba.
Highlights for the year ended 31 December 2013
Revenue and operating profit before exceptional items increased by $79m (9.4%) to $916m and by $64m (13.2%) to $550m respectively. On an underlying1 basis, revenue and operating profit increased by $52m (6.5%) and $36m (7.5%) respectively. Revenue and operating profit were adversely impacted by $8m lower feesnew supply on the exit of eight Holiday Inn hotels owned by FelCor Lodging Trust but were positively impacted by the benefit of a $31m liquidated damages receipt in 2013 in the managed business, compared to $3m in 2012.
The franchise business drove most of theRevPAR growth in the region (excluding the liquidated damages in the managed estate). Franchised revenue increased by $35m (6.5%) to $576m. Royalties growth of 4.7% was driven by RevPAR growth of 3.2%, including 3.4% for Holiday Inn Express, together with a 0.7% increase in available rooms. Operating profit increased by $33m (7.1%) to $499m. Fees from initial franchising, relicensing and termination of hotels also increased by $6m compared to 2012.
Managed revenue increased by $31m (32.0%) to $128m and operating profit increased by $26m (54.2%) to $74m.New York. Revenue and operating profit included $34m (2012 $34m)(2015: $38m) and $nil (2012(2015: $nil) respectively from one managed leasemanaged-lease property. Excluding results from this managed-lease hotel, as well as the benefit of the $31msignificant liquidated damages in 2013receipts (2016: $nil; 2015: $3m) and the $3m in 2012,on a constant currency basis, revenue grewincreased by $4m (6.7%$16m (12.8%) and operating profit decreasedincreased by $2m (4.4%$5m (8.2%) on a constant currency basis.respectively.
Owned and leased revenue increased by $13m (6.5%$8m (6.3%) to $212m and$136m, whilst operating profit grewstayed flat at $24m.
Regional overheads increased by $6m (25.0%$11m (16.7%) to $30m. The increase$55m due to a $10m year-on-year decrease in revenue was driven by RevPAR growth of 6.0%.US healthcare costs.
| a | Underlying excludes the impact of owned asset disposals, significant liquidated damages and the results from managed-lease hotels, translated at constant currency by applying prior-year exchange rates (see pages 154 and 155). Underlying operating profit growth also excludes the impact of exceptional items. |
| b | Royalties are fees, based on rooms revenue, that a franchisee pays to the brand owner for use of the brand name. |
| 33 |
Strategic Report
Performance continued
Americas continued
Americas hotel and room count
| Hotels | Rooms | Hotels | Rooms | |||||||||||||||||||||||||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||||||||||||||||||
InterContinental | 50 | (1 | ) | 16,897 | (556 | ) | 50 | 2 | 17,578 | 1,170 | ||||||||||||||||||||||||||||||
| Kimpton | 65 | 4 | 12,242 | 1,004 | ||||||||||||||||||||||||||||||||||||
Crowne Plaza | 181 | 5 | 48,366 | 1,309 | 156 | (8 | ) | 41,278 | (2,838 | ) | ||||||||||||||||||||||||||||||
Hotel Indigo | 39 | 2 | 4,551 | 207 | 51 | 5 | 6,828 | 896 | ||||||||||||||||||||||||||||||||
EVEN Hotels | 2 | 2 | 296 | 296 | 8 | 2 | 1,238 | 228 | ||||||||||||||||||||||||||||||||
Holiday Inn1 | 770 | (16 | ) | 136,280 | (2,550 | ) | ||||||||||||||||||||||||||||||||||
| Holiday Inna | 773 | (1 | ) | 135,604 | (1,140 | ) | ||||||||||||||||||||||||||||||||||
Holiday Inn Express | 2,060 | 75 | 182,601 | 8,170 | 2,217 | 63 | 199,410 | 7,039 | ||||||||||||||||||||||||||||||||
Staybridge Suites | 197 | 9 | 21,200 | 891 | 244 | 18 | 26,156 | 1,971 | ||||||||||||||||||||||||||||||||
Candlewood Suites | 322 | 10 | 30,708 | 930 | 376 | 14 | 35,424 | 1,232 | ||||||||||||||||||||||||||||||||
Other | 78 | (3 | ) | 19,118 | (104 | ) | 89 | 5 | 21,702 | (95 | ) | |||||||||||||||||||||||||||||
| Total | 3,699 | 83 | 460,017 | 8,593 | 4,029 | 104 | 497,460 | 9,467 | ||||||||||||||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||||||||||||||||||
Franchised | 3,477 | 83 | 417,215 | 8,340 | 3,727 | 94 | 437,292 | 6,426 | ||||||||||||||||||||||||||||||||
Managed | 217 | – | 41,172 | 1,025 | 296 | 10 | 58,343 | 3,041 | ||||||||||||||||||||||||||||||||
Owned and leased | 5 | – | 1,630 | (772 | ) | 6 | – | 1,825 | – | |||||||||||||||||||||||||||||||
| Total | 3,699 | 83 | 460,017 | 8,593 | 4,029 | 104 | 497,460 | 9,467 | ||||||||||||||||||||||||||||||||
| Percentage of Group hotel and room count | 76.4 | (0.6 | ) | 64.8 | (0.9 | ) | 75.3 | (0.6 | ) | 62.3 | (1.3 | ) | ||||||||||||||||||||||||||||
| Includes |
The
Americas pipeline
| Hotels | Rooms | |||||||||||||||||||||||
| At 31 December | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||
| InterContinental | 7 | – | 1,893 | (639 | ) | |||||||||||||||||||
| Kimpton | 14 | (3 | ) | 2,238 | (711 | ) | ||||||||||||||||||
| Crowne Plaza | 14 | (3 | ) | 2,719 | (567 | ) | ||||||||||||||||||
| Hotel Indigo | 33 | 1 | 4,026 | 61 | ||||||||||||||||||||
| EVEN Hotels | 8 | 2 | 1,114 | 334 | ||||||||||||||||||||
| Holiday Innb | 128 | – | 16,375 | (929 | ) | |||||||||||||||||||
| Holiday Inn Express | 524 | 36 | 49,607 | 2,811 | ||||||||||||||||||||
| avid hotels | 44 | 44 | 4,043 | 4,043 | ||||||||||||||||||||
| Staybridge Suites | 146 | 15 | 15,432 | 1,536 | ||||||||||||||||||||
| Candlewood Suites | 112 | 4 | 10,009 | 405 | ||||||||||||||||||||
| Other | 12 | 1 | 1,648 | 309 | ||||||||||||||||||||
| Total | 1,042 | 97 | 109,104 | 6,653 | ||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||
| Franchised | 1,002 | 105 | 102,844 | 9,549 | ||||||||||||||||||||
| Managed | 40 | (8 | ) | 6,260 | (2,896 | ) | ||||||||||||||||||
| Total | 1,042 | 97 | 109,104 | 6,653 | ||||||||||||||||||||
| b | Includes one Holiday Inn Resort property (165 rooms) (2016: three Holiday Inn Resort properties (455 rooms)). |
Total number of hotels
4,029
Total number of rooms
497,460
Americas System size increased by 83104 hotels (8,593(9,467 rooms) to 3,6994,029 hotels (460,017(497,460 rooms) during 2014. 1782017. 190 hotels (20,823(21,615 rooms) opened in the year, compared to 173188 hotels (19,775(23,535 rooms) in 2013 and included four hotels (834 rooms) as part of the US government’s PAL initiative (33 hotels with 4,061 rooms in 2013).2016. Openings included 140124 hotels (15,190(12,949 rooms) in the Holiday Inn brand family, representing more than 70%59.9% of the region’s openings. 23
86 hotels (2,130 rooms) opened as Staybridge Suites hotels and Candlewood Suites hotels, IHG’s extended-stay brands. The first two hotels (296 rooms) were opened under the wellness-focused EVEN Hotels brand.
95 hotels (12,230(12,148 rooms) were removed from Thethe Americas System in 2014,2017, demonstrating IHG’sour continued commitment to quality, compared to 112103 hotels (17,968(15,117 rooms) in 2013. 45%2016. 26.3% of 20142017 room removals were Holiday Inn rooms in the US (34(17 hotels, 5,4993,189 rooms) compared to 61%37.3% in 2013 (532016 (30 hotels, 10,9335,638 rooms).
AmericasTotalnumber of hotels in the pipeline
1,042
Total number of rooms in the pipeline
| Hotels | Rooms | |||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | ||||||||||||
| Analysed by brand | ||||||||||||||||
InterContinental | 7 | 1 | 2,337 | 900 | ||||||||||||
Crowne Plaza | 18 | 2 | 3,206 | (22 | ) | |||||||||||
Hotel Indigo | 31 | 8 | 4,259 | 1,141 | ||||||||||||
EVEN Hotels | 3 | (2 | ) | 584 | (296 | ) | ||||||||||
Holiday Inn1 | 139 | – | 20,155 | 811 | ||||||||||||
Holiday Inn Express | 389 | 31 | 37,125 | 3,637 | ||||||||||||
Staybridge Suites | 90 | 19 | 9,594 | 2,099 | ||||||||||||
Candlewood Suites | 89 | 9 | 7,717 | 803 | ||||||||||||
Other | 10 | 9 | 1,218 | 1,104 | ||||||||||||
| Total | 776 | 77 | 86,195 | 10,177 | ||||||||||||
| Analysed by ownership type | ||||||||||||||||
Franchised | 740 | 62 | 78,980 | 6,961 | ||||||||||||
Managed | 35 | 17 | 7,011 | 3,512 | ||||||||||||
Owned and leased | 1 | (2 | ) | 204 | (296 | ) | ||||||||||
| Total | 776 | 77 | 86,195 | 10,177 | ||||||||||||
1Includes nine Holiday Inn Resort properties (1,916 rooms) and nil Holiday Inn Club Vacations (2013: five Holiday Inn Resort properties (694 rooms) and one Holiday Inn Club Vacations (120 rooms)).109,104
At 31 December 2014, The2017, the Americas pipeline totalled 7761,042 hotels (86,195(109,104 rooms), representing an increase of 7797 hotels (10,177(6,653 rooms) over the prior year. Strong signings of 319365 hotels (38,108(37,419 rooms) were ahead of last year by 1433 hotels (4,224(381 rooms) and the highest for six years, demonstrating continued demand for IHG branded hotels. Signings included 14 hotels (2,012 rooms) signed as part of the US government’s PAL initiative.. The majority of 20142017 signings were within the Holiday Inn brand family (208(220 hotels, 24,03721,829 rooms), up by 17.0% compared to 2013, and included the 777-room Holiday Inn Nickelodeon Suites Orlando.our extended-stay brands, Staybridge Suites and Candlewood Suites together contributed(70 hotels, 6,977 rooms). Launched in the US in September 2017, avid hotels is making good progress towards becoming IHG’s next brand of scale with signings of 7344 hotels (7,091(4,043 rooms), up by 31.2% compared to 2013. Crowne Plaza Atlanta – Midtown, which was signed and opened in the year, is one of 10 signings for the brand. Other notable signings included the 900-room InterContinental Downtown Los Angeles, the largest for the brand in the US..
6478 hotels (7,108(9,151 rooms) were removed from the pipeline in 2014, significantly down2017 compared to 64 hotels (7,436 rooms) in terms of both hotels and rooms from 2013 (103 hotels, 10,664 rooms).2016.
| IHG | Annual Report and Form 20-F |
Continue to grow in priority markets and across key cities, and improve underlying margin through operational excellence over the next three years.
Industry performance in 2014
Europe is a diverse region and industry figures are driven by the larger markets, in particular the UK and Germany. RevPAR growth was 6.0%, average daily rate grew by 3.5% and demand grew by 3.5%.
RevPAR growth in the UK reached 7.9% due to a 10.5% increase in the UK provinces, which was driven by a 6.5% increase in average daily rate and 4.9% increase in demand. However, RevPAR growth in other European countries was more moderate, with RevPAR
increasing in Germany by 3.8%. In contrast, the RevPAR in Russia declined steeply by 14.8%, as growth was depressed by ongoing conflict between Russia and the Ukraine and the resulting geopolitical instability throughout this area. Although there was a 5.1% decline in demand, supply continued to grow by 8.9%.
IHG’s regional performance in 2014
IHG’s comparable RevPAR increased by 5.1% with the UK particularly strong at 8.9%. Germany was also strong at 4.1%. IHG’s hotels in Russia and the Commonwealth of Independent States (CIS) were, however, impacted by the geopolitical instability in the region but our hotels outperformed the industry with a RevPAR decline of 4.0%.
Europe comparable RevPAR
movement on previous year
| ||||
| ||||
| ||||
Progress against 2014 regional priorities
In line with our 2014 regional priorities, we:
IHG’s 2015 regional priorities
Source: Smith Travel Research for all of the above industry facts.
Europe results
12 months ended 31 December | ||||||||||||||||||||
| 2014 $m | 2013 $m | 2014 vs 2013 % change | 2012 $m | 2013 vs 2012 % change | ||||||||||||||||
| Revenue | ||||||||||||||||||||
Franchised | 104 | 104 | – | 91 | 14.3 | |||||||||||||||
Managed | 159 | 156 | 1.9 | 147 | 6.1 | |||||||||||||||
Owned and leased | 111 | 140 | (20.7 | ) | 198 | (29.3 | ) | |||||||||||||
| Total | 374 | 400 | (6.5 | ) | 436 | (8.3 | ) | |||||||||||||
| Percentage of Group Revenue | 20.1 | 21.0 | (0.9 | ) | 23.8 | (2.8 | ) | |||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||
Franchised | 78 | 79 | (1.3 | ) | 65 | 21.5 | ||||||||||||||
Managed | 30 | 30 | – | 32 | (6.3 | ) | ||||||||||||||
Owned and leased | 14 | 30 | (53.3 | ) | 50 | (40.0 | ) | |||||||||||||
| 122 | 139 | (12.2 | ) | 147 | (5.4 | ) | ||||||||||||||
| Regional overheads | (33 | ) | (34 | ) | 2.9 | (35 | ) | 2.9 | ||||||||||||
| Total | 89 | 105 | (15.2 | ) | 112 | (6.3 | ) | |||||||||||||
| Percentage of Group Operating profit before central overheads and exceptional items | 11.0 | 12.8 | (1.8 | ) | 14.6 | (1.8 | ) | |||||||||||||
| 12 months ended 31 December | ||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 vs 2016 % change | 2015 $m | 2016 vs 2015 % change | ||||||||||||||||||||||||||
| Revenue | ||||||||||||||||||||||||||||||
| Franchised | 109 | 102 | 6.9 | 104 | (1.9 | ) | ||||||||||||||||||||||||
| Managed | 132 | 125 | 5.6 | 131 | (4.6 | ) | ||||||||||||||||||||||||
| Owned and leased | – | – | – | 30 | (100.0 | ) | ||||||||||||||||||||||||
| Total | 241 | 227 | 6.2 | 265 | (14.3 | ) | ||||||||||||||||||||||||
| Percentage of Group revenue | 13.5 | 13.3 | 0.2 | 14.7 | (1.4 | ) | ||||||||||||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||||||||||||
| Franchised | 85 | 78 | 9.0 | 77 | 1.3 | |||||||||||||||||||||||||
| Managed | 26 | 22 | 18.2 | 28 | (21.4 | ) | ||||||||||||||||||||||||
| Owned and leased | – | – | – | 1 | (100.0 | ) | ||||||||||||||||||||||||
| Regional overheads | (25 | ) | (25 | ) | – | (28 | ) | 10.7 | ||||||||||||||||||||||
| 86 | 75 | 14.7 | 78 | (3.8 | ) | |||||||||||||||||||||||||
| Exceptional items | (2 | ) | – | – | 175 | (100.0 | ) | |||||||||||||||||||||||
| Operating profit | 84 | 75 | 12.0 | 253 | (70.4 | ) | ||||||||||||||||||||||||
| Percentage of Group operating profit before central overheads and exceptional items | 9.9 | 9.0 | 0.9 | 9.4 | (0.4 | ) | ||||||||||||||||||||||||
Highlights for the year ended
31 December 20142017
Comprising 647692 hotels (104,208(113,415 rooms) at the end of 2014,2017, Europe represented 15%14% of the Group’s room count and 11%10% of the Group’s operating profit before central overheads and exceptional operating items for the year ended 31 December 2014.2017. Revenues are primarily generated from hotels in the UK and continental European gateway cities. The largest proportion of rooms in Europe are operated under the franchise business model primarily in the upper midscaleMainstream segment (Holiday Inn and Holiday Inn Express). Similarly, in the upscaleUpscale segment, Crowne Plaza is predominantly franchised, whereas, in the luxuryLuxury segment, the majority of InterContinental brandedInterContinental-branded hotels are operated under management agreements.
Revenue and operating profit increased by $14m (6.2%) to $241m and by $9.0m (12.0%) to $84m respectively. Operating profit before exceptional items decreasedincreased by $26m (6.5%$11m (14.7%) to $374m and by $16m (15.2%) to $89m respectively.$86m. On an underlying1a basis, revenue increased by $15m (10.0%) and operating profit increased by $12m (16.4%) driven by strong trading, 3.0% rooms growth
and effective cost control to maintain overheads in line with the prior year. Overall, comparable RevPAR in Europe increased by 6.3%, with the UK and Germany increasing by 4.5% and 2.1% respectively. Recovery in markets previously impacted by terror attacks led to RevPAR growth in the year of 7.1% in France and double digit growth in Belgium and Turkey.
Franchised revenue increased by $7m (6.9%) to $109m, whilst operating profit increased by $7m (9.0%) to $85m. On a constant currency basis, revenue and operating profit increased by $4m (1.4%$8m (7.8%) and $3m (3.5%$7m (9.0%) respectively. Overall, comparable RevPAR in Europe increasedrespectively, positively impacted by 5.1%. Thestrong US inbound tourism to the UK achieved a particularly strong comparable RevPAR growth of 8.9%, with double-digit growth in the first and third quarters. Comparable RevPAR in Germany was also strong, increasinghalf of the year.
Managed revenue increased by 4.1%, driven by continued growth in domestic output and a rise in employment, whilst IHG hotels in the Commonwealth of Independent States (CIS) collectively experienced a comparable RevPAR decline of 4.0%, reflecting a challenging economic climate in the region during 2014.
Franchised revenue remained flat at $104m, whilst operating profit decreased by $1m (1.3%$7m (5.6%) to $78m. Excluding the benefit of a $9m liquidated damages receipt in 2013, revenue and operating profit increased by $8m (8.4%$4m (18.2%) and $8m (11.4%) respectively at constant currency. This underlying growth was mainly driven by an increase in royalties of 8.0%, reflecting comparable RevPAR growth of 5.3%, together with 5.7% rooms growth.
Managed revenue increased by $3m (1.9%) to $159m, whilst operating profit was flat with 2013 at $30m.. Revenue and operating profit included $90m (2013 $89m)$77m (2016: $77m) and $2m (2013$nil (2016: $2m) respectively from managed leases. Excluding properties operated under this arrangement, and on a constant currency basis, revenue increased by $3m (4.5%$7m (14.6%), whilst and operating profit was flat. Atincreased by $5m (25.0%).
Highlights for the end of 2014, IHG commenced a process to restructure the majority of its UK managed hotels to new franchised contracts.year ended
In the owned and leased estate, revenue31 December 2016
Revenue decreased by $29m (20.7%$38m (14.3%) to $111m$227m and operating profit decreased by $16m (53.3%$178m (70.4%) to $14m. At constant currency and excluding$75m, primarily due to the impactgain on sale of the disposal of InterContinental London Park Lane (which contributed revenue and operating profit of $22m and $8m respectively in 2013), owned and leased revenue and operating profit both decreased by $7m. These declines were driven by InterContinental Paris – Le Grand due to the refurbishment of the Salon Opera ballroom in the first half of 2014. The hotel delivered revenue and operating profit of $111m and $15m respectively, a decrease of 5.9% and 34.8% compared to 2013, whilst RevPAR decreased by 4.7%.
Highlights forduring the year ended 31 December 2013
Revenue and operating2015. Operating profit before exceptional items decreased by $36m (8.3%$3.0m (3.8%) to $400m$75m. Underlyinga revenue increased by $1m (0.6%) and underlyinga operating profit stayed flat at $76m. Overall, comparable RevPAR in Europe increased by $7m (6.3%1.7%, with the UK increasing by 2.6%, led by average daily rate growth in the provinces, Germany growing by 6.8% and Russia and CIS growing at 14.7%.
Franchised revenue decreased by $2m (1.9%) to $105m respectively.$102m, whilst operating profit increased by $1m (1.3%) to $78m. On an underlying1a constant currency basis, revenue and operating profit increased by $9m (3.4%$6m (5.8%) and $8m (10.4%$6m (7.8%) respectively. Overall, RevPAR in Europe increased by 1.7%. The UK achieved RevPAR growth of 3.0%, with particularly strong performance in the final quarter of 2013 with RevPAR increasing 7.3%. RevPAR in Germany increased by 0.8% despite a weaker year-on-year trade fair calendar, whilst IHG hotels in the CIS collectively achieved RevPAR growth of 2.7%.
Franchised revenue increased by $13m (14.3%) to $104m, whilst operating profit increased by $14m (21.5%) to $79m. Excluding the benefit of a $9m liquidated damages receipt in 2013, revenue and operating profit increased by $4m (4.4%) and $5m (7.7%) respectively. Growth was mainly driven by an increase in royalties of 7.0% (6.3% at constant currency) reflecting RevPAR growth of 1.5%, partly offset by a 0.2% decline in available rooms.
Managed revenue increaseddecreased by $9m (6.1%$6m (4.6%) to $156m and operating profit decreased by $2m (6.3%$6m (21.4%) to $30m.. Revenue and operating profit included $89m (2012 $80m)$77m (2015: $75m) and $2m (2012 $2m)(2015: $1m) respectively from managed leases. Excluding properties operated under this arrangement, and on a constant currency basis, revenue was flatdecreased by $5m (8.9%) and operating profit decreased by $1m (3.3%$6m (22.2%). Performance was impacted by difficult trading conditions for our hotels in Paris, and a revenue reduction in relation to three managed hotels; two of which have exited the system and one of which is undergoing a major refurbishment.
InThe last remaining hotel in the owned and leased estate, InterContinental Paris – Le Grand, was sold in 2015. Following this, revenue decreased by $58m (29.3%) to $140m and operating profit decreased by $20m (40.0%) to $30m. At constant currency and excluding the impact of the disposal of InterContinental London Park Lane, the owned and leased estate delivered a revenue increase of $5m (4.6%) with RevPAR growth of 5.3%. Operating profit increased by $4m (23.5%), benefiting from a one-off $3m property tax recovery in the year.estate decreased to nil.
| a | Underlying excludes the impact of owned asset disposals, significant liquidated damages and the results from managed-lease hotels, translated at constant currency by applying prior-year exchange rates (see pages 154 and 155). Underlying operating profit growth also excludes the impact of exceptional items. |
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Performance | 35 | |
Strategic Report
Performance continued
Europe continued
Europe hotel and room count
| Hotels | Rooms | |||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | ||||||||||||
| Analysed by brand | ||||||||||||||||
InterContinental | 30 | (1 | ) | 9,372 | (153 | ) | ||||||||||
Crowne Plaza | 83 | – | 19,395 | (127 | ) | |||||||||||
Hotel Indigo | 17 | 4 | 1,568 | 325 | ||||||||||||
Holiday Inn1 | 284 | 2 | 45,722 | 101 | ||||||||||||
Holiday Inn Express | 226 | 11 | 27,138 | 1,767 | ||||||||||||
Staybridge Suites | 5 | – | 784 | – | ||||||||||||
Other | 2 | 2 | 229 | 229 | ||||||||||||
| Total | 647 | 18 | 104,208 | 2,142 | ||||||||||||
| Analysed by ownership type | ||||||||||||||||
Franchised | 565 | 37 | 84,016 | 4,499 | ||||||||||||
Managed | 81 | (19 | ) | 19,722 | (2,357 | ) | ||||||||||
Owned and leased | 1 | – | 470 | – | ||||||||||||
| Total | 647 | 18 | 104,208 | 2,142 | ||||||||||||
| Percentage of Group hotel and room count | 13.4 | – | 14.7 | (0.2 | ) | |||||||||||
| Hotels | Rooms | |||||||||||||||||||||||
| At 31 December | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||
| InterContinental | 32 | 1 | 9,889 | 165 | ||||||||||||||||||||
| Kimpton | 1 | 1 | 274 | 274 | ||||||||||||||||||||
| Crowne Plaza | 97 | 5 | 22,477 | 1,590 | ||||||||||||||||||||
| Hotel Indigo | 24 | 3 | 2,182 | 272 | ||||||||||||||||||||
| Holiday Inna | 286 | (5 | ) | 46,928 | (901 | ) | ||||||||||||||||||
| Holiday Inn Express | 244 | 10 | 30,508 | 1,930 | ||||||||||||||||||||
| Staybridge Suites | 7 | – | 1,000 | – | ||||||||||||||||||||
| Other | 1 | – | 157 | 16 | ||||||||||||||||||||
| Total | 692 | 15 | 113,415 | 3,346 | ||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||
| Franchised | 636 | 7 | 98,302 | 1,272 | ||||||||||||||||||||
| Managed | 56 | 8 | 15,113 | 2,074 | ||||||||||||||||||||
| Total | 692 | 15 | 113,415 | 3,346 | ||||||||||||||||||||
| Percentage of Group hotel and room count | 13.0 | (0.1 | ) | 14.2 | (0.2 | ) | ||||||||||||||||||
Europe pipeline
| Hotels | Rooms | |||||||||||||||||||||||
| At 31 December | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||
| InterContinental | 5 | (1 | ) | 779 | (34 | ) | ||||||||||||||||||
| Kimpton | 1 | – | 149 | – | ||||||||||||||||||||
| Crowne Plaza | 16 | 2 | 3,199 | 14 | ||||||||||||||||||||
| Hotel Indigo | 20 | 2 | 2,353 | 89 | ||||||||||||||||||||
| Holiday Inn | 38 | 4 | 7,781 | 512 | ||||||||||||||||||||
| Holiday Inn Express | 67 | 9 | 10,410 | 1,015 | ||||||||||||||||||||
| Staybridge Suites | 7 | 2 | 921 | 284 | ||||||||||||||||||||
| Other | 1 | 1 | 396 | 396 | ||||||||||||||||||||
| Total | 155 | 19 | 25,988 | 2,276 | ||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||
| Franchised | 135 | 24 | 20,774 | 2,866 | ||||||||||||||||||||
| Managed | 20 | (5 | ) | 5,214 | (590 | ) | ||||||||||||||||||
| Total | 155 | 19 | 25,988 | 2,276 | ||||||||||||||||||||
Total number of hotels
692
Total number of rooms
113,415
During 2014,2017, Europe System size increased by 1815 hotels (2,142(3,346 rooms) to 647692 hotels (104,208(113,415 rooms). The Group opened 3526 hotels (5,353(4,917 rooms) in Europe in 2014,2017, compared to 2124 hotels (3,528(4,188 rooms) in 2013. 2014 openings included two landmark InterContinental hotels; the 197-room InterContinental Dublin and the 331-room InterContinental Lisbon. Four further Hotel Indigo properties (3252016. In Germany, we opened a record 11 hotels (2,101 rooms) opened in 2014, in prime city locations of Paris, Madrid, Rome and St Petersburg. Additionally, the Group opened Holiday Inn Express Voronezh - Kirova during 2014, a debut for the brand in Russia..
1711 hotels (3,211(1,571 rooms) left the Europe System in the period, compared to 20seven hotels (3,489(830 rooms) in the previous year.
EuropeTotal number of hotels in the pipeline
| Hotels | Rooms | |||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | ||||||||||||
| Analysed by brand | ||||||||||||||||
InterContinental | 3 | 1 | 845 | 192 | ||||||||||||
Crowne Plaza | 14 | 2 | 2,917 | 293 | ||||||||||||
Hotel Indigo | 12 | (3 | ) | 1,368 | (208 | ) | ||||||||||
Holiday Inn | 37 | 2 | 6,944 | 332 | ||||||||||||
Holiday Inn Express | 44 | 1 | 6,374 | 358 | ||||||||||||
Staybridge Suites | 4 | 1 | 414 | 116 | ||||||||||||
Other | – | – | 31 | 31 | ||||||||||||
| Total | 114 | 4 | 18,893 | 1,114 | ||||||||||||
| Analysed by ownership type | ||||||||||||||||
Franchised | 95 | (2 | ) | 13,996 | (123 | ) | ||||||||||
Managed | 19 | 6 | 4,897 | 1,237 | ||||||||||||
| Total | 114 | 4 | 18,893 | 1,114 | ||||||||||||
155
Total number of rooms in the pipeline
25,988
The Europe pipeline totalled 114155 hotels (18,893(25,988 rooms) at 31 December 2014,2017, representing an increase of four19 hotels (1,114(2,276 rooms) over 31 December 2013. New signings2016. Signings of 4859 hotels (7,804(9,241 rooms), compared to 50a decrease of one hotel (313 rooms) from the prior year, included 19 hotels (7,542 rooms) in 2013, included 16 hotel signings in the UK (2,234 rooms). The Group also signed 12 hotels (2,323(3,690 rooms) in Germany, a record number of signings for the fourth year running, and seven new14 hotels (867(1,497 rooms) in countries in the CIS. Notable signings in Europe included the 162-room InterContinental Baku, the first for the brand in Azerbaijan.UK.
Nine14 hotels (1,337(2,048 rooms) were removed from the pipeline in 2014,2017, compared to 1012 hotels (1,419(1,944 rooms) in 2013.2016.
Asia, Middle East and Africa (AMEA)
Execute our strategic plans to strengthen our brands and increase our revenue share through operational excellence and outperformance over the next three years.
Industry performance in 2014
AMEA is the largest region in geographic terms, and performance varies across the countries that comprise the region.
The strongest of the larger markets in AMEA, in which we operate, are Australia, Japan and the Middle East. Australia experienced RevPAR growth of 4.1% due to both occupancy, which increased by 2.1%, and daily rate growth, which increased by 2.0%. Despite its economic contraction in the third quarter of 2014, Japan’s RevPAR grew 9.4% as a result of an 8.2% increase in daily rate. Occupancy growth was 1.1%.
Performance in the smaller AMEA markets, in which we operate, was less consistent. RevPAR in Saudi Arabia experienced an overall increase of 6.0%. Indonesia saw RevPAR growth for the year of 4.3%, primarily driven by a 6.9% increase in daily rate, and RevPAR in India grew by 0.8%.
IHG’s regional performance in 2014
Across this large and diverse geographic region, IHG is widely represented both geographically and by brand, and as such comparisons across the industry are hard to make. Overall IHG RevPAR increased 3.8% driven predominantly through rate growth with performance led by the Middle East (5.6% RevPAR growth) and positive trading in our mature markets of Japan (6.7% RevPAR growth) and Australia (3.9% RevPAR growth). India and Southeast Asia exhibited steady growth, with the exception of Thailand, which was impacted by political instability in the first half of 2014. Indonesia saw RevPAR growth of 9.1%.
AMEA comparable RevPAR
movement on previous year
| 36 | ||||
| ||||
|
Progress against 2014 regional priorities
In line with our 2014 regional priorities, we:
IHG’s 2015 regional priorities
Source: Smith Travel Research for all of the above industry facts.
| IHG | Annual Report and Form 20-F |
AMEA results
| 12 months ended 31 December | ||||||||||||||||||||
| 2014 $m | 2013 $m | 2014 vs 2013 % change | 2012 $m | 2013 vs 2012 % change | ||||||||||||||||
| Revenue | ||||||||||||||||||||
Franchised | 16 | 16 | – | 18 | (11.1 | ) | ||||||||||||||
Managed | 187 | 170 | 10.0 | 152 | 11.8 | |||||||||||||||
Owned and leased | 39 | 44 | (11.4 | ) | 48 | (8.3 | ) | |||||||||||||
| Total | 242 | 230 | 5.2 | 218 | 5.5 | |||||||||||||||
| Percentage of Group Revenue | 13.0 | 12.1 | 0.9 | 11.9 | 0.2 | |||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||
Franchised | 12 | 12 | – | 12 | – | |||||||||||||||
Managed | 88 | 92 | (4.3 | ) | 90 | 2.2 | ||||||||||||||
Owned and leased | 3 | 4 | (25.0 | ) | 6 | (33.3 | ) | |||||||||||||
| 103 | 108 | (4.6 | ) | 108 | – | |||||||||||||||
| Regional overheads | (19 | ) | (22 | ) | 13.6 | (20 | ) | (10.0 | ) | |||||||||||
| Total | 84 | 86 | (2.3 | ) | 88 | (2.3 | ) | |||||||||||||
| Percentage of Group Operating profit before central overheads and exceptional items | 10.5 | 10.4 | 0.1 | 11.5 | (1.1 | ) | ||||||||||||||
| 12 months ended 31 December | ||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 vs 2016 % change | 2015 $m | 2016 vs 2015 % change | ||||||||||||||||||||||||||||
| Revenue | ||||||||||||||||||||||||||||||||
| Franchised | 17 | 16 | 6.3 | 16 | – | |||||||||||||||||||||||||||
| Managed | 193 | 184 | 4.9 | 189 | (2.6 | ) | ||||||||||||||||||||||||||
| Owned and leased | 34 | 37 | (8.1 | ) | 36 | 2.8 | ||||||||||||||||||||||||||
| Total | 244 | 237 | 3.0 | 241 | (1.7 | ) | ||||||||||||||||||||||||||
| Percentage of Group revenue | 13.7 | 13.8 | (0.1 | ) | 13.3 | 0.5 | ||||||||||||||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||||||||||||||
| Franchised | 14 | 12 | 16.7 | 12 | – | |||||||||||||||||||||||||||
| Managed | 91 | 89 | 2.2 | 90 | (1.1 | ) | ||||||||||||||||||||||||||
| Owned and leased | 2 | 2 | – | 3 | (33.3 | ) | ||||||||||||||||||||||||||
| Regional overheads | (20 | ) | (21 | ) | 4.8 | (19 | ) | (10.5 | ) | |||||||||||||||||||||||
| 87 | 82 | 6.1 | 86 | (4.7 | ) | |||||||||||||||||||||||||||
| Exceptional items | (2 | ) | – | – | (2 | ) | (100.0 | ) | ||||||||||||||||||||||||
| Operating profit | 85 | 82 | 3.7 | 84 | (2.4 | ) | ||||||||||||||||||||||||||
| Percentage of Group operating profit before central overheads and exceptional items | 10.0 | 9.8 | 0.2 | 10.4 | (0.6 | ) | ||||||||||||||||||||||||||
Highlights for the year ended
31 December 20142017
Comprising 253299 hotels (67,876(85,661 rooms) at 31 December 2014,2017, AMEA represented 9%11% of the Group’s room count and contributed 10% of the Group’s operating profit before central overheads and exceptional operating items during the year. 82%The majority of rooms in AMEA are operated under the managed business model. The region’s hotels are
Revenue and operating profit increased by $7m (3.0%) to $244m and by $3m (3.7%) to $85m respectively. Operating profit before exceptional items increased by $5m (6.1%) to $87m. On an underlying basisa, revenue and operating profit increased by $9m (4.8%) and $9m (11.7%) respectively.
Comparable RevPAR increased 1.5% primarily due to an increase in occupancy. Performance was positive in Japan and Australia, which grew by 2.7% and 4.5% respectively, however the luxury, upscaleMiddle East decreased by 4.1%, impacted by low oil prices and upper midscale segments.industry wide oversupply.
Franchised revenue increased by $1m (6.3%) to $17m, whilst operating profit increased by $2m (16.7%) to $14m. On a constant currency basis, revenue stayed flat at $16m and operating profit increased by $2m (16.7%).
Managed revenue and operating profit increased by $9m (4.9%) to $193m and $2m (2.2%) to $91m respectively. Comparable RevPAR increased by 2.1%, with average daily rate declines offset by occupancy gains. Australasia benefitted from strong domestic travel, whilst growth in South East Asia was driven by international arrivals in Indonesia and Thailand. Revenue and operating profit included $52m (2016: $51m) and $4m (2016: $5m) respectively from one managed-lease property. Excluding results from this hotel and on a constant currency basis, revenue increased by $12m (5.2%(9.0%) to $242m$145m, whilst operating profit increased by $6m (7.1%) to $90m.
In the owned and leased estate, on an actual and constant currency basis, revenue decreased by $3m (8.1%) to $34m and operating profit stayed flat at $2m.
Highlights for the year ended
31 December 2016
Revenue and operating profit decreased by $4m (1.7%) to $237m and by $2m (2.4%) to $82m respectively. Operating profit before exceptional items decreased by $2m (2.3%$4m (4.7%) to $84m. On an$82m. Underlyinga revenue and underlying1a basis, revenue increasedoperating profit decreased by $5m (2.5%$8m (4.1%) and operating profit increased by $4m (5.1%$3m (3.7%). The results included a $6m benefit from liquidated damages received in 2013 (2014 $nil). AMEA is a geographically diverse region and performance was impacted by political and economic factors affecting different countries. respectively.
Comparable RevPAR increased 3.8% driven by 2.4% rate growth.decreased 0.2% primarily due to a fall in rate. Performance was ledpositive in India, which grew by 14.1%, and Japan exhibited growth of 3.6%, however the Middle East up 5.6%decreased by 7.0%, drivenimpacted by a solid performance in Saudi Arabiadeclining oil prices and a recovery in Egypt. This was supported by positive trading in the mature markets of Japan, which grew by 6.7%,oversupply.
On an actual and Australia, which grew by 3.9%. Elsewhere, both India and South East Asia exhibited steady growth, with the exception of Thailand which suffered from political instability in the first half of the year.
Franchisedconstant currency basis franchised revenue and operating profit remained flat at $16m and $12m respectively.
Managed revenue increased by $17m (10.0%) to $187m whilstand operating profit decreased by $4m (4.3%$5m (2.6%) to $88m.$184m and $1m (1.1%) to $89m respectively. Revenue and operating profit included $41m (2013 $21m)$51m (2015: $46m) and $4m (2013 $1m)$5m (2015: $5m) respectively from one managed leasemanaged-lease property. Excluding results from this hotel as well as the benefit of $6m liquidated damages in 2013 (2014 $nil), revenue increased by $7m (4.9%) whilst operating profit increased by $2m (2.4%)and on a constant currency basis. Comparable RevPAR increasedbasis, revenue decreased by 4.4%, with room count increasing$9m (6.3%) to $134m, whilst operating profit remained flat at $85m. Good underlying growth in our managed business was offset by 5.9%.a $7m revenue reduction in relation to four hotels; three long-standing contracts being renewed onto standard market terms and one equity stake disposal.
In the owned and leased estate, on an actual and constant currency basis, revenue increased by $1m (2.8%) to $37m and operating profit decreased by $5m (11.4%) to $39m and by $1m (25.0%) to $3m respectively, due to a 6.3% decrease in RevPAR.
Highlights for the year ended 31 December 2013
Revenue increased by $12m (5.5%) to $230m and operating profit decreased by $2m (2.3%) to $86m. On an underlying1 basis, revenue and operating profit decreased by $6m (2.8%) and $7m (8.0%) respectively. The results included a $6m benefit from liquidated damages in 2013 (2012 $nil). RevPAR increased by 6.1%, with 3.0% growth in average daily rate. AMEA is a geographically diverse region and performance is impacted by political and economic factors affecting different countries. The Middle East delivered RevPAR growth of 2.9%, driven by strength in the United Arab Emirates and Saudi Arabia, whilst continuing political uncertainty impacted some of our other markets in the region, particularly Egypt and Lebanon. Performance in Japan was strong, with RevPAR increasing by 9.6%, whilst Australia also achieved solid RevPAR growth of 2.8%. RevPAR growth in developing markets remained buoyant, led by 12.2% RevPAR growth in Indonesia. Revenue and operating profit growth were muted by a $6m negative year-on-year impact from the renewal of a small number of long-standing contracts onto current commercial terms. In addition, there was a $4m negative impact from similar contracts that were not renewed.
Franchised revenue decreased by $2m (11.1%) to $16m, whilst operating profit was flat at $12m.
Managed revenue and operating profit increased by $18m (11.8%) to $170m and by $2m (2.2%) to $92m respectively. During 2013, a new property opened under an operating lease structure, with the same characteristics as a management contract, contributing revenue of $21m and operating profit of $1m. Excluding this property together with the benefit of the $6m liquidated damages receipt in 2013, revenue and operating profit decreased by $4m (2.6%) and $4m (4.4%) respectively at constant currency. RevPAR increased by 5.6%, with AMEA System size up 2.6%.
In the owned and leased estate, revenue and operating profit decreased by $4m (8.3%) to $44m and by $2m (33.3%) to $4m respectively, driven by a 7.3% RevPAR decline.$2m.
| a | Underlying excludes the impact of owned asset disposals, significant liquidated damages and the results from managed-lease hotels, translated at constant currency by applying prior-year exchange rates (see pages 154 and 155). Underlying operating profit growth also excludes the impact of exceptional items. |
| 37 |
Strategic Report
Performance continued
AMEA continued
AMEA hotel and room count
| Hotels | Rooms | Hotels | Rooms | |||||||||||||||||||||||||||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||||||||||||||||||||
InterContinental | 67 | – | 21,424 | 41 | 72 | 3 | 21,902 | 699 | ||||||||||||||||||||||||||||||||||
Crowne Plaza | 69 | 2 | 19,688 | 610 | 79 | 6 | 22,097 | 1,348 | ||||||||||||||||||||||||||||||||||
Holiday Inn1 | 85 | 4 | 19,750 | 1,286 | ||||||||||||||||||||||||||||||||||||||
| Hotel Indigo | 3 | 1 | 612 | 289 | ||||||||||||||||||||||||||||||||||||||
| Holiday Inna | 97 | 4 | 23,502 | 2,190 | ||||||||||||||||||||||||||||||||||||||
Holiday Inn Express | 24 | 8 | 5,295 | 1,795 | 38 | 4 | 8,667 | 1,084 | ||||||||||||||||||||||||||||||||||
Staybridge Suites | 3 | – | 425 | – | �� | 4 | 1 | 589 | 164 | |||||||||||||||||||||||||||||||||
Other | 5 | (5 | ) | 1,294 | (694 | ) | 6 | – | 8,292 | 3,836 | ||||||||||||||||||||||||||||||||
| Total | 253 | 9 | 67,876 | 3,038 | 299 | 19 | 85,661 | 9,610 | ||||||||||||||||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||||||||||||||||||||
Franchised | 50 | (1 | ) | 11,569 | (42 | ) | 59 | 4 | 13,476 | 906 | ||||||||||||||||||||||||||||||||
Managed | 201 | 10 | 55,720 | 3,080 | 238 | 15 | 71,652 | 8,758 | ||||||||||||||||||||||||||||||||||
Owned and leased | 2 | – | 587 | – | 2 | – | 533 | (54 | ) | |||||||||||||||||||||||||||||||||
| Total | 253 | 9 | 67,876 | 3,038 | 299 | 19 | 85,661 | 9,610 | ||||||||||||||||||||||||||||||||||
| Percentage of Group hotel and room count | 5.2 | – | 9.5 | 0.2 | 5.6 | 0.2 | 10.8 | 0.9 | ||||||||||||||||||||||||||||||||||
| Includes 15 Holiday Inn Resort properties (3,259 rooms) (2016: 14 Holiday Inn Resort properties |
AMEA pipeline
| Hotels | Rooms | |||||||||||||||||||||||||
| At 31 December | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||||
| InterContinental | 23 | (4 | ) | 5,701 | (980 | ) | ||||||||||||||||||||
| Kimpton | 1 | 1 | 50 | 50 | ||||||||||||||||||||||
| Crowne Plaza | 20 | (1 | ) | 5,456 | (98 | ) | ||||||||||||||||||||
| Hotel Indigo | 14 | – | 2,387 | (195 | ) | |||||||||||||||||||||
| EVEN Hotels | 1 | 1 | 200 | 200 | ||||||||||||||||||||||
| Holiday Innb | 57 | 8 | 14,284 | 1,020 | ||||||||||||||||||||||
| Holiday Inn Express | 41 | 6 | 7,686 | 200 | ||||||||||||||||||||||
| Staybridge Suites | 7 | 3 | 1,588 | 800 | ||||||||||||||||||||||
| Other | – | – | 18 | (3,512 | ) | |||||||||||||||||||||
| Total | 164 | 14 | 37,370 | (2,515 | ) | |||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||||
| Franchised | 18 | 7 | 4,054 | 1,648 | ||||||||||||||||||||||
| Managed | 146 | 7 | 33,316 | (4,163 | ) | |||||||||||||||||||||
| Total | 164 | 14 | 37,370 | (2,515 | ) | |||||||||||||||||||||
| b | Includes five Holiday Inn Resort properties |
Total number of hotels
299
Total number of rooms
85,661
The AMEA System size increased by nine19 hotels (3,038(9,610 rooms) to 253299 hotels (67,876(85,661 rooms) as at 31 December 2014. The level of openings decreased marginally2017. Openings increased by nine hotels (6,612 rooms) to 1926 hotels (4,228(11,085 rooms) in 2014 from 202017 including 3,512 rooms in Makkah, Saudi Arabia which relate to the remaining portion of the signing that was announced in 2015.
Seven hotels (4,495 rooms) in 2013. Openings in 2014 included two hotels (417 rooms) for the InterContinental brand, including the 140-room InterContinental Sydney Double Bay, the second for the brand in Sydney, and four hotels (1,039 rooms) in India.
10 hotels (1,190(1,475 rooms) were removed from the AMEA System in 2014,2017, compared to eightfour hotels (2,394(995 rooms) in 2013.2016.
AMEATotalnumber of hotels in the pipeline
| Hotels | Rooms | |||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | ||||||||||||
| Analysed by brand | ||||||||||||||||
InterContinental | 22 | 1 | 5,804 | 426 | ||||||||||||
Crowne Plaza | 16 | 2 | 4,412 | 364 | ||||||||||||
Hotel Indigo | 10 | 2 | 1,823 | 431 | ||||||||||||
Holiday Inn1 | 50 | 1 | 13,230 | 889 | ||||||||||||
Holiday Inn Express | 39 | 0 | 8,177 | 197 | ||||||||||||
Staybridge Suites | 5 | (1 | ) | 900 | (35 | ) | ||||||||||
| Total | 142 | 5 | 34,346 | 2,272 | ||||||||||||
| Analysed by ownership type | ||||||||||||||||
Franchised | 8 | 5 | 1,754 | 1,107 | ||||||||||||
Managed | 134 | – | 32,592 | 1,165 | ||||||||||||
| Total | 142 | 5 | 34,346 | 2,272 | ||||||||||||
164
Totalnumber of rooms in the pipeline
37,370
At 31 December 2014,2017, the AMEA pipeline totalled 142164 hotels (34,346(37,370 rooms) compared to 137150 hotels (32,074(39,885 rooms) as at 31 December 2013. Signings2016. Hotel signings in AMEA of 32were the highest since 2007 with 63 hotels (8,030(12,620 rooms) were slightly below the level seen in 2013 (36 hotels, 8,687 rooms). Signings in 2014 included, an increase of 21 hotels (5,507(2,069 rooms) from 2016. The AMEA pipeline decreased by 2,515 rooms partly due to the opening of 3,512 rooms in Makkah, Saudi Arabia. The majority of 2017 signings were within the Holiday Inn brand family notably(42 hotels, 7,787 rooms) including the 1,000-roomrebranding of a portfolio of 14 properties in India to the Holiday Inn Newport City in Manila. FourExpress brand as well as three InterContinental hotels (999(730 rooms) were signed during 2014..
Eight23 hotels (1,530(4,050 rooms) were removed from the pipeline in 2014,2017, compared to 1123 hotels (2,475(4,651 rooms) in 2013.2016.
| IHG | Annual Report and Form 20-F |
Greater China
Maximise scale and strength and establish multi-segment local operating expertise to drive margin and expand our strong portfolio of brands over the next three years.
Industry performance in 2014
The Chinese economy achieved GDP growth of 7.4% in 2014, a slowdown against the average of 8.9% growth in the period from 2009 to 2013. This slowdown was attributable to several factors, including lessening domestic demand and manufacturing output, a correction in the real estate market and declining inflation. Growth is expected to reduce further in 2015 and 2016.
Hotel industry RevPAR in Greater China decreased by 0.9% in the year. Whilst overall occupancy increased by 1.9%, average daily
rates decreased by 2.8%. Much of this decrease in the region is due to changes in the industry structure due to growth in tier 2 and 3 cities as well as from growth of economy brands.
RevPAR in the People’s Republic of China (excluding Taiwan) decreased by 1.5%. Many major cities, such as Shanghai and Guangzhou, experienced an increase in RevPAR driven by strong occupancy gains. However, RevPAR in Beijing and surrounding North China, East China and South China saw a decrease in year-on-year RevPAR growth.
IHG’s regional performance in 2014
IHG’s comparable RevPAR increased 1.6% in 2014, significantly ahead of the overall industry. Trading was strongest in tier 1 cities, whilst tier 2 and 3 cities were softer, impacted by new supply as these markets develop. Our RevPAR growth was driven by occupancy which increased by 2.4%, whilst rate decreased by 2.3% – both ahead of the industry, reflecting our scale and management strength in the region.
Greater China comparable RevPAR
movement on previous year
| ||||
| ||||
Progress against 2014 regional priorities
In line with our 2014 regional priorities, we:
IHG’s 2015 regional priorities
Source: Smith Travel Research for all of the above industry facts.
Greater China results
| 12 months ended 31 December | ||||||||||||||||||||
| 2014 $m | 2013 $m | 2014 vs 2013 % change | 2012 $m | 2013 vs 2012 % change | ||||||||||||||||
| Revenue | ||||||||||||||||||||
Franchised | 4 | 3 | 33.3 | 3 | – | |||||||||||||||
Managed | 99 | 92 | 7.6 | 89 | 3.4 | |||||||||||||||
Owned and leased | 139 | 141 | (1.4 | ) | 138 | 2.2 | ||||||||||||||
| Total | 242 | 236 | 2.5 | 230 | 2.6 | |||||||||||||||
| Percentage of Group Revenue | 13.0 | 12.4 | 0.6 | 12.5 | (0.1 | ) | ||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||
Franchised | 5 | 5 | – | 4 | 25.0 | |||||||||||||||
Managed | 63 | 51 | 23.5 | 51 | – | |||||||||||||||
Owned and leased | 42 | 47 | (10.6 | ) | 45 | 4.4 | ||||||||||||||
| 110 | 103 | 6.8 | 100 | 3.0 | ||||||||||||||||
| Regional overheads | (21 | ) | (21 | ) | – | (19 | ) | (10.5 | ) | |||||||||||
| Total | 89 | 82 | 8.5 | 81 | 1.2 | |||||||||||||||
| Percentage of Group Operating profit before central overheads and exceptional items | 11.0 | 10.0 | 1.0 | 10.6 | (0.6 | ) | ||||||||||||||
| 12 months ended 31 December | ||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 vs 2016 % change | 2015 $m | 2016 vs 2015 % change | ||||||||||||||||||||||||||||
| Revenue | ||||||||||||||||||||||||||||||||
| Franchised | 4 | 3 | 33.3 | 4 | (25.0 | ) | ||||||||||||||||||||||||||
| Managed | 122 | 114 | 7.0 | 105 | 8.6 | |||||||||||||||||||||||||||
| Owned and leased | – | – | – | 98 | (100.0 | ) | ||||||||||||||||||||||||||
| Total | 126 | 117 | 7.7 | 207 | (43.5 | ) | ||||||||||||||||||||||||||
| Percentage of Group revenue | 7.1 | 6.8 | 0.3 | 11.5 | (4.7 | ) | ||||||||||||||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||||||||||||||
| Franchised | 2 | 3 | (33.3 | ) | 5 | (40.0 | ) | |||||||||||||||||||||||||
| Managed | 73 | 64 | 14.1 | 59 | 8.5 | |||||||||||||||||||||||||||
| Owned and leased | – | – | – | 29 | (100.0 | ) | ||||||||||||||||||||||||||
| Regional overheads | (23 | ) | (22 | ) | (4.5 | ) | (23 | ) | 4.3 | |||||||||||||||||||||||
| 52 | 45 | 15.6 | 70 | (35.7 | ) | |||||||||||||||||||||||||||
| Exceptional items | – | – | – | 698 | (100.0 | ) | ||||||||||||||||||||||||||
| Operating profit | 52 | 45 | 15.6 | 768 | (94.1 | ) | ||||||||||||||||||||||||||
| Percentage of Group operating profit before central overheads and exceptional items | 6.0 | 5.4 | 0.6 | 8.4 | (3.0 | ) | ||||||||||||||||||||||||||
Highlights for the year ended
31 December 20142017
Comprising 241328 hotels (78,194(101,539 rooms) at 31 December 2014,2017, Greater China represented 11%approximately 13% of the Group’s room count and contributed 11%approximately 6% of the Group’s operating profit before central overheads and exceptional operating items for the year ended 31 December 2014. 97%2017. The majority of rooms in Greater China are operated under the managed business model. The region’s hotels are in the luxury, upscale and upper midscale segments.
Revenue and operating profit increased by $9m (7.7%) to $126m and by $7m (15.6%) to $52m respectively. On an underlyinga basis, revenue increased by $11m (9.4%) and operating profit increased by $7m (15.6%), driven by strong trading in mainland China and 9.2% rooms growth as well as robust cost control as we continue to leverage the scale of the operational platform we have built in Greater China.
On an actual and constant currency basis, franchised revenue increased by $1m (33.3%) to $4m, whereas operating profit decreased by $1m (33.3%) to $2m due to additional investment in growth initiatives.
Managed revenue and operating profit increased by $8m (7.0%) to $122m and by $9m (14.1%) to $73m respectively. Comparable RevPAR increased by 6.1%, whilst the Greater China System size grew by 7.6%. RevPAR in mainland tier 1 cities benefitted from strong transient, corporate and meetings demand. On a constant currency basis, revenue and operating profit increased by $10m (8.8%) to $124m and by $10m (15.6%) to $74m respectively.
Highlights for the year ended
31 December 2016
Revenue decreased by $90m (43.5%) to $117m and operating profit decreased by $723m (94.1%) to $45m, primarily due to the gain on sale of InterContinental Hong Kong in 2015. Operating profit before exceptional items decreased by $25m (35.7%) to $45m. Underlyinga revenue and underlyinga operating profit increased by $6m (2.5%$14m (12.8%) to $242m and by $7m (8.5%$6m (14.6%) to $89m respectively. Overall, the region achieved comparable RevPAR growth of 1.6%, slightly stronger than the 1.0% growth achieved2.2%. Trading in 2013. This performance was significantly ahead of the industry, reflecting IHG’s scale and management strength in the region, and was achieved in a challenging environment with slower macro-economic conditions, government austerity measures and protests in Hong Kong. Trading was strongest inmainland tier 1 cities especially Shanghaiwas particularly strong, whilst the rest of mainland China showed slower growth.
On an actual and Guangzhou, with good levels of transientconstant currency basis, franchised revenue and corporate business. Performance in tier 2 and 3 cities continues to be impacted by new supply as these markets develop. Total RevPAR in the regionoperating profit decreased by 3.4% as hotels opened in these lower RevPAR markets.
Franchised revenue increased$1m (25.0%) and by $1m (33.3%$2m (40.0%) to $4m whilst operating profit was flat at $5m. Operating profit was higher than revenue in both 2014 and 2013 due to joint venture dividend income received from a hotel in Hong Kong.respectively.
Managed revenue increased by $7m (7.6%) to $99m, whilstand operating profit increased by $12m (23.5%$9m (8.6%) to $63m, reflecting improvements in operating margin, net rooms growth,$114m and a small number of one-off items that contributed approximatelyby $5m (8.5%) to the result.$64m respectively. Comparable RevPAR increased by 1.3%3.0%, whilst the Greater China System size grew by 14.7%9.0%, driving a 8.5%7.0% increase in total gross revenue derived from rooms business. Total gross revenue derived from non-rooms business increased by 7.8%.
Owned6.8%, primarily due to increased food and leased revenue decreased by $2m (1.4%) to $139m, driven bybeverage revenue. On a RevPAR decrease of 1.0% at InterContinental Hong Kong. Operating profit decreased by $5m (10.6%) to $42m. The decrease in revenue and operating profit at the hotel was driven primarily by the ongoing development of the area adjacent to the hotel and protests in central Hong Kong.
Highlights for the year ended 31 December 2013
Revenue and operating profit before exceptional items increased by $6m (2.6%) to $236m and by $1m (1.2%) to $82m respectively. On an underlyingconstant currency basis, revenue and operating profit increased by $6m (2.6%$15m (14.3%) to $120m and $2m (2.5%by $8m (13.6%) respectively.to $67m respectively, with ongoing investment in growth initiatives more than offset by scale efficiencies and strategic cost management.
FranchisedThe last remaining hotel in the owned and leased estate, InterContinental Hong Kong, was sold in 2015. Following this, revenue was flat at $3m and operating profit increased by $1m (25.0%)in the estate decreased to $5m.nil.
Managed revenue increased by $3m (3.4%) to $92m and operating profit was flat at $51m. RevPAR increased by 0.6%, whilst the Greater China System size grew by 11.8%, driving a 9.2% increase in total gross revenue derived from rooms business. Total gross revenue derived from non-rooms business increased by 3.0%. Operating profit was partly offset by increased investment to drive future growth.
Owned and leased revenue at InterContinental Hong Kong increased by $3m (2.2%) to $141m, driven by a 4.5% increase in total gross revenue derived from non-rooms business, although this was partly offset by a RevPAR decline of 0.1%. Operating profit increased by $2m (4.4%) to $47m.
| a | Underlying excludes the impact of owned asset disposals, significant liquidated damages and the results from managed-lease hotels, translated at constant currency by applying prior-year exchange rates (see pages 154 and 155). Underlying operating profit growth also excludes the impact of exceptional items. |
| IHG | Annual Report and Form 20-F |
| 39 |
Strategic Report
Performance continued
Greater China continued
Greater China hotel and room count
| Hotels | Rooms | Hotels | Rooms | |||||||||||||||||||||||||||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||||||||||||||||||||
InterContinental | 33 | 4 | 13,542 | 1,800 | 40 | 1 | 16,629 | 314 | ||||||||||||||||||||||||||||||||||
| HUALUXE | 7 | 3 | 2,089 | 993 | ||||||||||||||||||||||||||||||||||||||
Crowne Plaza | 73 | 8 | 26,113 | 2,879 | 82 | 3 | 28,948 | 897 | ||||||||||||||||||||||||||||||||||
Hotel Indigo | 5 | – | 612 | – | 7 | 1 | 1,023 | 283 | ||||||||||||||||||||||||||||||||||
Holiday Inn1 | 73 | 6 | 23,407 | 1,745 | ||||||||||||||||||||||||||||||||||||||
| Holiday Inna | 86 | 3 | 26,659 | 788 | ||||||||||||||||||||||||||||||||||||||
Holiday Inn Express | 55 | 13 | 14,076 | 2,781 | 101 | 26 | 23,813 | 5,336 | ||||||||||||||||||||||||||||||||||
Other | 2 | 2 | 444 | 444 | 5 | (1 | ) | 2,378 | (94 | ) | ||||||||||||||||||||||||||||||||
| Total | 241 | 33 | 78,194 | 9,649 | 328 | 36 | 101,539 | 8,517 | ||||||||||||||||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||||||||||||||||||||
Franchised | 4 | – | 2,184 | – | 11 | 7 | 3,764 | 1,580 | ||||||||||||||||||||||||||||||||||
Managed | 236 | 33 | 75,507 | 9,649 | 317 | 29 | 97,775 | 6,937 | ||||||||||||||||||||||||||||||||||
Owned and leased | 1 | – | 503 | – | ||||||||||||||||||||||||||||||||||||||
| Total | 241 | 33 | 78,194 | 9,649 | 328 | 36 | 101,539 | 8,517 | ||||||||||||||||||||||||||||||||||
| Percentage of Group hotel and room count | 5.0 | 0.6 | 11.0 | 1.0 | 6.1 | 0.5 | 12.7 | 0.6 | ||||||||||||||||||||||||||||||||||
| Includes six Holiday Inn Resort properties |
Greater China pipeline
| Hotels | Rooms | |||||||||||||||||||||||||
| At 31 December | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||||
| InterContinental | 28 | 6 | 8,980 | 1,526 | ||||||||||||||||||||||
| Kimpton | 2 | 2 | 359 | 359 | ||||||||||||||||||||||
| HUALUXE | 21 | (1 | ) | 6,289 | (667 | ) | ||||||||||||||||||||
| Crowne Plaza | 36 | (2 | ) | 11,673 | (838 | ) | ||||||||||||||||||||
| Hotel Indigo | 15 | 4 | 2,535 | 753 | ||||||||||||||||||||||
| EVEN Hotels | 3 | 3 | 796 | 796 | ||||||||||||||||||||||
| Holiday Innb | 54 | 4 | 15,116 | 275 | ||||||||||||||||||||||
| Holiday Inn Express | 134 | 39 | 25,657 | 5,452 | ||||||||||||||||||||||
| Other | 1 | – | 279 | – | ||||||||||||||||||||||
| Total | 294 | 55 | 71,684 | 7,656 | ||||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||||
| Franchised | 68 | 48 | 11,676 | 7,591 | ||||||||||||||||||||||
| Managed | 226 | 7 | 60,008 | 65 | ||||||||||||||||||||||
| Total | 294 | 55 | 71,684 | 7,656 | ||||||||||||||||||||||
| b | Includes seven Holiday Inn Resort properties (2,380 rooms) (2016: six Holiday Inn Resort properties (1,820 rooms)). |
Total number of hotels
328
Total number of rooms
101,539
The Greater China System size increased by 3336 hotels (9,649(8,517 rooms) in the year to 241328 hotels (78,194(101,539 rooms). 3443 hotels (10,648(10,570 rooms) opened during 2014, 112017, 14 hotels and 2,9792,632 rooms higher than 2013 and a record year for the region.2016. Recent growth in the region has focused on tier 2 and 3 cities, which now represent approximately two-thirds65% of IHG’sour open rooms. The InterContinental brand System size increased by four hotels (1,800 rooms) to 33 hotels (13,542 rooms) during the year, including the addition of the 990-room InterContinental Chengdu Global Centre. 19 Holiday Inn brand family hotels (4,445(7,184 rooms) were also added in the year, including the 50thcompared to 17 hotels (3,773 rooms) in 2016 with Holiday Inn Express ninepassing a significant milestone, with more than 100 hotels (1,078 rooms) higher than in 2013. Nine Crowne Plazanow open.
Seven hotels (3,498(2,053 rooms) were also added during the year, including the 466-room Crowne Plaza Beijing Lido, increasing the Crowne Plaza System size to 73 hotels (26,113 rooms).
One hotel (999 rooms) was removed in 2014,2017 compared to two hotels (725(425 rooms) in 2013.2016.
Greater China pipeline
| Hotels | Rooms | |||||||||||||||
| At 31 December | 2014 | Change over 2013 | 2014 | Change over 2013 | ||||||||||||
| Analysed by brand | ||||||||||||||||
InterContinental | 18 | (4 | ) | 6,678 | (2,714 | ) | ||||||||||
HUALUXE | 24 | 3 | 7,551 | 747 | ||||||||||||
Crowne Plaza | 44 | (8 | ) | 14,801 | (3,668 | ) | ||||||||||
Hotel Indigo | 10 | 5 | 1,646 | 925 | ||||||||||||
Holiday Inn1 | 43 | 2 | 12,384 | 440 | ||||||||||||
Holiday Inn Express | 50 | 17 | 11,278 | 4,018 | ||||||||||||
| Total | 189 | 15 | 54,338 | (252 | ) | |||||||||||
| Analysed by ownership type | ||||||||||||||||
Managed | 189 | 15 | 54,338 | (252 | ) | |||||||||||
| Total | 189 | 15 | 54,338 | (252 | ) | |||||||||||
Totalnumber of hotels in the pipeline
294
Totalnumber of rooms in the pipeline
71,684
At 31 December 2014,2017, the Greater China pipeline totalled 189294 hotels (54,338(71,684 rooms) compared to 174239 hotels (54,590(64,028 rooms) at 31 December 2013.2016. Signings of 64(118 hotels, (15,754 rooms) increased from 53 hotels (15,348 rooms) in 2013. Three InterContinental hotels (93024,201 rooms) were signed, together with five Crowne Plazathe highest ever in terms of hotel count since 2007 and highest in terms of rooms since 2008, representing an increase of 29.6% (5,532 rooms) from the prior year. 90 hotels (1,400 rooms), whilst the total pipeline for the HUALUXE Hotels and Resorts brand increased to 24 hotels (7,551 rooms). 45 hotels (10,860(16,904 rooms) were signed for the Holiday Inn brand family, with theincluding 54 franchised Holiday Inn Express brand pipeline increasing to 50 hotels.
1520 hotels (5,358(5,975 rooms) were removed from the pipeline in 2014,2017, compared to 1619 hotels (4,005(5,487 rooms) in 2013.2016.
| 40 | IHG | Annual Report and Form 20-F 2017 |
Central
Central results
| 12 months ended 31 December | ||||||||||||||||||||
| 2014 $m | 2013 $m | 2014 vs 2013 % change | 2012 $m | 2013 vs 2012 % change | ||||||||||||||||
| Revenue | 129 | 121 | 6.6 | 114 | 6.1 | |||||||||||||||
| Gross central costs | (284 | ) | (276 | ) | (2.9 | ) | (276 | ) | – | |||||||||||
| Net central costs | (155 | ) | (155 | ) | – | (162 | ) | 4.3 | ||||||||||||
Central
| ||||||||||||||||||||||||||||||
Central results |
| |||||||||||||||||||||||||||||
| 12 months ended 31 December | ||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 vs 2016 % change | 2015 $m | 2016 vs 2015 % change | ||||||||||||||||||||||||||
| Revenue | 148 | 141 | 5.0 | 135 | 4.4 | |||||||||||||||||||||||||
| Gross costs | (258 | ) | (269 | ) | 4.1 | (286 | ) | 5.9 | ||||||||||||||||||||||
| (110 | ) | (128 | ) | 14.1 | (151 | ) | 15.2 | |||||||||||||||||||||||
| Exceptional items | (29 | ) | – | – | (11 | ) | 100.0 | |||||||||||||||||||||||
| Operating loss | (139 | ) | (128 | ) | (8.6 | ) | (162 | ) | 21.0 | |||||||||||||||||||||
Highlights for the year ended
31 December 20142017
The net operating loss increased by $11m (8.6%) compared to 2016. Central revenue, which mainly comprises technology fee income, increased by $8m (6.6%$7m (5.0%) to $129m,$148m (an increase of $8m (5.7%) at constant currency), driven by increases in both comparable RevPAR (6.1%(2.7%) and IHG System size (3.4%(4.0%) in 2014 compared to 2013.. At constant currency, gross central costs increaseddecreased by $4m (1.4%$7m (2.6%) compared to 20132016 (an $8m$11m or 2.9% increase4.1% decrease at actual currency) benefitting from the impact of our cost management programme. Net operating loss before exceptional items decreased by $18m (14.1%) to $110m (a $15m or 11.7% decrease at constant currency).
Highlights for the year ended
31 December 20132016
The net operating loss decreased by $34m (21.0%) compared to 2015. Central revenue, which mainly comprisingcomprises technology fee income, increased by $7m (6.1%$6m (4.4%) to $121m,$141m (an increase of $9m (6.7%) at constant currency), driven by increases toin both comparable RevPAR (1.8%) and IHG System size over 2012. Gross central(3.1%). At constant currency, gross costs were flatdecreased by $3m (1.0%) compared to 2015 (a $17m or 5.9% decrease at $276m in 2013, reflectingactual currency) driven by a continued tightfocus on strategic cost control.management. Net operating loss before exceptional items decreased by $23m (15.2%) to $128m (a $12m or 7.9% decrease to $139m at constant currency).
System Fund
System Fund assessments |
| |||||||||||||||||||||||||||||
| 12 months ended 31 December | ||||||||||||||||||||||||||||||
2017 $m | 2016 $m | 2017 vs 2016 % change | 2015 $m | 2016 vs 2015 % change | ||||||||||||||||||||||||||
| Assessment fees and contributions received from hotels | 1,562 | 1,439 | 8.5 | 1,351 | 6.5 | |||||||||||||||||||||||||
Proceeds from sale of IHG Rewards Club points | 324 | 283 | 14.5 | 222 | 27.5 | |||||||||||||||||||||||||
| Total | 1,886 | 1,722 | 9.5 | 1,573 | 9.5 | |||||||||||||||||||||||||
System Fund
System Fund assessments
| 12 months ended 31 December | ||||||||||||||||||||
| 2014 $m | 2013 $m | 2014 vs 2013 % change | 2012 $m | 2013 vs 2012 % change | ||||||||||||||||
| Assessment fees and contributions received from hotels | 1,271 | 1,154 | 10.1 | 1,106 | 4.3 | |||||||||||||||
| Proceeds from sale of IHG Rewards Club points | 196 | 153 | 28.1 | 144 | 6.3 | |||||||||||||||
| Total | 1,467 | 1,307 | 12.2 | 1,250 | 4.6 | |||||||||||||||
In addition to managementfranchise or franchisemanagement fees, hotels within the IHG System pay assessments and contributions (other than for Kimpton and InterContinental) which are collected by IHG for specific use within the System Fund. The System Fund also receives proceeds from the sale of IHG Rewards Club points. The System Fund is managed for the benefit of hotels in the IHG System with the objective of driving revenues for the hotels.
The System Fund is used to pay for marketing, the IHG Rewards Club loyalty programme and the global reservation system.Guest Reservation System. The operation of the System Fund does not result in a profit or loss for the Group and consequently the revenues and expenses of the System Fund are not included in the Group Income Statement.income statement.
Highlights for the year ended
31 December 20142017
In the year to 31 December 2014,2017, System Fund income increased by 12.2%9.5% to $1,467m$1,886m primarily as a result of a 10.1%an 8.5% increase in assessment fees and contributions from hotels resulting from increased hotel room revenues, reflecting increases in RevPAR and IHG System size. Continued strong performance in co-branded credit card schemes drove the 28.1%14.5% increase in proceeds from the sale of IHG Rewards Club points.
Highlights for the year ended
31 December 20132016
In the year to 31 December 2013,2016, System Fund income increased by 4.6%9.5% to $1,307m$1,722m primarily as a result of growtha 6.5% increase in assessment fees and contributions from hotels resulting from increased hotel room revenues, due toreflecting increases in RevPAR and IHG System size. TheContinued strong performance in co-branded credit card schemes drove the 27.5% increase in proceeds from the sale of IHG Rewards Club points mainly reflects the continued strong performance of co-brand credit card schemes.points.
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Performance | 41 |
Strategic Report
Performance continued
Other financial information
Exceptional operating items
Exceptional operatingPre-tax exceptional items totalled a net gain of $29m.$4m. (Exceptional tax items are described below). The exceptional gain of $130m related toincluded $73m from the sale of InterContinental Mark Hopkins San Francisco and the disposal of an 80%IHG’s 6.29% interest in InterContinental New York Barclay.Avendra, LLC, a North American hospitality procurement services provider, in December 2017. Exceptional charges included $14m foreign exchange losses resulting from recent changes to the Venezuelan exchange rate mechanisms and the adoption of the SICAD II exchange rate; $29m relating primarily to structural change programmes across the Global Human Resources and Global Technology functions; $6m arising from a partial cash-out of the UK unfunded pension arrangements; $45m$15m relating to the cost of securing a restructuringintegrating Kimpton into the operations of the UKGroup, which has now been completed, $36m relating to reorganisation costs (see below) and an $18m impairment charge relating to an associate investment in the Americas region resulting from the currently depressed trading outlook for the New York hotel portfolio; and $7m Kimpton Hotels & Restaurants acquisition transaction costs. See note 5 to the Group Financial Statements for further detail.market.
Exceptional operating items are treated as exceptional by reason of their size or nature and are excluded from the calculation of adjusted earnings per ordinary share in order to provide a more meaningful comparison of performance.performance (for more information see page 26).
Reorganisation costs
In September 2017, the Group launched a comprehensive efficiency programme which will fund a series of new strategic initiatives to drive an acceleration in IHG’s future growth. The programme is centred around strengthening the Group’s organisational structure to redeploy resources to leverage scale in the highest opportunity markets and segments. The organisational changes include combining Europe and Asia, Middle East and Africa into one business unit, and creating a new Global Marketing organisation and a new Commercial and Technology function. The strategic initiatives will involve strengthening our loyalty programme, continuing to prioritise digital and technological innovation, enhancing our industry-leading franchise proposition, strengthening our existing brands and also adding new brands where we see the greatest potential for growth.
The programme is expected to realise c.$125m in annual savings by 2020, of which c.$75m will benefit the System Fund. These savings, primarily in administrative expenses, are planned to be reinvested as they are realised to accelerate medium-term revenue growth. There will be an estimated $200m cost to achieve these savings, (of which $45m was incurred in 2017), including amounts charged to the System Fund. The exceptional cost charged to the Group income statement in 2017 of $36m includes consultancy fees of $24m and severance costs of $8m.
Net financial expenses
Net financial expenses increasedreduced by $7m$2m to $80m reflecting an increase$85m, due to the impact of a weaker pound on translation of sterling interest expense and a reduction in the average interest rate
payable on bond debt following the 2016 refinancing, offset by higher average net debt levels and the translation of interest on the two sterling bonds.in 2017.
Financing costs included $2m (2013 $2m)$7m (2016: $3m) of interest costs associated with IHG Rewards Club where interest is charged on the accumulated balance of cash received in advance of the redemption of points awarded. The increase in 2017 is due to US base rate increases in 2016 and 2017. Financing costs in 20142017 also included $19m (2013 $19m)$20m (2016: $20m) in respect of the InterContinental Boston finance lease.
Taxation
The effective rate of tax on operating profit excluding the impact of exceptional items was 31% (2013 29%30% (2016: 30%). Excluding the impact of prior yearprior-year items, the equivalent tax rate would be 35% (2013 32%31% (2016: 31%). This rate is higher than the average UK statutory rate of 21.5% (2013 23.25%19.25% (2016: 20%), due mainly to certain overseas profits (particularly in the US) being subject to statutory tax rates higher than the UK statutory rate, unrelieved foreign taxes and disallowable expenses.
Taxation within exceptional items totalled a credit of $116m (2016: credit of $12m). In 2017, this included a $108m credit, comprising a $140m deferred tax credit net of a $32m current tax charge, as a result of significant US tax reform that was enacted in December 2017, a current tax charge of $29m (2013 $51m). In 2014$28m arising on the sale of Avendra, a current tax credit of $13m on reorganisation costs, a $7m (2016: $6m) deferred tax credit in respect of the impairment charge comprised $56m relating to the disposal of an 80% interestInterContinental Barclay associate, a $10m deferred tax credit representing a reduction in InterContinental New York Barclay offset bythe Group’s unremitted earnings provision and a $6m (2016: $5m) deferred tax credit of $27m relating to a restructuring of the UK hotel portfolio and other reorganisationon Kimpton integration costs. In 2013 the charge comprised $6m relating to the exceptional operating items and $64m consequent upon the disposal of InterContinental London Park Lane, offset by a credit of $19m relating to an internal restructuring.
Net tax paid in 20142017 totalled $136m (2013 $97m) including $nil (2013 $5m) in respect of disposals.$172m (2016: $130m). Tax paid represents an effective rate of 23% (2013 16%25% (2016: 22%) on total profits (excluding exceptionals) and is lower than the effective income statement tax rate of 31%30% (2016: 30%), primarily due to the timing of US tax payments and the impact of deferred taxes (including the realisation of assets such as tax losses), the receipt of refunds in respect of prior years and provisions for tax for which no payment of tax has currently been made.
taxes.
IHG pursues aan approach to tax strategy that is consistent with its business strategy and its overall business conduct principles. This strategyapproach seeks to ensure full compliance with all tax filing, payment and reporting obligations on the basis of communicative and transparent relationships with tax authorities. Policies and procedures related to tax risk management are subject to regular review and update and are approved by the Board.IHG Audit Committee.
 | The Group’s Approach to Tax document | |
| is available on IHG’s website atwww.ihgplc.com/responsible-business under Policies. |
Tax liabilities or refunds may differ from those anticipated, in particular as a result of changes in tax law, changes in the interpretation of tax law, or clarification of uncertainties in the application of tax law. Procedures to minimise risk include the preparation of thorough tax risk assessments for all transactions carrying material tax risk and, where appropriate, material tax uncertainties are discussed and resolved with tax authorities in advance.
IHG’s contribution to the jurisdictions in which it operates includes a significant contribution in the form of taxes borne and collected, including taxes on its revenues and profits and in respect of the employment its business generates.
IHG earns approximately 70%80% of its revenues in the form of franchise, management or similar fees, with 85%almost 83% of IHG brandedIHG-branded hotels being franchised. In jurisdictions in which IHG does franchise business, the prevailing tax law will generally provide for IHG to be taxed in the form of local withholding taxes based on a percentage of fees rather than based on profits. Costs to support the franchise business are normally incurred regionally or globally, and therefore profits for an individual franchise jurisdiction cannot be separately determined.
Dividends
The Board has proposed a final dividend per ordinary share of 52¢ (33.8p)71.0¢. With the interim dividend per ordinary share of 25¢ (14.8p)33.0¢, the full-year dividend per ordinary share for 20142017 will total 77¢ (48.6p)104.0¢, an increase of 10.0%11% over 2013.2016.
On 2 May 2014,21 February 2017, the Group announced a $750m$0.4bn return of funds to shareholders by way of a special dividend and share consolidation. The special dividend (202.5¢ per ordinary share) was paid to shareholders on 14 July 2014.22 May 2017.
UnderIHG pays its dividends in pounds sterling and US dollars. The sterling amount of the $500m share buyback programmefinal dividend will be announced on 7 August 2012, which commenced on 12 November 2012 and completed on 29 May 2014, a total23 April 2018 using the average of 17.3m shares have been repurchasedthe daily exchange rates from 18 April 2018 to 20 April 2018 inclusive. See page 25 for total considerationdetails of $500m.IHG’s dividend policy.
Earnings per ordinary share
Basic earnings per ordinary share increased by 12.3%57.0% to 158.3¢306.7¢ from 140.9¢195.3¢ in 2013.2016. Adjusted earnings per ordinary share remained unchanged at 158.3¢.increased by 20.3% to 244.6¢ from 203.3¢ in 2016.
Share price and market capitalisation
The IHG share price closed at £25.95£47.19 on 31 December 2014,2017, up from £20.13£36.38 on 31 December 2013.2016. The market capitalisation of the Group at the year end was £6.4bn.£9.0bn.
| 42 | IHG | Annual Report and Form 20-F 2017 |
Liquidity and capital resources
Sources of liquidity
The Group is primarily financed by a $1.07bn syndicated bank facility which expires in November 2016 (the Syndicated Facility), £250m of public bonds, which are repayable on 9 December 2016 and £400m of public bonds which are repayable on 28 November 2022, £300m repayable on 14 August 2025 and £350m repayable on 24 August 2026. This is in addition to a $1.275bn revolving syndicated bank facility (the Syndicated Facility) and a $75m revolving bilateral facility (the Bilateral Facility) which mature in March 2022. $361m$264m was drawn under the $1.07bn Syndicated Facilityand Bilateral Facilities at the year end. The bonds are issued under the Group’s £750m Medium Term Notes programme. Short-term borrowing requirements are met from drawings under bilateral bank facilities. Additional funding is provided by the 99-year finance lease (of which 91 years remain) on InterContinental Boston and other uncommitted bank facilities (see note 21 to the Group Financial Statements). In the Group’s opinion, the available facilities are sufficient for the Group’s present liquidity requirements.
The Syndicated Facility containsand Bilateral Facilities contain the same terms and two financial covenants; interest covercover; and net debt divided by earnings before interest, tax, depreciation and amortisation.amortisation (EBITDA). The Group is in compliance with all of the financial covenants in its loan documents, none of which is expected to present a material restriction on funding in the near future.
Net debt of $1,533m (2013 $1,153m)Additional funding is analysedprovided by currency as follows:
| 2014 $m | 20131 $m | |||||||
| Borrowings | ||||||||
Sterling | 1,028 | 671 | ||||||
US dollar | 557 | 709 | ||||||
Euros | 103 | 11 | ||||||
Other | 7 | 10 | ||||||
| Cash and cash equivalents | ||||||||
Sterling | (21 | ) | (87 | ) | ||||
US dollar | (54 | ) | (40 | ) | ||||
Euros | (25 | ) | (15 | ) | ||||
Canadian dollar | (14 | ) | (25 | ) | ||||
Chinese renminbi | (8 | ) | (15 | ) | ||||
Other | (40 | ) | (66 | ) | ||||
| Net debt2 | 1,533 | 1,153 | ||||||
| Average debt levels | 1,322 | 985 | ||||||
the 99-year finance lease (of which 88 years remain) on InterContinental Boston and other uncommitted bank facilities (see note 20 to the Group Financial Statements). In the Group’s opinion, the available facilities are sufficient for the Group’s present liquidity requirements. Borrowings included bank overdrafts of $107m (2013 $114m)$110m (2016: $89m), which were matched by an equivalent amount of cash and cash equivalents under the Group’s cash pooling arrangements.
Net debt of $1,851m (2016: $1,506m) is analysed by currency as follows:
| 2017 $m | 2016 $m | |||||||||||
| Borrowings | ||||||||||||
| Sterling | 1,416 | 1,289 | ||||||||||
| US dollar | 601 | 418 | ||||||||||
| Euros | 2 | 2 | ||||||||||
| Other | – | 3 | ||||||||||
| Cash and cash equivalents | ||||||||||||
| Sterling | (13 | ) | (27 | ) | ||||||||
| US dollar | (75 | ) | (127 | ) | ||||||||
| Euros | (13 | ) | (12 | ) | ||||||||
| Canadian dollar | (13 | ) | (8 | ) | ||||||||
| Chinese renminbi | (12 | ) | (7 | ) | ||||||||
| Other | (42 | ) | (25 | ) | ||||||||
| Net debt | 1,851 | 1,506 | ||||||||||
| Average debt level | 1,810 | 1,235 | ||||||||||
Under these arrangements, each pool contains a number of bank accounts with the same financial institution, and the Group pays interest on net overdraft balances within each pool. The cash pools are used for day-to-day cash management purposes and are managed daily as closely as possible to a zero balance on a net basis for each pool. Overseas subsidiaries are typically in a cash positivecash-positive position, with the most significant balances in the US and Canada, and the matching overdrafts are held by the Group’s central treasury company in the UK.
Cash and cash equivalents include $4m (2013 $12m)$3m (2016: $3m) that is not available for use by the Group due to local exchange controls.
Information on the maturity profile and interest structure of borrowings is included in notes 20 and 2122 to the Group Financial Statements.
The Group had net liabilities of $717m$851m at 31 December 2014 reflecting that its brands are not recognised in the Group statement of financial position. At the end of 2014 the Group was trading significantly within its banking covenants and facilities.2017, ($759m at 31 December 2016).
Cash from operating activities
Net cash from operating activities totalled $543m$634m for the year ended 31 December 20142017, down $81m$118m on the previous year largely due to increased cash flows relating to exceptional operating items.received in 2016 on behalf of the System Fund of approximately $95m from renegotiation of long-term partnership agreements.
Cash flow from operating activities is the principal source of cash used to fund the ongoing operating expenses, interest payments, maintenance capital expenditure and normal dividend payments of the Group. The Group believes that the requirements of its existing business and future investment can be met from cash generated internally, disposition of assets, and external finance expected to be available to it.
Cash from investing activities
Net cash inflows due tooutflows from investing activities totalled $123m, a decrease of $52m over 2013. Capital expenditure on property, plant and equipment decreased from $159m in 2013increased by $47m to $84m as the prior year included significant investment in hotel properties that were in the process of being converted to the Group’s EVEN Hotels brand. $394m of disposal proceeds primarily related to the disposal of InterContinental Mark Hopkins San Francisco and the disposal of an 80% interest in InterContinental New York Barclay.$263m.
The Group had committed contractual capital expenditure of $117m$104m at 31 December 2014 (2013 $83m)2017 (2016: $97m).
Cash used in financing activities
Net cash used in financing activities totalled $736m,$446m, which was $121m$1,010m lower than 2016, reflecting the difference between the $400m special dividend paid in May 2017 and the $1.5bn special dividend paid in May 2016. Net cash inflows from borrowings were $100m lower than in 2013. Returns to shareholders of $1,052m, comprising ordinary dividends, special dividends and share buybacks, were $236m higher than in 2013. $68m (2013 $44m) was spent on share purchases in order to fulfil share incentive awards.2016.
Overall net debt increased during the year by $380m$345m to $1,533m$1,851m as at 31 December 2014.2017.
Off-sheet balanceOff-balance sheet arrangements
At 31 December 2014,2017, the Group had no off-balance sheet arrangements that have or are reasonably likely to have a current or future material effect on the Group’s financial condition, revenues or expenses, results of operations, liquidity, capital expenditures or capital resources that is materialresources.
Contingent liabilities
Contingent liabilities include performance guarantees with possible cash outflows totalling $31m, guarantees over the debt of equity investments of $54m and outstanding letters of credit of $35m. The Group may also be exposed to investors.additional liabilities resulting from security incidents. See note 30 to the Group Financial Statements for further details.
Contractual obligations
The Group had the following contractual obligations outstanding as of
31 December 2014:2017. See table below.
| Total amounts committed | Less than 1 year | 1-3 years | 3-5 years | After 5 years | ||||||||||||||||
| $m | ||||||||||||||||||||
| Long-term debt obligations1, 2 | 1,378 | 3 | 751 | – | 624 | |||||||||||||||
| Interest payable2 | 248 | 52 | 76 | 47 | 73 | |||||||||||||||
| Derivatives | 2 | 2 | – | – | – | |||||||||||||||
| Finance lease obligations3 | 3,364 | 16 | 32 | 32 | 3,284 | |||||||||||||||
| Operating lease obligations | 349 | 40 | 62 | 47 | 200 | |||||||||||||||
| Agreed pension scheme contributions4 | 6 | 6 | – | – | – | |||||||||||||||
| Capital contracts placed | 117 | 117 | – | – | – | |||||||||||||||
| Kimpton acquisition | 430 | 430 | – | – | – | |||||||||||||||
| Total | 5,894 | 666 | 921 | 126 | 4,181 | |||||||||||||||
Total amounts committed $m | Less than 1 year $m | 1–3 years $m | 3–5 years $m | After 5 years | ||||||||||||||||||||||||||
| Long-term debt obligationsa,b | 1,683 | – | – | 805 | 878 | |||||||||||||||||||||||||
| Interest payableb | 306 | 47 | 92 | 91 | 76 | |||||||||||||||||||||||||
| Finance lease obligationsc | 3,317 | 16 | 32 | 35 | 3,234 | |||||||||||||||||||||||||
| Operating lease obligations | 534 | 56 | 91 | 90 | 297 | |||||||||||||||||||||||||
| Agreed pension scheme contributions | 9 | 9 | – | – | – | |||||||||||||||||||||||||
| Capital contracts placed | 104 | 104 | – | – | – | |||||||||||||||||||||||||
| Total | 5,953 | 232 | 215 | 1,021 | 4,485 | |||||||||||||||||||||||||
| Repayment period classified according to the related facility maturity date. |
| Excluding bank overdrafts. |
As explained in note 33 to the Group Financial Statements, the Group completed the acquisition of Kimpton Hotel & Restaurant Group, LLC for $430m on 16 January 2015.
The acquisition was primarily financed by a $400m bilateral term loan with a term of six months plus two six-month extension periods. A variable rate of interest is payable on the loan which has identical covenants to the Syndicated Facility.
Contingent liabilities
Contingent liabilities include performance guarantees with possible cash outflows totalling $29m, guarantees over the debt of equity investments of $20m and outstanding letters of credit of $40m. See note 30 to the Group Financial Statements for further details.
| 43 |
| 44 | IHG | Annual Report and Form 20-F 2017 |
Governance
| 46 | Chairman’s overview | |
| Corporate Governance | ||
| Directors’ Remuneration Report | ||
Plan
‘Guest Journey’ – Step two
| IHG | Annual Report and Form 20-F | 45 |
Governance
Chairman’s overviewChairman’s overview
 | Good governance is integral to IHG’s success and our ability to create a culture built on strong ethics, values and diversity. |
Dear Shareholder
We are committed to maintaining the highest standards of corporate governance. Our governance framework led by the Board, supports IHG’sour culture, values and our commitment to conducting business responsibly, further explained on pages 24 and 25. We have in place strong and effective practices and conduct regular reviews to ensure we are compliant.responsibly.
Governance and strategy
Good corporate governance underpins a successful business. The Board is accountable foroversees the long-term success of the Group, as well as for setting the strategic priorities and objectivesaims of the Group and its risk appetite. We consideris responsible for the interests of all of our stakeholders at all times. Shaping and implementing IHG’s strategy is the most critical roleleadership of the Group and ensuring our actions are in keeping with the strong ethics and values that shape our culture, while also recognising the significance of serving our stakeholders.
Focus areas and activities
The Board has continued to focus on creating long-term sustainable value for our shareholders and thereforethe wider communities in which we operate. During the year, the Board dedicates ample timetook full responsibility for the CEO succession to discussingensure a smooth transition whilst continuing to deliver against our strategy. Further details on the Group’s strategy, not least as part of our annual strategy meeting. Further information on how the Board spent its time during 2014CEO succession can be found on page 56.61.
The Board has continued to develop strategy through the Annual Strategy Meeting. This involves the whole Board as well as senior executives and provides a valuable opportunity for detailed discussion on the long-term strategic aims of the Group. The Board regularly monitors progress against the agreed strategy. Further details can be found on page 52.
In order to deliver the strategy at pace, the Board has been focused on changes to the operating structure to accelerate growth and succession planning
A high-level structure of IHG’shas provided input and guidance throughout the year. The Board has considered how this agenda reflects our values and its Committees, along with biographies of current Boardpurpose, and Executive Committee members,the performance behaviours required to continue to deliver against our strategy, while ensuring that the Group’s risk appetite is continually taken into account. Further details can be found on pages 5552 and 5757.
Governance framework
The Board delegates certain responsibilities to 61.the Audit, Corporate Responsibility, Nomination and Remuneration Committees (the Principal Committees) to assist in ensuring that effective corporate governance permeates throughout the business.
As announced inThe Audit Committee has this year been focused on cybersecurity and new reporting standards, the Corporate Responsibility Committee has overseen the delivery of our 2013 Annual Report, David Kappler retiredfive-year Responsible Business targets and the setting of new measures, the Nomination Committee has been focused on 31 May 2014 after spending over nine yearsthe appointment of a new CEO, and the Remuneration Committee has continued to monitor the changing remuneration landscape as a Non-Executive Director at IHG. Hepriority area.
Board culture and composition
We regularly review the composition, diversity and size of the Board to ensure that we have the right talent to support our strategy. As we announced last year, Malina Ngai was succeeded by Dale Morrisonappointed as Senioran Independent Non-Executive Director on 31 May 2014. Ian Dyson took over David’s duties as Chairman of1 March 2017, bringing considerable experience in consumer-facing, branded operations and significant insight into the Audit Committee on 1 April 2014. We also said goodbyeAsian market. In July 2017, Keith Barr was appointed the new CEO following Richard Solomons’ decision to Jonathan Linen, who retired from the Board on 31 December 2014retire after spending nine25 years with the business.
In August 2014,business, including six as CEO. During the year, we also announced the appointment of Jo Harlow to the Board and Audit, Nomination and Remuneration Committees effective as of 1 September 2014. Jo’s appointment fulfils one of the objectives I highlighted last year, which was to enhance the Board’s capabilities and competencies by appointing a Non-Executive Director with specific consumer-facing technology experience given the significance of this area in our strategy.
Finally, in December 2014, we announced Kirk Kinsell would step down from the Board on 13 February 2015. Kirk was succeeded as Chief Executive Officer, The Americas by Elie Maalouf who sits on IHG’s Executive Committee. I would like to thank Kirk for his long-standing contribution to IHG, most recently as a Board member and President of The Americas region.
We are also pleased to welcome Anne Busquet to the Board as a Non-Executivean Executive Director effective as ofwith effect from 1 March 2015. Anne will sit on the Audit, Corporate Responsibility and Nomination Committees. Anne has an impressive breadth ofJanuary 2018, bringing considerable experience in digital commerce, hospitality, hotel development, branding,
finance, real estate and marketing.
Our Board Committees
We continually review the Board’s composition to ensure we have the right balance of skills to support the business both today and in the future. This includes a regular reviewoperations, across multiple industries. Details of the
size, experience, diversity and gender of our Board, which is conducted by ourNomination Committee (see page 69 induction process for its report). We value the benefits that diversity brings, having had at least 25 per cent female representation on our Board since 2012. Further details on our approach to diversity from Board level and throughout the organisation, including our policies in this area,new Directors can be found on pages 61page 53.
We recognise that diversity and 62.
TheAudit Committee playsinclusion is essential to our success. By ensuring that different genders, backgrounds, ages and nationalities are represented throughout the organisation, we ensure that decision making is informed by a substantial role in ensuring appropriate governancerange of skillsets, experience and challenge aroundcultural perspectives. Details of our riskapproach to succession planning and assurance processes. In line with our 2014 priorities, a major focus area has been the risks relating to information security and technology. More informationdiversity can be found inon page 61.
We are aware that effective meetings depend on the Audit Committee Report on pages 65dynamics of the Board, and our high-performance culture is driven by creating an engaging and inclusive environment where different perspectives are welcomed. Directors actively contribute to 67.
In 2014, theCorporate Responsibility Committee continueddiscussions, helping to drive engagement of our three corporate responsibility programmesdevelop proposals and deliver against our five-year corporate responsibility targets (seestrategy. Details of items discussed by the Board in 2017 can be found on page 68 for its report).52.
At our 2014 AGM, our Directors’ Remuneration Policy was approved withTraining, development and Board performance review
The training and development needs of each Director are regularly reviewed. During 2017, Directors received training on a 90.94 per cent vote in favour. We are not making any changes to this Policy this year, however, we have provided a summaryvariety of it in ourDirectors’ Remuneration Report,topics; further details of which can be found on pages 76 to 91. This includes information about the Committee, the Annual Report on Directors’ Remuneration and Implementation of our Directors’ Remuneration Policy in 2015.page 53.
Board effectiveness
For 2014, we conducted an internal evaluation on Board effectiveness. During 2014, we progressed the actions that were highlighted from the 2013Our external evaluation which enabled us to further inform enhancements to our Board processes. Details of both the 2013was carried out in early 2017. This proved a highly informative experience and 2014 evaluation, including the process and recommendations, can be found on pages 63 and 64.
Structure of the report
This year we have restructured our Corporate Governance Statement, setting out a review of our 2014 activities at the start, followed by each Board Committee’s report and finally details of how we have complied with the UK Corporate Governance Code published in September 2012 (the Code). We have aimed to provide greater transparency on compliance with the Code, making this easier to follow.
I am pleaseddelighted to report that during 2014, we complied fully with all principles and provisions of the Code, with the exception of the provision relating to audit tendering (see page 70), as we believe it would not be in the best interests of the Group to undertake an audit tender at this time (see pages 66 and 67).
Objectives for the year
My objectives forreview concluded the Board this yearis well-functioning and effective. Further details on these findings are to ensure that the focus and composition of the Board continues to evolve to support the execution of our strategy and the opportunities and challenges we face. Our 2015 Board agenda will allow time for continued focusset out on our technology strategy and in-depth reviews of our brands and our priority markets. This year, our annual strategy meeting will be held in Greater China.
|
|
Compliance and our dual listing
As a dual listeddual-listed company with a premium listing on the London Stock Exchange and a secondary listing on the New York Stock Exchange, we are required to file both an Annual Report in the UK which complies with the Code, and an Annual Report ona Form 20-F in the US, which complies with the NYSE rules, US securities laws and the rules of the Securities and Exchange Commission (SEC).
For 2014, toUS. To ensure continued consistency of information provided to both UK and US investors, we have for the second time produced a combined Annual Report and Form 20-F.
Our statement of compliance with the 2016 UK Corporate Governance Code (the Code) is located on pages 62 and 63. I am pleased to report that, during 2017, we complied fully with all principles and provisions of the Code. As required by the SEC, a statement outlining the differences between the Group’s UK corporate governance practices and those followed by US companies can be found on pages 173page 176.
Looking forward
We recognise that good corporate governance facilitates effective management that can deliver the long-term success of our organisation. We are looking to the new governance reforms and 174.will ensure that our ways of working, structures of reporting, systems of control and commitment to conducting business responsibly comply with the revised governance regime and continue to deliver our strategy with integrity and transparency.
Patrick Cescau
Chairman of the Board
19 February 2018
| 46 | IHG | Annual Report and Form 20-F 2017 |
CorporateGovernanceCorporate Governance
Our Board and Committee governance structure
The Group’s governance framework, which is directed by the Board and through the Group’s Board and Management Committees, supports our culture, values, and our commitment to conducting business responsibly.
The Board and its Committees
The Board is responsible for the long-term success of the Group and ensures that there are effective risk and internal management controls in place. It leads the strategic direction and long-term objectives and success of the Group through effective oversight and review, setting the Group’s strategic aims and monitoring the performance of the Group, and monitors its risk management controls.
A number of key decisions and matters are reserved for the Board’s approval and are not delegated to management, these include matters related to Group business and commercial strategy; significant investment proposals; maintaining an overview and control of the Group’s operating and financial performance; monitoring the Group’s overall system of internal controls and risk management and governance and compliance.
performance. The Board delegates certain responsibilities tois supported by its Principal Committees namely the Audit Committee, Corporate Responsibility Committee, Nomination Committee and Remuneration Committee, to assist it in carrying out its functions.functions, overseeing the delivery of the Group’s strategic objectives and driving sustainable shareholder value for the long term, whilst considering the interests and impacts on key stakeholders. See pages 52 to 53 for details on the Board and how it spent its time during 2017.
Management Committees
The schedule of matters reserved exclusively to the Board was reviewed at the December 2017 Board meeting and is available on our website. Operational matters, routine business and information disclosure procedures are delegated by the Board to Management Committees.
The Executive Committee is chaired by the CEO and manages a range of day-to-day strategic and operational issues facing the Group, with clear oversight from the Board.
The General Purposes Committee attends to business of a routine nature and to the administration of matters, the principles of which have been agreed previously by the Board or an appropriate Committee.
| More information on our Board and Committees is available on our website atwww.ihgplc.com/investors under Corporate governance. |
Board and Committee membership and attendance in 2017
| Meetings | ||||||||||||||||||||||||||||||||||||||||||||
Appointment date | Committee appointments | Board | Audit Committee | Corporate Responsibility Committee | Nomination Committee | Remuneration Committee | ||||||||||||||||||||||||||||||||||||||
| Total meetings held | 8 | 5 | 3 | 3 | 6 | |||||||||||||||||||||||||||||||||||||||
| Chairman | ||||||||||||||||||||||||||||||||||||||||||||
| Patrick Cescau | 01/01/13 |  | 8/8 | – | – | 3/3 | – | |||||||||||||||||||||||||||||||||||||
| Chief Executive Officer | ||||||||||||||||||||||||||||||||||||||||||||
| Keith Barr | 01/07/17 | 4/4 | – | – | – | – | ||||||||||||||||||||||||||||||||||||||
| Richard Solomons | 10/02/03 | 4/4 | – | – | – | – | ||||||||||||||||||||||||||||||||||||||
| Executive Directors | ||||||||||||||||||||||||||||||||||||||||||||
| Paul Edgecliffe-Johnson | 01/01/14 | 8/8 | – | – | – | – | ||||||||||||||||||||||||||||||||||||||
| Senior Independent Non-Executive Director | ||||||||||||||||||||||||||||||||||||||||||||
| Dale Morrison | 01/06/11 |    | 8/8 | 5/5 | – | 3/3 | 6/6 | |||||||||||||||||||||||||||||||||||||
| Non-Executive Directors | ||||||||||||||||||||||||||||||||||||||||||||
| Anne Busquet | 01/03/15 |  | 8/8 | 5/5 | 3/3 | 3/3 | – | |||||||||||||||||||||||||||||||||||||
| Ian Dyson | 01/09/13 |  | 8/8 | a | 5/5 | – | 2/3 | a | 5/6 | a | ||||||||||||||||||||||||||||||||||
| Jo Harlow | 01/09/14 |  | 8/8 | 3/3 | b | – | 3/3 | 6/6 | ||||||||||||||||||||||||||||||||||||
| Luke Mayhew | 01/07/11 |  | 8/8 | 2/2 | c | 3/3 | 3/3 | 4/4 | c | |||||||||||||||||||||||||||||||||||
| Jill McDonald | 01/06/13 |  | 8/8 | 5/5 | 3/3 | 3/3 | – | |||||||||||||||||||||||||||||||||||||
| Malina Ngai | 01/03/17 |  | 7/7 | – | 2/2 | 3/3 | 5/5 | |||||||||||||||||||||||||||||||||||||
| a | Ian Dyson was unable to attend one Nomination Committee meeting and one Remuneration Committee meeting due to a prior commitment. |
| b | Jo Harlow stepped down from the Audit Committee and became Chairman of the Remuneration Committee on 1 October 2017. |
| c | Luke Mayhew stepped down from the Remuneration Committee and became a member of the Audit Committee on 1 October 2017. |
Board Committee membership key
Audit Committee member
Corporate Responsibility Committee member
Nomination Committee member
Remuneration Committee member
Chairman of a Board Committee
| IHG | Annual Report and Form 20-F | 47 |
CorporateGovernance continuedGovernance
TheCorporate Governance continued
Our Board held eight scheduled meetings during 2014 and attendance by each Director is set out in the table below. Attendance at Committee meetings is indicated in each Committee report. Unless otherwise indicated, allof Directors held office throughout the year.
| ||||||
1Tom Singer resigned and Paul Edgecliffe-Johnson became Chief Financial Officer effective as of 1 January 2014.
2Tracy Robbins missed one Board meeting due to health reasons and Jonathan Linen and Jill McDonald missed one Board meeting due to a prior commitment known to the Board in advance.
What did the Board consider at its 2014 meetings
Strategy
The Board spends a substantial amount of time considering Group strategy. In addition to its annual strategy meeting, time was spent in 2014 discussing strategic areas and business updates, including:
Annual strategy meeting
We held our 2014 annual two-day strategy meeting in Singapore. This included:
A third day was added to give the Board the opportunity to visit hotels across our brand portfolio in Singapore and interact with general managers of our hotels and their teams.
Governance
Investor relations
Regular agenda items
As part of general monitoring of the Group and its compliance with the governance framework, certain matters are regularly included on Board meeting agendas. These include an update on the business from the Chief Executive Officer, finance updates from the Chief Financial Officer (which includes a financial review of the Group), and deep dives on each region and function presented by Executive Committee members and other senior management.
Meetings without Executive Directors
During 2014, at the end of each Board meeting, our Non-Executive Directors met with the Chairman without the Executive Directors present. They also regularly met with the Chief Executive Officer without the other Executive Directors present.
Who is on our Board of Directors
 | Patrick Cescau
Appointed to the Board: 1 January 2013
| Skills and experience: From 2005 to 2008, Patrick was Group Chief Executive of Unilever Group, having previously been Chairman of Unilever PLC, Vice Chairman of Unilever NV and Foods Director, following a progressive career with the company, which began in France in 1973. He was formerly a Senior Independent Director and Non-Executive Director of Pearson plc and Tesco PLC, and a Director at INSEAD. Board contribution:Patrick has held board positions for nearly 15 years in leading global businesses and brings extensive international experience in strategy, brands, consumer | products, and finance. As Chairman, Patrick is responsible for leading the Board and ensuring it operates in an effective manner, and promoting constructive relations with shareholders. As Chairman of the Nomination Committee, he is responsible for reviewing and making recommendations on the Group’s leadership needs. Other appointments:Currently a Senior Independent Non-Executive Director of International Airlines Group, Patrick is also a trustee of The Leverhulme Trust, Patron of the St Jude India Children’s Charity and Member of the TEMASEK European Advisory Panel. |
Skills and experience:From 2005 to 2008, Patrick was Group Chief Executive of Unilever Group, having previously been Chairman of Unilever PLC, Vice-Chairman of Unilever NV and Foods Director, following a progressive career with the Company, which began in France in 1973. Prior to being appointed to the Board of Unilever PLC and Unilever NV in 1999, as Finance Director, he was Chairman of a number of the company’s major operating companies and divisions, including in the US, Indonesia and Portugal. He was formerly a Senior Independent Director and Non-Executive Director of Pearson plc and a Director at INSEAD.
Board contribution:Patrick has held board of director positions for nearly 15 years in leading global businesses and brings extensive international experience in brands, consumer products, as well as finance. As Chairman, Patrick is responsible for leading the Board and ensuring it operates in an effective manner and promoting constructive relations with shareholders. He is also Chairman of the Nomination Committee.
Other appointments: Currently a Non-Executive Director of International Consolidated Airlines Group S.A. and the Senior Independent Director of Tesco PLC. Patrick is also a trustee of The Leverhulme Trust.
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Chief Executive Officer Appointed to the Board: | Skills and experience:Keith has spent more than 25 years working in the hospitality industry across a wide range of roles. He started his career in hotel operations and joined IHG in 2000. Since April 2011 he has been a member of IHG’s Executive Committee. Directly before being appointed Chief Executive Officer, Keith served as Chief Commercial Officer for four years. He led IHG’s global brand, loyalty, sales and marketing functions, and oversaw IHG’s loyalty programme, IHG® Rewards Club. Prior to this, Keith was CEO | of IHG’s Greater China business for four years, setting the foundations for growth in a key market. Board contribution:Keith is responsible for the executive management of the Group and ensuring the implementation of Board strategy and policy. Other appointments:Member of Cornell University’s School of Hotel Administration Leland C. and Mary M. Pillsbury Institute for Hospitality Entrepreneurship Advisory Board.
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Skills and experience: During his tenure as Chief Executive Officer, Richard has led the continued growth of IHG, including the launch of our two newest brands, HUALUXE Hotels and Resorts and EVEN Hotels and IHG’s acquisition of Kimpton Hotels & Restaurants. Before being appointed Chief Executive Officer, Richard served as Chief Financial Officer and Head of Commercial Development. Richard was integral in shaping and implementing IHG’s asset-light strategy, which has helped the business grow significantly since it was formed in 2003, as well as supporting the return of $10.4 billion to shareholders. In 2008, he served as Interim President of our Americas region. Richard is a member of the Executive Committee of the World Travel and Tourism Council, a member of the Industry Real Estate Financing Advisory Council and a Governor of the Aviation and Travel Industry Group of the World Economic Forum.
Board contribution:Richard is responsible for the executive management of the Group and ensuring the implementation of Board strategy and policy.
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Paul Edgecliffe-Johnson Chief Financial Officer Appointed to the Board: 1 January 2014
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Skills and experience: Paul is a chartered accountant and a fellow of the Institute of Chartered Accountants. He was previously Chief Financial Officer of IHG’s Europe and Asia, Middle East and Africa regions, a position he held since September 2011. He joined IHG in August 2004 and has held a number of senior level finance positions, including Head of Investor Relations, Head of Global Corporate Finance and Financial Planning & Tax and Head of Hotel Development, Europe. Paul also acted as Interim Chief Executive Officer of the Europe, Middle East and Africa regions.
Board contribution:Paul is responsible, together with the Board, for overseeing the financial operations of the Group and setting its financial strategy.
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Skills and experience:Tracy has nearly 30 years’ experience in human resources roles in service industries. She joined the Group in December 2005 from Compass Group PLC, a world-leading food service company, where she was Group Human Resources Leadership & Development Director. Previously, she acted as Group HR Director for Forte Group plc, a hotel company. Tracy also spent seven years at Tesco PLC as a Retail Human Resources Manager where she implemented a culture change and restructuring strategy across 150 stores.
Board contribution:Paul is responsible, together with the Board, for overseeing the financial operations of the Group and setting its financial strategy.
Other appointments:Currently a Non-Executive Director of Thomas Cook Group plc.
Board contribution:Tracy has many years of experience in human resources and is responsible for global talent management, leadership development, employee reward strategy and implementation, organisational capability and operations support.
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CorporateGovernance continued
Who is on our Board of Directorscontinued
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Appointed to the Board: 1
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Skills and experience:Dale is a founding partner of TriPointe Capital Partners, a private equity firm. Dale was previously President and Chief Executive Officer of McCain Foods Limited and President and Chief Executive Officer of Campbell Soup Company.
Board contribution: Dale has over 10 years’ experience in sales and marketing positions, and over 25 years’ experience in general management, having held senior positions in the branded foods sector. He was appointed as the Board’s Senior Independent Non-Executive Director on 31 May 2014.
Other appointments:Currently a Non-Executive Director of International Flavors & Fragrances Inc., a producer of flavours and fragrances, and Non-Executive Chairman of Findus Group, a frozen food company.
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Skills and experience:Ian has held a number of senior executive and finance roles including Group Finance & Operations Director for Marks and Spencer Group plc for five years from 2005 to 2010, where he oversaw significant changes in the business. In addition, Ian was Chief Executive Officer of Punch Taverns plc, a pub and bar operator, Finance Director for the Rank Group Plc, a leading European gaming business, and Group Financial Controller and Finance Director for the hotels division of Hilton Group Plc.
Board contribution:Ian has gained significant experience from working in various senior finance roles predominantly in the hospitality sector. Ian became Chairman of the Audit Committee on 1 April 2014 and as such is responsible for leading the Committee to ensure effective internal controls and risk management systems are in place.
Other appointments:Currently a Non-Executive Director of Punch Taverns plc, a Non-Executive Director and Chairman of the Audit Committee of SSP Group plc and Senior Independent Non-Executive Director and Chairman of the Audit Committee of ASOS Plc and Betfair Group plc.
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Skills and experience:Jo has held the position of Corporate Vice President of the Phones Business Unit at Microsoft Corporation since May 2014. She was previously Executive Vice President of Smart Devices at Nokia Corporation since February 2011, following a number of senior management roles at Nokia since 2003. Prior to that, she held marketing, sales and management roles at Reebok International Limited from 1992 to 2003 and at Procter & Gamble Company from 1984 to 1992.
Board Contribution:Jo has over 25 years’ experience working in various senior roles predominantly in the branded and technology sectors.
Other appointments:None.
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Skills and experience:Jennifer was Associate Dean, External Relations at London Business School, until 2007. A fellow of the Marketing Society and of the Institute of Practitioners in Advertising, she has over 30 years’ experience in advertising including 16 years with Saatchi & Saatchi where she rose to Chairman of the London office and subsequently Chief Executive Officer and Chairman of Saatchi & Saatchi North America. Until May 2014, she was also a Non-Executive Director of Hudson Global, Inc.
Board contribution:Jennifer has over 30 years’ experience in marketing and advertising and is Chairman of the Corporate Responsibility Committee, responsible for the Corporate Responsibility objectives and strategy and approach to sustainable development.
Other appointments:Currently a Non-Executive Director of Premier Foods plc, a branded food producer.
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Skills and experience:Luke served for 12 years on the Board of John Lewis Partnership plc, including as Managing Director of the Department Store division. Luke also spent five years at British Airways Plc and seven years at Thomas Cook Group plc in senior positions. He was also a Non-Executive Director of WHSmith PLC and Chairman of Pets at Home Group Plc.
Board contribution:Luke has over 30 years’ experience in senior roles in the branded sector and was Remuneration Committee Chairman at Brambles Limited from 2006 to 2014. As Chairman of the IHG Remuneration Committee he is responsible for setting the remuneration policy.
Other appointments:Currently a Non-Executive Director of DFS Furniture Holdings plc, and a trustee of BBC Children in Need.
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Skills and experience:Jill started her career at Colgate-Palmolive Company, spent 16 years with British Airways Plc and held a number of senior marketing positions in the UK and overseas.
Board contribution: Jill has nearly 30 years’ experience working with high-profile international consumer-facing brands at both marketing and operational level.
Other appointments:Currently Chief Executive Officer UK and President for the North West Europe Division for McDonald’s. Prior to that Jill was Chief Executive Officer UK and President for the Northern Division (2010 to 2013) and previously Senior Vice President, Chief Marketing Officer UK and Northern Division (2006 to 2010).
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Skills and experience:Ying was formerly Vice President and Chairman, Greater China Region, Nalco Company, and Chairman and President, North Asia Region, President, Business Development, Asia Pacific Region and Vice President, Eastman Kodak Company. She was previously a Non-Executive Director of AB Volvo, a transportation related products and services company, and for 15 years, a diplomat with the US Foreign Service in Hong Kong and Beijing until 1997.
Board contribution:Ying has over 20 years’ experience gained from working in senior positions in global organisations across a broad range of sectors.
Other appointments:Currently a Non-Executive Director of ABB Ltd, a global leader in power and automation technologies, and Samsonite International S.A.
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Skills and experience:George is a solicitor and qualified to private practice in 1995. Prior to joining the Group, George spent over 10 years with Imperial Chemical Industries where he held a number of key positions including Deputy Company Secretary. He was appointed Executive Vice President, General Counsel and Company Secretary in January 2009.
Key responsibilities:These include corporate governance, risk management, insurance, regulatory, internal audit, legal, corporate responsibility, public affairs and standards.
Changes to the Board
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| Board contribution:Elie is responsible for business development and performance of Other appointments:Currently a member of the American Hotel & Lodging Association Executive Committee of the Board, the U. S. Travel Association CEO Roundtable, the Atlanta Committee for Progress and the Global Advisory Council at the University of Virginia Darden School of Business.
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CorporateGovernance continued
Who is on our Executive Committee
In addition to the Executive Directors and the General Counsel and Company Secretary, the Executive Committee comprises:
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Skills and experience:Keith has over 20 years’ experience in the hospitality industry. He has held senior appointments at IHG including Vice President of Sales and Revenue Management, Vice President of Operations, Chief Operating Officer, Australia, New Zealand and South Pacific, and Managing Director, Greater China. He became an Executive Committee member in April 2011 and prior to becoming Chief Commercial Officer, was Chief Executive, Greater China until May 2013. Keith is currently a member of Leland C. and Mary M. Pillsbury Institute for Hospitality Entrepreneurship Advisory Board.
Key responsibilities: These include global sales, marketing and brand functions, to drive consistent brand strategies across all regions and leverage IHG’s scale and systems to deliver continued industry outperformance.
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Skills and experience:Angela has over 25 years’ experience in the hospitality industry, including hotel operations, franchise relations and technology solutions. She has held various senior roles in IHG’s North American and European regions prior to becoming Chief Operating Officer, North America. She was appointed Chief Executive, Europe in August 2011.
Key responsibilities:These include business development and performance of all the hotel brands and properties in Europe.
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Skills and experience:Elie was appointed Chief Executive Officer, The Americas at IHG in February 2015, having had over 15 years’ experience working in a major global franchise business. He joined the Group having spent six years as President and Chief Executive Officer of HMSHost Corporation, a global travel and leisure company, where he was also a member of the Board of Directors. Elie brings broad experience to IHG spanning development, branding, finance, real estate and operations management, as well as highly relevant food and beverage expertise. He was most recently a Senior Advisor with McKinsey & Company.
Key responsibilities:These include business development and performance of all the hotel brands and properties in The Americas region.
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Skills and experience:Kenneth joined IHG as Chief Executive, Greater China in April 2013. Prior to joining the Group, he worked for Diageo plc, for nearly 20 years and has held senior management positions, including serving as Executive Managing Director of Diageo Greater China. Kenneth has extensive management experience, with a background in sales, marketing strategy, business development and operations. Kenneth also brings substantial knowledge and expertise in Chinese and international business operations.
Key responsibilities:These include business development and performance of all the hotel brands and properties in the Greater China region.
There are no family relationships between any of the Board or Executive Committee members (set out on pages 57 to 61). There are no arrangements or understandings with major shareholders, customers, suppliers or others, pursuant to which any of the Board or Executive Committee were selected as a Director or member of the Executive Committee.
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Skills and experience: Eric has a background in engineering and technology and started his career at IHG nearly 20 years ago. Since then he has held various senior positions in the field of emerging technologies and global e-commerce. Prior to being appointed Chief Information Officer, Eric most recently held the position of Chief Marketing Officer for The Americas region.
Key responsibilities: These include global technology, including IT systems and information management, throughout the Group.
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Skills and experience:Jan has 33 years’ experience in the hospitality industry. He held various senior positions in the Asia and Australasia region. He became Managing Director, Asia Australasia in June 2009. Following the amalgamation of our Middle East and Africa region with our Asia Australasia region, he became Chief Executive, Asia, Middle East and Africa in August 2011.
Key responsibilities: These include business development and performance of all the hotel brands and properties in Asia, Middle East and Africa.
Board composition and diversity
The Board believes that, in order to be most effective, objectively challenge management and encourage different perspectives for debate, it must have an appropriate mix of skills, experience, knowledge and diversity in line with our business. The Nomination Committee supports the Board in respect of reviewing Board composition and continuously monitors succession planning. See page 69 for the Nomination Committee Report.
Independence and tenure
The Board and Nomination Committee regularly review the independence of each Non-Executive Director. Jennifer Laing has served on the Board for over nine years and the Nomination Committee has specifically reviewed her independence and is satisfied that she continues to demonstrate independence in character and judgement and is independent as required under the Code. The Board has also considered this and reached the same conclusion. Excluding the Chairman, 70 per cent (as at 16 February 2015) and 67 per cent (as at 31 December 2014) of our Board comprise independent Non-Executive Directors.
As Ying Yeh has also been on the Board for over six years, both her and Jennifer’s continued appointments were the subject of particular review and scrutiny by the Nomination Committee and the Board. Our current Non-Executive Directors’ lengths of tenure as at 16 February 2015 are shown below:
Corporate Governancecontinued
Board composition and diversitycontinued
Board Diversity Policy (BDP) and Global Diversity and Inclusion Policy (GDIP)
With a presence in nearly 100 countries globally, we value the benefits of diversity, beyond gender, and strongly believe that our leadership should reflect the diversity of our employees, our guests and the local communities in which we operate. Therefore, the Board seeks diversity of skills, experience, geographical representation and gender both in its composition and throughout all levels of our business. In 2013, we introduced a Board Diversity Policy as well as a Global Diversity and Inclusion Policy to ensure that diversity in its broadest sense remains a key priority.
Progress against the objectives of each of these policies during 2014:
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Director induction, training and development
New Director induction
New Directors receive a full and formal induction programme tailored to meet their individual needs and in accordance with best practice. This induction, led by the Chairman, includes the following key areas:
Jo Harlow’s induction
Jo’s induction centred on providing her with an understanding of IHG and our business to enable her to contribute her knowledge, skills and experience effectively to the Board. The key areas included:
Since her appointment, Jo has had the opportunity to visit our UK and US corporate headquarters, meet and address the Group’s senior leaders at our Senior Leaders Meeting held in Seattle, and tour hotels across our brands in Greater China, the US and the UK.
Ongoing Director training and development
The updating of Directors’ skills and knowledge, ongoing training and development, and understanding of the Group’s business and operations is a progressive exercise:
We also invite different Non-Executive Directors to attend our large annual conferences. In 2014, two Non-Executive Directors attended the IHG Americas Investors & Leadership Conference which took place in Las Vegas, US. This enables Directors to interact with current and potential owners and gain an insight first hand of the key areas of focus for the business.
Board effectiveness evaluation
IHG has always recognised the importance of evaluating the performance of the Board as a whole, its main Committees and its Directors, in line with the Code recommendations.
Progress against our 2013 evaluation
In 2013, we conducted an externally facilitated independent evaluation as detailed in our 2013 Annual Report.
Our progress in 2014 against the actions identified is set out below:
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CorporateGovernancecontinued
Our 2014 evaluation process
Our 2014 evaluation was conducted internally. Each member of the Board completed an effectiveness questionnaire, which centred around the progress against actions identified in our 2013 Board effectiveness evaluation. Key areas included the regularity of meetings, appropriateness of location (especially in enabling us to gain a better understanding of our business), the decision-making process, executive management succession planning, impact of internal and external technology developments, and risk management and assurance oversight. It also invited Directors to make other general or specific observations. The results were analysed and the report was presented for discussion at the Board’s February 2015 meeting.
The Board considered the performance of its Committees and internal performance evaluations of Directors were undertaken as follows:
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2014 Board effectiveness evaluation observations and action plan:
It was confirmed that the Board and its Committees were operating effectively, and that each Director continues to bring relevant knowledge, diversity of perspective, an ability and willingness to challenge and retains a strong commitment to the role.
Board engagement with shareholders
The Board takes its responsibility to represent and promote the interests of its shareholders seriously and believes it is very important to engage with them fully. A formal external review of investor perceptions is presented to the Board on an annual basis and both the Executive Committee and the Board receive regular updates on shareholder relations.
Engagement during the year
The Board engaged with shareholders in a number of ways during 2014, which included:
To enable as many shareholders as possible to access conferences and presentations, telephone dial-in facilities are made available in advance and live audio webcasts are made available after presentations, together with associated data and documentation. These can be found at www.ihgplc.com/investors under financial library.
Around 25 sell-side research analysts publish research on the Group; their details are available at www.ihgplc.com/investors under analysts’ details.
AGM
The AGM is an opportunity for shareholders to vote on certain aspects of Group business. The Board values this as it provides
a useful forum for one-to-one communication with private shareholders. At the AGM, shareholders receive presentations on the Company’s performance and may ask questions of the Board.
The 2015 AGM will be held at 11:00am on Friday, 8 May 2015. The notice convening this meeting has been sent to shareholders at the same time as publication of this Annual Report and Form 20-F, and is available at www.ihgplc.com/investors under financial library.
Meetings with major institutional shareholders
A programme of meetings throughout the year is arranged with major institutional shareholders. These meetings provide an opportunity to discuss, using publicly-available information, the progress of the business, its performance, plans and objectives. Patrick Cescau, Dale Morrison and other Non-Executive Directors are available to meet with major shareholders to understand their issues and concerns, and to discuss governance and strategy.
Facilitated, structured meetings are encouraged with shareholders, and any new Director is available for meetings with major shareholders as a matter of course.
Details of the Remuneration Committee’s engagement with shareholders is set out on page 76. During the year, Jennifer Laing also met with shareholders to discuss our corporate responsibility strategy.
Sharedealing programme
In 2014, we offered our small UK-resident retail shareholders a sharedealing service to buy or sell shares in IHG. As part of this, shareholders were given the option to donate the proceeds of any sale of their shares to IHG Shelter in a Storm (see page 179).
Re-engaging with ‘gone away’ shareholders
We continue to be supported by ProSearch to locate shareholders who haven’t kept their details up to date. To date, the programme has been very successful and many asset reunifications (both in terms of the shares themselves and unclaimed dividends) have been made. For further information, see page 179.
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“Our priority is ensuring that standards of good governance are maintained across all areas of the business.”
Dear Shareholder
The Audit Committee continues to focus on the integrity of internal financial controls and risk management systems. As the new Chairman of the Committee, I have also sought to ensure that the Committee (i) has oversight of the Group’s risk management and assurance processes, looking at the processes and structures in place across the Group as a whole and how key projects are being delivered; and (ii) probes the significant risks, particularly in the area of technology, through a balance of presentations, papers and discussion.
Roles and responsibilities
The Committee’s responsibilities fall into five areas: (i) internal controls and risk management; (ii) financial reporting; (iii) internal audit; (iv) fraud and whistleblowing; and (v) external audit and compliance. While the Board has overall responsibility for the management of business risks, the Committee assists the Board in a number of ways.
Our main role and responsibilities are set out in our terms of reference (ToR), which are reviewed annually and no changes were made for 2015. The ToR are available on the Company’s website at www.ihgplc.com/investors under corporate governance/ committees or from the Company Secretary’s office on request.
Governance
All members have the experience and expertise necessary to meet the Committee’s responsibilities and all members are independent Non-Executive Directors as required under the ToR. During the year, Jo Harlow joined the Committee, and I replaced David Kappler as the Chairman of the Committee on 1 April 2014.
The Board is satisfied that both David (during his time on the Committee) and I are independent. The Code requires the Committee has at least one member with recent and relevant financial experience and Sarbanes-Oxley Act 2002 (SOX) necessitates a designated financial expert. The Board is satisfied that both David and I meet these requirements – David is a qualified accountant and former Chief Financial Officer of Cadbury Schweppes plc and I am also a qualified accountant and was formerly Group Finance and Operations Director at Marks and Spencer Group plc.
As Chairman of the Committee, after each meeting, I report to the Board on any key matters arising.
Internal controls and risk management
The Committee supports the Board in reviewing the effectiveness of the Group’s internal control and risk management system, having oversight of the risk and control activities in operation across the Group. Processes have been established which test and monitor:
Our approach to risk management and key risk mitigating activities in respect of the Major Risks are set out on pages 26 to 29 and the wider set of risk factors are set out on pages 162 to 165.
Financial reporting
The key financial controls across our business have been identified and evaluated, in particular, to comply with our US obligations, arising from SOX. The Committee reviews the approach to SOX compliance each year, and, in 2014, it took into consideration changes in legislation, and the transition from the 1992 to the 2013 Internal Control – Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). The Committee regularly reviews reports on the progress of the SOX programme and this has enabled appropriate representations regarding the effectiveness of internal financial controls to be made, concluding that no material weaknesses had been found in the internal control environment.
Internal Audit
The Committee is responsible for reviewing and monitoring the activities of the GIA department. In December each year, the Committee discusses the GIA Plan and approves its nature and scope for the forthcoming year. GIA also undertakes an agreed schedule of audits during which the Group’s internal controls are assessed and reported back to the Committee.
Fraud and whistleblowing
Fraud and whistleblowing reports are collated from information provided by the Group’s independent external provider, who facilitates the Group’s confidential disclosure process for employees with whistleblowing and fraud concerns, and fraud data from Global Risk Management, and are presented to the Committee biannually.
The Committee is advised, as appropriate, of any significant matters to ensure a proportionate and independent investigation is performed.
Corporate Governancecontinued
Audit Committee Reportcontinued
Committee membership and attendance
| Dale Morrison | ||||
At the invitation of the Committee, the Chairman of the Board, Chief Executive Officer, Chief Financial Officer, Head of Global Internal Audit (GIA), Group Financial Controller and external Auditor, EY, attend meetings. EY attended all meetings in 2014 and provided a report on progress of, and insights from, the annual audit. Other attendees are invited to meetings as appropriate, to provide a deeper insight into, and understanding of, key decisions.
At each meeting, GIA and EY meet without the presence of management.
What did the Committee consider in 2014
In addition to those areas referred to above and routine items of business, during 2014, the Committee:
Internal controls and risk management
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Financial reporting, issues and decision making
Internal audit
Fraud and whistleblowing
External audit and compliance
External Auditor – Ernst & Young LLP (EY)
EY has been the Group’s Auditor since IHG listed in 2003. While an audit tender has not been carried out since EY’s initial appointment, the Committee considers the appointment of its Auditor annually, specifically assessing EY’s performance (including its independence and objectivity).
To ensure EY’s independence is safeguarded, lead audit partners rotate every five years. The current lead audit partner has been in place for four years.
The Committee reviews the independence and effectiveness of EY on an ongoing basis, including the effectiveness of the relationship between EY and the Group’s management, and receives reports from it on its independence annually. An evaluation of EY takes place annually where questionnaires on EY’s services are completed by more than 30 senior IHG employees that work with EY. As well as Group policies and procedures, which aim to
safeguard EY’s independence and effectiveness, EY has its own protective policies and systems in place, which are explained in a Transparency Report issued by EY on an annual basis.
Following an in-depth review for the year ended 31 December 2014, the Committee was satisfied with the independence, objectivity and effectiveness of the relationship with EY as the external auditor, and with the external audit process as a whole.
Audit tender
During 2014, the Committee considered the requirements for audit tender in line with changes to legislation from the EU and the Competition and Markets Authority. Having reviewed legislative timescales and the effectiveness of the audit, we have concluded that no tender will be undertaken during 2015 but we will continue to monitor this.
Non-audit services
EY provide non-audit services to the Group, which are governed, so as to safeguard their objectivity and independence, by IHG’s Audit and Non-Audit Services Pre-Approval Policy:
The Committee is aware of, and sensitive to, investor body guidelines on non-audit fees. During 2014, 29 per cent of services provided to the Group were non-audit services; these included areas such as advisory work and corporate tax compliance.
For fees paid to EY for non-audit work during 2014, see page 120.
Significant matters in the 2014 Financial Statements
The Committee discussed with management the key judgements applied in the Financial Statements, the exceptional items arising in the year and the impact of any accounting developments or legislative changes. The main items discussed were:
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Annual Report – Fair, balanced and understandable
At the request of the Board, a separate sub-committee meeting was held in February 2015 to consider whether the Annual Report and Form 20-F 2014 provided a fair, balanced and understandable view of the Group with the necessary information for shareholders to assess the Group’s performance, business model and strategy. Audit Committee members provided comments on the draft report that were then incorporated into the draft provided to the Audit Committee and Board for final comment and approval.
Effectiveness of the Committee
Effectiveness of the Committee is dependent on its overall efficiency as well as the efficacy of EY and GIA. The effectiveness of the Committee, EY and GIA is monitored and assessed annually through evaluation questionnaires and interviews.
Our priorities for 2015
During 2015, the Committee will specifically focus on: (i) the integrity of the internal financial controls and risk management systems; (ii) monitoring and continually assessing IHG’s information security arrangements; and (iii) overseeing the implementation of technology projects and the Global Finance function’s talent and succession plans.
Ian Dyson, Audit Committee Chairman
16 February 2015
Corporate Governancecontinued
Corporate Responsibility Committee Report
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“Ensuring meaningful progress against our five-year targets will remain a key focus of the Committee.”
Dear Shareholder
Roles and responsibilities
The Committee advises the Board on the Group’s corporate responsibility objectives and strategy, its approach to sustainable development, and ensures that IHG’s responsible business priorities deliver against our core purpose, Great Hotels Guests Love.
Our role and responsibilities are set out in our terms of reference (ToR), which are reviewed annually and no changes were made for 2015. The ToR are available on the Company’s website at www.ihgplc.com/investors under corporate governance/ committees or from the Company Secretary’s office on request.
Governance
All members have the experience and expertise necessary to meet the Committee’s responsibilities and a majority of the Committee members are Non-Executive Directors, as required under the ToR.
What did the Committee consider in 2014
During the year, the Committee’s key activities included:
Targets and core programmes
Committee membership and attendance
The Heads of Corporate Responsibility and the Chairman of the Board also attend the meetings.
Communication and awareness
The Committee, along with our Corporate Responsibility team and the rest of the Board, also took part in an IHG Race Around the World event in Hyde Park in London, a fundraising event in support of, and building awareness for, IHG Shelter in a Storm.
Our priorities for 2015
During 2015, our priorities will be to: (i) continue to support IHG to ensure meaningful progress on our five-year corporate responsibility targets; (ii) further embed responsible business in the IHG brand and help to deliver external communications to support this; and (iii) further extend the success of IHG Shelter in a Storm by increasing IHG’s disaster preparedness capabilities and developing links with humanitarian agencies to grow IHG’s disaster relief capabilities.
Jennifer Laing, Corporate Responsibility Committee Chairman
16 February 2015
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“The Committee keeps under continuous review the talent pool within the business.”
Dear Shareholder
Roles and responsibilities
The Committee considers the structure, size and composition of the Board, advising on succession planning and making appropriate recommendations to ensure the Board retains an appropriate mix of skills, experience, knowledge and diversity. It is also responsible for reviewing the Group’s leadership needs.
Our role and responsibilities are set out in our terms of reference (ToR), which are reviewed annually and no changes were made for 2015. The ToR are available on the Company’s website at www.ihgplc.com/investors under corporate governance/committees or from the Company Secretary’s office on request.
Governance
All members have the experience and expertise necessary to meet the Committee’s responsibilities and are independent Non-Executive Directors (excluding myself), as required under the ToR. During 2014, David Kappler retired from, and Jo Harlow joined, the Committee. When the Committee is considering matters relating to my position, Dale Morrison, Senior Independent Non-Executive Director, acts as chairman of the Committee.
What did the Committee consider in 2014
During the year, the Committee’s key activities included:
Board appointments
Succession planning
Committee membership and attendance
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The Chief Executive Officer also attends the meetings.
We have also considered Jennifer Laing and Ying Yeh’s continued appointments on the Board, as both have been on the Board for over six years, and specifically reviewed Jennifer’s independence having been on the Board for over nine years.
Board diversity
We recognise the value of diversity in its broadest sense and, whilst all appointments are made on merit, we seek to ensure the Board maintains an appropriate balance through a diverse mix of skills, experience, knowledge, gender and background – see page 62 for details of our Board Diversity Policy.
Our priorities in 2015
During 2015, we aim to continue to: (i) refresh the Board and Committees in line with our priorities; and (ii) ensure we have the right capabilities for the future.
Patrick Cescau, Nomination Committee Chairman
16 February 2015
CorporateGovernancecontinued
Statement of compliance with the UK Corporate Governance Code
Our statement of compliance presents a summary of how the Group has implemented the principles and provisions laid down in the UK Corporate Governance Code as published in September 2012 (the Code). This should be read in conjunction with the Corporate Governance Statement (pages 54 to 72) and the Directors’ Remuneration Report as a whole. The Code is available to view in full on the Financial Reporting Council website (www.frc.org.uk).
The Board considers that the Group has complied in all material respects with the Code for the year ended 31 December 2014 with the exception of Code provision C.3.7, which requires external audit contracts to be put to tender at least every 10 years. The Group has not re-tendered within that period, but the Audit Committee monitors this in line with legislation (further details are provided on pages 66 and 67).
A. Leadership
A.1 The role of the Board
The Board leads IHG’s strategic direction and the long-term objectives and success of the Group. It approves strategic plans and capital and revenue budgets, and reviews significant investment proposals, maintaining an overview and control of IHG’s operating and financial performance. It monitors the Group’s overall system of internal controls and risk management, governance and compliance, considering regulatory changes and developments (where appropriate), while ensuring that the necessary financial and human resources are in place for the Group to meet its objectives. Decisions and matters reserved for the Board and not delegated to management are available on our website at www.ihgplc.com/investors under corporate governance.
The Board meets formally eight times each year, with additional meetings scheduled as necessary. One of the meetings includes a two-day strategy meeting, in which the Board considers the Group’s strategy and related issues. Details of 2014 Board meetings are set out on page 56. The attendance by Committee members at Committee meetings can be found in each of their respective reports.
All Directors are covered by the Group’s Directors’ & Officers’ Liability Insurance policy (see page 72).
A.2 Division of responsibilities
The roles of the Chairman and Chief Executive Officer are clearly established.
Chief Executive Officer
As Chief Executive Officer, Richard Solomons leads the development of the Company’s strategic direction and implementation of the agreed strategy. He oversees IHG’s business operations and manages its risks as well as building and leading an effective Executive Committee.
A.3 The Chairman
As Chairman of the Board, Patrick Cescau leads the operation and governance of the Board and its Committees as well as building and maintaining an effective Board. This includes ensuring that Directors receive timely, accurate and clear information on the Group’s business and that all Directors are fully informed of relevant matters. The Chairman oversees corporate governance matters, ensuring they are addressed, and leads the performance and effectiveness evaluations of the Board, its Committees and the Directors.
The Chairman was independent on appointment.
A.4 Non-Executive Directors
As a strong source of advice and judgement for IHG, our Non-Executive Directors constructively challenge and help develop proposals on strategy. They provide significant external commercial experience and a broad range of skills for the Board to draw on.
Senior Independent Non-Executive Director
AsAppointed to the Board: 1 June 2011
Skills and experience:Dale is a founding partner of TriPointe Capital Partners, a private equity firm. In 2016 he also founded Twin Ridge Capital, a private equity firm. Dale was previously President and Chief Executive Officer of McCain Foods Limited and President and Chief Executive Officer of Campbell Soup Company.
Board contribution:Dale has over 10 years’ experience in sales and marketing positions, and over 25 years’ experience in general management,
having held senior positions in the branded foods sector. Dale’s role as Senior Independent Non-Executive Director Dale Morrison is availablefundamental to liaise with shareholders who have concerns that they feel have not been addressed through the normal channelssuccessful operation of the Board.
Other appointments:Currently a Non-Executive Director of International Flavors & Fragrances Inc., and Non-Executive Chairman of Marlin 1 (holding company for Young’s Seafood International Holdings Ltd.).
Anne Busquet
Independent Non-Executive Director
Appointed to the Board: 1 March 2015
Skills and experience:Anne began her career at Hilton International in Paris, before joining American Express in New York, where she held several executive positions and served for 23 years. Anne was also the Chief Executive Officer of Local and Media Services at InterActiveCorp, an internet commerce conglomerate.
Board contribution:Anne brings more than 20 years’ experience in senior positions in multinational companies, predominantly in the financial, branded and digital-commerce sectors.
Other appointments:Currently the President of AMB Advisors, an independent consulting firm, and Managing Director at Golden Seeds LLC, an angel investment company. Anne also serves on the boards of Pitney Bowes, MTBC, Elior Group and Provista Diagnostics, Inc. and on the advisory boards of JEGI and SheSpeaks.
| 48 | IHG | Annual Report and Form 20-F 2017 |
Ian Dyson Independent Non-Executive Director Appointed to the Board: 1 September 2013 | Skills and experience: Ian has held a number of senior executive and finance roles, including Group Finance & Operations Director for Marks and Spencer plc for five years from 2005 to 2010, where he oversaw significant changes in the business. In addition, Ian was Chief Executive Officer of Punch Taverns plc, Finance Director for the Rank Group Plc, a leading European gaming business, and Group Financial Controller and Finance Director for the hotels division of Hilton Group plc. | Board contribution: Ian has gained significant experience from working in various senior finance roles, predominantly in the retail, leisure and hospitality sectors. Ian became Chairman of the Audit Committee on 1 April 2014, and, as such, is responsible for leading the Committee to ensure effective internal controls and risk management systems are in place. Other appointments:Currently a Non-Executive Director and Chairman of the Audit Committee of SSP Group plc, Senior Independent Non-Executive Director and Chairman of the Audit Committee of ASOS plc and Senior Independent Non-Executive Director of Paddy Power Betfair plc. | ||
Jo Harlow Independent Non-Executive Director Appointed to the Board: 1 September 2014 | Skills and experience:Jo most recently held the position of Corporate Vice President of the Phones Business Unit at Microsoft Corporation. She was previously Executive Vice President of Smart Devices at Nokia Corporation, following a number of senior management roles at Nokia from 2003. Prior to that, she held marketing, sales and management roles at Reebok International Limited from 1992 to 2003 and at Procter & Gamble Company from 1984 to 1992. | Board contribution:Jo has over 25 years’ experience working in various senior roles, predominantly in the branded and technology sectors. Jo became Chairman of the Remuneration Committee on 1 October 2017, and as such she is responsible for setting the remuneration policy. Other appointments:Currently a Non-Executive Director of Halma plc and J Sainsbury plc and a member of the Supervisory Board of Ceconomy AG. | ||
Luke Mayhew Independent Non-Executive Director Appointed to the Board: 1 July 2011 | Skills and experience:Luke served for 12 years on the Board of John Lewis Partnership plc, including as Managing Director of the Department Store division. Luke also spent five years at British Airways Plc and seven years at Thomas Cook Group plc in senior positions. He was also a Non-Executive Director of WH Smith PLC and Chairman of Pets at Home Group Plc. | Board contribution:Luke has over 30 years’ experience in senior roles in the branded sector and was Remuneration Committee Chairman at Brambles Limited from 2006 to 2014 and at IHG from July 2011 to September 2017. Other appointments:Currently a Senior Independent Director of DFS Furniture plc, a trustee of BBC Children in Need and a Governor of the Southbank Centre. | ||
Jill McDonald Independent Non-Executive Director Appointed to the Board: 1 June 2013 | Skills and experience:Jill started her career at Colgate-Palmolive Company, spent 16 years with British Airways Plc and has held a number of senior marketing positions in the UK and overseas. Jill was Chief Executive Officer UK and President for the North West Europe division for McDonald’s, and held a number of other senior roles in the company from 2006. From May 2015 until September 2017, Jill served as Chief Executive | Board contribution:Jill has nearly 30 years’ experience working with high-profile international consumer-facing brands at both marketing and operational level. As Chairman of the Corporate Responsibility Committee, she is responsible for corporate responsibility objectives and strategy and approach to sustainable development. Other appointments:Currently Managing Director, Clothing, Home and Beauty, at Marks and Spencer plc. | ||
Malina Ngai Independent Non-Executive Director Appointed to the Board: 1 March 2017 | Skills and experience:Malina is Group Chief Operating Officer of A.S. Watson Group, which is part of Hong Kong-based conglomerate CK Hutchison Holdings Limited. A.S. Watson Group is the largest international health and beauty retailer in Asia and Europe with thirteen brands including Watsons, Superdrug, Savers, The Perfume Shop, Kruidvat, ICI Paris XL and ParknShop. In addition, Malina is Vice Chairman of the Hong Kong Retail Management Association and was previously a member of the Board of Directors of the Hong Kong Sports Institute Limited. | Board contribution:Malina has over 20 years’ experience gained from working in senior positions in global organisations across a broad range of sectors, with particular understanding of consumer-facing branded companies and the role that technology and digital commerce play in transforming the consumer experience. Other appointments:Currently Group Chief Operating Officer of A.S.Watson Group and Vice Chairman of the Hong Kong Retail Management Association. | ||
Changes to the Board
Keith Barr | Keith was appointed Chief Executive Officer on 1 July 2017. | |||
Jo Harlow | Jo was appointed Chairman of the Remuneration Committee and stepped down as a member of the Audit Committee on 1 October 2017. | |||
Elie Maalouf | Elie was appointed to the Board on 1 January 2018. | |||
Luke Mayhew | Luke was appointed a member of the Audit Committee and stepped down as Chairman and member of the Remuneration Committee on 1 October 2017. | |||
Malina Ngai | Malina was appointed to the Board on 1 March 2017. | |||
Richard Solomons | Richard retired from the Board and his role as Chief Executive Officer on 30 June 2017. |
| IHG | Annual Report and Form 20-F 2017 | Governance | Corporate Governance | 49 |
Governance
Corporate Governance continued
In addition to Keith Barr, Paul Edgecliffe-Johnson and Elie Maalouf, the Executive Committee from 1 January 2018 comprises:
Claire Bennett Chief Marketing Officer Appointed to the Executive Committee: October 2017 (joined the Group: 2017) | Skills and experience:Claire previously spent 11 years at American Express in a range of senior leadership roles across marketing, consumer travel and loyalty. Most recently, Claire was General Manager (GM), Global Travel & Lifestyle, where she led a team responsible for delivering premium lifestyle services. Prior to this, Claire held roles as Executive Vice President for Consumer Loyalty, and Senior Vice President, Global Marketing and Brand Management, where she led worldwide advertising, media, sponsorship and marketing research teams. | Before joining American Express, Claire also held senior marketing roles at Dell and Quaker Oats/ Pepsico Company, building significant industry expertise across technology, consumer packaged goods, financial services, and travel and hospitality sectors. Claire has been an Executive Board Member of the World Travel and Tourism Council (WTTC), served as a Board Member of Tumi Inc. and participated on multiple industry advisory boards. Key responsibilities:These include all aspects of our brands, loyalty, partnerships, and marketing execution. | ||
Jolyon Bulley Chief Executive Officer, Greater China Appointed to the Executive Committee: November 2017 (joined the Group: 2001) | Skills and experience:Jolyon has held a number of significant roles at IHG and was appointed CEO for Greater China in November 2017. Prior to that he was Chief Operating Officer (COO) for the Americas, leading the region’s operations for franchised and managed hotels, in addition to cultivating franchisee relationships and enhancing hotel operating performance. Jolyon has also served as COO for Greater China for almost four years, with oversight of the region’s hotel portfolio and brand performance, food and beverage brand solutions, new hotel openings and owner relations. | Jolyon joined IHG in 2001, as Director of Operations, New South Wales in Australia, and then held roles of increasing responsibility across IHG’s Asia-Pacific region. He became Regional Director Sales & Marketing for Australia, New Zealand & South Pacific in 2003, relocated to Singapore in 2005 and held positions of Vice President Operations South East Asia & India, Vice President Resorts, and Vice President Operations, South East & South West Asia. Key responsibilities:These include the management, growth and profitability of IHG’s fastest growing region, which includes mainland China, Hong Kong SAR, Macau SAR and Taiwan. | ||
Yasmin Diamond Executive Vice President,Global Corporate Affairs Appointed to the Executive Committee: April 2016 (joined the Group: 2012) | Skills and experience:Before joining IHG in April 2012, Yasmin was Director of Communications at the Home Office, where she advised the Home Secretary, Ministers and senior officials on the strategic development and daily management of all the Home Office’s external and internal communications. She was previously Director of Communications at the Department for Environment, Food and Rural Affairs; Head of Communications for Welfare to Work and New Deal and Head of Marketing at the Department for Education and Skills. Before joining government communications, Yasmin was Publicity Commissioner for the BBC. | In 2011, Yasmin was awarded a Companion of the Order of the Bath (CB) in the New Year’s honours list in recognition of her career in government communications. In addition, Yasmin sits on the Board of Trustees for the British Council, the UK’s international organisation for cultural relations and educational opportunities. Key responsibilities:These include all global communications activity, ensuring that it supports and enables IHG’s broader strategic priorities. This includes all external and internal activity, covering both corporate and brand communications, as well as leading IHG’s Corporate Responsibility strategy and key public affairs work. | ||
Kenneth Macpherson Chief Executive Officer, EMEAA Appointed to the Executive Committee: April 2013 (joined the Group: 2013) | Skills and experience:Prior to taking up the position of CEO, EMEAA in January 2018, Kenneth was IHG’s Chief Executive Officer for Greater China for over four years. Kenneth has extensive management experience, with a background in sales, marketing strategy, business development, and operations. He joined IHG from Diageo, where he worked for over 20 years in senior management positions, including Managing Director of Diageo Greater China. Prior to being based in China in 2005, Kenneth led the development of Diageo’s China strategy. He has also | Director of Diageo Asia Venture in Singapore, where he was responsible for commercial and brand strategy, as well as sales and marketing, and new brand development. In 2017, Kenneth received the Shanghai Magnolia Gold Award for expatriates for his outstanding contribution to the city’s social and economic development. Key responsibilities:These include business development and performance of all the hotel brands and properties in the EMEAA region. |
| 50 | IHG | Annual Report and Form 20-F 2017 |
Eric Pearson Chief Commercial and Technology Officer Appointed to the Executive Committee: February 2012 (joined the Group: 1997) | Skills and experience: Eric joined IHG in 1997, and has held roles of increasing responsibility throughout his tenure. As Chief Marketing Officer for IHG’s Americas region, Eric was accountable for all sales and marketing activities across brands, driving top-line revenue into more than 3,300 hotels. In addition to these responsibilities, Eric became interim Head of Global Brands in 2011 before being appointed IHG’s Chief Information Officer in 2012. | Eric has also served as Senior Vice President, Distribution Marketing, where he was responsible for overseeing digital marketing, reservation channels, and global revenue management. Before joining IHG, Eric worked for The Walt Disney Company, IBM and NASA in different management and technical capacities. Key responsibilities:These include global sales, distribution, revenue management, property systems, digital and voice, and technology. | ||
Ranjay Radhakrishnan Chief Human Resources Officer Appointed to the Executive Committee: December 2016 (joined the Group: 2016) | Skills and experience:Ranjay joined IHG as Chief Human Resources Officer in December 2016. He previously spent 23 years at Unilever, in a range of senior leadership roles at global, regional and country levels. At Unilever, Ranjay was most recently Executive Vice President Global HR (Categories & Market Clusters), where he led HR for Unilever’s eight regions (Market Clusters) and four global Product Categories under a unified global HR leadership role. Ranjay has worked in a number of specialist areas of HR such as Talent, Learning, Reward, Change and Organisational Effectiveness, complementing large generalist roles in both | mature and developing markets. His other roles at Unilever included Executive Vice President Human Resources in Europe; Vice President Talent, Learning and Organisation for Global Markets; Vice President Leadership Development & Reward for Asia, Africa and Central Eastern Europe; and Vice President HR for North Africa and The Middle East. Key responsibilities:These include global talent management, learning and capability building, diversity, organisation development, reward and benefit programmes, employee relations, and all aspects of the people and organisation strategy for the Group. | ||
George Turner Executive Vice President, General Counsel and Company Secretary Appointed to the Executive Committee: January 2009 (joined the Group: 2008) | Skills and experience:George is a solicitor and qualified to private practice in 1995. Prior to joining the Group, George spent over 10 years with Imperial Chemical Industries PLC, where he held various key positions including Deputy Company Secretary and Senior Legal Counsel. | Key responsibilities:These include corporate governance, risk management, information security, insurance, regulatory compliance, internal audit, legal and hotel standards. |
Changes to the Executive Committee
Claire Bennett | Claire was appointed to the Executive Committee on 1 October 2017. | |||
Angela Brav | Angela stepped down from the Executive Committee and left IHG on 31 December 2017. | |||
Jolyon Bulley | Jolyon was appointed to the Executive Committee on 1 November 2017. | |||
Federico Lalatta Costerbosa | Federico stepped down from the Executive Committee and left IHG on 31 December 2017. | |||
Kenneth Macpherson | Kenneth took up the new position of Chief Executive Officer, EMEAA on 1 January 2018. | |||
Eric Pearson | Eric took up the new position of Chief Commercial and Technology Officer on 1 October 2017. | |||
Jan Smits | Jan stepped down from the Executive Committee and left IHG on 31 December 2017. |
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Governance
Corporate Governance continued
The Chairman and Company Secretary operate a rigorous process for Board agenda setting which includes collaboration with all Board members to ensure that the agendas strike the appropriate balance between short-term business and the longer term. In addition, the Chairman, CEO and Company Secretary meet in advance of Board and Committee meetings to finalise the agendas. The Company Secretary maintains an annual agenda schedule for Board meetings that sets out strategic and operational matters to be considered throughout the year. A set of Board papers is circulated at least one week in advance of each meeting, to ensure that Directors have sufficient time to fully prepare for effective, focused and relevant discussions. Meetings begin with an update from the Chairman and CEO, and the Chief Financial Officer provides a financial review of the Group. Executive Committee members and other members of senior management present ‘deep dives’ on key initiatives and developments throughout the year, facilitating a strong overall understanding of Group operations.
The Board also receives presentations in the less formal context of pre-dinner meetings, scheduled the day before certain Board meetings.
The Board held eight scheduled meetings during the year, and individual attendance is set out on page 47. All Directors are expected to attend all Board meetings and relevant Committee meetings unless prevented by prior commitments, illness or a conflict of interest. Directors unable to attend Board or Committee meetings are sent the relevant papers and asked to provide comments to the Chairman of the Board or Committee in advance.
Time continues to be set aside at the start and end of meetings for the CEO to meet with the Chairman and Non-Executive Directors, and for the Chairman to meet privately with the Senior Independent Non-Executive Director and Non-Executive Directors to discuss any matters arising. The Senior Independent Non-Executive Director is available to discuss concerns with shareholders, in addition to the normal channels of shareholder communication.
During 2017, the Board continued to focus on strategic and operational matters, corporate governance, investor relations and risk management, whilst considering relevant stakeholders. The key focus areas for the Board during 2017 are outlined below:
| Area of discussion | Discussion topic | |||||||
Strategic and operational matters | Commercial Delivery | Updates on IHG Connect (the Group’s wifi initiative), GRS, and our Distribution and Revenue Management strategy. | ||||||
| Changes to operating structure to accelerate growth | Review, assess and endorse the Group’s operating structure. Refinement of the Group’s purpose, ambition, values and behaviours reflecting the growth agenda, taking into consideration risk appetite and assessing risk mitigation strategies. | |||||||
| Operating regions | Operating performance, competitive positioning and outlook in each region considered at each Board meeting and a deep-dive session on the Americas was presented. | |||||||
| Brands | Brand performance and initiatives for the InterContinental brand, the launch of avid hotels and initiatives for our master brand – the IHG brand. | |||||||
| Our People | Chief Human Resources Officer review of the | |||||||
| Competitive marketplace review | Mergers and acquisitions activity in the industry. | |||||||
| Corporate governance | Updates from each of the Board Committees | Details of Committee activities during 2017 can be found on pages 56 to 61 and 64 to 77. | ||||||
| Quarterly corporate governance and regulatory updates, including reviews of regulatory developments and any upcoming legislative changes affecting the business, our Board and/or its Committees | Internal quarterly updates are provided to the Board covering key regulatory and corporate governance developments and how the Group is responding. Further information can always be obtained from the Company Secretary in line with ongoing director training and development. | |||||||
| Annual Report and Form 20-F | Details of the | |||||||
| Board effectiveness evaluation | Details of the process and | |||||||
| Internal controls and risk management systems, our risk appetite and our global insurance programme | The Board receives regular updates on internal controls, risk management systems, our risk appetite and our global insurance programme and reports on risk topics were delivered by the Chair of each Committee and considered by the Board. | |||||||
| Terms of Reference for each Board Committee | Minor changes to the Terms of Reference of the Committees were approved during the year, in line with best practice. The Terms of Reference for all Committees and the Matters Reserved for the
| |||||||
|
| |||||||
| Investor relations and communications | Updates on investor perceptions and shareholder relations, consideration of analysts’ reports and media updates | The | ||||||
| Global communications updates | The Board receives a regular report on the global communications landscape and communications activity across key regions, our brands and our people. | |||||||
| Review and approval of shareholder returns strategies for 2017 | During the year, the Board considered and approved the dividends and additional shareholder returns paid during 2017. | |||||||
| Preparations for the AGM | Details of the | |||||||
| 52 | IHG | Annual Report and Form 20-F 2017 |
Director induction, training and development
New Director inductions
All new Directors, upon appointment, undergo a comprehensive and formal induction programme which is tailored to meet their individual needs. We believe this is crucial to ensure our Directors have an in-depth understanding of the Group’s business model, key stakeholders, our principal activities and our strategy, which is key to enabling all Directors to contribute to the Board effectively with their knowledge, skills, experience and expertise.
Malina Ngai was appointed as an Independent Non-Executive Director in March 2017. The key areas of Malina’s induction included:
On 1 July 2017, Keith Barr was appointed CEO. While Keith had held numerous senior leadership positions within IHG since joining in 2000, he had not previously served on a board. As such, his induction was tailored to provide a thorough outline of his responsibilities and duties as a Director of a public limited company. This included:
On 1 October 2017, Luke Mayhew stepped down as Chairman of the Remuneration Committee and joined the Audit Committee. Given that Luke had routinely attended the Audit Committee as a guest, a formal induction was considered unnecessary. An induction programme was created for Jo Harlow to support her transition to Chair of the Remuneration Committee. The programme included:
Elie Maalouf will receive a full induction programme during 2018.
Ongoing Director training and development
We believe that an ongoing and progressive training programme facilitates a better understanding of the Group’s business and operations for all Board members. The Chairman reviews the training and development needs with each Director on a regular basis and the Board is made aware of training opportunities.
Board and Committee meetings are regularly used to update Directors on developments in the environment in which the business operates and in-depth presentations are provided on key topical areas. The Company Secretary provides regular updates on regulatory, corporate governance and legal matters and individual meetings with senior management are arranged if necessary. Training focus areas in 2017 included technology and information security, General Data Protection Regulation, anti-bribery, IFRS 15 and financial reporting controls and regulatory developments.
Board meetings continue to be held at IHG hotels around the world to provide first-hand experience of the different brands we operate. We believe that this opportunity to meet an array of stakeholders across the business broadens the Board’s understanding of the markets in which we operate. In 2017, Board members attended Board and Committee meetings at InterContinental London Park Lane in the UK, Kimpton Palomar Hotel in Los Angeles and Ravinia Offices in Atlanta, in addition to meetings held at the Group’s head offices in Denham, UK. While in Atlanta, the Board also had dinner with a broad group of senior management as part of their continuing engagement with employees across the Group. Directors are also encouraged to visit hotels across our brands informally.
In addition, Directors are encouraged to attend external training events to update their skills and knowledge.
Annual Strategy Meeting – March 2017
The Board maintains overall responsibility for the establishment and review of the long-term strategic aims and objectives of the Group. Substantial time is spent considering Group strategy, performance and oversight during the regular Board meetings and, in addition, the Board holds an Annual Strategy Meeting, dedicated to reviewing and discussing our global strategy in detail.
The 2017 Annual Strategy Meeting was held in Los Angeles and the Board undertook a strategic assessment of the competitive landscape and the commercial strategy and priorities for the Group. Given its scale, the Board spent significant time focusing on our Americas region, and across the American market more generally. The Board took the opportunity to visit several of our hotels across all market segments whilst in Los Angeles,
updating their knowledge and familiarity with the Group’s brands. This included visits to our then soon to be opened InterContinental Los Angeles Downtown and our recently opened Hotel Indigo Los Angeles Downtown. In addition the Board took the opportunity to spend time at BCG Digital to gain an understanding of the latest developments in the digital arena and consumer-facing technology.
Each Board member received a full briefing in advance of the visit to Los Angeles to ensure a deeper understanding of the cities and hotels they were visiting and were provided details of recent developments in the American market.
| IHG | Annual Report and Form 20-F 2017 | Governance | Corporate Governance | 53 |
Governance
Corporate Governance continued
Board effectiveness evaluation
IHG recognises the benefits of the Board undertaking a rigorous evaluation of its own performance and that of its main Committees and individual Directors on an annual basis, in line with the UK Corporate Governance Code recommendations.
External Evaluation
As we reported last year, and in accordance with our three-year cycle, Dr Tracy Long of Boardroom Review Limited, an external facilitator with no connection to IHG, was engaged to lead our external evaluation in 2016. This process continued into 2017, resulting in a detailed report being presented to the Board in May 2017.
The evaluation consisted of a mix of confidential individual interviews, Board meeting observation and individual feedback sessions with all Directors. A detailed report was then presented and the Board discussed the outcome of the evaluation process, its proposed actions and progress with the actions of previous years.
The external evaluation concluded that good progress had been made on the 2014 external review and the Board is diverse, well-functioning and effective. Dr Long noted that the Board is value-adding and there is a high level of engagement and participation with good alignment between the Executive Directors and the Non-Executive Directors.
The review also noted a good level of interaction with shareholders and a strong understanding of the industry landscape and the Group’s wider stakeholders.
The review identified three interconnected challenges and areas of focus for the future, details of which can be found below.
| Challenges | Actions taken | |||
| The
| Company culture is a key area of focus. The Group’s purpose, ambition, values and behaviours have been refined reflecting the growth vision of the new Executive Committee, led by the CEO and with | |||
| A rapidly changing competitive landscape demanding even more agility and | The Board agenda for 2018 will reflect a new strategic approach with a shorter strategy day and several strategic updates and external contributors during the year. Deep dive areas have been identified and will be presented to the Board. | |||
| Continue to develop Board dynamics | Peer-to-peer evaluation of the Directors performance has taken place during the year to ensure a process of continuous improvement and that Board dynamics continue to develop. A collaborative process has been agreed for Chairman and CEO evaluations and there is a continuous dialogue between the Chairman and CEO. In addition, customised induction plans for new Directors have been devised and implemented. | |||
Directors’ peer-to-peer reviews
Following the external evaluation the focus of the Board in 2017 was to address the challenges highlighted. As part of this the Chairman and Senior Independent Non-Executive Director facilitated a peer-to-peer review which comprised:
The Chairman highlighted some of the general themes emerging from the peer-to-peer review during the February 2018 Board meeting, such as company culture, ethics and compliance, and risk appetite and agreed to continue to consider these, particularly in light of recent Corporate Governance developments.
Directors’ performance evaluation
During 2017, internal performance evaluations of Directors were undertaken with the Chairman appraising the Directors, the CEO appraising the Executive Directors, the Chairman and Non-Executive Directors appraising the CEO and the Non-Executive Directors, facilitated by the Senior Independent Non-Executive Director, appraising the Chairman.
The length of tenure of Non-Executive Directors forms part of the performance evaluation process. As a result of Luke Mayhew and Dale Morrison having served on the Board for more than six years, they had a particularly rigorous review of their continued Board membership. It was concluded that both Luke and Dale continue to constructively challenge management and help develop proposals on strategy and as such, contribute effectively to the Board.
Directors’ additional appointments and time commitments also form part of the internal performance evaluation process. Any additional appointments are thoroughly discussed with the Chairman before being accepted, with any time commitment required for each role carefully assessed. This year, particular attention was paid to Ian Dyson, Anne Busquet and Jo Harlow’s commitments, as well as Paul Edgecliffe-Johnson’s time commitment to his Non-Executive Director duties at Thomas Cook Group plc. Following a thorough review process, we determined that their additional appointments do not adversely impact their performance and that all Directors continue to perform their duties effectively.
| 54 | IHG | Annual Report and Form 20-F 2017 |
We are committed to maintaining an active dialogue with our shareholders and the Board takes its responsibility to promote the success of the Company for the benefit of our members seriously. We encourage strong engagement with investors and other stakeholders through our planned programme of investor relations activities, as well as responding to queries from shareholders and analysts. Our Registrar, Equiniti, and JP Morgan, as custodians of our American Depositary Receipts (ADR) programme, have teams equipped to deal with shareholder and ADR holder queries. A formal external review of investor perceptions is presented to the Board on an annual basis and both the Executive Committee and the Board receive regular updates on shareholder relations to ensure that the issues and concerns of major shareholders are understood.
Engagement during the year
The Board’s engagement with shareholders in 2017 included:
The Senior Independent Non-Executive Director remains available to shareholders if they have concerns they wish to discuss.
In addition to the Board’s formal engagement with shareholders, Elie Maalouf attended an investor conference in the US and hosted an investor roundtable in London to discuss our business in the Americas region. Kenneth Macpherson hosted an investor roundtable meeting in Shanghai to discuss our Greater China business.
To enable as many shareholders as possible to access conferences and presentations, telephone dial-in facilities were made available in advance and live audio webcasts were made available after results presentations in 2017, together with associated data and documentation. These can be found atwww.ihgplc.com/investors under Results and presentations. Around 24 sell-side research analysts publish research on the Group; their details are available atwww.ihgplc.com/investors under Analyst details and consensus.
AGM
The AGM is an opportunity for shareholders to vote on certain aspects of Group business and to discuss matters with the Board. A summary presentation of the Group’s performance and financial results is given before the Chairman deals with the formal business of the meeting. All shareholders present can ask questions of the Board, during the meeting and more informally over lunch. The Board values the AGM as it provides an invaluable forum for communication with investors and we encourage participation at this meeting.
The 2018 AGM will be held at 11:00am on Friday 4 May 2018. The notice convening this meeting will be sent to shareholders and will be available atwww.ihgplc.com/investors under Shareholder centre in the AGMs and meetings section.
Shareholder services
During the fourth quarter of 2017, IHG ran its annual share-dealing programme for shareholders with shareholdings of up to 225 shares, giving them the option to sell or increase their shareholdings at a preferable set fee. Shareholders who sold their shares had the further option to donate their proceeds to the IHG Foundation, resulting in over £9,700 being donated.
InterContinental Los Angeles Downtown, California, US. The Board visited the hotel shortly before its opening in 2017.
| IHG | Annual Report and Form 20-F 2017 | Governance | Corporate Governance | 55 |
Governance
Corporate Governance continued
 | We continue to play a vital role in maintaining IHG’s robust corporate governance framework, by supporting the Board in |
Key duties and role of the Committee
Key objectives and summary of responsibilities
The Audit Committee is responsible for ensuring that IHG maintains a strong control environment. It provides effective governance over the Group’s financial reporting, including oversight and review of our systems of internal control and risk management, the performance of internal and external audit functions, as well as the behaviours expected of IHG’s employees through the Code of Conduct and related policies.
The Committee’s role and responsibilities are set out in its Terms of Reference (ToR), which are reviewed annually and approved by the Board. The Committee’s key responsibilities and focus over the year have been:
 | The ToR are available atwww.ihgplc.com/investors under Corporate governance in the |
Membership and attendance at meetings
Details of the Committee’s membership and attendance at meetings are set out on page 47. The Chairman, Chief Executive Officer, Chief Financial Officer, Chairman of the Remuneration Committee, Head of Global Internal Audit (GIA), Group Financial Controller, Head of Global Risk Management and our external Auditor, Ernst & Young LLP (EY), attended all meetings in 2017. Other attendees are invited to meetings as appropriate and all Directors are expected to attend the Committee meetings that discuss principal risks and risk management systems and the approval of financial reporting. The Committee continues to hold private sessions with the Auditor and Head of GIA without the presence of management to ensure that a culture of transparency is maintained. The Committee Chairman continues to have recent and relevant financial experience and all members of the Committee are Independent Non-Executive Directors. In accordance with the Code, the Board also considers that the Committee as a whole possesses competence relevant to the Company’s sector, having a range of financial and commercial experience in the hospitality industry and the broader commercial environment in which we operate.
Reporting to the Board
Following each Committee meeting, the Board receives an update from the Committee Chairman on the key issues discussed. The papers and minutes for each meeting are circulated to all Board members, who are invited to request further information if required and to provide any challenge where necessary.
Effectiveness of the Committee
The effectiveness of the Committee is monitored and assessed regularly by the Chairman of the Committee and the Chairman. The Committee was also reviewed as part of the in-depth external evaluation process conducted by Boardroom Review Limited (see page 54). The external evaluation noted that the Audit Committee is professional and well run with a clearly defined role and it has completed detailed work on risk and control. The Committee also undertook a thorough and robust internal evaluation during the year and concluded that it remains effective.
Focus areas and activities
Internal controls and risk management
In accordance with the Code, the Board is responsible for determining the nature and extent of the principal risks it is willing to take to achieve its strategic objectives and ensuring that an appropriate culture has been embedded throughout the organisation. The Committee supports the Board by regularly reviewing the effectiveness of the Group’s internal control and risk management systems, the wider risk environment, and overseeing the risk and control activities in operation.
In order to effectively review the internal control and risk management systems, the Committee:
As part of the review of the internal control and risk management systems, key financial, operational and compliance controls across the business are monitored and tested throughout the year. The Committee assesses the approach to Sarbanes-Oxley Act 2002 (SOX) compliance in accordance with our US obligations and reviews reports on the progress of the SOX programme at each meeting. The Committee considers the Group’s treasury and tax strategy and policies annually and, during 2017 approved changes to the Group Treasury Policy and the Group’s “Approach to Tax”.
| Our Approach to Tax document is available atwww.ihgplc.com/responsible-business under Policies. |
| 56 | IHG | Annual Report
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Having reviewed the internal control and risk management systems throughout the year, the Committee continues to conclude that the Group has an effective system of risk management and internal controls in place, and has concluded that there are no material weaknesses in the control environment and that there are no significant failings or weaknesses.
Principal risk areas
In addition to the regular risk management framework review and assessment of the principal risks, the Committee has a schedule for in-depth reviews into specific principal risk areas over the year. During 2017, the Committee met with senior risk and finance management, the Chief Commercial and Technology Officer and the Head of Information Security, considering, in particular:
Further details of our principal risks, uncertainties and review process can be found on pages 20 to 22.
Financial and narrative reporting
During the year, the Committee reviewed and recommended approval of the interim and annual Financial Statements (considering the relevant accounting and reporting matters such as impairment reviews, the going concern and viability statements) and the Group’s quarterly trading updates. All members of the Board are asked to attend these meetings.
As part of its review, the Committee interrogated the key judgements and accounting policies applied and considered the basis of the estimates and assumptions underlying the Financial Statements.
The Committee recognises the importance of understanding changes in accounting policies and practice, and receives an annual update from EY on key changes in this area. In 2017, the Committee continued their in-depth review of the impact on the Group of the implementation of IFRS 15 concerning revenue recognition, IFRS 9 concerning financial instruments and IFRS 16 concerning leases – see pages 101 to 103 for further details.
A letter from the Financial Reporting Council’s Corporate Reporting Review team (FRCCRRT) was received during the year, requesting further information regarding an investment disclosed in our 2016 Annual Report and Form 20-F. This was a limited review, based on our Annual Report and Form 20-F and did not benefit from detailed knowledge of our business or an understanding of the underlying transactions entered into. A thorough response was provided, which enabled the FRCCRRT to close their enquiries. We acknowledge and welcome the observations made on our 2016 Annual Report and Form 20-F and these have been duly considered in the preparation of this year’s Annual Report and Form 20-F.
The Committee continued to seek input and guidance from EY where appropriate to gain further assurance over the process of preparation of the Financial Statements. In addition, the Committee received regular reports from the Chairman of the Disclosure Committee and copies of all minutes of that Committee were duly circulated.
The Committee received early drafts of the Annual Report and Form 20-F 2017 (Annual Report), and when providing comments considered: (i) the process for preparing and verifying the Annual Report, which included review by members of the Executive Committee and input from senior colleagues in Operations, Strategy, HR, Finance, GIA, Risk and Legal; (ii) a report from the Chairman of the Disclosure Committee; and (iii) the checklist prepared by the Annual Report team confirming compliance with the relevant regulatory requirements.
The Committee (and a sub-committee specifically convened for this purpose) also considered management’s analysis of how the content benchmarked against the ‘fair, balanced and understandable’ communication principles, and whether it contained the necessary information for shareholders to assess the Group’s position and performance, business model and strategy. In order to reach this conclusion, a dedicated project team worked on the contents of the Annual Report and a detailed verification process to confirm the accuracy of the information contained within the Annual Report was undertaken by the Financial, Planning & Analysis department. The Committee then considered both the structure and content of the Annual Report to ensure that the key messages were effectively and consistently communicated and that meaningful links between the business model, strategy, KPIs, principal risks and remuneration were clearly identified throughout the Annual Report.
Following a review of the contents of the Annual Report alongside the aforementioned criteria, the Committee reported its recommendation to approve the Annual Report to the Board.
B.3 CommitmentIHG
The terms of appointment of our Non-Executive Directors outlines the time commitment expected to fulfil their role. On appointment, Directors are advised of, and requested to make, the necessary time commitment required to discharge their responsibilities effectively. IHG’s Executive Directors are not permitted to take on more than one external non-executive directorship or chairmanship in addition to their role. Biographical details of all current Directors, including their external commitments, can be found on pages 57 to 59.
Details of Directors’ service contracts and appointment terms are set out on page 81.
The Chairman annually reviews the time each Non-Executive Director has dedicated to IHG as part of the internal performance evaluations of each Director (see page 64) and is satisfied that their other duties and time commitments do not conflict with those as Directors of the Company.
B.4 Development
A full, formal and tailored induction is developed for IHG’s new Directors (see page 63).
The Chairman and Company Secretary ensure that Directors continually update their skills and have the requisite knowledge and familiarity with the Group to fulfil their roles on the Board and its Committees (see page 63). All Directors are encouraged to request further information as they consider necessary to fulfil their role.
B.5 Information and support
The Chairman and the Company Secretary together ensure a good flow of information to the Board and its Committees and between the Executive Committee and the Non-Executive Directors. The Company Secretary also ensures that all Directors and Board Committees have access to independent advice when requested, at the expense of the Group, where it is necessary to discharge their responsibilities as Directors.
The role of the Company Secretary
George Turner, as Company Secretary, ensures a good flow of information to the Board and its Committees and between the Executive Committee and the Non-Executive Directors. He facilitates all new Director inductions. He advises the Board on corporate governance matters and keeps the Board up to date on all relevant legal, regulatory and other developments. The appointment and removal of the Company Secretary is a matter for the Board as a whole.
B.6 Evaluation
The Board undertakes either an internal or external annual Board effectiveness evaluation to inform further enhancements to our Board processes. In 2013, this was carried out externally and in 2014, it was carried out internally. Performance evaluations of all Directors, including the Chairman, are also carried out and the Board considers the effectiveness of each of its Committees. See pages 63 and 64 for further information.
B.7 Re-election
The Company’s amended Articles of Association (the Articles) approved by our shareholders on 28 May 2010 (see page 72) provide that each Director is subject to election at the first Annual General Meeting (AGM) following their appointment and re-election at least every three years if they wish to continue serving in office.
However, in accordance with the recommendations of the Code, all of IHG’s Directors retire and seek election or re-election at each AGM. All of IHG’s current Directors (biographies as set out on pages 57 to 59) will retire and seek election or re-election at the 2015 AGM (as set out in the Notice of Meeting for the AGM (see page 64)).
C. Accountability
C.1 Financial and business reporting
Our Statement of Directors’ Responsibilities (including the Board’s statement confirming that it considers that the | Annual Report and Form 20-F 2017 | Governance | Corporate Governance
Governance
Corporate Governance continued
Audit Committee Report continued
Significant matters in the 2017 Financial Statements
The Committee discussed with management and the Auditor the key judgements applied in the Financial Statements, the exceptional
items arising in the year and the impact of any accounting developments or legislative changes. The main items discussed are outlined below.
| Area of focus | Issue/Role of the Committee | Conclusions/Action taken | ||
Accounting for the System Fund | Given the unique nature of the system fund, the Committee reviews the controls and judgements related to System Fund accounting. | In forming a conclusion on the appropriateness of the System Fund accounting, the Committee met with senior finance management to review and evaluate the progress made on strengthening the financial controls related to the IHG Rewards Programme. The Committee further reviewed the progress made on the Sarbanes-Oxley continuous improvement project and the results of control testing. The Committee concluded that good progress has been made in strengthening the financial oversight of the System Fund and that judgements in respect of the accounting treatment for the System Fund and related disclosures were appropriate. | ||
IHG Rewards Club points liability | The IHG Rewards Club points liability represents a material liability for the Group and in determining the liability the Committee challenges judgements and estimations used to determine the liability. | The Committee reviewed the approach to the valuation of the liability and, in particular, the financial management of the overall programme. Senior finance management presented progress made in strengthening the financial management of the programme and was questioned on the valuation approach, the results of the external actuarial review and the increased judgement due to the expiration policy. The results of EY’s audit procedures were also considered in reaching the conclusion that the liability is appropriately stated. | ||
Impairment testing | Impairment reviews require significant judgement and the Committee therefore scrutinises the methodologies applied and the inherent sensitivities in determining any potential asset impairment. | The Committee reviewed a management report outlining the approach taken on impairment testing and the key assumptions and sensitivities supporting the conclusion on the various asset categories. The Committee examined the assumptions related to assets previously impaired, management contract valuations resulting from asset sales, and the assets acquired as | ||
Litigation | From time to time, the Group is subject to legal proceedings with the ultimate outcome of each being subject to many uncertainties. The Committee reviews and evaluates the need for any provisioning on a case by case basis. | At each meeting during the year, the Committee considered a report detailing all material litigation matters. The Committee discussed and agreed any provisioning requirements for these matters. | ||
Exceptional items | The | The Committee considered the consistency of the treatment and nature of items classified as exceptional over the last five years and discussed the items disclosed as exceptional. The Committee reviewed and challenged the significance, timing and nature of the exceptional items disclosed in note 5 on page 110, including Kimpton integration costs, reorganisation costs, and the tax credit arising from the US tax reform. EY’s audit procedures were also taken into consideration in reaching the conclusion that the disclosures and the treatment of the items shown as exceptional were appropriate. | ||
Capitalisation of software projects | The Group is making a | In forming a conclusion on the appropriateness of software capitalisation, the Committee considered the following: Global Internal Audit reporting on the project and programme management of GRS; a review of software assets from an impairment perspective; the conclusions from the SOX control testing in this area; and conclusions from EY’s audit procedures. The Committee concluded that capitalisation is adequately controlled and that the controls on impairment are appropriate. | ||
Relationship with external auditor
A detailed audit plan was received from EY at the beginning of the audit cycle for the 2017 financial year, which gave an overview of the audit risk assessment, the approach to materiality and scoping of the audit, and the significant risk areas.
The Committee reviewed the significant audit risks and regularly assessed the progress of the audit throughout the year.
Non-audit services
The independence and objectivity of the non-audit services provided by EY to the Group are safeguarded by IHG’s Audit and Non-Audit Services Pre-Approval Policy. The policy is reviewed by the Audit Committee annually, and, for the 2017 financial year, the policy was updated and changes to reflect a de minimus threshold for certain prescribed services were approved.
Other than as reflected above, the policy requires that pre-approval is obtained from the Audit Committee for all services provided by the external Auditor before any work can commence, in line with US SEC requirements. During the year, the Committee analysed
the audit and non-audit fees incurred with EY on a quarterly basis and noted there had been no prohibited services (as defined by the Sarbanes-Oxley Act of 2002) provided to the Group in each period. The Committee is prohibited from delegating non-audit services approval to management and compliance with the policy is actively managed.
IHG is committed to maintaining non-audit fees at a low level and the Committee is sensitive to investor advisory bodies’ guidelines on non-audit fees. During 2017, 23% of services provided to the Group were non-audit services (2016: 31%); these included tax advisory work and corporate tax compliance. For fees paid to EY for non-audit work during 2017, and for statutory audit work during 2017, see page 109. The Committee is satisfied that the Company was compliant during the year with the FRC’s Ethical and Auditing Standards in respect of the scope and maximum permitted level of fees incurred for non-audit services provided by EY. Where non-audit work is performed by EY, both the Company and EY ensure adherence to robust processes to prevent the objectivity and independence of the external auditor from being compromised.
| 58 | IHG | Annual Report and Form 20-F 2017 |
Global Internal Audit (GIA)
The Committee discusses the GIA plan in December each year. The 2017 plan presented to the Committee considered the Group’s principal risks and key controls and included reviews over the following areas: cybersecurity, programme and project delivery (including assurance over the development of GRS), disaster recovery and business continuity, and technology-related processes and controls. Following discussion and consideration, the Committee confirmed its agreement to the key control themes identified by GIA. The Committee then actively monitors progress against the GIA plan, which is reported to the Committee on a quarterly basis. This includes reviewing the results of completed audits and the findings raised through these audits, as well as management action plans to address any issues raised.
An effectiveness review of GIA is undertaken each year and reported to the Committee. In 2017, GIA undertook an internal assessment following the external review conducted in 2016. The effectiveness of GIA was assessed according to five categories: Purpose and Remit; Position and Organisation; Process and Technology; People and Knowledge; and Performance and Communication. The review was conducted by assessing the functional activities of GIA, progress made against the recommendations from last year’s external review, the quality assurance process and obtaining feedback from a cross sector of business stakeholders. As a result of the internal review, it was concluded that GIA continues to be effective in providing independent assurance activities.
Governance and compliance
The Committee is responsible for reviewing the Group’s Code of Conduct (which is reviewed and approved annually) and related policies. In 2017, the Code of Conduct was updated to reflect management changes as well as updating the following areas in line with regulatory changes and best practice: bribery and corruption,
antitrust, competition law, and human rights. The e-learning module associated with the Code of Conduct was also updated and was launched on the new IHG learning platform, improving tracking and reporting capability. In addition, the Committee reviewed and considered the planning and implementation work related to the upcoming EU General Data Protection Regulation and China’s new cybersecurity legislation, as well as the launch of an updated Anti-Bribery e-learning module.
In 2017, IHG became a member of Transparency International UK’s Business Integrity Forum. Transparency International is the world’s leading anti-corruption NGO and the Business Integrity Forum is a network of major international companies, committed to high anti-corruption and ethical standards in business practices.
Whistleblowing and fraud
The Committee reviews the Group’s whistleblowing arrangements and its reporting and investigation process to ensure that arrangements are in place for proportionate and independent investigation of such matters. The Committee also reviews the number and potential impact of both substantiated and unsubstantiated cases and ensures that appropriate follow-up action is taken. Any significant claims are brought to the immediate attention of the Committee by the Head of GIA.
As well as monitoring incidents of fraud, the Group’s approach to cyber fraud and fraud risk awareness was reviewed in 2017.
As we head into 2018, the Committee will continue to focus on the integrity of the control and risk management environment and progress with the audit tender process.
Ian Dyson
Chairman of the Audit Committee
19 February 2018
External auditor – Appointment of Ernst & Young LLP (EY)
and audit tender
The Committee considered the appointment of its Auditor and, after assessing EY’s performance (including its independence, effectiveness and objectivity) and the requirements for putting the audit out to tender as set out in EU and Competition and Markets Authority legislation, the Committee recommended the re-appointment of EY as the Auditor of the Group. EY has been our Auditor since IHG’s listing in April 2003 and of the Group’s predecessor businesses dating back to 1988.
In determining EY’s independence we consider, among other things, its challenge to management and level of professional scepticism, the amount of time passed since a rotation of audit partner and the level of non-audit work that it undertakes, details of which can be found on page 58.
To ensure the external Auditor’s independence is safeguarded, lead audit partners are required to rotate every five years. Sarah Kokot, who was appointed lead audit partner in 2016, has continued her role during 2017. The US audit partner rotated during 2017.
As part of its review, the Committee considered the effectiveness of the relationship between EY and management. This included the completion of feedback questionnaires by 44 senior IHG employees and members of the Committee. Feedback was requested on a number of topics including independence, assignment management, quality and communication. The Committee also received reports from EY on its independence.
No significant issues were raised in the review of the auditor performance and effectiveness and as a result, the Committee concluded that EY
continues to provide an effective audit and maintain independence and objectivity. The Committee is satisfied with the external audit process as a whole and therefore recommended the reappointment of EY to the Board.
Pursuant to regulations mandating a tender for the 2021 financial year, the Group will complete the audit contract tender and transition any strictly prohibited services by 2020. The Committee has established a sub-committee to oversee the audit tender process and an overview of the proposed approach and timings for the audit tender process has been agreed by the Committee. The sub-committee will convene in 2018 to review and recommend a detailed plan, including the applicable supplier-selection criteria, for approval by the Committee. It will be the responsibility of the Committee to make overall decisions in relation to the selection process. The Committee considers this timeframe to be appropriate to ensure that a robust process is undertaken and all required criteria are duly considered. The Committee is committed to ensuring that the selection procedure is conducted in a fair manner and that auditor independence requirements are effectively managed throughout the process.
The Group confirms that it has complied with the requirements of The Competition and Markets Authority Statutory Audit Services for Large Companies Market Investigation (Mandatory Use of Competitive Tender Processes and Audit Committee Responsibilities) Order 2014, which relates to the frequency and governance of tenders for the appointment of the external auditor and the setting of a policy on the provision of non-audit services.
| IHG | Annual Report and Form 20-F 2017 | Governance | Corporate Governance | 59 |
Governance
Corporate Governance continued
Corporate Responsibility Committee Report
 | We understand the vital role corporate responsibility plays in building meaningful relationships with our stakeholders, and in delivering our purpose of providing True Hospitality for everyone. |
Key duties and role of the Committee
Key objectives and summary of responsibilities
The Committee reviews and advises the Board on the Group’s corporate responsibility objectives and strategy, including its approach to sustainable development, environmental sustainability, community impact, human rights issues, and stakeholder engagement. It ensures that IHG’s corporate responsibility priorities align with our core purpose – to provide True Hospitality for everyone.
The Committee’s role and responsibilities are set out in its Terms of Reference (ToR), which are reviewed annually and approved by the Board.
| The ToR are available atwww.ihgplc.com/investors under Corporate governance in the |
The Committee’s key responsibilities and focus areas over the year have been:
Membership and attendance at meetings
The Committee’s membership and attendance at meetings are set out on page 47. The Heads of Corporate Responsibility attended all meetings and the Chairman of the Board also attended two out of the three meetings held during the year.
Reporting to the Board
The Committee Chairman updates the Board on all key issues raised at Committee meetings. Papers and minutes for each meeting are also circulated to all Board members, who are invited to request further information where necessary.
Effectiveness of the Committee
The effectiveness of the Committee is monitored and assessed regularly by the Chairman of the Committee and the Chairman. The effectiveness of the Committee was also reviewed as part of the external evaluation process conducted by Boardroom Review Limited during 2016 and 2017 (see page 54 for further details). The external review concluded that the Committee has a clearly defined role and remit allowing it to add value. The Committee also undertook an assessment against its own ToR and the external environment and concluded that no changes were necessary.
Focus areas and activities
Responsible Business targets for 2018-2020
During 2017, the Committee assessed the progress made towards the achievement of IHG’s five-year external Responsible Business targets. The Committee also assessed the Group’s strategic approach to new targets for 2018-2020.
An in-depth competitor analysis was completed as part of this process, together with a review of the UN Sustainable Development Goals and IHG’s initiatives which support these.
The Committee also welcomed insight offered by the Chief Operating Officer of the Americas who shared how the region is delivering the Responsible Business targets and engaging with colleagues, guests and owners.
Environmental, social, community and human rights issues
Detailed progress updates on key achievements across the Group’s environmental, social and community programmes continued to be received during 2017 and community outreach activities were reviewed.
Recognising the continued importance of responsible procurement, the Committee undertook a deep dive into supply chain responsibility and the Group’s Modern Slavery Statement, evaluating the Group’s approach to these matters. The Committee also considered a number of the Group’s human rights initiatives during the year, including the approach to targeted training in high risk areas and embedding our suite of Human Rights and Modern Slavery awareness raising material.
Further information on our responsible business programmes and our approach to human rights can be found on pages 18 and 19.
Stakeholder engagement
The Committee assessed the effectiveness of the 2016 corporate responsibility communications and stakeholder engagement activity, and reviewed the 2017 communication plan, considering in particular, the engagement plan for key stakeholder groups, including guests, colleagues, owners and suppliers.
| Information on our responsible business commitments can be found atwww.ihgplc.com/responsible-business |
Other key issues reviewed by the Committee
The Committee continued to receive updates from the IHG Foundation, an independent charity providing vital support to communities, with a focus on hospitality skills and disaster relief. In support of IHG Foundation Week, our annual awareness and fundraising initiative, the Committee attended an event which illustrated the positive impact of the IHG Foundation on vulnerable communities worldwide. The Committee heard first hand about the collaboration between the IHG Foundation and The Passage, which runs London’s largest voluntary resource for the homeless – helping them regain confidence and transform their lives.
Recognising the importance of corporate responsibility, we were pleased to be listed on the S&P Dow Jones Sustainability Indices in September 2017, having achieved first place in RobecoSAM’s Consumer Services industry group (see page 19).
We have completed the 2013-2017 target cycle, achieving four out of our five external targets, and have gathered learnings and feedback to help inform our new targets for 2018-2020. In 2018 we start this new cycle and will work on further engaging with our hotel owners worldwide to embed our Corporate Responsibility programmes into day-to-day operations within our hotels. We recognise the continued and growing importance of environmental, social and governance considerations to all our stakeholders.
Jill McDonald
Chairman of the Corporate Responsibility Committee
19 February 2018
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 | We review the Board’s structure, size and composition; overseeing appointments to ensure diversity of experience, knowledge and background in our Board and senior management. |
Key duties and role of the Committee
Key objectives and summary of responsibilities
The Committee reviews the composition of the Board and Principal Committees, considering skills, knowledge, experience and diversity requirements before making appropriate recommendations to the Board as to any changes. It also manages succession planning for Directors and other Senior Executives and is responsible for reviewing the Group’s senior leadership needs.
The Committee’s role and responsibilities are set out in its Terms of Reference (ToR), which are reviewed annually and approved by the Board.
| The ToR are available atwww.ihgplc.com/investors under Corporate governance in the Committees section. |
The Committee’s key focus areas during the year have been the CEO succession, leadership development, executive succession planning and Board and Committee composition.
Membership and attendance at meetings
Details of the Committee’s membership and attendance at meetings are set out on page 47. All members are Non-Executive Directors (myself excluded). When the Committee considers matters relating to my position, Dale Morrison, the Senior Independent Non-Executive Director, acts as Committee Chairman.
Reporting to the Board
The Committee makes recommendations to the Board for all Board appointments, and minutes are circulated to all Board members. As Chairman, I report back to the Board on the activities of the Committee at each Board meeting following a Committee meeting.
Effectiveness of the Committee
The effectiveness of the Committee is monitored and assessed regularly by myself, as Chairman of the Committee and Chairman of the Board. During 2017, the Committee was also reviewed as part of Boardroom Review Limited’s external evaluation (see page 54). Per the review’s recommendation, the Board met with high-potential leaders during their visit to Atlanta, as outlined on page 53.
Focus areas and activities
CEO succession
The Committee led the thorough process of finding Richard Solomons’ successor, supported by an independent external consultant, Korn Ferry. Building on our approach of developing talent, we assessed internal candidates against a success and readiness profile and opportunities were identified for further development. Having also benchmarked external talent, the Board was unanimous in its decision to appoint Keith Barr. To enable a smooth transition and provide relevant onboarding, a comprehensive induction plan was implemented, details of which can be found on page 53.
Leadership development and executive succession planning
Building on the 2016 assessment of senior leadership, the Committee continued to review the development plans for the Executive Committee. In addition, the Committee reviewed the executive pipeline and oversaw talent succession at senior levels within the organisation.
Board and Committee composition
During the year, the Committee discussed the current and future composition of the Board in light of the Company’s strategy and it was proposed that a new Executive Director should be appointed. Elie Maalouf was identified at the beginning of the search as a talented leader with substantial and highly relevant industry experience and his appointment was recommended to the Board.
In addition to reviewing the Board composition, the Committee also looks to ensure appropriate appointments are made to the Board’s Principal Committees, based on overall suitability.
To ensure that Committee membership is refreshed, Luke Mayhew stepped down as Remuneration Committee Chairman during the year. Jo Harlow was appointed his successor; her experience and prior involvement making her the ideal candidate to replace him. Details of Jo’s onboarding process can be found on page 53.
Diversity
With a presence in almost 100 countries globally, we recognise the value of diversity both in our Board composition and throughout all levels of our business. All appointments are based on merit, experience and performance and the Board actively seeks diversity of skills, culture, gender, race, age, nationality and background. The manner in which diversity is considered is non-exhaustive and subject to regular review to reflect the diversity of our employees, guests and communities in which we operate.
Our Global Diversity and Inclusion Policy (D&I Policy) applies to all people directly employed by an IHG group company and we encourage our franchised operations and those managed hotels where we do not directly employ people to follow the same principles. The objective of our D&I Policy is to celebrate difference, recognising that this underpins external, as well as internal, relationships. Operating around the globe, with a wide range of stakeholders, it is vital that we remain flexible in accommodating different cultures, lifestyles and preferences.
During the year, we have implemented the D&I Policy through the development of our diversity and inclusion strategy and have agreed to establish a Diversity and Inclusion Board. This Board will be responsible for continuously developing our diversity and inclusion strategy, including setting any targets and measures and reviewing initiatives to enhance the development of our inclusive culture.
We continue to deliver against our D&I Policy and maintain a minimum of at least 25% female Directors on the Board, per Lord Davies’ guidance. As of 31 December 2017, 40% of the Board were female. The appointment of Elie Maalouf brings this figure to 36%, still well above the specified minimum. In addition, two of our Board Committees are chaired by women. Further details on our diversity and inclusion strategy can be found on pages 18 and 66.
The Committee is satisfied that we have appropriate plans in place for orderly succession of appointments to the Board and to senior management, so that an appropriate balance of skills, experience, knowledge and diversity is maintained.
Patrick Cescau
Chairman of the Nomination Committee
19 February 2018
| IHG | Annual Report and Form 20-F 2017 | Governance | Corporate Governance | 61 |
Governance
Corporate Governance continued
Statement of compliance with the UK Corporate Governance Code
Our statement of compliance summarises how the Group has implemented the principles and provisions of the 2016 UK Corporate Governance Code (available atwww.frc.org.uk/directors under UK Corporate Governance Code) as published in April 2016 (the Code).
This should be read in conjunction with the Corporate Governance statement on pages 47 to 61 and the Directors’ Remuneration Report as a whole.
The Board considers that the Group has complied in all material respects with the Code for the year ended 31 December 2017.
A. Leadership
| A.1 | The role of the Board |
The Board leads IHG’s strategic direction, long-term objectives and success of the Group. Further responsibilities of the Board are set out on page 47.
The Board met eight times this year and all directors continue to act in what they consider to be in the best interests of the Company, consistent with their statutory duties. Further details of 2017 Board meetings are set out on page 52, attendance information on page 47 and biographical information on pages 48 and 49.
All Directors are covered by the Group’s directors’ and officers’ liability insurance policy (see page 160).
| A.2 | Divisions of responsibility |
The separate roles of the Chairman and Chief Executive Officer are clearly established, set out in writing and are agreed by the Board.
Chief Executive Officer
Keith Barr leads the development of the Group’s strategic direction and implementation of the agreed strategy. As well as building and leading an effective Executive Committee, he oversees IHG’s business operations and manages its risks. See page 48 for more details.
| A.3 | The Chairman |
As well as building and maintaining an effective Board, Patrick Cescau leads the operation and governance of the Board and its Committees. The Chairman was independent on appointment. See page 48 for more details.
| A.4 | Non-Executive Directors |
Senior Independent Non-Executive Director
Dale Morrison was appointed as Senior Independent Non-Executive Director on 31 May 2014. He is available to liaise with shareholders who have concerns that they feel have not been addressed through the normal channels of the Chairman, Chief Executive Officer and other Executive Directors. He also leads the annual performance review of the Chairman with the other Non-Executive Directors (see page 54), and as necessary, provides advice and judgement to the Chairman, and serves as an intermediary for other Directors when necessary.
After each Board meeting, Non-Executive Directors and the Chairman meet without Executive Directors being present (see page 52). During the year, if any Director has unresolved concerns about the running of IHG or a proposed action, these would be recorded in the minutes of the meeting.
Further information on each of these roles can be found on our website atwww.ihgplc.com/investors under Corporate governance.
B. Effectiveness
| B.1 | The composition of the Board |
The size and composition of the Board and its Committees is kept under review by the Nomination Committee to ensure the appropriate balance of skills, experience, independence and knowledge.
Potential conflicts of interest are reviewed annually and powers of authorisation are exercised in accordance with the 2006 Act and the Company’s Articles of Association. At least half of the Board, excluding the Chairman, are Independent Non-Executive Directors (see page 47). Further details of the composition of the Board and Committees are available on pages 47 to 49.
| B.2 | Appointments |
The Nomination Committee leads the appointment of new Directors to the Board and senior executives in accordance with its Terms of Reference (available on our website atwww.ihgplc.com/investors under Corporate governance in the Committees section or from the Company Secretary’s office on request) and supports the Board in succession planning. Further details of the role of the Nomination Committee and what it did in 2017 are in the Nomination Committee Report on page 61. The overall process of appointment and removal of Directors is overseen by the Board as a whole. Two Non-Executive Directors have served for six years and were subject to a rigorous review during the year. All other Non-Executive Directors have served for less than six years – see pages 48 and 49.
| B.3 | Commitment |
Non-Executive Director terms of appointment outline IHG’s time commitment expectations required to fulfil their role. Executive Directors are not permitted to take on more than one external non-executive directorship or chairmanship in addition to their role. The commitments of each Director are included in the Directors’ biographical details on pages 48 and 49. Details of Directors’ service contracts and appointment terms are set out on pages 73, 76 and 168.
The Chairman annually reviews the time each Non-Executive Director dedicates to IHG as part of the internal performance evaluation of each Director (see page 54) and is satisfied that their other duties and time commitments do not conflict with those as Directors.
| B.4 | Development |
The Chairman and Company Secretary ensure that new Directors are fully inducted and that all Directors continually update their skills and have the requisite knowledge and familiarity with the Group to fulfil their role (see page 53).
| B.5 | Information and support |
The Chairman and Company Secretary ensure that the Board and its Committees receive timely and appropriate information, and a flow of information between the Executive Committee and Non-Executive Directors. The Board and Committees also have access to the Company Secretary, independent advice and necessary resources, at the Company’s expense. They receive administrative and logistical support of a full-time executive assistant. See page 52 for more details.
| 62 | IHG | Annual Report and Form 20-F 2017 |
| B.6 | Evaluation |
In 2016, we engaged Dr Tracy Long of Boardroom Review Limited, an external facilitator with no connection to IHG, to lead the Board effectiveness evaluation. This evaluation concluded during 2017. More information on the evaluation is on page 54.
| B.7 | Re-election |
All of the Directors retire and seek election or re-election at each AGM. Director’s biographies are set out on pages 48 and 49 and details of their performance evaluations are on page 54.
C. Accountability
| C.1 | Financial and business
|
The Statement of Directors’ Responsibilities (including the Board’s statement confirming that it considers that the Annual Report and Form 20-F, taken as a whole, is fair, balanced and understandable and provides the information necessary for shareholders to assess the Group’s position and performance, business model and strategy) is set out on page 80.
The status of IHG as a going concern is set out in the Directors’ Report on page 163. An explanation of the Group’s performance, business model, strategy and the risks and uncertainties relating to IHG’s prospects, including the viability of the Group, is set out in the Strategic Report on pages 2 to 43.
The statement from our Auditor, Ernst & Young LLP, about its reporting responsibilities is set out on pages 81 to 86.
| C.2 | Risk management and internal control
|
The Board determines the nature and extent of the risk the organisation is willing to take in achieving its strategic objectives.
A robust assessment of the principal risks facing the Group was carried out, including those risks that would threaten the Group’s business model, financial performance, solvency or liquidity (see pages 20 to 22 for further details of the principal risks). The Board and Audit Committee monitor the Group’s risk management and internal controls systems and conduct an annual review of their effectiveness. Throughout the year, the Board has directly, and through delegated authority to the Executive Committee and the Audit Committee, overseen and reviewed all material controls, including financial, operational and compliance controls. See pages 47, 52, and 56 to 59.
The Board confirms that, in respect of the Group’s risk management and internal control systems: (i) there is an ongoing process for identifying, evaluating and managing the principal risks faced by the Group; (ii) the systems have been in place for 2017 and up to 19 February 2018; (iii) they are regularly reviewed by the Board and Audit Committee; and (iv) the systems accord with FRC guidance on risk management, internal control and related financial and business reporting. Further details are set out in the Strategic Report on pages 2 to 43 and also in the Audit Committee Report on pages 56 to 59.
Details of the Directors’ assessment of the prospects of the Group are set out on page 22.
| C.3 | Audit Committee and
|
The Audit Committee is comprised entirely of Independent Non-Executive Directors (see page 47 for membership details). Ian Dyson, the Chairman of the Committee has recent and relevant financial experience and the Committee has a whole has competence relevant to the sector in which we operate. Details of the Committee’s role, responsibilities and activities are set out on pages 56 to 59.
The Committee reviewed the effectiveness and independence of Ernst & Young LLP during 2017 and also concluded that it would complete the audit contract tender and transition any strictly prohibited services by 2020. A sub-committee of the Audit Committee to oversee the audit tender process has been established and further details can be found on page 59.
CorporateGovernancecontinued
D. Remuneration The Remuneration Committee’s activities during 2017 are set out on page 64 and its membership details are on page 47. The Directors’ Remuneration Report is set out on pages 64 to 77. The annual report on remuneration for 2017 (pages 70 to 77) is subject to the annual advisory vote at the AGM in 2018. The Remuneration Committee is responsible for developing policy on executive remuneration and fixing remuneration packages of Directors. Further details are set out on pages 64 to 77. During 2017, no individual Director was present when his or her own remuneration was discussed. E. Relations with shareholders The Board engage actively with both institutional and retail shareholders to promote mutual understanding of objectives and ensure that their views are communicated to the Board as a whole. See page 55 for details of meetings with major institutional investors and other shareholders. The AGM is a key opportunity for the Board to engage with Shareholders. The Notice of Meeting will be sent to shareholders and will be available atwww.ihgplc.com/investors under Shareholder centre in the AGMs and meetings section. The Board will be available to answer questions during the AGM and after the formal business has concluded. See page 55 for more details. GovernanceStatement of compliance with the UK Corporate Governance CodecontinuedD. RemunerationD.1 The level and components of remuneration The activitiesD.2 Procedure E.1 Dialogue with shareholders E.2 Constructive use of the AGM IHG | Annual Report and Form 20-F 2017 | Governance | Corporate Governance 63
Directors’ Remuneration Report
Remuneration Committee Chairman’s statement
 | Our new Directors’ Remuneration Policy has played a key role in supporting both the change and transition that we have seen this year, as well as our continued focus on the delivery of strong, sustainable returns for our shareholders. |
2017 results
2017 saw another good year of performance for IHG, as well as being a year of transition at the Board level with the retirement of Richard Solomons and appointment of Keith Barr as CEO. The business performed well, resulting in above target outcomes for Earnings Before Interest and Tax (EBIT) and the continued delivery of strong shareholder returns.
Our Guest Love result was just above threshold. The Committee recognised that progress against IHG’s long-term Guest Love targets has been faster than expected over recent years and that it would be challenging to keep up this rate of improvement, particularly given the pace of hotel renovations. Further detail on the approach taken for Guest Love targets and awards is shown on page 68.
As a result, awards for the Executive Directors under the 2017 Annual Performance Plan (APP) were 69.7% for both Keith Barr and Paul Edgecliffe-Johnson and 66.8% for Richard Solomons of their respective maximum potential payout. The 2015/17 Long Term Incentive Plan (LTIP), granted in 2015, vested at a level of 46.1% of the maximum potential award due to achievements in relative Total Shareholder Return and rooms growth. However, we narrowly missed the three-year threshold target for relative RevPAR. As noted last year, the 2017/19 LTIP cash flow target is disclosed in this report on page 75.
Changes to the Board
As detailed on pages 46, 49 and 53, there have been a number of changes to IHG’s Board during the year, including my own appointment as Chair of the Remuneration Committee after three years on both the Board and the Committee. I would like to thank the outgoing Chairman, Luke Mayhew, who has successfully overseen the Committee through periods of significant change and increasing focus on the Executive Remuneration landscape.
The remuneration arrangements for all Board changes are in line with our approved Directors’ Remuneration Policy (DR Policy) and full details of how the DR Policy was applied during the year are shown in a separate section of the report on pages 68 and 69.
Other areas of focus for the Remuneration Committee
During the year, the Committee reviewed the short-term incentive measures for 2018. Whilst there has been no need to change DR Policy in this area, the non-financial measures of Guest Love and Overall Performance Rating, which together make up 30% of the APP target, will be replaced by an annual System size growth target and a range of other key strategic initiatives. Full details of the 2018 APP measures for Executive Directors are shown on page 75. In addition, the Committee reviewed the structure and alignment of arrangements below Executive Director level.
The Committee has reviewed the Group’s global diversity and inclusion strategy and the related initiatives to build and foster a culture of inclusion. In respect of gender diversity, our UK Gender Pay Gap analysis will be published on the Government’s website in accordance with the regulations, as well as on the IHG PLC website.
We have contributed to the dialogue on executive remuneration and wider corporate governance. These issues continued to be a focus for the Government, shareholders and other stakeholders. In response to the Government’s consultation on corporate governance reform, the Financial Reporting Council launched a consultation on an updated UK Corporate Governance Code (the Code).
We recognise the importance given to factors such as CEO pay ratios and have included commentary on CEO pay in this and last year’s report. As a large multinational organisation with different operating models under which employees may be either employed directly by a Group company or by the hotel owner, there are a number of different approaches that could be taken to the calculation of a pay ratio. We will therefore adopt new reporting requirements on the pay ratio once a clear and consistent approach has been set out in legislation and guidance.
On the remuneration aspects of the proposed new Code, we strengthened the position of the Committee to adjust outcomes which do not truly reflect the performance of the Company; we explain in this report on page 67 how executive remuneration aligns with wider Company pay policy; and the Committee takes on a broader oversight than simply for Executive Directors. We continue to consider our approach in relation to all areas of new guidance and practice and our alignment with shareholder expectations, bearing in mind the unique nature of our organisation and the competitive environment in which we operate.
About this report
We strive to make this report as easy to read as possible, given regulation. This year, we have simplified the ‘At a glance’ section on page 65; updated the ‘Wider context’ section on pages 66 and 67; and included a separate section on pages 68 and 69 to highlight aspects of DR Policy applied during the year. The full DR Policy is available atwww.ihgplc.com/investors under Corporate governance and was approved at the Annual General Meeting (AGM) on 5 May 2017. The section of this report which is subject to a formal advisory shareholder vote at May 2018 AGM is the Annual Report on Directors’ Remuneration starting on page 70.
Jo Harlow
Chairman of the Remuneration Committee
19 February 2018
| 64 | IHG | Annual Report and Form 20-F 2017 |
How to use this report Within the Directors’ Remuneration Report |
∎ Pension benefit ∎ Annual Performance Plan (APP) 50% cash and 50% deferred shares ∎ Long Term Incentive Plan (LTIP) ∎ Shareholding | AUDITED Audited information Content contained within a tinted panel highlighted with
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How we performed in 2017
The 2017 outcomes reflect the progress made as a result of our focus on high-quality growth and superior value-creation through our brands, our people and our systems. We exceeded our target for EBIT and achieved threshold performance for Guest Love (see page 71). We continued to deliver strong shareholder returns and met our threshold performance level for rooms but fell short of our three-year threshold target for RevPAR growth (see page 72). These financial and business measures make up 90% of our APP (with individual performance making up the final 10%) and 100% of our LTIP.
Executive Director remuneration
2017 remuneration
The chart below shows the 2017 potential opportunity and actual achievement for Keith Barr and Richard Solomons, and the 2017 potential opportunity and actual achievement compared to 2016 actual achievement for Paul Edgecliffe-Johnson. The relevant figures for each of the elements shown are included in the single total figure of remuneration which can be found in the table on page 70.
The potential and actual LTIP values for Richard Solomons are pro-rated for the 32 months of the 2015/17 cycle in which he was employed. The remaining potential and actual amounts for both Richard Solomons and Keith Barr are shown only for the respective six-month period in which each served as CEO during 2017; and hence no prior year comparison is shown for either. The 2017 amounts for Keith Barr exclude the localisation payment detailed on page 69.
Key for potential
 | Maximum = Fixed pay and maximum award under APP and LTIP | |
 | Target = Fixed pay and on-target award for | |
 | Minimum = Fixed pay |
| 65 |
Governance
Directors’ Remuneration Report continued
Remuneration at IHG – the wider context
We recognise that there is continued regulatory and shareholder focus on executive remuneration and particularly in relation to the justification of CEO pay in the context of business performance and the wider employee population. Our reward philosophy is to ensure reward arrangements are competitive, drive the creation of value for our stakeholders and make us think and act as one team. When considering remuneration matters, the Committee takes account a range of factors, for example:
The link to business strategy and performance
Our employees are rewarded in line with our strategic business objectives and principles:
| Strategy | Reward | |
| Our Strategic Model (see pages 14 and 15) has been established to maintain focus on the key areas of our strategy for high-quality growth. | • Performance conditions for annual and long-term incentive awards are aligned to the strategic priorities over the performance period.
• Additional financial performance underpins, and Remuneration Committee discretions are in place, to ensure poor performance is not rewarded. | |
| Our Winning Ways (see page 18) are designed to drive the right values and behaviours to deliver our strategy. | • Stretching and measurable targets for all • Individual performance is measured by reference to • Malus and clawback terms apply in respect of the annual and long-term incentive plans for Executive Directors. | |
Remuneration outcomes are linked to our strategic business objectives, which are focused on the delivery of further high-quality, sustainable growth and value-creation through preferred brands, delivering a superior owner proposition, leveraging scale and generating revenue through the lowest-cost direct channels:
| Measures used for APP | Measures used for LTIP | |||||||||||||||||||||||||||||||||||||||||||
| Strategic Model components | EBIT (70%) | Guest Love (20%) | Overall Performance Rating (OPR) (10%) | TSR (40%) | Net System size growth (20%) | Total gross revenue (20%) | Cash flow (20%) | |||||||||||||||||||||||||||||||||||||
 | Build and leverage scale | ∎ | ∎ | ∎ | ∎ | ∎ | ||||||||||||||||||||||||||||||||||||||
 | Strengthen loyalty programme | ∎ | ∎ | ∎ | ||||||||||||||||||||||||||||||||||||||||
 | Enhance revenue delivery | ∎ | ∎ | ∎ | ∎ | ∎ | ||||||||||||||||||||||||||||||||||||||
 | Evolve owner proposition | ∎ | ∎ | ∎ | ∎ | |||||||||||||||||||||||||||||||||||||||
 | Optimise our preferred portfolio of brands for owners and guests | ∎ | ∎ | |||||||||||||||||||||||||||||||||||||||||
| See pages 14 and 15 for further information on our Strategic Model. |
The business and its competitive landscape
IHG is a global business with much of its senior management based outside its UK base. We need to ensure that there is a globally coherent remuneration approach and a clear and attractive progression path to the senior roles in the business. We also need to ensure that we do not undermine our ability to recruit great talent globally. We take our lead from the UK market and shareholder expectations in setting Executive Director remuneration levels while being mindful, for instance, that our major competitors for talent are mainly based in the US, where regulation and market practice can be different, particularly in areas such as executive share plan structure and related vesting and holding periods.
Diversity and inclusion
We have a global diversity and inclusion strategy, to be led by a Global Diversity and Inclusion Board, with specific and targeted actions to address any inequalities in the workplace, including:
| 66 |
Remuneration for all employees
The quantum and composition of remuneration and annual incentives differs between employees throughout the Group in a number of ways, most notably based on their role and position in the organisation. An internal leadership framework outlines what is expected of employees at all levels, from leading yourself to leading the business. There is a strong alignment at all levels within this framework between remuneration and the delivery of outcomes that are key to the continued success of the business. As responsibility increases, so too does an employee’s potential total remuneration, with the most significant aspects of the remuneration in more senior roles being dependant on the successful delivery of these outcomes.
Internal leadership framework
How remuneration plans evolve as responsibility increases
The Chief Executive Officer’s pay
In last year’s report, we showed that the relative increases in the Company’s share price over the period from the first full year in which the then CEO was in office were significantly higher than those in respect of the CEO’s remuneration. 2017 saw Richard Solomons’ retirement and a transition to a new, internally-appointed CEO, Keith Barr. Keith’s salary and benefits from appointment are in line with the approved DR Policy and, as is common practice for a new appointment, have been set at an overall level below those of the outgoing CEO.
Minimum, target and maximum remuneration opportunity for the outgoing and new CEO as at the date of transition
Value (£000)
Pension provision
Our global retirement benefit policy is to provide access to an appropriate defined contribution retirement savings plan where such a vehicle is typically offered, and with benefit levels in line with the local market.
The UK pension plan applies for UK-based Executive Directors and current contribution rates are shown below. In a similar way to other employee benefits, the pension plan provides for increased employer contribution rates at higher seniority levels. This structure is also prevalent in the wider market.
Following his appointment as CEO, Keith Barr became eligible for a maximum Company pension contribution of 25% of salary, lower than that in place for previous Executive Director appointments.
| Employee grade | Employee contribution (%) | Matching contribution multiple | Maximum matching (up to %) | |||||||||||||||
| Corporate band 1 | 30 | |||||||||||||||||
| (Executive Directors) | 3–7.5 | 4 | (25 for new CEO | ) | ||||||||||||||
| Corporate bands 2 and 3 | 3–5 | 4 | 20 | |||||||||||||||
| Corporate band 4 | 3–5 | 2.5 | 12.5 | |||||||||||||||
| Corporate band 5 | 3–5 | 2 | 10 | |||||||||||||||
| Corporate bands 6–8 and hotel employees | 3–5 | 1.5 | 7.5 | |||||||||||||||
Where employees would otherwise exceed relevant tax limits on pension contribution or accrual, a cash equivalent may be offered in lieu of pension at an equivalent value to the maximum Company matching contribution.
The use of discretion
The use of discretion enables the Committee to ensure that outcomes are consistent with business performance and the interests of shareholders. It also enables the Committee to treat Executive Directors who leave IHG in a fair and equitable manner. The areas of the DR Policy applied in 2017, and any associated use of discretion, are set out on pages 68 to 69.
Much of the information previously provided as part of the
| IHG | Annual Report and Form 20-F 2017 | Governance | Directors’ Remuneration Report | 67 |
Governance
Directors’ Remuneration Report continued
How we implemented our Directors’ Remuneration Policy in 2017
The table below summarises the key areas of the Directors’ Remuneration Policy (DR Policy) which were applied in 2017.
 | The
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Annual Performance Plan
DR Policy area
Targets may be set relative to budget and/or by reference to prior results and may contain a performance range to incentivise out-performance and minimum performance levels to ensure that poor performance is not rewarded. The 2017 targets are set by the Committee, taking into account IHG’s growth ambitions, market expectations and the competitive environment at the time. The aim is to set stretching achievement targets for senior executives which will reflect successful outcomes for the business based on its strategic objectives for the year.
| Remuneration component | How this was | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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∎ | Progress against IHG’s long-term Guest Love targets has been faster than expected over recent years. The Committee recognised that it would be challenging to
APP last year. The
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Policy on payment for loss of office
DR Policy area
Good leaver status will be applied in accordance with the rules of incentive plans, where applicable, and may include retirement, ill-health, transfer of undertaking or redundancy. In the case of the LTIP rules, the Committee has discretion to apply good leaver status and, in doing so, will consider factors such as personal performance and conduct, overall Group performance and the specific circumstances of the Executive Director’s departure including, but not restricted to, whether the Executive Director is leaving by mutual agreement.
| Remuneration component | How this was implemented in 2017 | |
 |
“Our Directors’ Remuneration Policy rewards the successful execution of the business strategy, as demonstrated by this year’s outcomes. So that it remains effective for the future, we will review it in 2015 and seek shareholders’ approval again in 2016.”
Dear Shareholder
2014 corporate performance and incentive outcomes
Executive Director remuneration has reflected another year of strong performance. Annual Performance Plan (APP) awards are comparable to last year, reflecting continued good growth of Earnings Before Interest and Tax (EBIT) as well as encouraging progress on guest satisfaction and Employee Engagement survey scores. Another three years of high Total Shareholder Return (TSR) was the main driver for the vesting under the 2012/14 Long Term Incentive Plan (LTIP) cycle, which is marginally below last year.
| Corporate performance indicators | 2014 | 2013 | 2012 | |||||||||
| Operating profit before exceptional items |
| -2.5% $651m1 |
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| +10.4% $668m | 2 |
| +10.4% $605m | 3,4 | |||
| Full-year dividend per share (excluding any special dividends and capital returns) |
| 77.0¢ 48.6p |
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| 70.0¢ 43.2p |
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| 64.0¢ 41.2p |
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| Three-year total TSR (annualised) | +31.7% | +18.4% | +28.2% | |||||||||
Directors’ Remuneration Policy
At the 2014 AGM, shareholders approved our Directors’ Remuneration Policy (DR Policy), as set out in our 2013 Annual Report, with 90.94 per cent support. I mentioned in the 2013 Directors’ Remuneration Report the issues we had discussed at some depth with shareholders prior to the vote at the AGM. The two we know prompted some shareholders to vote against the
DR Policy were the use of relative TSR as a measure in the LTIP, and the fact that the DR Policy did not require Executive Directors to hold shares beyond the three-year vesting date.
I explained then that the outcome of the 2011/13 LTIP cycle was in line with performance and reflected shareholder value creation. I also pointed out that our Executive Directors had very substantial shareholdings and formally requiring further holding periods seemed unnecessary. Shareholders voted 94.01 per cent in favour of the 2013 Directors’ Remuneration Report.
We are not making any changes to the DR Policy itself for 2015. There is, however, one substantive change to how we will implement the DR Policy. We have introduced a three-year clawback clause post-vesting or payment of awards, applying to awards made relating to 2015 and future financial years. This will apply in addition to the existing malus provision in the DR Policy, which allows for awards to be reduced prior to vesting. The details are set out on pages 81 and 91 of the Annual Report.
Remuneration and business strategy
We feel strongly that we should make changes to the DR Policy in a coherent way if it is to retain credibility with management and serve its purpose of motivating and rewarding outstanding performance. Reward arrangements for senior executives of a global business are inevitably quite complicated and need to be communicated as an intrinsic part of the business strategy. We are keen to avoid, if possible, the introduction of ad-hoc changes, especially where there is no link to the business strategy.
The current executive reward structure was introduced five years ago. It includes the key performance measures at the heart of the current business strategy; an annual plan to incentivise and reward the delivery of good financial results, as well as from 2013, improvements in guest satisfaction and employee engagement; and a long-term plan to reward the delivery of strong shareholder returns and better-than-market number of rooms and RevPAR growth. All these measures remain relevant to future business strategy. However, after five years, it is right to revisit whether other measures and remuneration approaches could even better support the strategic priorities for the coming five years, as well as consider further questions shareholders have raised. Therefore, during 2015, the Remuneration Committee will revisit all aspects of the APP and LTIP to ensure they remain fit for purpose. This will include consideration of the following:
We will consult major shareholders and shareholder organisations during 2015 and put the new DR Policy to all shareholders at our 2016 AGM for approval.
Pension arrangements
For a number of years, we have been working to de-risk the potential liabilities of the Group’s legacy UK pension arrangements. The defined benefit pension closed to new members in 2002 and to future accrual in 2013, after which benefits were secured with an insurer.
One of the last elements of de-risking we announced was our intention to change the long-established enhanced early retirement arrangements. These terms were inappropriate in the current wider pensions context. The conditions were changed during the year and this will be phased out over the coming years, as explained on pages 85 and 87.
The main exceptional payment in this Directors’ Remuneration Report relates to the decision announced last year to seek to cash out the closed senior executive pension scheme – InterContinental Hotels Executive Top-Up Scheme (ICETUS). This was the final stage of the de-risking plan. I am pleased that we had a positive response from those members of the scheme with the most potential value. Richard Solomons was one of those who agreed to cash out this part of the pension. The value of the pension was substantial, reflecting his 22 years with the business. As a result, there is a one-off additional element in his overall remuneration for 2014 only. This is explained in the single remuneration figure section on page 82.
No other changes are proposed and the Board believes that any remaining UK pensions risk is not significant.
Board change
Kirk Kinsell left the Board and his role as President, The AmericasChief Executive Officer effective as of 30 June 2017 and retired from the Company on 13 February 2015, aged 60, after a total of 19 years’ service30 August 2017. All payments made to Richard are consistent with the business.approved Directors’ Remuneration Policy on retirement.
Salary, benefits and pension
Mr Kinsell∎∎∎
Annual Performance Plan (APP)
Cash
∎
Richard was succeeded by Elie Maalouf whoeligible to participate in the 2017 Annual Performance Plan and payment was pro-rated to 30 August 2017. There will be no accelerated payment of the 2017 APP. The award was subject to the normal performance conditions and payment will be made 50% in cash and 50% in shares deferred for three years from grant.
Clawback provisions apply for a period of three years after the date of payment of the APP cash award.
Annual Performance Plan (APP) Shares
∎
Richard’s unvested APP deferred shares will vest on the usual vesting dates.
Based on the share price on 29 December 2017 of 4,719p and the number of deferred shares as at 30 June 2017, the value of these shares is £2,315,472 (49,067 shares as detailed on page 73). These awards have previously been disclosed in the single figure table in the relevant year.
Malus provisions will continue to apply for a period of three years after the grant of the APP share awards.
Long Term Incentive Plan (LTIP)
∎
Richard was not eligible for an LTIP grant in 2017.
All outstanding LTIP awards will vest in line with the terms of the plan rules on the normal vesting date and only to the extent the performance conditions are fulfilled, and will be pro-rated for the time up to 30 August 2017. This is for 32 months under the 2015/17 LTIP cycle and 20 months for the 2016/18 LTIP cycle.
LTIP awards will remain subject to malus provisions under the terms of the plan until the end of the performance period. Clawback provisions will continue to apply for a period of three years after vesting of the awards.
| 68 | IHG | Annual Report and Form 20-F 2017 |
Approach to recruitment remuneration
DR Policy area
The remuneration of any new Executive Director will be determined in accordance with the Directors’ Remuneration Policy and the maximum annual level of variable remuneration that may be granted to a newly-recruited Executive Director will be in line with that of the existing Executive Directors, excluding any pro-rated awards in relation to LTIP cycles outstanding at the time of recruitment (up to a further 205% of salary) and any remuneration that constitutes compensation for incentives foregone and relocation, expatriate or international assignment costs.
Non-Executive Directors
| Remuneration component | How this was implemented in 2017 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Malina Ngai was appointed as Non-Executive Director from 1 March 2017 and serves on the
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| Fees and benefits (cash) | Malina and Luke’s new appointments were on a single fee of £74,400 per annum, in line with other Non-Executive Directors and Jo’s fee increased to £99,000 per annum, in line with the existing structure for Committee chairs. Travel and accommodation in connection with attendance at Board and Committee meetings is payable. | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Pension | Malina, Luke and Jo are not eligible to participate in the IHG pension plan. | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| APP and LTIP | Malina, Luke and Jo are not eligible to participate in the IHG Annual Performance Plan or Long Term Incentive Plan. | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Letter of | Malina, Luke and Jo’s respective letters of appointment are available from the | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| IHG | Annual Report and Form 20-F 2017 | Governance | Directors’ Remuneration Report | 69 |
Governance
Directors’ Remuneration Report continued
Annual Report on Directors’ Remuneration
This Annual Report on Directors’ remuneration explains how the
Directors’ Remuneration Policy (DR Policy) was implemented in 2017
and the resulting payments each of the Executive Directors received.
This report is subject to an advisory vote by shareholders at the 2018 AGM. The notes to the single-figure table provide further detail, where relevant, for each of the elements that make up the total single figure of remuneration in respect of each of the Executive Directors.
AUDITED |
Single total figure of remuneration – Executive Directors
| Fixed pay | Variable pay | Other | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
 Salary |  Benefits |  Pension benefit |  APP |  LTIP |  Total | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Executive Directors | 2017 £000 | 2016 £000 | 2017 £000 | 2016 £000 | 2017 £000 | 2016 £000 | 2017 £000 | 2016 £000 | 2015/17 cycle (value of shares) £000 | 2014/16 cycle (value of shares) £000c | 2017 £000 | 2016 £000 | 2017 £000 | 2016 £000 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Keith Barra | 388 | – | 17 | – | 97 | – | 545 | – | 580 | – | 500 | – | 2,127 | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Richard Solomonsb | 413 | 810 | 13 | 26 | 124 | 243 | 554 | 1,042 | 1,075 | 1,541 | – | – | 2,179 | 3,662 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Paul Edgecliffe-Johnson | 530 | 500 | 27 | 24 | 159 | 150 | 747 | 640 | 702 | 846 | – | – | 2,165 | 2,160 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| a | 2017 figures (excluding LTIP) for Keith Barr relate to |
| b | 2017 figures (excluding LTIP) for Richard Solomons relate to the |
| c | Figures for 2014/16 LTIP cycle have been restated using actual share price on date of vesting. |
Notes to single figure table
Fixed pay
∎ Salary:salary paid for the year. Keith Barr succeeded Richard Solomons as Chief Executive Officer on 1 July 2017, with an annual base salary of £775,000 effective from this date. The 2017 figure in the table above is for the period 1 July to 31 December 2017. There is no comparative data for 2016 as Keith did not serve as an Executive Director before this date.
Richard Solomons stepped down from the role of Chief Executive Officer and from the Board on 30 June 2017, and retired from the Company on 30 August 2017. Further information can be found on page 68. The 2017 figure in the table above is for the period 1 January to 30 June 2017.
∎ Benefits:for Executive Directors, this includes, but is not limited to, taxable benefits such as company car, healthcare and life cover. Provision during 2017 was in line with previous years and the approved DR Policy.
∎ Pension benefit:for current Executive Directors, in line with DR Policy, the value of IHG contributions to pension plans and any cash allowances, paid in lieu of pension contributions.
The Executive Directors did not participate in any IHG pension plan in 2017 and instead all received cash allowances and life assurance cover.
| Cash allowance | Life cover | |||||||||||||||||
| Executive Director | % of salary | Amount £000 | (multiple of base salary) | |||||||||||||||
| Keith Barr | 25 | 97 | a | Four times | ||||||||||||||
| Richard Solomons | 30 | 124 | b | Six times | ||||||||||||||
| Paul Edgecliffe-Johnson | 30 | 159 | Four times | |||||||||||||||
| a | In respect of the
Other:Keith received a lump sum of £500,000 in July 2017 to cover the transitional and transactional costs of localising to the UK. Further information can be found on page 69. Variable pay ∎ APP (cash and deferred shares) Operation Award levels are determined based on salary as at 31 December 2017 on a straight-line basis between threshold and target, and target and maximum, and are based on achievement vs target under each measure:
Threshold is the minimum level that must be achieved for there to be an award in relation to that measure; no award is made for achievement below threshold. For 2017, the Remuneration Committee set a threshold award level of 56% of salary. Target is the target level of achievement and results in a target award for that measure. For 2017, the Remuneration Committee set a target award of 112% of salary. Further details can be found on page 68. Maximum is the level of achievement at which a maximum award for that measure is received (capped at 200% of salary). The threshold award was subject to a global EBIT affordability gate and Overall Performance Rating (OPR) such that: If global EBIT was below 85% of target, no awards relating to the Guest Love and OPR would be made; If global EBIT was between 85% and 90% of target, half of any award relating to the Guest Love and OPR would be made; If OPR was 2, EBIT and Guest Love awards were reduced by 50%; and If OPR was 2.5, EBIT and Guest Love awards were reduced by 25%.
Outcome for 2017 The performance measures for the 2017 APP were EBIT (70%), Guest Love (20%) and OPR (10%) and were determined in accordance with the DR Policy. The table below shows threshold, target and maximum opportunity, as well as weighting and actual 2017 achievement for the EBIT and Guest Love performance measures:
APP
EBIT is operating profit before exceptional items. However, in determining EBIT for APP purposes, budgeted exchange rates for the year are used and certain adjustments to reported 2017 operating profit were agreed by the Committee in order to ensure alike-for-like comparison with the APP EBIT target set at the start of the year:
The remaining 10% weighting of the APP is based on a personal overall performance rating (OPR). OPR results are determined by reference to individual employee performance relating to the delivery of a range of measurable annual objectives aligned to our Strategic Model. The 2017 objectives for the Executive Directors included a range of financial and efficiency measures; key strategic growth initiatives; and targets for our Responsible Business agenda. When combined with the EBIT and Guest Love results, the total weighted achievement was 123.0% for Keith Barr, 118.0% for Richard Solomons and 123.0% for Paul Edgecliffe-Johnson, of target bonus. The APP award for 2017,pro-rated for thesix-month period each served as CEO, was therefore 70.3% of salary for Keith Barr and 66.3% for Richard Solomons. The 2017 award for Paul Edgecliffe-Johnson was 139.4% of salary. Awards for 2017 are payable 50% in cash and 50% in deferred shares, vesting three years after the date of grant, in February 2021. The deferred share awards are made in the form of forfeitable shares that receive dividends during the three-year vesting period and include the right to vote at shareholder meetings. They are not subject to any further performance conditions.
∎ 2015/17 LTIP (shares) Awards are made annually and eligible executives will receive shares at the end of that cycle, subject to achievement of the performance measures. Growth in net room openings and RevPAR is measured on a relative basis against the comparator group. This group comprises the following major, globally branded competitors: Accor Hotels; Choice Hotels International Inc.; Hilton Worldwide; Hyatt Hotels Corporation; Marriott International Inc.; Starwood Hotels and Resorts; and Wyndham Worldwide Corp. In respect of Marriott’s acquisition of Starwood in September 2016, Starwood was retained as a separate entity for the period up to its last independently published results. TSR measures the return to shareholders by investing in IHG relative to a broader set of appropriate hotel and lodging competitors, as per data provided by our corporate bankers sourced from Thomson Reuters Datastream. The share price of 4,317p used to calculate the 2015/17 LTIP cycle value shown in the single-figure table is the average over the final quarter of 2017. The share price in respect of the 2014/16 LTIP cycle has been restated using the volume weighted average price of 3,796p on the date of actual vesting on 22 February 2017. The corresponding values shown in the 2016 report (prior to the actual vesting) were an estimate calculated using an average share price over the final quarter of 2016 of 3,273p. Outcome for 2015/17 cycle The performance measures for the 2015/17 three-year LTIP cycle were in line with the 2014 DR Policy. The table below shows threshold and maximum opportunity, as well as weighting and actual achievement, for each performance measure.
Governance Directors’ Remuneration Report continued Annual Report on Directors’ Remuneration continued
LTIP
Net rooms supply and RevPAR growth were measured by reference to the three years ending 30 September 2017; TSR was measured by reference to the three years ending 31 December 2017. This cycle will vest on 21 February 2018 and the individual outcomes for this cycle are shown below:
Other outstanding awards During 2016, awards were granted under the 2016/18 LTIP cycle on the same basis as the 2015/17 LTIP cycle. Awards were made to each Executive Director over shares with a maximum value of 205% of salary using the closingmid-market share price of 2,854p on 4 April 2016. These are in the form of conditional awards over Company shares and do not carry the right to dividends or dividend equivalents during the vesting period.
The vesting date for these awards is the day after the announcement of our Annual 2018 Preliminary Results in February 2019. These awards will vest and shares will be transferred to the award-holder in February 2019, to the extent performance targets are met. The performance measures are the same as for the 2015/17 cycle. Relative growth in net rooms supply and RevPAR will be measured by reference to the three years ending 30 September 2018; TSR will be measured by reference to the three years ending 31 December 2018. Minimum performance is equal to 20% of the maximum award.
Scheme interests awarded during 2017 During 2017, awards were granted under the 2017/19 LTIP cycle. Awards were made to each Executive Director over shares with a maximum value of 205% of salary using an average of the closingmid-market share price for the five days prior to grant. At the date of grant on 22 May 2017, this was 4,257p. These are in the form of conditional awards over Company shares and do not carry the right to dividends or dividend equivalents during the vesting period. No award was made to Richard Solomons.
The vesting date for these awards is the day after the announcement of our Annual 2019 Preliminary Results in February 2020. These awards will vest and shares will be transferred to the award-holder in February 2020, to the extent performance targets are met. The performance measures are as agreed in the 2017 Remuneration Policy. Total gross revenue, net System size growth, cash flow and Total Shareholder Return are measured by reference to the three years ending 31 December 2019. Minimum performance is equal to 20% of the maximum award.
Statement of Directors’ shareholdings and share interests The Committee believes that share ownership by Executive Directors and senior executives strengthens the link between the individual’s personal interests and those of shareholders. Guideline Executive Director shareholding requirement Executive Directors are required to hold shares equal to 300% of salary for the Chief Executive Officer and 200% for any other Executive Directors within five years of their appointment. The number of shares held outright includes all Directors’ beneficial interests and those held by their spouses and other connected persons. From 2018, the full guideline shareholding requirements will continue for six months, and 50% of the requirements for a further six months, post- cessation of employment. Percentages are calculated using the number of shares held outright and the 29 December 2017 share price of 4,719p. Current Directors’ shareholdings The APP deferred share awards are not subject to performance conditions. Details on the performance conditions to which the unvested LTIP awards are still subject can be found on page 75. Shares and awards held by Executive Directors as at 31 December 2017 % of salary
Shares and awards held by Executive Directors as at 31 December 2017: number of shares
Payments for loss of office The information on page 68 sets out the treatment in relation to Richard Solomons who stepped down from the role of Chief Executive Officer and from the Board on 30 June 2017 and retired from the Company on 30 August 2017. All payments made to Richard are consistent with the approved Directors’ Remuneration Policy on retirement. Pension entitlements No Executive Director is entitled to any Defined Benefit pension or related benefit from IHG.
Payments to past Directors – benefits Sir Ian Prosser Sir Ian Prosser, who retired as a Director on 31 December 2003, had an ongoing healthcare benefit of £2,011 during the year. Richard Solomons Richard had an ongoing healthcare benefit of £1,735 in respect of the period 1 July to 31 December 2017.
Other information relating to Directors’ remuneration Non-executive directorships of other companies Paul Edgecliffe-Johnson has served as aNon-Executive Director of Thomas Cook plc since 26 July 2017. Paul received fees of £25,952 during 2017 in respect of this appointment. Richard Solomons, Chief Executive Officer continued to serve as aNon-Executive Director of Marks and Spencer plc and in 2017 received fees of £70,000 per annum. These appointments are permitted under the DR Policy and the amounts are not included in the single figure table of remuneration table on page 70. No other current Executive Director holds anyNon-Executive Director appointments at any other company. Service contracts and notice periods for Executive Directors In accordance with the UK Corporate Governance Code, all Executive Directors have rolling service contracts with a notice period of 12 months and are subject to election and annualre-election by shareholders at the AGM. Dividends paid to Executive Directors
5 May 2017. A special The
Governance Directors’ Remuneration Report continued Annual Report on Directors’ Remuneration continued Relative performance graph For LTIP purposes, a TSR comparator group of a global hotels index was used. InterContinental Hotels Group PLC is a member of the FTSE 100 share index, and the graph below shows the Company’s TSR performance from 31 December 2008 to 31 December 2017, assuming dividends are All indices are shown in sterling. This data is sourced directly from Thomson Reuters Datastream by Bank of America Merrill Lynch for IHG.
Chief Executive Officer’s remuneration The table below shows the Chief Executive Officer’s single figure of total remuneration for the nine years to 31 December 2017.
Percentage change in remuneration of Chief Executive Officer We believe that a group comprised ofUK-based employees is an appropriate comparator for salary and taxable benefits because the structure and composition of remuneration for that group most closely reflects that of theUK-based Chief Executive Officer. The table below shows the percentage change in the For the annual incentive, a group of
Relative importance of spend on pay The table below sets out the actual expenditure of the Group in 2017 and 2016 on corporate employee remuneration and distributions to shareholders, and shows the difference in spend between those years. For 2016, the total distributions to shareholders included a special dividend of 438.2p following the completion of the asset-light strategy in 2015.
Implementation of Directors’ Remuneration Policy in This section explains how the DR Policy will be applied in Salary: Executive Directors Directors’ salaries are agreed annually in line with the DR Policy. The following salaries will apply from 1 April
In line with policy, increases for the Executive Directors are consistent with the range of increases applying to the | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
The overall budget for salary increases for 2015 for UK and US corporate employeesemployee population, including for Paul Edgecliffe-Johnson where the increase reflects very strong individual performance during 2017.
Elie Maalouf was appointed to the Board with effect from 1 January 2018 as detailed on page 46. Elie’s remuneration on appointment is 3.0%in line with the DR Policy and 3.5% respectively.a salary of $752,000 will apply from 1 April 2018. Elie has share awards granted in respect of his role prior to becoming a Board director which are due to vest over the coming years.
APPLTIP and LTIPAPP performance measures and targets
LTIP
The measures for the 2018/20 LTIP cycle are as per the 2017/19 cycle and the Directors’ Remuneration Policy available on the Company website,www.ihgplc.com/investors under Corporate governance. The performance measures and targetsweightings, together with the full cash flow target disclosures for the 20152017/19 cycle as referenced in last year’s report, are shown below.
| Threshold | Maximum | 2017/19 cycle | 2018/20 cycle | |||||||||||||||||||||||||||||
| (%)/ | award | |||||||||||||||||||||||||||||||
| Performance | maximum | Weighting | (% of | Threshold | Maximum | Threshold | Maximum | |||||||||||||||||||||||||
| measure | Definition | vesting (%) | (%) | salary) | performance | performance | performance | performance | ||||||||||||||||||||||||
| Relative TSR | IHG’s performance against a comparator group of global hotel companies. TSR is the aggregate of share price growth and dividends paid, assuming reinvestment of dividends in the Company’s shares during the three-year performance period. | 20/100 | 40 | 82 | Median of comparator group | Upper quartile of comparator group | Median of group | Upper quartile of comparator group | ||||||||||||||||||||||||
| Cash flow | Cumulative annual cash generation over three-year performance period. | 20/100 | 20 | 41 | USD 1.29 bn | USD 1.72 bn | As a result of work to accelerate the Group’s growth, cash flow targets for the three years from 2018 are not available at the time of writing. These will be disclosed in next year’s report. | |||||||||||||||||||||||||
| Total gross revenue | Cumulative increase over three-year performance period. | 20/100 | 20 | 41 | The targets for these measures are, in the opinion of the Directors, commercially sensitive, and will therefore be disclosed in full retrospectively at the end of the LTIP cycle. Disclosure in advance would give IHG’s major competitors an unfair commercial advantage, providing them with access to key financial and growth targets from IHG’s three-year plan. These competitors would not be subject to the same obligation to make such information available, as they are either unlisted or listed on a stock exchange other than the London Stock Exchange. Full disclosure of targets and performance will be provided retrospectively after the end of the performance period. | |||||||||||||||||||||||||||
| Net System size growth | Increase in number of IHG rooms over three-year performance period. | 20/100 | 20 | 41 | ||||||||||||||||||||||||||||
APP
The 2018 APP measures are in line with the approved DR Policy and will be 70% based on EBIT achievement vs target, 15% based on net System size growth and 15% based on other key strategic measures that are reviewed annually and set in line with business priorities. EBIT is a focal measure of business performance for our shareholders and is a function of other critical measures, such as RevPAR, profit margin and fee revenues. The Committee has determined that it is particularly important to incentivise and reward management for achieving a stretching target for net System size growth over the 2015/17 LTIP cycle arenext year, so this will make up 15% of the same as2018 APP. The remaining 15% will be made up of other key objectives for the 2014 APPyear, based on strategic initiatives being implemented to support IHG’s future growth. Further detail and the 2014/16 LTIP cycle respectively.
The actual targets under the performance measures for the APP for 2015 are not disclosed at this stage, as they are, in the opinion of the Directors, commercially sensitive. Disclosure would risk providing IHG’s major competitors with an unfair advantage as these companies are either unlisted or listed on a stock exchange other than the London Stock Exchange and therefore not subject to the same obligation to disclose incentive plan targets. We will consider during 2015 what further transparency we can provide shareholders without disadvantaging the business.
A clawback provision will be introducedrationale in respect of the 2015 APP cash awardskey strategic objectives will be disclosed in the 2018 remuneration report.
The Committee has determined that the targets under the EBIT, net System size growth and 2015/17 LTIP cycle awards made to Executive Directors. The clawback provision will apply for three years fromother strategic measures are commercially sensitive at this time. However, the date of payment (for the APP cash award)targets set and the date of vesting (for the LTIP award). Clawback mayoutcomes against those targets will be operateddisclosed in full in the event2018 remuneration report and are in line with the DR Policy.
Measure | Definition | Weighting (%) | Performance objective | |||||||||
| EBIT | Earnings Before Interest and Tax – a measure of IHG’s operating profit before exceptional items for the year | 70 | Achievement against target | |||||||||
| Net System size growth | Increase in absolute number of rooms | 15 | Achievement against target | |||||||||
| Strategic measures | Key strategic measures which are reviewed annually and set in line with strategic priorities | 15 | Achievement against target | |||||||||
| IHG | Annual Report and Form 20-F 2017 | Governance | Directors’ Remuneration Report | 75 |
Governance
Directors’ Remuneration Report continued
Annual Report on Directors’ Remuneration continued
AUDITED |
Single total figure of gross misconduct on the part of the employee and/or material misstatement in Company or Group financial statements.remuneration:Non-Executive Directors
Committee appointments | Date of original appointment | |||||||||||||||||||||||||||||||||||||||||||||||||||
Fees £000 | Taxable benefits £000 | Total £000 | ||||||||||||||||||||||||||||||||||||||||||||||||||
| Non- Executive Director | 2017 | 2016 | 2017 | 2016 | 2017 | 2016 | ||||||||||||||||||||||||||||||||||||||||||||||
| Patrick Cescau |  | 01/01/13 | 422 | 412 | 21 | 19 | 443 | 431 | ||||||||||||||||||||||||||||||||||||||||||||
| Anne Busquet |  |  |  | 01/03/15 | 74 | 73 | 6 | 4 | 80 | 77 | ||||||||||||||||||||||||||||||||||||||||||
| Ian Dyson |  |  |  | 01/09/13 | 99 | 97 | 3 | 3 | 102 | 100 | ||||||||||||||||||||||||||||||||||||||||||
| Jo Harlow |  |  |  | 01/09/14 | 81 | 73 | 3 | 3 | 84 | 76 | ||||||||||||||||||||||||||||||||||||||||||
| Luke Mayhew |  |  |  | | 01/07/11 | 93 | 97 | 2 | 3 | 95 | 100 | |||||||||||||||||||||||||||||||||||||||||
| Jill McDonald | |  | | 01/06/13 | 87 | 81 | 5 | 3 | 92 | 84 | ||||||||||||||||||||||||||||||||||||||||||
| Dale Morrison | | | | 01/06/11 | 107 | 97 | 55 | 31 | 162 | 128 | ||||||||||||||||||||||||||||||||||||||||||
| Malina Ngai | | | | 01/03/17 | 62 | – | 7 | – | 69 | – | ||||||||||||||||||||||||||||||||||||||||||
These new provisions apply in addition to the existing malus provisions on the LTIP and APP deferred awards that provide for unvested awards to be reduced at the discretion
 | See page 47 for Board and Committee membership key and attendance. |
Fees: Luke Mayhew stepped down as Chairman of the Remuneration Committee on 30 September 2017 and was replaced by Jo Harlow. The fee for Malina Ngai reflects her appointment from 1 March 2017.
Benefits: ForNon-Executive Directors, benefits include taxable travel and accommodation expenses to attend Board meetings away from the designated home location. Under concessionary HM Revenue and Customs rules,non-UK basedNon-Executive Directors are not subject to tax on travel expenses for the first five years; this is reflected in circumstances including:the taxable benefits for Anne Busquet and Malina Ngai, and for the period up to 31 May 2016 for Dale Morrison.
Incentive awards:Non-Executive Directors are not eligible for any incentive awards.
Pension benefit:Non-Executive Directors are not eligible for any pension contributions or benefit.
| Further details on changes to the Board can be found on page 49. |
Shares held byNon-Executive Directors as at 31 December 2017: number of a material misstatement or restatementshares
TheNon-Executive Directors who held shares are listed in the Company’s or any Group Company’s audited financial accounts (other than as a result of a change in accounting practice) for a period that was wholly or partly before the end of the performance period by reference to which the APP cash award was determined; and/or
| Non-Executive Director | 2017 | 2016 | ||||||||||
| Luke Mayhew | 1,373 | b | 1,435 | |||||||||
| Dale Morrisona | 3,116 | b | 3,255 | |||||||||
| Jo Harlowa | 1,000 | – | ||||||||||
| a | Shares held in the form of American Depository Receipts. |
| b | The shares held in 2017 are lower due to the share consolidation on 8 May 2017. |
Fees:Non-Executive Directors
The fees forNon-Executive Directors’ fees Directors are reviewed and agreed annually in line with the DR Policy.
Patrick Cescau All of theNon-Executive Directors waived any fee increase for 2015.2018. The following annual fee levels for 2018 will applytherefore remain unchanged from 1 January 2015:2017 as follows:
| Non-Executive Director | Role | 2015 £ | 2014 £ | |||||||
| Patrick Cescau | Chairman of the Board | 412,000 | 412,000 | |||||||
| Ian Dyson1 | Chairman of Audit Committee | 96,550 | 93,750 | |||||||
| Jo Harlow2 | Non-Executive Director | 72,600 | 68,500 | |||||||
| David Kappler1 | Senior Independent Non-Executive Director and Chairman of Audit Committee | n/a | 111,750 | |||||||
| Jennifer Laing | Chairman of Corporate Responsibility Committee | 85,000 | 82,500 | |||||||
| Jonathan Linen3 | Non-Executive Director | n/a | 70,500 | |||||||
| Jill McDonald | Non-Executive Director | 72,600 | 70,500 | |||||||
| Luke Mayhew | Chairman of Remuneration Committee | 96,550 | 93,750 | |||||||
| Dale Morrison1 | Senior Independent Non-Executive Director | 96,550 | 93,750 | |||||||
| Ying Yeh | Non-Executive Director | 72,600 | 70,500 | |||||||
| Non-Executive Director | Role | 2018 £000 | 2017 £000 | |||||||||||
| Patrick Cescau | Chairman of the Board | 422 | 422 | |||||||||||
| Anne Busquet | Non-Executive Director | 74 | 74 | |||||||||||
| Ian Dyson | Chairman of Audit Committee | 99 | 99 | |||||||||||
| Jo Harlow | Chairman of Remuneration Committee | 99 | 74 | a | ||||||||||
| Luke Mayhew | Non-Executive Director | 74 | 99 | b | ||||||||||
| Jill McDonald | Chairman of Corporate Responsibility Committee | 87 | 87 | |||||||||||
| Dale Morrison | Senior IndependentNon-Executive Director | 107 | 107 | |||||||||||
| Malina Ngai | Non-Executive Director | 74 | 62 | c | ||||||||||
| b | Luke Mayhew’s 2017 fee relates to his position as Chairman of |
Luke Mayhew, Remuneration Committee Chairman
16 February 2015
| c |
GroNon-Executive Directors have letters of appointment, which are available upon request from the Company Secretary’s office.
upPatrick Cescau,Non-Executive Chairman, is subject to 12 months’ notice. No otherFinNon-Executive Directors are subject to notice periods. AllancNon-Executive Directors are subject to election and annualialre-electionStatements by shareholders at the AGM.
| IHG | Annual Report and Form 20-F 2017 |
Remuneration Committee details
Key objectives and summary of responsibilities
The Remuneration Committee agrees, on behalf of the Board, all aspects of the remuneration of the Executive Directors and the Executive Committee, and agrees the strategy, direction and policy for the remuneration of the senior executives who have a significant influence over the Group’s ability to meet its strategic objectives. The Committee’s role and responsibilities are set out in its Terms of Reference (ToR), which are reviewed annually and approved by the Board.
| The ToR are available on IHG’s website at www.ihgplc.com/investors under Corporate governance. |
The Committee’s key focus area during the year was the implementation of the revised Remuneration Policy as the Group initiates plans to accelerate its growth.
Membership and attendance at meetings
The Committee met six times during 2017 and details of the Committee’s membership and attendance at the meetings are set out on page 47. During 2017 there were some changes to the Committee membership and this is detailed on pages 49 and 69.
During 2017 the Committee was supported internally by the Chairman, the Group’s CEO and CFO, and the heads of HR and Reward as necessary. All attend by invitation to provide further background information and context to assist the Committee in its duties. They are not present for any discussions that relate directly to their own remuneration or where their attendance would not be appropriate.
| Details of Committee attendance can be found on page 47. |
Reporting to the Board
The Committee Chairman updates the Board on all key issues raised at Committee meetings. Papers and minutes for each meeting are also circulated to all Board members for review and comment.
Shareholder engagement
The top 20 shareholders, as per the Share Register on
7 November 2017, were contacted regarding the change in Chairman of the Remuneration Committee and invited to discuss any matters pertaining to the Remuneration Policy.
Effectiveness of the Committee
All members are independentNon-Executive Directors, as required under the ToR. All members have the necessary experience and expertise to meet the Committee’s responsibilities. The effectiveness of the Committee is monitored and assessed annually through the Board’s evaluation questionnaires and interviews, and informally by the Committee’s advisers. The annual review included assessment of the effectiveness of the Committee using a guide prepared by PwC. This guide covers both the Committee’s behaviours and its processes.
Other focus areas and activities
The focus areas and activities discussed by the Committee during 2017 were: Review and approval of performance outcomes and set targets for 2017; Executive Committee changes and remuneration; diversity and inclusion including the UK gender pay disclosure; and consideration of external remuneration developments and best practice.
Remuneration advisers
The Committee continued to retain PricewaterhouseCoopers LLP (PwC) throughout 2017 as independent advisers. Fees of £85,835 were paid to PwC in respect of advice provided to the Committee on executive remuneration matters during the year. This was in the form of an agreed fee for support in preparation of papers and attendance at meetings, with work on additional items charged at hourly rates. The terms of engagement for PwC are available from Company Secretary’s office on request.
PwC also provided other consulting services to the Group during 2017. In respect of the services for the CEO succession, fees of £127,500 were paid to PwC in 2017. Much work had to be done confidentially which, in other roles and circumstances, would have been donein-house. The period of work commenced before the appointment of the Chief Human Resources Officer.
PwC is a member of the Remuneration Consultants Group and as such, voluntarily operates under the code of conduct in relation to executive remuneration consulting in the UK and the professional standards to which they have committed to adhere when advising remuneration committees. PwC was appointed following a competitive tender process and the Committee is satisfied that the advice received from PwC is objective and independent.
Voting at the Company’s AGMs
There is no binding vote in respect of the DR Policy at the 2018 AGM as it remains unchanged from 2017.
The outcome of the votes in respect of the DR Policy and Report for 2014 to 2017 are shown below:
| Directors’ Remuneration Policy (binding vote) | Directors’ Remuneration Report (advisory vote) | |||||||||||||||||||||||
| AGM | Votes for | Votes against | Abstentions | Votes for | Votes against | Abstentions | ||||||||||||||||||
| 2017 | 120,328,350 (95.76%) | 5,332,320 (4.24%) | 261,819 | 119,155,451 (96.42%) | 4,426,549 (3.58%) | 2,340,489 | ||||||||||||||||||
| 2016 | – | – | – | 167,998,487 (98.58%) | 2,427,740 (1.42%) | 5,056,017 | ||||||||||||||||||
| 2015 | – | – | – | 149,415,662 (96.99%) | 4,633,208 (3.01%) | 3,642,496 | ||||||||||||||||||
| 2014 | 155,440,907 (90.94%) | 15,483,775 (9.06%) | 906,025 | 158,131,479 (94.01%) | 10,076,027 (5.99%) | 3,623,200 | ||||||||||||||||||
Jo Harlow
Chairman of the Remuneration Committee
19 February 2018
| IHG | Annual Report and Form 20-F 2017 | Governance | Directors’ Remuneration Report | 77 |
Group Financial Statements
Group Financial
Statements
| 80 | Statement of Directors’ Responsibilities | |
| Independent Auditor’s US Report | ||
| Group Financial Statements | ||
| Accounting policies | ||
| Notes to the Group Financial Statements |
Crowne Plaza London – Kings Cross, United Kingdom
Book
‘Guest Journey’ – Step three
| 78 |
| IHG | Annual Report and Form 20-F |
IHG | Annual Report and Form 20-F 2017 | Group Financial Statements 79
StatementStatement ofDirectors’Responsibilities Directors’ Responsibilities
Financial Statements and accounting records
The Directors are required to prepare financial statements for the Company and the Group at the end of each financial year in accordance with all applicable laws and regulations. Under company law the Directors must not approve the Financial Statements unless they are satisfied that they give a true and fair view of the state of affairs of the Group and the profit or loss of the Group for that period. In preparing these Financial Statements, the Directors are required to:
The Directors have responsibility for ensuring that the Group keeps proper accounting records which disclose with reasonable accuracy the financial position of the Group and the Company to enable them to ensure that the Financial Statements comply with the Companies Act 2006 and, as regards the Consolidated Financial Statements, Article 4 of the EU IAS Regulation. The Directors are also responsible for the system of internal control, for safeguarding the assets of the Company and the Group, and taking reasonable steps to prevent and detect fraud and other irregularities.
Disclosure Guidance and Transparency Rules
The Board confirms that to the best of its knowledge:
UK Corporate Governance Code
Having taken advice from the Audit Committee, the Board considers that this Annual Report and Form20-F, taken as a whole is fair, balanced and understandable and that it provides the information necessary for shareholders to assess the Company’s performance, business model and strategy.
Disclosure of information to Auditor
The Directors who held office as at the date of approval of this report confirm that they have taken steps to make themselves aware of relevant audit information (as defined by Section 418(3) of the Companies Act 2006). None of the Directors are aware of any relevant audit information which has not been disclosed to the Company’s Auditor.
Management’s report on internal control over financial reporting
Management is responsible for establishing and maintaining adequate internal control over financial reporting for the Group, as defined in Rule 13a-15(f)13a–15(f) and 15d-15(f)15d–15(f) under the Securities Exchange Act of 1934 as a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with IFRS.
The Group’s internal control over financial reporting includes policies and procedures that:
Any internal control framework has inherent limitations and internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions or the degree of compliance with the policies or procedures may deteriorate.
Management has undertaken an assessment of the effectiveness of the Group’s internal control over financial reporting at 31 December 20142017 based on criteria established in the Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 Framework) (the COSO criteria).
Based on this assessment, management has concluded that as at 31 December 20142017 the Group’s internal control over financial reporting was effective.
During the period covered by this document the Group transitioned from the 1992 to the 2013 Internal Control-Integrated Framework criteria issued by COSO. Therethere were no other changes in the Group’s internal control over financial reporting that have materially affected or are reasonably likely to materially affect the effectiveness of the internal controls over financial reporting.
The Group’s internal control over financial reporting at 31 December 2014,2017, together with the Group’s Consolidated Financial Statements, were audited by Ernst & Young LLP, an independent registered public accounting firm. Their report on internal control over financial reporting can be found on page 99.87.
For and on behalf of the Board
Keith Barr |  | |
Paul Edgecliffe-Johnson | ||
| Chief Executive Officer | Chief Financial Officer | |
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| 86 | IHG | Annual Report and Form 20-F 2017 |
IndependentAuditor’sIndependent Auditor’s US ReportReport
Report of independent registered public accounting firm on internal control over financial reporting
To the Board of Directors and Shareholders of InterContinental Hotels Group PLC.
Opinion on Internal Control over Financial Reporting
We have audited InterContinental Hotels Group PLC’s internal control over financial reporting as of 31 December 2014,2017, based on criteria established in Internal Control-IntegratedControl—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 Framework)framework), (the COSO criteria). In our opinion, InterContinental Hotels Group PLC’sPLC (the Company) maintained, in all material respects, effective internal control over financial reporting as of 31 December 2017, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the accompanying 2017 Consolidated Financial Statements of InterContinental Hotels Group PLC, and our report dated 19 February 2018 expressed an unqualified opinion thereon.
Basis for opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the Annual Report and Form 20-F 2014.accompanying Management’s report on internal control over financial reporting. Our responsibility is to express an opinion on the Group’sCompany’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States).PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects.
Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control over Financial Reporting
A company’s internal control over financial reporting is a process designed 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’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 authorisations of management and directorsDirectors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorised acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that 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, InterContinental Hotels Group PLC maintained, in all material respects, effective internal control over financial reporting as of 31 December 2014, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the accompanying Group statement of financial position of InterContinental Hotels Group PLC as of 31 December 2014 and 2013, and the related Group income statement, Group statement of comprehensive income, Group statement of changes in equity and Group statement of cash flows for each of the three years in
the period ended 31 December 2014, and our report dated 16 February 2015 expressed an unqualified opinion thereon.
ERNST & YOUNG LLP
London, England
1619 February 20152018
Report of independent registered public accounting firm
To the Board of Directors and Shareholders of InterContinental Hotels Group PLC.
Opinion on the Financial Statements
We have audited the accompanying Group statement of financial position of InterContinental Hotels Group PLC (the Company) as of 31 December 20142017 and 2013,2016, and the related Group statements of income, statement, Group statement of comprehensive income, Group statement of changes in equity and Group statement of cash flows for each of the three years in the period ended 31 December 2014. These Financial Statements are2017, and the responsibility ofrelated notes (collectively referred to as the Group’s management. Our responsibility is to express an opinion on these Financial Statements based on our audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States)“Financial Statements”). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the Financial Statements referred to abovefinancial statements present fairly, in all material respects, the consolidated financial position of InterContinental Hotels Group PLC at 31 December 20142017 and 2013,2016, and the consolidated results of its operations and its cash flows for each of the three years in the period ended 31 December 2014,2017, in conformity with International Financial Reporting Standards as issued by the International Accounting Standards Board.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), InterContinental Hotels Group PLC’sthe Company’s internal control over financial reporting as of 31 December 2014,2017, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 Framework)framework), and our report dated 1619 February 20152018 expressed an unqualified opinion thereon.
Basis for Opinion
These Financial Statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on the Company’s Financial Statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the Financial Statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion.
ERNST & YOUNG LLP
We have served as auditors since IHG’s listing in April 2003
and of the Group’s predecessor businesses since 1988.
London, England
1619 February 20152018
Notes:
| IHG | Annual Report and Form 20-F | 87 |
Group Financial Statements
GroupFinancial StatementsGroup Financial Statements
| 2017 | 2016 | 2015 | ||||||||||||||||||||||||||||||||||||||||||||||
For the year ended 31 December 2017 | Note | Before $m | Exceptional $m | Total $m | Before $m | Exceptional $m | Total $m | Before $m | Exceptional (note 5) $m | Total $m | ||||||||||||||||||||||||||||||||||||||
| Revenue | 2 | 1,784 | – | 1,784 | 1,715 | – | 1,715 | 1,803 | – | 1,803 | ||||||||||||||||||||||||||||||||||||||
| Cost of sales | (608 | ) | – | (608 | ) | (580 | ) | – | (580 | ) | (640 | ) | – | (640 | ) | |||||||||||||||||||||||||||||||||
| Administrative expenses | (328 | ) | (51 | ) | (379 | ) | (339 | ) | (13 | ) | (352 | ) | (395 | ) | (25 | ) | (420 | ) | ||||||||||||||||||||||||||||||
| Share of gains/(losses) of associates and joint ventures | 2 | 3 | – | 3 | (2 | ) | – | (2 | ) | (3 | ) | – | (3 | ) | ||||||||||||||||||||||||||||||||||
| Other operating income and expenses | 11 | 73 | 84 | 9 | – | 9 | 11 | 880 | 891 | |||||||||||||||||||||||||||||||||||||||
| 862 | 22 | 884 | 803 | (13 | ) | 790 | 776 | 855 | 1,631 | |||||||||||||||||||||||||||||||||||||||
| Depreciation and amortisation | 2 | (103 | ) | – | (103 | ) | (96 | ) | – | (96 | ) | (96 | ) | – | (96 | ) | ||||||||||||||||||||||||||||||||
| Impairment charges | 2 | – | (18 | ) | (18 | ) | – | (16 | ) | (16 | ) | – | (36 | ) | (36 | ) | ||||||||||||||||||||||||||||||||
| Operating profit | 2 | 759 | 4 | 763 | 707 | (29 | ) | 678 | 680 | 819 | 1,499 | |||||||||||||||||||||||||||||||||||||
| Financial income | 6 | 4 | – | 4 | 6 | – | 6 | 5 | – | 5 | ||||||||||||||||||||||||||||||||||||||
| Financial expenses | 6 | (89 | ) | – | (89 | ) | (93 | ) | – | (93 | ) | (92 | ) | – | (92 | ) | ||||||||||||||||||||||||||||||||
| Profit before tax | 674 | 4 | 678 | 620 | (29 | ) | 591 | 593 | 819 | 1,412 | ||||||||||||||||||||||||||||||||||||||
| Tax | 7 | (201 | ) | 116 | (85 | ) | (186 | ) | 12 | (174 | ) | (180 | ) | (8 | ) | (188 | ) | |||||||||||||||||||||||||||||||
| Profit for the year from continuing operations | 473 | 120 | 593 | 434 | (17 | ) | 417 | 413 | 811 | 1,224 | ||||||||||||||||||||||||||||||||||||||
| Attributable to: | ||||||||||||||||||||||||||||||||||||||||||||||||
Equity holders of the parent | 472 | 120 | 592 | 431 | (17 | ) | 414 | 411 | 811 | 1,222 | ||||||||||||||||||||||||||||||||||||||
Non-controlling interest | 1 | – | 1 | 3 | – | 3 | 2 | – | 2 | |||||||||||||||||||||||||||||||||||||||
| 473 | 120 | 593 | 434 | (17 | ) | 417 | 413 | 811 | 1,224 | |||||||||||||||||||||||||||||||||||||||
| Earnings per ordinary share | 9 | |||||||||||||||||||||||||||||||||||||||||||||||
| Continuing and total operations: | ||||||||||||||||||||||||||||||||||||||||||||||||
Basic | 306.7¢ | 195.3¢ | 520.0¢ | |||||||||||||||||||||||||||||||||||||||||||||
Diluted | 305.2¢ | 193.5¢ | 513.4¢ | |||||||||||||||||||||||||||||||||||||||||||||
 | Notes on pages 95 to 143 form an integral part of these Financial Statements. |
| 88 | IHG | Annual Report and Form 20-F 2017 |
For the year ended 31 December 2014 | 2014 | 2013 | 2012 | |||||||||||||||||||||||||||||||||||||||||
Before | Exceptional | Before | Exceptional | Before | Exceptional | |||||||||||||||||||||||||||||||||||||||
| exceptional | items | exceptional | items | exceptional | items | |||||||||||||||||||||||||||||||||||||||
| items | (note 5) | Total | items | �� | (note 5) | Total | items | (note 5) | Total | |||||||||||||||||||||||||||||||||||
| Note | $m | $m | $m | $m | $m | $m | $m | $m | $m | |||||||||||||||||||||||||||||||||||
| Revenue | 2 | 1,858 | – | 1,858 | 1,903 | – | 1,903 | 1,835 | – | 1,835 | ||||||||||||||||||||||||||||||||||
| Cost of sales | (741 | ) | – | (741 | ) | (784 | ) | – | (784 | ) | (772 | ) | – | (772 | ) | |||||||||||||||||||||||||||||
| Administrative expenses | (382 | ) | (101 | ) | (483 | ) | (374 | ) | (167 | ) | (541 | ) | (372 | ) | (16 | ) | (388 | ) | ||||||||||||||||||||||||||
| Share of (losses)/profits of associates and joint ventures | 2 | (4 | ) | – | (4 | ) | 2 | 6 | 8 | 3 | – | 3 | ||||||||||||||||||||||||||||||||
| Other operating income and expenses | 16 | 130 | 146 | 6 | 166 | 172 | 5 | (11 | ) | (6 | ) | |||||||||||||||||||||||||||||||||
| 747 | 29 | 776 | 753 | 5 | 758 | 699 | (27 | ) | 672 | |||||||||||||||||||||||||||||||||||
| Depreciation and amortisation | 2 | (96 | ) | – | (96 | ) | (85 | ) | – | (85 | ) | (94 | ) | – | (94 | ) | ||||||||||||||||||||||||||||
| Impairment reversal | 2 | – | – | – | – | – | – | – | 23 | 23 | ||||||||||||||||||||||||||||||||||
| Operating profit | 2 | 651 | 29 | 680 | 668 | 5 | 673 | 605 | (4 | ) | 601 | |||||||||||||||||||||||||||||||||
| Financial income | 6 | 3 | – | 3 | 5 | – | 5 | 3 | – | 3 | ||||||||||||||||||||||||||||||||||
| Financial expenses | 6 | (83 | ) | – | (83 | ) | (78 | ) | – | (78 | ) | (57 | ) | – | (57 | ) | ||||||||||||||||||||||||||||
| Profit before tax | 571 | 29 | 600 | 595 | 5 | 600 | 551 | (4 | ) | 547 | ||||||||||||||||||||||||||||||||||
| Tax | 7 | (179 | ) | (29 | ) | (208 | ) | (175 | ) | (51 | ) | (226 | ) | (151 | ) | 142 | (9 | ) | ||||||||||||||||||||||||||
| Profit for the year from continuing operations | 392 | – | 392 | 420 | (46 | ) | 374 | 400 | 138 | 538 | ||||||||||||||||||||||||||||||||||
| Attributable to: | ||||||||||||||||||||||||||||||||||||||||||||
| Equity holders of the parent | 391 | – | 391 | 418 | (46 | ) | 372 | 399 | 138 | 537 | ||||||||||||||||||||||||||||||||||
| Non-controlling interest | 1 | – | 1 | 2 | – | 2 | 1 | – | 1 | |||||||||||||||||||||||||||||||||||
| 392 | – | 392 | 420 | (46 | ) | 374 | 400 | 138 | 538 | |||||||||||||||||||||||||||||||||||
| Earnings per ordinary share | 9 | |||||||||||||||||||||||||||||||||||||||||||
| Continuing and total operations: | ||||||||||||||||||||||||||||||||||||||||||||
| Basic | 158.3¢ | 140.9¢ | 187.1¢ | |||||||||||||||||||||||||||||||||||||||||
| Diluted | 156.4¢ | 139.3¢ | �� | 183.9¢ | ||||||||||||||||||||||||||||||||||||||||
Notes on pages 107 to 153 form an integral part of these Financial Statements.
Group statement of comprehensive income
| For the year ended 31 December 2014 | 2014 $m | 2013 $m | 2012 $m | |||||||||
| Profit for the year | 392 | 374 | 538 | |||||||||
| Other comprehensive income | ||||||||||||
| Items that may be subsequently reclassified to profit or loss: | ||||||||||||
Gains on valuation of available-for-sale financial assets, net of related tax charge of $1m (2013 $nil, 2012 $nil) | 11 | 28 | 1 | |||||||||
Losses relating to cash flow hedges reclassified to financial expenses | – | – | 1 | |||||||||
Exchange gains/(losses) on retranslation of foreign operations, net of related tax credit of $1m (2013 $2m, 2012 $3m) | 42 | (35 | ) | 24 | ||||||||
Exchange losses reclassified to profit on hotel disposal | – | 46 | – | |||||||||
| 53 | 39 | 26 | ||||||||||
| Items that will not be reclassified to profit or loss: | ||||||||||||
Re-measurement (losses)/gains on defined benefit plans, net of related tax credit of $7m (2013 charge of $20m, 2012 credit of $5m) | (18 | ) | 20 | (10 | ) | |||||||
Tax related to pension contributions | 2 | – | 18 | |||||||||
| (16 | ) | 20 | 8 | |||||||||
| Total other comprehensive income for the year | 37 | 59 | 34 | |||||||||
| Total comprehensive income for the year | 429 | 433 | 572 | |||||||||
| Attributable to: | ||||||||||||
| Equity holders of the parent | 428 | 433 | 571 | |||||||||
| Non-controlling interest | 1 | – | 1 | |||||||||
| 429 | 433 | 572 | ||||||||||
Notes on pages 107 to 153 form an integral part of these Financial Statements.
| For the year ended 31 December 2017 | 2017 | 2016 $m | 2015 $m | |||||||||||||||
| Profit for the year | 593 | 417 | 1,224 | |||||||||||||||
| Other comprehensive income | ||||||||||||||||||
| Items that may be subsequently reclassified to profit or loss: | ||||||||||||||||||
Gains on valuation ofavailable-for-sale financial assets, net of related tax charge of $3m (2016: $nil, 2015: $nil) | 41 | 5 | 2 | |||||||||||||||
Fair value gains reclassified to profit on disposal ofavailable-for-sale financial assets | (73 | ) | (7 | ) | – | |||||||||||||
Exchange (losses)/gains on retranslation of foreign operations, net of related tax credit of $1m (2016: charge of $3m, 2015: charge of $1m) | (77 | ) | 182 | (2 | ) | |||||||||||||
Exchange losses reclassified to profit on hotel disposal | – | – | 2 | |||||||||||||||
| (109 | ) | 180 | 2 | |||||||||||||||
| Items that will not be reclassified to profit or loss: | ||||||||||||||||||
Re-measurement (losses)/gains on defined benefit plans, including related tax credit of $nil | ||||||||||||||||||
(2016: credit of $4m, 2015: charge of $4m) | (4 | ) | – | 9 | ||||||||||||||
Deferred tax charge on defined benefit plans arising from significant US tax reform | (11 | ) | – | – | ||||||||||||||
Tax related to pension contributions | – | – | 7 | |||||||||||||||
| (15 | ) | – | 16 | |||||||||||||||
| Total other comprehensive (loss)/income for the year | (124 | ) | 180 | 18 | ||||||||||||||
| Total comprehensive income for the year | 469 | 597 | 1,242 | |||||||||||||||
| Attributable to: | ||||||||||||||||||
Equity holders of the parent | 467 | 594 | 1,240 | |||||||||||||||
Non-controlling interest | 2 | 3 | 2 | |||||||||||||||
| 469 | 597 | 1,242 | ||||||||||||||||
| Notes on pages 95 to 143 form an integral part of these Financial Statements. |
| IHG | Annual Report and Form 20-F | 89 |
GroGroup Financial StatementsupFinancial Statements
Group Financial Statements continued
Group statement of changes in equity
| Equity share capital $m | Capital $m | Shares $m | Other reserves $m | Unrealised gains and losses reserve $m | Currency translation reserve | Retained $m | IHG holders’ equity $m | Non- controlling interest $m | Total equity $m | Equity share capital $m | Capital $m | Shares $m | Other reserves $m | Unrealised gains and losses reserve $m | Currency translation reserve $m | Retained earnings $m | IHG share- $m | Non- controlling interest $m | Total equity $m | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At 1 January 2014 | 189 | 12 | (38 | ) | (2,906 | ) | 100 | �� | 227 | 2,334 | (82 | ) | 8 | (74 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At 1 January 2017 | 141 | 9 | (11 | ) | (2,860 | ) | 111 | 451 | 1,392 | (767 | ) | 8 | (759 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Profit for the year | – | – | – | – | – | – | 391 | 391 | 1 | 392 | – | – | – | – | – | – | 592 | 592 | 1 | 593 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Other comprehensive income: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Other comprehensive income | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Items that may be subsequently reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Gains on valuation of available-for-sale financial assets | – | – | – | – | 11 | – | – | 11 | – | 11 | – | – | – | – | 41 | – | – | 41 | – | 41 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Exchange differences on retranslation of foreign operations | – | – | – | – | – | 42 | – | 42 | – | 42 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Fair value gain reclassified to profit on disposal ofavailable-for-sale financial asset | – | – | – | – | (73 | ) | – | – | (73 | ) | – | (73 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Exchange losses on retranslation of foreign operations | – | – | – | – | – | (78 | ) | – | (78 | ) | 1 | (77 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| – | – | – | – | 11 | 42 | – | 53 | – | 53 | – | – | – | – | (32 | ) | (78 | ) | – | (110 | ) | 1 | (109 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Items that will not be reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Re-measurement losses on defined benefit plans | – | – | – | – | – | – | (18 | ) | (18 | ) | – | (18 | ) | – | – | – | – | – | – | (4 | ) | (4 | ) | – | (4 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Tax related to pension contributions | – | – | – | – | – | – | 2 | 2 | – | 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Deferred tax charge on defined benefit plans arising from significant US tax reform | – | – | – | – | – | – | (11 | ) | (11 | ) | – | (11 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| – | – | – | – | – | – | (16 | ) | (16 | ) | – | (16 | ) | – | – | – | – | – | – | (15 | ) | (15 | ) | – | (15 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Total other comprehensive income | – | – | – | – | 11 | 42 | (16 | ) | 37 | – | 37 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Total other comprehensive (loss)/income for the year | – | – | – | – | (32 | ) | (78 | ) | (15 | ) | (125 | ) | 1 | (124 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Total comprehensive income for the year | – | – | – | – | 11 | 42 | 375 | 428 | 1 | 429 | – | – | – | – | (32 | ) | (78 | ) | 577 | 467 | 2 | 469 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Repurchase of shares | – | – | – | – | – | – | (110 | ) | (110 | ) | – | (110 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Transaction costs relating to shareholder returns | – | – | – | – | – | – | (1 | ) | (1 | ) | – | (1 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Transfer of treasury shares to employee share trusts | – | – | (20 | ) | – | – | – | 20 | – | – | – | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Purchase of own shares by employee share trusts | – | – | (58 | ) | – | – | – | – | (58 | ) | – | (58 | ) | – | – | (3 | ) | – | – | – | – | (3 | ) | – | (3 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Release of own shares by employee share trusts | – | – | 60 | – | – | – | (60 | ) | – | – | – | – | – | 29 | – | – | – | (29 | ) | – | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-settled share-based cost | – | – | – | – | – | – | 28 | 28 | – | 28 | – | – | – | – | – | – | 29 | 29 | – | 29 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Tax related to share schemes | – | – | – | – | – | – | 12 | 12 | – | 12 | – | – | – | – | – | – | 9 | 9 | – | 9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity dividends paid | – | – | – | – | – | – | (942 | ) | (942 | ) | (1 | ) | (943 | ) | – | – | – | – | – | – | (593 | ) | (593 | ) | (3 | ) | (596 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Exchange adjustments | (11 | ) | – | 1 | 10 | – | – | – | – | – | – | 13 | 1 | – | (14 | ) | – | – | – | – | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At 31 December 2014 | 178 | 12 | (35 | ) | (2,896 | ) | 111 | 269 | 1,636 | (725 | ) | 8 | (717 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At 31 December 2017 | 154 | 10 | (5 | ) | (2,874 | ) | 79 | 373 | 1,405 | (858 | ) | 7 | (851 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
All items above are shown net of tax.
Notes on pages 107 to 153 form an integral
| Notes on pages 95 to 143 form an integral part of these Financial Statements. |
| 90 | IHG | Annual Report and Form 20-F 2017 |
Group statement of changes in equitycontinued
| Equity share capital $m | Capital $m | Shares $m | Other reserves $m | Unrealised gains and losses reserve $m | Currency translation reserve | Retained $m | IHG share- holders’ equity $m | Non- controlling interest $m | Total equity $m | |||||||||||||||||||||||||||||||
| At 1 January 2013 | 179 | 11 | (48 | ) | (2,901 | ) | 72 | 214 | 2,781 | 308 | 9 | 317 | ||||||||||||||||||||||||||||
| Profit for the year | – | – | – | – | – | – | 372 | 372 | 2 | 374 | ||||||||||||||||||||||||||||||
| Other comprehensive income: | ||||||||||||||||||||||||||||||||||||||||
| Items that may be subsequently reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||
Gains on valuation of available-for-sale financial assets | �� | – | – | – | – | 28 | – | – | 28 | – | 28 | |||||||||||||||||||||||||||||
Exchange differences on retranslation of foreign operations | – | – | – | – | – | (33 | ) | – | (33 | ) | (2 | ) | (35 | ) | ||||||||||||||||||||||||||
Exchange losses reclassified to profit on hotel disposal | – | – | – | – | – | 46 | – | 46 | – | 46 | ||||||||||||||||||||||||||||||
| – | – | – | – | 28 | 13 | – | 41 | (2 | ) | 39 | ||||||||||||||||||||||||||||||
| Items that will not be reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||
Re-measurement gains on defined benefit plans | – | – | – | – | – | – | 20 | 20 | – | 20 | ||||||||||||||||||||||||||||||
| – | – | – | – | – | – | 20 | 20 | – | 20 | |||||||||||||||||||||||||||||||
| Total other comprehensive income | – | – | – | – | 28 | 13 | 20 | 61 | (2 | ) | 59 | |||||||||||||||||||||||||||||
| Total comprehensive income for the year | – | – | – | – | 28 | 13 | 392 | 433 | – | 433 | ||||||||||||||||||||||||||||||
| Issue of ordinary shares | 5 | – | – | – | – | – | – | 5 | – | 5 | ||||||||||||||||||||||||||||||
| Repurchase of shares | – | – | – | – | – | – | (283 | ) | (283 | ) | – | (283 | ) | |||||||||||||||||||||||||||
| Purchase of own shares by employee share trusts | – | – | (53 | ) | – | – | – | – | (53 | ) | – | (53 | ) | |||||||||||||||||||||||||||
| Release of own shares by employee share trusts | – | – | 64 | – | – | – | (61 | ) | 3 | – | 3 | |||||||||||||||||||||||||||||
| Equity-settled share-based cost | – | – | – | – | – | – | 27 | 27 | – | 27 | ||||||||||||||||||||||||||||||
| Tax related to share schemes | – | – | – | – | – | – | 11 | 11 | – | 11 | ||||||||||||||||||||||||||||||
| Equity dividends paid | – | – | – | – | – | – | (533 | ) | (533 | ) | (1 | ) | (534 | ) | ||||||||||||||||||||||||||
| Exchange adjustments | 5 | 1 | (1 | ) | (5 | ) | – | – | – | – | – | – | ||||||||||||||||||||||||||||
| At 31 December 2013 | 189 | 12 | (38 | ) | (2,906 | ) | 100 | 227 | 2,334 | (82 | ) | 8 | (74 | ) | ||||||||||||||||||||||||||
| Equity share capital $m | Capital $m | Shares $m | Other reserves $m | Unrealised gains and losses reserve $m | Currency translation reserve $m | Retained earnings $m | IHG share- $m | Non- controlling interest $m | Total equity $m | |||||||||||||||||||||||||||||||||||
| At 1 January 2016 | 169 | 11 | (18 | ) | (2,888 | ) | 113 | 269 | 2,653 | 309 | 10 | 319 | ||||||||||||||||||||||||||||||||
| Profit for the year | – | – | – | – | – | – | 414 | 414 | 3 | 417 | ||||||||||||||||||||||||||||||||||
| Other comprehensive income | ||||||||||||||||||||||||||||||||||||||||||||
| Items that may be subsequently reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||||||
Gains on valuation ofavailable-for-sale financial assets | – | – | – | – | 5 | – | – | 5 | – | 5 | ||||||||||||||||||||||||||||||||||
Exchange gains on retranslation of foreign operations | – | – | – | – | – | 182 | – | 182 | – | 182 | ||||||||||||||||||||||||||||||||||
Fair value gain reclassified to profit on disposal ofavailable-for-sale financial asset | – | – | – | – | (7 | ) | – | – | (7 | ) | – | (7 | ) | |||||||||||||||||||||||||||||||
| Total other comprehensive income for the year | – | – | – | – | (2 | ) | 182 | – | 180 | – | 180 | |||||||||||||||||||||||||||||||||
| Total comprehensive income for the year | – | – | – | – | (2 | ) | 182 | 414 | 594 | 3 | 597 | |||||||||||||||||||||||||||||||||
| Transfer of treasury shares to employee share trusts | – | – | (24 | ) | – | – | – | 24 | – | – | – | |||||||||||||||||||||||||||||||||
| Purchase of own shares by employee share trusts | – | – | (10 | ) | – | – | – | – | (10 | ) | – | (10 | ) | |||||||||||||||||||||||||||||||
| Release of own shares by employee share trusts | – | – | 39 | – | – | – | (39 | ) | – | – | – | |||||||||||||||||||||||||||||||||
| Equity-settled share-based cost | – | – | – | – | – | – | 23 | 23 | – | 23 | ||||||||||||||||||||||||||||||||||
| Tax related to share schemes | – | – | – | – | – | – | 11 | 11 | – | 11 | ||||||||||||||||||||||||||||||||||
| Equity dividends paid | – | – | – | – | – | – | (1,693 | ) | (1,693 | ) | (5 | ) | (1,698 | ) | ||||||||||||||||||||||||||||||
| Transaction costs relating to shareholder returns | – | – | – | – | – | – | (1 | ) | (1 | ) | – | (1 | ) | |||||||||||||||||||||||||||||||
| Exchange adjustments | (28 | ) | (2 | ) | 2 | 28 | – | – | – | – | – | – | ||||||||||||||||||||||||||||||||
| At 31 December 2016 | 141 | 9 | (11 | ) | (2,860 | ) | 111 | 451 | 1,392 | (767 | ) | 8 | (759 | ) | ||||||||||||||||||||||||||||||
All items above are shown net of tax.
Notes on pages 107 to 153 form an integral part of these Financial Statements.
| Notes on pages 95 to 143 form an integral part of these Financial Statements. |
| IHG | Annual Report and Form 20-F | 91 |
GroupFinancial StatementscontinuedGroup Financial Statements
Group Financial Statements continued
Group statement of changes in equitycontinued
| Equity share capital $m | Capital $m | Shares $m | Other reserves $m | Unrealised gains and losses reserve $m | Currency translation reserve | Retained $m | IHG share- holders’ equity $m | Non- controlling interest $m | Total equity $m | |||||||||||||||||||||||||||||||
| At 1 January 2012 | 162 | 10 | (27 | ) | (2,893 | ) | 71 | 189 | 3,035 | 547 | 8 | 555 | ||||||||||||||||||||||||||||
| Profit for the year | – | – | – | – | – | – | 537 | 537 | 1 | 538 | ||||||||||||||||||||||||||||||
| Other comprehensive income: | ||||||||||||||||||||||||||||||||||||||||
| Items that may be subsequently reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||
Gains on valuation of available-for-sale financial assets | – | – | – | – | 1 | – | – | 1 | – | 1 | ||||||||||||||||||||||||||||||
Losses reclassified to financial expenses on cash flow hedges | – | – | – | – | 1 | – | – | 1 | – | 1 | ||||||||||||||||||||||||||||||
Exchange differences on retranslation of foreign operations | – | – | – | – | (1 | ) | 25 | – | 24 | – | 24 | |||||||||||||||||||||||||||||
| – | – | – | – | 1 | 25 | – | 26 | – | 26 | |||||||||||||||||||||||||||||||
| Items that will not be reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||
Re-measurement losses on defined benefit plans | – | – | – | – | – | – | (10 | ) | (10 | ) | – | (10 | ) | |||||||||||||||||||||||||||
Tax related to pension contributions | – | – | – | – | – | – | 18 | 18 | – | 18 | ||||||||||||||||||||||||||||||
| – | – | – | – | – | – | 8 | 8 | – | 8 | |||||||||||||||||||||||||||||||
| Total other comprehensive income | – | – | – | – | 1 | 25 | 8 | 34 | – | 34 | ||||||||||||||||||||||||||||||
| Total comprehensive income for the year | – | – | – | – | 1 | 25 | 545 | 571 | 1 | 572 | ||||||||||||||||||||||||||||||
| Issue of ordinary shares | 10 | – | – | – | – | – | – | 10 | – | 10 | ||||||||||||||||||||||||||||||
| Repurchase of shares | (1 | ) | – | – | – | – | – | (106 | ) | (107 | ) | – | (107 | ) | ||||||||||||||||||||||||||
| Transfer to capital redemption reserve | – | 1 | – | – | – | – | (1 | ) | – | – | – | |||||||||||||||||||||||||||||
| Transaction costs relating to shareholder returns | – | – | – | – | – | – | (2 | ) | (2 | ) | – | (2 | ) | |||||||||||||||||||||||||||
| Purchase of own shares by employee share trusts | – | – | (84 | ) | – | – | – | – | (84 | ) | – | (84 | ) | |||||||||||||||||||||||||||
| Release of own shares by employee share trusts | – | – | 63 | – | – | – | (63 | ) | – | – | – | |||||||||||||||||||||||||||||
| Equity-settled share-based cost | – | – | – | – | – | – | 27 | 27 | – | 27 | ||||||||||||||||||||||||||||||
| Tax related to share schemes | – | – | – | – | – | – | 20 | 20 | – | 20 | ||||||||||||||||||||||||||||||
| Equity dividends paid | – | – | – | – | – | – | (679 | ) | (679 | ) | – | (679 | ) | |||||||||||||||||||||||||||
| Share of reserve in equity accounted investment | – | – | – | – | – | – | 5 | 5 | – | 5 | ||||||||||||||||||||||||||||||
| Exchange adjustments | 8 | – | – | (8 | ) | – | – | – | – | – | – | |||||||||||||||||||||||||||||
| At 31 December 2012 | 179 | 11 | (48 | ) | (2,901 | ) | 72 | 214 | 2,781 | 308 | 9 | 317 | ||||||||||||||||||||||||||||
| Equity share capital $m | Capital $m | Shares $m | Other reserves $m | Unrealised gains and losses reserve $m | Currency translation reserve $m | Retained earnings $m | IHG share- $m | Non- controlling interest $m | Total equity $m | |||||||||||||||||||||||||||||||||||
| At 1 January 2015 | 178 | 12 | (35 | ) | (2,896 | ) | 111 | 269 | 1,636 | (725 | ) | 8 | (717 | ) | ||||||||||||||||||||||||||||||
| Profit for the year | – | – | – | – | – | – | 1,222 | 1,222 | 2 | 1,224 | ||||||||||||||||||||||||||||||||||
| Other comprehensive income | ||||||||||||||||||||||||||||||||||||||||||||
| Items that may be subsequently reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||||||
Gains on valuation ofavailable-for-sale financial assets | – | – | – | – | 2 | – | – | 2 | – | 2 | ||||||||||||||||||||||||||||||||||
Exchange losses on retranslation of foreign operations | – | – | – | – | – | (2 | ) | – | (2 | ) | – | (2 | ) | |||||||||||||||||||||||||||||||
Exchange losses reclassified to profit on hotel disposal | – | – | – | – | – | 2 | – | 2 | – | 2 | ||||||||||||||||||||||||||||||||||
| – | – | – | – | 2 | – | – | 2 | – | 2 | |||||||||||||||||||||||||||||||||||
| Items that will not be reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||||||
Re-measurement gains on defined benefit plans | – | – | – | – | – | – | 9 | 9 | – | 9 | ||||||||||||||||||||||||||||||||||
Tax related to pension contributions | – | – | – | – | – | – | 7 | 7 | – | 7 | ||||||||||||||||||||||||||||||||||
| – | – | – | – | – | – | 16 | 16 | – | 16 | |||||||||||||||||||||||||||||||||||
| Total other comprehensive income for the year | – | – | – | – | 2 | – | 16 | 18 | – | 18 | ||||||||||||||||||||||||||||||||||
| Total comprehensive income for the year | – | – | – | – | 2 | – | 1,238 | 1,240 | 2 | 1,242 | ||||||||||||||||||||||||||||||||||
| Purchase of own shares by employee share trusts | – | – | (47 | ) | – | – | – | – | (47 | ) | – | (47 | ) | |||||||||||||||||||||||||||||||
| Release of own shares by employee share trusts | – | – | 62 | – | – | – | (62 | ) | – | – | – | |||||||||||||||||||||||||||||||||
| Equity-settled share-based cost | – | – | – | – | – | – | 24 | 24 | – | 24 | ||||||||||||||||||||||||||||||||||
| Tax related to share schemes | – | – | – | – | – | – | 5 | 5 | – | 5 | ||||||||||||||||||||||||||||||||||
| Equity dividends paid | – | – | – | – | – | – | (188 | ) | (188 | ) | – | (188 | ) | |||||||||||||||||||||||||||||||
| Exchange adjustments | (9 | ) | (1 | ) | 2 | 8 | – | – | – | – | – | – | ||||||||||||||||||||||||||||||||
| At 31 December 2015 | 169 | 11 | (18 | ) | (2,888 | ) | 113 | 269 | 2,653 | 309 | 10 | 319 | ||||||||||||||||||||||||||||||||
All items above are shown net of tax.
Notes on pages 107 to 153 form an integral
| Notes on pages 95 to 143 form an integral part of these Financial Statements. |
| 92 | IHG | Annual Report and Form 20-F 2017 |
Group statement of financial position
| 31 December 2014 | Note | 2014 $m | 2013 (restated1) $m | 2012 (restated1) $m | ||||||||||||
| ASSETS | ||||||||||||||||
| Property, plant and equipment | 10 | 741 | 1,169 | 1,056 | ||||||||||||
| Goodwill | 12 | 74 | 80 | 93 | ||||||||||||
| Intangible assets | 13 | 569 | 438 | 354 | ||||||||||||
| Investment in associates and joint ventures | 14 | 116 | 85 | 84 | ||||||||||||
| Trade and other receivables | 16 | 3 | – | – | ||||||||||||
| Retirement benefit assets | 25 | 8 | 7 | 99 | ||||||||||||
| Other financial assets | 15 | 252 | 236 | 155 | ||||||||||||
| Non-current tax receivable | 34 | 16 | 24 | |||||||||||||
| Deferred tax assets | 7 | 87 | 108 | 204 | ||||||||||||
| Total non-current assets | 1,884 | 2,139 | 2,069 | |||||||||||||
| Inventories | 3 | 4 | 4 | |||||||||||||
| Trade and other receivables | 16 | 448 | 423 | 422 | ||||||||||||
| Current tax receivable | 4 | 12 | 31 | |||||||||||||
| Derivative financial instruments | 22 | 2 | 1 | 2 | ||||||||||||
| Other financial assets | 15 | 5 | 12 | 6 | ||||||||||||
| Cash and cash equivalents | 17 | 162 | 248 | 387 | ||||||||||||
| Total current assets | 624 | 700 | 852 | |||||||||||||
| Assets classified as held for sale | 11 | 310 | 228 | 534 | ||||||||||||
| Total assets | 2 | 2,818 | 3,067 | 3,455 | ||||||||||||
| LIABILITIES | ||||||||||||||||
| Loans and other borrowings | 21 | (126 | ) | (130 | ) | (208 | ) | |||||||||
| Trade and other payables | 18 | (769 | ) | (748 | ) | (709 | ) | |||||||||
| Provisions | 19 | (1 | ) | (3 | ) | (1 | ) | |||||||||
| Current tax payable | (47 | ) | (47 | ) | (54 | ) | ||||||||||
| Total current liabilities | (943 | ) | (928 | ) | (972 | ) | ||||||||||
| Loans and other borrowings | 21 | (1,569 | ) | (1,269 | ) | (1,242 | ) | |||||||||
| Derivative financial instruments | 22 | – | (11 | ) | (19 | ) | ||||||||||
| Retirement benefit obligations | 25 | (146 | ) | (184 | ) | (187 | ) | |||||||||
| Trade and other payables | 18 | (627 | ) | (574 | ) | (563 | ) | |||||||||
| Provisions | 19 | (9 | ) | – | (1 | ) | ||||||||||
| Deferred tax liabilities | 7 | (147 | ) | (175 | ) | (93 | ) | |||||||||
| Total non-current liabilities | (2,498 | ) | (2,213 | ) | (2,105 | ) | ||||||||||
| Liabilities classified as held for sale | 11 | (94 | ) | – | (61 | ) | ||||||||||
| Total liabilities | 2 | (3,535 | ) | (3,141 | ) | (3,138 | ) | |||||||||
| Net (liabilities)/assets | (717 | ) | (74 | ) | 317 | |||||||||||
| EQUITY | ||||||||||||||||
| Equity share capital | 27 | 178 | 189 | 179 | ||||||||||||
| Capital redemption reserve | 27 | 12 | 12 | 11 | ||||||||||||
| Shares held by employee share trusts | 27 | (35 | ) | (38 | ) | (48 | ) | |||||||||
| Other reserves | 27 | (2,896 | ) | (2,906 | ) | (2,901 | ) | |||||||||
| Unrealised gains and losses reserve | 27 | 111 | 100 | 72 | ||||||||||||
| Currency translation reserve | 27 | 269 | 227 | 214 | ||||||||||||
| Retained earnings | 1,636 | 2,334 | 2,781 | |||||||||||||
| IHG shareholders’ equity | (725 | ) | (82 | ) | 308 | |||||||||||
| Non-controlling interest | 27 | 8 | 8 | 9 | ||||||||||||
| Total equity | (717 | ) | (74 | ) | 317 | |||||||||||
| 31 December 2017 | Note | 2017 $m | 2016 $m | |||||||||||||||
| ASSETS | ||||||||||||||||||
| Property, plant and equipment | 12 | 425 | 419 | |||||||||||||||
| Goodwill and other intangible assets | 13 | 1,467 | 1,292 | |||||||||||||||
| Investment in associates and joint ventures | 14 | 141 | 111 | |||||||||||||||
| Trade and other receivables | 16 | – | 8 | |||||||||||||||
| Retirement benefit assets | 25 | 3 | – | |||||||||||||||
| Other financial assets | 15 | 228 | 248 | |||||||||||||||
| Non-current tax receivable | 16 | 23 | ||||||||||||||||
| Deferred tax assets | 7 | 56 | 48 | |||||||||||||||
| Totalnon-current assets | 2,336 | 2,149 | ||||||||||||||||
| Inventories | 3 | 3 | ||||||||||||||||
| Trade and other receivables | 16 | 551 | 472 | |||||||||||||||
| Current tax receivable | 101 | 77 | ||||||||||||||||
| Other financial assets | 15 | 16 | 20 | |||||||||||||||
| Cash and cash equivalents | 17 | 168 | 206 | |||||||||||||||
| Total current assets | 839 | 778 | ||||||||||||||||
| Total assets | 2 | 3,175 | 2,927 | |||||||||||||||
| LIABILITIES | ||||||||||||||||||
| Loans and other borrowings | 20 | (126 | ) | (106 | ) | |||||||||||||
| Derivative financial instruments | – | (3 | ) | |||||||||||||||
| Loyalty programme liability | 32 | (343 | ) | (291 | ) | |||||||||||||
| Trade and other payables | 18 | (768 | ) | (681 | ) | |||||||||||||
| Provisions | 19 | (3 | ) | (3 | ) | |||||||||||||
| Current tax payable | (64 | ) | (50 | ) | ||||||||||||||
| Total current liabilities | (1,304 | ) | (1,134 | ) | ||||||||||||||
| Loans and other borrowings | 20 | (1,893 | ) | (1,606 | ) | |||||||||||||
| Retirement benefit obligations | 25 | (104 | ) | (96 | ) | |||||||||||||
| Loyalty programme liability | 32 | (417 | ) | (394 | ) | |||||||||||||
| Trade and other payables | 18 | (121 | ) | (200 | ) | |||||||||||||
| Provisions | 19 | (5 | ) | (5 | ) | |||||||||||||
| Non-current tax payable | (25 | ) | – | |||||||||||||||
| Deferred tax liabilities | 7 | (157 | ) | (251 | ) | |||||||||||||
| Totalnon-current liabilities | (2,722 | ) | (2,552 | ) | ||||||||||||||
| Total liabilities | 2 | (4,026 | ) | (3,686 | ) | |||||||||||||
| Net liabilities | (851 | ) | (759 | ) | ||||||||||||||
| EQUITY | ||||||||||||||||||
| Equity share capital | 27 | 154 | 141 | |||||||||||||||
| Capital redemption reserve | 27 | 10 | 9 | |||||||||||||||
| Shares held by employee share trusts | 27 | (5 | ) | (11 | ) | |||||||||||||
| Other reserves | 27 | (2,874 | ) | (2,860 | ) | |||||||||||||
| Unrealised gains and losses reserve | 27 | 79 | 111 | |||||||||||||||
| Currency translation reserve | 27 | 373 | 451 | |||||||||||||||
| Retained earnings | 1,405 | 1,392 | ||||||||||||||||
| IHG shareholders’ equity | (858 | ) | (767 | ) | ||||||||||||||
| Non-controlling interest | 27 | 7 | 8 | |||||||||||||||
| Total equity | (851 | ) | (759 | ) | ||||||||||||||
Signed on behalf of the Board
Paul Edgecliffe-Johnson
1619 February 2015
Notes on pages 107 to 153 form an integral part of these Financial Statements.
| Notes on pages 95 to 143 form an integral part of these Financial Statements. |
| IHG | Annual Report and Form 20-F | 93 |
GroupGroup Financial StatementsFinancial Statements
Group Financial Statements continued
| For the year ended 31 December 2014 | Note | 2014 $m | 2013 $m | 2012 $m | ||||||||||||
| Profit for the year | 392 | 374 | 538 | |||||||||||||
| Adjustments for: | ||||||||||||||||
Net financial expenses | 80 | 73 | 54 | |||||||||||||
Income tax charge | 7 | 208 | 226 | 9 | ||||||||||||
Depreciation and amortisation | 96 | 85 | 94 | |||||||||||||
Impairment reversal | 5 | – | – | (23 | ) | |||||||||||
Other exceptional operating items | (29 | ) | (5 | ) | 27 | |||||||||||
Equity-settled share-based cost | 26 | 21 | 22 | 22 | ||||||||||||
Dividends from associates and joint ventures | 14 | 2 | 5 | 1 | ||||||||||||
Other items | 4 | 2 | (3 | ) | ||||||||||||
| Operating cash flow before movements in working capital | 774 | 782 | 719 | |||||||||||||
| Increase in trade and other receivables | (18 | ) | (9 | ) | (50 | ) | ||||||||||
| Net change in loyalty programme liability and System Fund surplus | 32 | 58 | 61 | 57 | ||||||||||||
| Increase in other trade and other payables | 61 | 8 | 26 | |||||||||||||
| Utilisation of provisions | 19 | (2 | ) | (3 | ) | (12 | ) | |||||||||
| Retirement benefit contributions, net of costs | (6 | ) | (18 | ) | (95 | ) | ||||||||||
| Cash flows relating to exceptional operating items | (114 | ) | (33 | ) | (6 | ) | ||||||||||
| Cash flow from operations | 753 | 788 | 639 | |||||||||||||
| Interest paid | (76 | ) | (74 | ) | (50 | ) | ||||||||||
| Interest received | 2 | 2 | 2 | |||||||||||||
| Tax paid on operating activities | 7 | (136 | ) | (92 | ) | (119 | ) | |||||||||
| Net cash from operating activities | 543 | 624 | 472 | |||||||||||||
| Cash flow from investing activities | ||||||||||||||||
| Purchase of property, plant and equipment | (84 | ) | (159 | ) | (44 | ) | ||||||||||
| Purchase of intangible assets | (162 | ) | (86 | ) | (84 | ) | ||||||||||
| Investment in other financial assets | (5 | ) | (154 | ) | (2 | ) | ||||||||||
| Investment in associates and joint ventures | (15 | ) | (10 | ) | (3 | ) | ||||||||||
| Loan advances to associates and joint ventures | (3 | ) | – | – | ||||||||||||
| Capitalised interest paid | (2 | ) | – | – | ||||||||||||
| Disposal of hotel assets, net of costs | 11 | 345 | 460 | 4 | ||||||||||||
| Proceeds from other financial assets | 49 | 109 | 4 | |||||||||||||
| Distribution from associate on sale of hotel | – | 17 | – | |||||||||||||
| Proceeds from other associates and joint ventures | – | 3 | – | |||||||||||||
| Tax paid on disposals | 7 | – | (5 | ) | (3 | ) | ||||||||||
| Net cash from investing activities | 123 | 175 | (128 | ) | ||||||||||||
| Cash flow from financing activities | ||||||||||||||||
| Proceeds from the issue of share capital | – | 5 | 10 | |||||||||||||
| Purchase of own shares | (110 | ) | (283 | ) | (107 | ) | ||||||||||
| Purchase of own shares by employee share trusts | (68 | ) | (44 | ) | (84 | ) | ||||||||||
| Dividends paid to shareholders | 8 | (942 | ) | (533 | ) | (679 | ) | |||||||||
| Dividend paid to non-controlling interests | (1 | ) | (1 | ) | – | |||||||||||
| Transaction costs relating to shareholder returns | (1 | ) | – | (2 | ) | |||||||||||
| Issue of long-term bonds | – | – | 632 | |||||||||||||
| Increase/(decrease) in other borrowings | 382 | (1 | ) | (99 | ) | |||||||||||
| Close-out of currency swaps | 4 | – | – | |||||||||||||
| Net cash from financing activities | (736 | ) | (857 | ) | (329 | ) | ||||||||||
| Net movement in cash and cash equivalents in the year | (70 | ) | (58 | ) | 15 | |||||||||||
| Cash and cash equivalents at beginning of the year | 17 | 134 | 195 | 182 | ||||||||||||
| Exchange rate effects | (9 | ) | (3 | ) | (2 | ) | ||||||||||
| Cash and cash equivalents at end of the year | 17 | 55 | 134 | 195 | ||||||||||||
Notes on pages 107 to 153 form an integral part of these Financial Statements.
| For the year ended 31 December 2017 | Note | 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Profit for the year | 593 | 417 | 1,224 | |||||||||||||||||||||
| Adjustments reconciling profit for the year to cash flow from operations | 24 | 263 | 536 | (414 | ) | |||||||||||||||||||
| Cash flow from operations | 24 | 856 | 953 | 810 | ||||||||||||||||||||
| Interest paid | (76 | ) | (75 | ) | (75 | ) | ||||||||||||||||||
| Interest received | 1 | 4 | 2 | |||||||||||||||||||||
| Tax paid on operating activities | 7 | (147 | ) | (130 | ) | (109 | ) | |||||||||||||||||
| Net cash from operating activities | 634 | 752 | 628 | |||||||||||||||||||||
| Cash flow from investing activities | ||||||||||||||||||||||||
| Purchase of property, plant and equipment | (44 | ) | (32 | ) | (42 | ) | ||||||||||||||||||
| Purchase of intangible assets | (229 | ) | (175 | ) | (157 | ) | ||||||||||||||||||
| Investment in associates and joint ventures | (47 | ) | (14 | ) | (30 | ) | ||||||||||||||||||
| Loan advances to associates and joint ventures | – | (2 | ) | (25 | ) | |||||||||||||||||||
| Investment in other financial assets | (30 | ) | (13 | ) | (28 | ) | ||||||||||||||||||
| Acquisition of business, net of cash acquired | 10 | – | – | (438 | ) | |||||||||||||||||||
| Capitalised interest paid | (6 | ) | (5 | ) | (4 | ) | ||||||||||||||||||
| Landlord contributions to property, plant and equipment | 14 | – | – | |||||||||||||||||||||
| Disposal of hotel assets, net of costs and cash disposed | – | (5 | ) | 1,277 | ||||||||||||||||||||
| Repayments related to intangible assets | – | 3 | – | |||||||||||||||||||||
| Loan repayments by associates and joint ventures | 9 | – | 22 | |||||||||||||||||||||
| Proceeds from associates and joint ventures | – | 2 | 9 | |||||||||||||||||||||
| Repayments of other financial assets | 20 | 25 | 6 | |||||||||||||||||||||
| Disposal of equity securitiesavailable-for-sale | 15 | 75 | – | – | ||||||||||||||||||||
| Tax paid on disposals | 7 | (25 | ) | – | (1 | ) | ||||||||||||||||||
| Net cash from investing activities | (263 | ) | (216 | ) | 589 | |||||||||||||||||||
| Cash flow from financing activities | ||||||||||||||||||||||||
| Purchase of own shares by employee share trusts | (3 | ) | (10 | ) | (47 | ) | ||||||||||||||||||
| Dividends paid to shareholders | 8 | (593 | ) | (1,693 | ) | (188 | ) | |||||||||||||||||
| Dividend paid tonon-controlling interest | (3 | ) | (5 | ) | – | |||||||||||||||||||
| Transaction costs relating to shareholder returns | – | (1 | ) | – | ||||||||||||||||||||
| Issue of long-term bonds | – | 459 | 458 | |||||||||||||||||||||
| Other new borrowings | – | – | 400 | |||||||||||||||||||||
| Long-term bonds repaid | – | (315 | ) | – | ||||||||||||||||||||
| New borrowings repaid | – | – | (400 | ) | ||||||||||||||||||||
| Increase/(decrease) in other borrowings | 20 | 153 | 109 | (355 | ) | |||||||||||||||||||
| Proceeds from foreign exchange swaps | – | – | 22 | |||||||||||||||||||||
| Net cash from financing activities | (446 | ) | (1,456 | ) | (110 | ) | ||||||||||||||||||
| Net movement in cash and cash equivalents in the year | (75 | ) | (920 | ) | 1,107 | |||||||||||||||||||
| Cash and cash equivalents at beginning of the year | 17 | 117 | 1,098 | 55 | ||||||||||||||||||||
| Exchange rate effects | 16 | (61 | ) | (64 | ) | |||||||||||||||||||
| Cash and cash equivalents at end of the year | 17 | 58 | 117 | 1,098 | ||||||||||||||||||||
| Notes on pages 95 to 143 form an integral part of these Financial Statements. |
| 94 |
Accounting policiesAccounting policies
General information
This document constitutes the Annual Report and Financial Statements in accordance with UK Listing Rules requirements and the Annual Report on Form20-F in accordance with the US Securities Exchange Act of 1934. Prior to 2013 the Group issued separate documents.
The Consolidated Financial Statements of InterContinental Hotels Group PLC (the Group or IHG) for the year ended 31 December 20142017 were authorised for issue in accordance with a resolution of the Directors on 1619 February 2015.2018. InterContinental Hotels Group PLC (the Company) is incorporated and domiciled in Great Britain and registered in England and Wales.
Changes in accounting policies
With effect from 1 January 2014, the Group has adopted ‘Offsetting Financial Assets and Financial Liabilities’ (Amendments to IAS 32). The amendments clarify that to offset financial assets and financial liabilities, the Group’s right of offset must be legally enforceable in the normal course of business, in the event of default, and in the event of insolvency or bankruptcy of the Group and all of the counterparties. Following a detailed review of the Group’s cash pooling arrangements which have previously been presented net within cash and cash equivalents (see note 17), management have determined that the right of offset is not enforceable in all of the above circumstances. As a result, the overdrafts within the cash pools are now presented as current loans and other borrowings. The amendments to IAS 32 are applicable retrospectively, requiring the restatement of prior year comparatives and the presentation of a third statement of financial position as at 31 December 2012 as required by IAS 1 ‘Presentation of Financial Statements’. The adoption of the amendments to IAS 32 increases cash and cash equivalents and current loans and other borrowings by $107m in 2014 (2013 $114m, 2012 $192m) but has no impact on the net financial position of the Group nor the reporting of net debt. Cash and cash equivalents presented in the Group statement of cash flows continue to be presented net of overdrafts as permitted by IAS 7 ‘Statement of Cash Flows’.
In addition, with effect from 1 January 2014, the Group has adopted Amendment to IAS 36 ‘Impairment of Assets – Recoverable Amount Disclosures for Non-Financial Assets’, Amendment to IAS 39 ‘Novation of Derivatives and Continuation of Hedge Accounting’ and IFRIC 21 ‘Levies’. The adoption of these amendments to standards and interpretations has had no material impact on the Group’s financial performance or position and there has been no requirement to restate prior year comparatives.
Summary of significantSignificant accounting policies
Basis of preparation
The Consolidated Financial Statements of IHG have been prepared on a going concern basis and under the historical cost convention, except foravailable-for-sale equity securities and derivatives which are measured at fair value. The Consolidated Financial Statements have been prepared in accordance with International Financial Reporting Standards (IFRSs) as issued by the IASB and in accordance with IFRS as adopted by the European Union (EU) and as applied in accordance with the provisions of the Companies Act 2006. IFRS as adopted by the EU differs in certain respects from IFRS as issued by the IASB. However, the differences have no impact on the Consolidated Financial Statements for the years presented.
With effect from 1 January 2017, the Group has adopted:
Presentational currency
The Consolidated Financial Statements are presented in millions of US dollars following a management decision to change the reporting currency from sterling during 2008. The change was made to reflectreflecting the profile of the Group’s revenue and operating profit which are primarily generated in US dollars or US dollar-linked currencies.
The currency translation reserve was set to nil at 1 January 2004 on transition to IFRS and this reserve is presented onIn the basis that the Group has reported in US dollars since this date. EquityConsolidated Financial Statements, equity share capital, the capital redemption reserve and shares held by employee share trusts are translated into US dollars at the rates of exchange on the last day of the period; the resultant exchange differences are recorded in other reserves.
The functional currency of the parent company remainsParent Company is sterling since this is anon-trading holding company located in the United Kingdom that has sterling denominated share capital and whose primary activity is the payment and receipt of sterling dividends and of interest on sterling denominated external borrowings and inter-company balances.
Basis of consolidation
The Consolidated Financial Statements comprise the Financial Statements of the parent companyParent Company and entities controlled by the Group. Control exists when the Group has:
All intra-group balances and transactions are eliminated on consolidation.
The assets, liabilities and results of those businesses acquired or disposed of are consolidated for the period during which they were under the Group’s control.
The Group operates a deferred compensation plan in the US which allows certain employees to make additional provision for retirement, through the deferral of salary with matching company contributions. Employees can draw down on the plan in certain limited circumstances during employment. The assets of the plan are held in a company-owned trust which is not consolidated as the relevant activity of the trust, being the investment of the funds in the trust, is directed by the participating employees of the plan and the company has no exposure to the gains and losses resulting from those investment decisions. The assets of the trust are held solely for the benefit of the participating employees and to pay plan expenses, other than in the case of a company insolvency in which case they can be claimed by the general creditors of the company. At 31 December 2014,2017, the trust had assets with a fair value of $148m (2013 $135m)$197m (2016: $161m).
Accounting policiescontinued
Foreign currencies
Transactions in foreign currencies are translated to functional currency at the exchange rates ruling on the dates of the transactions. Monetary assets and liabilities denominated in foreign currencies are retranslated to the functional currency at the relevant rates of exchange ruling on the last day of the period. Foreign exchange differences arising on translation are recognised in the income statement except on foreign currency borrowings that provide a hedge against a net investment in a foreign operation. These are taken directly to the currency translation reserve until the disposal of the net investment, at which time they are recycled against the gain or loss on disposal.
The assets and liabilities of foreign operations, including goodwill, are translated into US dollars at the relevant rates of exchange ruling on the last day of the period. The revenues and expenses of foreign operations are translated into US dollars at average rates of exchange for the period. The exchange differences arising on the retranslation are taken directly to the currency translation reserve. On disposal of a foreign operation, the cumulative amount recognised in the currency translation reserve relating to that particular foreign operation is recycled against the gain or loss on disposal.
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Group Financial Statements | 95 |
Group Financial Statements
Accounting policies continued
Property, plant and equipment
Property, plant and equipment are stated at cost less depreciation and any impairment.
Repairs and maintenance costs are expensed as incurred.
Land is not depreciated. All other property, plant and equipment are depreciated to a residual value over their estimated useful lives, namely:
All depreciation is charged on a straight-line basis. Residual value isre-assessed annually.
Property, plant and equipment are tested for impairment when events or changes in circumstances indicate that the carrying value may not be recoverable. Assets that do not generate independent cash flows are combined into cash-generating units. If carrying values exceed their estimated recoverable amount, the assets or cash-generating units are written down to the recoverable amount. Recoverable amount is the greater of fair value less costs of disposal and value in use. Value in use is assessed based on estimated future cash flows discounted to their present value using apre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. Impairment losses, and any subsequent reversals, are recognised in the income statement.
On adoption of IFRS, the Group retained previous revaluations of property, plant and equipment which are included at deemed cost as permitted by IFRS 1 ‘First-time Adoption of International Financial Reporting Standards’.
GoodwillBusiness combinations and goodwill
Goodwill arisesOn the acquisition of a business, identifiable assets and liabilities acquired are measured at their fair value. Contingent liabilities assumed are measured at fair value unless this cannot be measured reliably, in which case they are not recognised but are disclosed in the same manner as other contingent liabilities. The measurement of deferred tax assets and liabilities arising on consolidation andacquisition is as described in the general principles detailed within the ‘Taxes’ accounting policy note on page 98 with the exception that no deferred tax is provided on taxable temporary differences in connection with the initial recognition of goodwill.
Goodwill is recorded at cost, being the excess of the cost of acquisition overdifference between the fair value at the date of acquisition of the Group’s shareconsideration and the fair value of identifiablenet assets liabilities and contingent liabilities. Transaction costs are expensed and are not included in the cost of acquisition.acquired. Following initial recognition, goodwill is measured at cost less any accumulated impairment losses.losses and is not amortised.
Goodwill is tested for impairment at least annually by comparing carrying values of cash-generating units with their recoverable amounts. Impairment losses relating to goodwill cannot be subsequently reversed.
Transaction costs are expensed and are not included in the cost of acquisition.
Intangible assets
Brands
Externally acquired brands are initially recorded at cost if separately acquired or fair value if acquired as part of a business combination, provided the brands are controlled through contractual or other legal rights, or are separable from the rest of the business, and the fair value can be reliably measured. Brands are amortised over their estimated useful lives (and tested for impairment if there are indicators of impairment) or tested for impairment at least annually if determined to have indefinite lives.
The costs of developing internally generated brands are expensed as incurred.
Management contracts
Management contracts acquired as part of a business combination are initially recorded at the fair value attributed to those contracts on acquisition.
When hotel assets are sold and a purchaser enters into a franchise or management contract with the Group, the Group capitalises as part of the gain or loss on disposal an estimate of the fair value of the contract entered into.
The value of management contracts is amortised on a straight-line basis over the life of the contract including any extension periods at IHG’s option up to a maximum of 50 years.
Software
Acquired and internally developed software are capitalised on the basis of the costs incurred to acquire and bring to use the specific software. Costs are generally amortised over estimated useful lives of three to five years on a straight-line basis.
Internally generated development costs are expensed unless forecast revenues exceed attributable forecast development costs, in which case they are capitalised and amortised over the estimated useful life of the asset.
Management contracts
When assets are sold and a purchaser enters into a franchise or management contract with the Group, the Group capitalises as part of the gain or loss on disposal an estimate of the fair value of the contract entered into. The value of management contracts is amortised on a straight-line basis over the life of the contract including any extension periods at IHG’s option up to a maximum of 50 years.
Other intangible assets
Amounts paid to hotel owners to secure management contracts and franchise agreements are capitalised and amortised on a straight-line basis over their estimated useful lives, being the full contractual term, up to a maximum of 50 years. In prior years this has been determined to be the shorter of the contracted period and 10 years. Following a detailed review in early 2014 and based on the Group’s experience of the actual contractual periods secured by these payments, the estimate of useful life has been re-assessed to comprise the full contract term, which is also consistent with the stated policy of other companies in the hotel industry. This revision to the estimate of expected useful lives has been applied prospectively in accordance with IAS 38 and results in the following (decrease)/ increase in the original amortisation profile of assets capitalised at 1 January 2014: 2014 $(5)m, 2015 $(5)m, 2016 $(4)m, 2017 $(3)m, 2018 and after $17m in total.
Intangible assets are reviewed for impairment when events or changes in circumstances indicate that the carrying value may not be recoverable.
| 96 |
Borrowing costs
Borrowing costs attributable to the acquisition or construction of property, plant and equipment or in respect of software projects that necessarily take a substantial period of time to prepare for their intended use, or sale, are capitalised as part of the asset cost. Borrowing costs consist of interest and other costs that an entity incurs in connection with the borrowing of funds. All borrowing costs relating to projects commencing before 1 January 2009 were expensed.
Associates and joint ventures
An associate is an entity over which the Group has significant influence. Significant influence is the power to participate in the financial and operating policy decisions of the entity, but is not control or joint control over those policies.
A joint venture exists when two or more parties have joint control over, and rights to the net assets of, the venture. Joint control is the contractually agreed sharing of control which only exists when decisions about the relevant activities require the unanimous consent of the parties sharing control.
Associates and joint ventures are accounted for using the equity method unless the associate or joint venture is classified as held for sale. Under the equity method, the Group’s investment is recorded at cost adjusted by the Group’s share of post-acquisition profits and losses and other movements in the investee’s reserves. When the Group’s share of losses exceeds its interest in an associate or joint venture, the Group’s carrying amount is reduced to $nil and recognition of further losses is discontinued except to the extent that the Group has incurred legal or constructive obligations or made payments on behalf of an associate or joint venture.
If there is objective evidence that an associate or joint venture is impaired, an impairment charge is recognised if the carrying amount of the investment exceeds its recoverable amount.
Upon loss of significant influence over an associate or joint control of a joint venture, any retained investment is measured at fair value with any difference to carrying value recognised in the income statement.
Financial assets
The Group classifies its financial assets into one of the two following categories: loans and receivables oravailable-for-sale financial assets. Management determines the classification of financial assets on initial recognition and they are subsequently held at amortised cost (loans and receivables) or fair value (available-for-sale(available-for-sale financial assets). Interest on loans and receivables is calculated using the effective interest rate method and is recognised in the income statement as interest income. Changes in fair values ofavailable-for-sale financial assets are recorded directly in equity within the unrealised gains and losses reserve. On disposal, the accumulated fair value adjustments recognised in equity are recycled to the income statement. Dividends fromavailable-for-sale financial assets are recognised in the income statement as other operating income and expenses.
Financial assets are assessed for impairment at eachperiod-end date. In the case of an equity investment classified asavailable-for-sale, a significant or prolonged decline in fair value below cost is evidence that the asset is impaired. If anavailable-for-sale financial asset is impaired, the difference between original cost and fair value is transferred from equity to the income statement to the extent of any cumulative loss recorded in equity, with any excess charged directly to the income statement. Subsequent impairment reversals relating to previously impaired equity instruments are recorded in equity.
Trade receivables
Trade receivables are recorded at their original amount less provision for impairment. It is the Group’s policy to provide for 100% of the previous month’s aged receivables balances which are more than 180 days past due. Adjustments to the policy may be made due to specific or exceptional circumstances. The carrying amount of the receivable is reduced through the use of a provision account and movements in the provision are recognised in the income statement within cost of sales. When a previously provided trade receivable is uncollectable, it is written off against the provision.
Cash and cash equivalents
Cash comprises cash in hand and demand deposits.
Cash equivalents are short-term highly liquid investments with an original maturity of three months or less that are readily convertible to known amounts of cash and subject to insignificant risk of changes in value.
In the statement of cash flows, cash and cash equivalents are shown net of short-term overdrafts which are repayable on demand and form an integral part of the Group’s cash management.
Assets held for sale
Assets and liabilities are classified as held for sale when their carrying amount will be recovered principally through a sale transaction rather than continuing use and a sale is highly probable and expected to complete within one year. For a sale to be highly probable, management need to be committed to a plan to sell the asset and the asset must be actively marketed for sale at a price that is reasonable in relation to its current fair value.
Assets designated as held for sale are held at the lower of carrying amount at designation and fair value less costs to sell.
Depreciation is not charged against property, plant and equipment classified as held for sale.
Financial liabilities
Financial liabilities are measured at amortised cost using the effective interest rate method. A financial liability is derecognised when the obligation under the liability expires, is discharged or is cancelled.
Offsetting of financial assets and financial liabilities
Financial assets and financial liabilities are offset and the net amount is reported in the Group statement of financial position if there is a currently enforceable legal right to offset the recognised amounts and there is an intention to settle on a net basis or to realise the assets and settle the liabilities simultaneously. To meet thisthese criteria, the right ofset-off must not be contingent on a future event and must be legally enforceable in all of the following circumstances: the normal course of business, the event of default and the event of insolvency or bankruptcy of the Group and all of the counterparties.
Accounting policiescontinued
Trade payables
Trade payables are non-interest-bearing and are stated at their nominal value.
Bank and other borrowings
Bank and other borrowings are initially recognised at the fair value of the consideration received less directly attributable transaction costs. They are subsequently measured at amortised cost. Finance charges, including the transaction costs and any discount or premium on issue, are recognised in the income statement using the effective interest rate method.
Borrowings are classified asnon-current when the repayment date is more than 12 months from theperiod-end date or where they are drawn on a facility with more than 12 months to expiry.
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Accounting policies | 97 |
Group Financial Statements
Accounting policies continued
Derivative financial instruments and hedging
Derivatives are initially recognised and subsequentlyre-measured at fair value. The method of recognising there-measurement depends on whether the derivative is designated as a hedging instrument, and if so, the nature of the item being hedged.
Changes in the fair value of derivatives designated as cash flow hedges are recorded in other comprehensive income and the unrealised gains and losses reserve to the extent that the hedges are effective. When the hedged item is recognised, the cumulative gains and losses on the related hedging instrument are reclassified to the income statement.
Changes in the fair value of derivatives designated as net investment hedges are recorded in other comprehensive income and the currency translation reserve to the extent that the hedges are effective. The cumulative gains and losses remain in equity until a foreign operation is sold, at which point they are reclassified to the income statement.
Changes in the fair value of derivatives which have either not been designated as hedging instruments or relate to the ineffective portion of hedges are recognised immediately in the income statement.
Documentation outlining the measurement and effectiveness of any hedging arrangementsarrangement is maintained throughout the life of the hedge relationship.
Interest arising from currency derivatives and interest rate swaps is recorded in either financial income or expenses over the term of the agreement, unless the accounting treatment for the hedging relationship requires the interest to be taken to reserves.
Self insurance
Liabilities in respect of self insured risks include projected settlements for known and incurred but not reported claims. Projected settlements are estimated based on historical trends and actuarial data.
Provisions
Provisions are recognised when the Group has a present obligation as a result of a past event, it is probable that a payment will be made and a reliable estimate of the amount payable can be made. If the effect of the time value of money is material, the provision is discounted using a currentpre-tax discount rate that reflects the risks specific to the liability.
An onerous contract provision is recognised when the unavoidable costs of meeting the obligations under a contract exceed the economic benefits expected to be received under it.
In respect of litigation, provision is made when management consider it probable that payment may occur even though the defence of the related claim may still be ongoing through the court process.
Taxes
Current tax
Current income tax assets and liabilities for the current and prior periods are measured at the amount expected to be recovered from, or paid to, the tax authorities, including interest. The tax rates and tax laws used to compute the amount are those that are enacted or substantively enacted at the end of the reporting period.
Deferred tax
Deferred tax assets and liabilities are recognised in respect of temporary differences between the tax base and carrying value of assets and liabilities including accelerated capital allowances, unrelieved tax losses, unremitted profits from subsidiaries, gains rolled over into replacement assets, gains on previously revalued properties and other short-term temporary differences.
Judgement is used when assessing the extent to which deferred tax assets, particularly in respect of tax losses, should be recognised. Deferred tax assets are therefore recognised to the extent that it is regarded as probable that there will be sufficient and suitable taxable profits (including the deductible temporary differencesfuture release of deferred tax liabilities) in the relevant legal entity or tax group against which such assets can be realised. The recoverabilityutilised in the future. For this purpose, forecasts of allfuture taxable profits are considered by assessing the Group’s forecast revenue and profit models, taking into account future growth predictions and operating cost assumptions. Accordingly, changes in assumptions to the Group’s forecasts may have an impact on the amount of future taxable profits and therefore the period over which any deferred tax assets is re-assessed at the end of each reporting period.might be recovered.
Deferred tax is calculated at the tax rates that are expected to apply in the periods in which the asset or liability will be settled, based on rates enacted or substantively enacted at the end of the reporting period.
Where deferred tax assets and liabilities arise in the same entity or group of entities and there would be a legal right to offset the assets and liabilities were they to reverse, the assets and liabilities are also offset on the Group statement of financial position. Similarly, if there is no legal right to offset assets against liabilities, the assets and liabilities are not offset.
Retirement benefits
Defined contribution plans
Payments to defined contribution schemes are charged to the income statement as they fall due.
Defined benefit plans
Plan assets including qualifying insurance policies, are measured at fair value and plan liabilities are measured on an actuarial basis, using the projected unit credit method and discounting at an interest rate equivalent to the current rate of return on a high-quality corporate bond of equivalent currency and term to the plan liabilities. The difference between the value of plan assets and liabilities at theperiod-end date is the amount of surplus or deficit recorded in the statement of financial position as an asset or liability. An asset is recognised when the employer has an unconditional right to use the surplus at some point during the life of the plan or on itswind-up. If a refund would be subject to a tax other than income tax, as is the case in the UK, the asset is recorded at the amount net of the tax. A liability is also recorded for any such tax that would be payable in respect of funding commitments based on the accounting assumption that the related payments increase the asset.
The service cost of providing pension benefits to employees, together with the net interest expense or income for the year, is charged to the income statement within ‘administration‘administrative expenses’. Net interest is calculated by applying the discount rate to the net defined benefit asset or liability, after any asset restriction. Past service costs and gains, which are the change in the present value of the defined benefit obligation for employee service in prior periods resulting from plan amendments, are recognised immediately the plan amendment occurs. Settlement gains and losses, being the difference between the settlement cost and the present value of the defined benefit obligations being settled, are recognised when the settlement occurs.
| 98 | IHG | Annual Report and Form 20-F 2017 |
Re-measurements comprise actuarial gains and losses, the return on plan assets (excluding amounts included in net interest) and changes in the amount of any asset restrictions. Actuarial gains and losses may result from: differences between the actuarial assumptions underlying the plan liabilities and actual experience during the year or changes in the actuarial assumptions used in the valuation of the plan liabilities.Re-measurement gains and losses, and taxation thereon, are recognised in other comprehensive income and are not reclassified to profit or loss in subsequent periods.
Actuarial valuations are normally carried out every three yearson a regular basis and are updated for material transactions and other material changes in circumstances (including changes in market prices and interest rates) up to the end of the reporting period.
Revenue recognition
Revenue arises from the sale of goods and provision of services where these activities give rise to economic benefits received and receivable by the Group on its own account and result in increases in equity.
Revenue is derived from the following sources: franchise fees; management fees; owned and leased properties and other revenues which are ancillary to the Group’s operations, including technology fee income.
Revenue is recorded (excluding VAT and similar taxes) net of discounts.
The following is a description of the composition of revenues of the Group:Group.
Franchise fees – received
Received in connection with the licence of the Group’s brand names, usually under long-term contracts with the hotel owner. The Group charges franchise royalty fees as a percentage of hotel rooms revenue. Revenue is recognised whenrevenue and recognises the fee is earned in accordance withfees as the terms of the contract.hotel revenues occur.
Management fees – earned
Earned from hotels managed by the Group, usually under long-term contracts with the hotel owner. Management fees include a base fee, generally a percentage of hotel revenue, which is recognised when earned in accordance withas the terms of the contracthotel revenues occur and an incentive fee, generally based on the hotel’s annual profitability or cash flows, andwhich is recognised over time when it is considered probable that the related performance criteria are met under the terms of the contract.will be met.
Owned and leased– primarily
Primarily derived from hotel operations, including the rental of rooms and food and beverage sales from owned and leased hotels operated under the Group’s brand names. Revenue is recognised when rooms are occupied and food and beverages are sold.
Franchise fees and management fees include liquidated damages received from the early termination of contracts.
Other revenues are recognised when earned in accordance with the terms of the contract.
Government grants
Government grants are recognised in the period to which they relate when there is reasonable assurance that the grant will be received and that the Group will comply with the attached conditions. Government grants are recognised within other operating income and expenses in the Group income statement.
Share-based payments
The cost of equity-settled transactions with employees is measured by reference to fair value at the date at which the right to the shares is granted. Fair value is determined by an external valuer using option pricing models.
The cost of equity-settled transactions is recognised, together with a corresponding increase in equity, over the period in which any performance or service conditions are fulfilled, ending on the date on which the relevant employees become fully entitled to the award (vesting date).
The income statement charge for a period represents the movement in cumulative expense recognised at the beginning and end of that period. No expense is recognised for awards that do not ultimately vest, except for awards where vesting is conditional upon a market ornon-vesting condition, which are treated as vesting irrespective of whether or not the market ornon-vesting condition is satisfied, provided that all other performance and/or service conditions are satisfied.
Leases
Operating lease rentals are charged to the income statement on a straight-line basis over the term of the lease.
Assets held under finance leases, which transfer to the Group substantially all the risks and benefits incidental to ownership of the leased item, are capitalised at the inception of the lease, with a corresponding liability being recognised for the fair value of the leased asset or, if lower, the present value of the minimum lease payments. Lease payments are apportioned between the reduction of the lease liability and finance charges in the income statement so as to achieve a constant rate of interest on the remaining balance of the liability. Assets held under finance leases are depreciated over the shorter of the estimated useful life of the asset and the lease term.
Disposal ofnon-current assets
The Group recognises sales proceeds and any related gain or loss on disposal on completion of the sales process. In determining whether the gain or loss should be recorded, the Group considers whether it:
| IHG | Annual Report and Form 20-F | 99 |
AccGroup Financial Statementsounting policies
Accounting policies continued
Fair value measurement
The Group measuresavailable-for-sale equity securities and derivatives at fair value on a recurring basis and other assets when impaired by reference to fair value less costs of disposal. Additionally, the fair value of other financial assets and liabilities require disclosure.
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants. Fair value is measured by reference to the principal market for the asset or liability assuming that market participants act in their economic best interests.
The fair value of anon-financial asset assumes the asset is used in its highest and best use, either through continuing ownership or by selling it.
The Group uses valuation techniques that maximise the use of relevant observable inputs using the following valuation hierarchy:
| Level 1: | quoted (unadjusted) prices in active markets for identical assets or liabilities. | |
| Level 2: | other techniques for which all inputs which have a significant effect on the recorded fair value are observable, either directly or indirectly. | |
| Level 3: | techniques which use inputs which have a significant effect on the recorded fair value that are not based on observable market data. | |
Further disclosures on the particular valuation techniques used by the Group are provided in note 23.
For impairment testing purposes and where significant assets (such as property) are valued by reference to fair value less costs of disposal, an external valuation will normally be obtained using professional valuers who have appropriate market knowledge, reputation and independence.
Exceptional items
The Group discloses certain financial information both including and excluding exceptional items. The presentation of information excluding exceptional items allows a better understanding of the underlying trading performance of the Group and provides consistency with the Group’s internal management reporting. Exceptional items are identified by virtue of either their size or nature so as to facilitate comparison with prior periods and to assess underlying trends in the financial performance.performance of the Group and its regional operating segments. Exceptional items can include, but are not restricted to, gains and losses on the disposal of assets, impairment charges and reversals and restructuring costs and the release of tax provisions.
Treasury shares
Own shares repurchased by the Company and not cancelled (treasury shares) are recognised at cost and deducted from retained earnings. If reissued, any excess of consideration over carrying amount is recognised in the share premium reserve.costs.
Critical accounting policies and the use of judgements, estimates and assumptions
In determining and applying the Group’s accounting policies, management are required to make judgements, estimates and assumptions. An accounting policy is considered to be critical if its selection or application could materially affect the reported amounts ofamountsof assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial statementsFinancial Statements, and the reported amounts of revenues and expenses during the reporting period. Management consider accounting for the System Fund to be a critical judgement and that critical estimates and assumptions are used in impairment testing and for measuring the loyalty programme liability, tax assets and liabilities, and litigation provisions, as discussed in further detail below. Estimates and assumptions are evaluated by management using historical experience and other factors believed to be reasonable based on current circumstances. Actual results could differ under different policies, judgements, estimates and assumptions or due to unforeseen circumstances.
System Fund – in addition to management or franchise fees, hotels within the IHG System (other than for Kimpton and InterContinental hotels) pay cash assessments and contributions which are collected by IHG for specific use within the System Fund (the Fund). The Fund also receives proceeds from the sale of IHG Rewards Club points. IHG exerts significant influence over the operation of the Fund, however the Fund is managed for the benefit of hotels in the System with the objective of driving revenues for the hotels. The Fund is used to pay for marketing, the IHG Rewards Club loyalty programme and the global reservation system.Guest Reservation System. The Fund is planned to operate at breakeven with any short-term timing surplus or deficit carried in the Group statement of financial position within working capital.
As all Fund income is designated for specific purposes and does not result in a profit or loss for the Group, the revenue recognition criteria as outlined in the accounting policy above are not met and therefore the income and expenses of the Fund are not included in the Group income statement.
The assets and liabilities relating to the Fund are included in the appropriate headings in the Group statement of financial position as the related legal, but not beneficial, rights and obligations rest with the Group. These assets and liabilities include the IHG Rewards Club liability, short-term timing surpluses and deficits and any receivables and payables related to the Fund.
The cash flows relating to the Fund are reported within ‘cash flow from operations’ in the Group statement of cash flows due to the close interrelationship between the Fund and the trading operations of the Group.
Further information on the Fund is included in note 32.
 | Further information on the | |
| Fund is included in note 32. |
| 100 |
Loyalty programme – the hotel loyalty programme, IHG Rewards Club, enables members to earn points, funded through hotel assessments, during each qualifying stay at an IHG branded hotel and redeem points at a later date for free accommodation or other benefits. The future redemption liability is calculated by multiplying the number of points expected to be redeemed before they expire by the redemption cost per point. On an annual basis the Group engages an external actuary who uses statistical formulasformulae to assist in the estimate of the number of points that will never be redeemed (‘breakage’).
Following the introduction of a points expiration policy in 2015, breakage has become more judgemental due to there being limited historical data on the impact of such a change. Actuarial gains and losses on the future redemption liability are borne by the System Fund and any resulting changes in the liability would correspondingly adjust the amount of short-term timing surpluses and deficits held in the Group statement of financial position. The
At 31 December 2017, the future redemption liability which is included in trade and other payables, was $725m at 31 December 2014.$760m (2016: $685m). Based on the conditions existing at the balance sheet date, a 1%one percentage point decrease in the breakage estimate would increase this liability by approximately $7m.$10m.
Impairment testing – intangible assets with definite useful lives, and property, plant and equipment are tested for impairment when events or circumstances indicate that their carrying value may not be recoverable. Goodwill isand intangible assets with indefinite useful lives are subject to an impairment test on an annual basis or more frequently if there are indicators of impairment. Assets that do not generate independent cash flows are combined into cash-generating units. Associates and joint ventures are tested for impairment when there is objective evidence that they might be impaired.
The impairment testing of individual assets or cash-generating units requires an assessment of the recoverable amount of the asset or cash-generating unit. If the carrying value of the asset or cash-generating unit exceeds its estimated recoverable amount, the asset or cash-generating unit is written down to its recoverable amount. Recoverable amount is the greater of fair value less costs of disposal and value in use. Value in use is assessed based on estimated future cash flows discounted to their present value using apre-tax discount rate that is based on the Group’s weighted average cost of capital adjusted to reflect the risks specific to the business model and territory of the cash-generating unit or asset being tested. The outcome of such an assessment is subjective, and the result sensitive to the assumed future cash flows to be generated by the cash-generating units or assets and discount rates applied in calculating the value in use.
At 31 December 2014,2017, the Group had intangible assetsgoodwill of $569m$237m (2016: $232m) and brands of $193m (2016: $193m), both of which are subject to annual impairment testing. Information on the impairment tests performed is included in note 13.
At 31 December 2017, the Group also had property, plant and equipment, other intangible assets and investments in associates and joint ventures with a net book value of $741m, none of which were subject to$425m, $1,037m and $141m (2016: $419m, $867m and $111m) respectively. In 2017, an impairment charge during the year.of $18m (2016: $16m) was recognised in relation to an associate investment as described in detail in note 14. In respect of those other assets requiring an impairment test and depending on how recoverable amount was assessed, a 10% reduction in fair value or estimated future cash flows would have resulted in ana further impairment losscharge of $7m.
Information on impairment testing of goodwill, which had a net book value of $74m at 31 December 2014, is included in note 12.$13m.
Income taxes – deferred tax assets are recognised to the extent that it is regarded as probable that deductible temporary differences can be realised. The Group estimates deferred tax assets and liabilities based on current tax laws and rates, and in certain cases, business plans, including management’s expectations regarding the manner and timing of recovery of the related assets. Changes in these estimates may affect the amount of deferred tax liabilities or the valuation of deferred tax assets and therefore the tax charge in the income statement.
Provisions for tax liabilities require judgements on the interpretation of tax legislation, developments in case law and the potential outcomes of tax audits and appeals which may be subject to significant uncertainty. Therefore the actual results may vary from expectations resulting in adjustments to provisions, the valuation of deferred tax assets, cash tax settlements, and therefore the tax charge in the income statement.
Exceptional tax charges and credits arose in 2013 and 2012 as explained in note 7.
Litigation – from time to time, the Group is subject to legal proceedings the ultimate outcome of each being always subject to many uncertainties inherent in litigation. A provision for litigation is made when it is considered probable that a payment will be made and the amount of the loss can be reasonably estimated. Significant judgement is made when evaluating, amongst other factors, the probability of unfavourable outcome and the ability to make a reasonable estimate of the amount of potential loss. Litigation provisions are reviewed at each accounting period and revisions made for changes in facts and circumstances.
New standards issued but not effective
The new and amended accounting standards discussed below are those which are expected to be relevant to the Group’s financial statements.Group Financial Statements.
From 1 January 2015, the Group will apply the amendments to existing standards arising from the 2010-2012 and 2011-2013 annual improvements cycles.
From 1 January 2016, the Group will apply Amendments to IAS 16 and IAS 38 ‘Clarification of Acceptable Methods of Depreciation and Amortisation’ and Amendments to IFRS 11 ‘Accounting for Acquisition of Interests in Joint Operations’.
The above amendments are not expected to have a material impact on the Group’s reported performance or financial position.
IFRS 15 ‘Revenue from Contracts with Customers’
IFRS 15 introduces a new five-step approach to measuring and recognising revenue from contracts with customers and is effective from 1 January 2017.
IFRS 9 ‘Financial Instruments’ was issued as a final standard in July 2014 and is effectivewill be adopted by the Group with effect from 1 January 2018. Under IFRS 15, revenue is recognised at an amount that reflects the consideration to which an entity expects to be entitled in exchange for transferring goods or services to a customer. Management’s assessment of the impact of IFRS 15 is substantially complete and a summary of the main changes and impacts on IHG are as follows:
1. Employee cost reimbursements
Under IFRS 15, the provision of employees to managed hotels is not considered to be a service that is distinct from the general hotel management service. Reimbursements for the costs of IHG employees working in managed hotels will therefore be shown as revenue with an equal matching cost, with no profit impact. Under current accounting, no revenue or matching cost is recognised.
2. Initial franchise andre-licensing fees
Under current accounting, application andre-licensing fees are recognised as revenue when billed as the monies received are not refundable and IHG has no further obligations to satisfy. Under IFRS 15, there is a requirement to consider whether the payment of these fees transfers a good or service to the customer that is distinct from the promise to provide franchise services. As this is not the case, IFRS 15 requires initial franchise andre-licensing fees to be recognised as franchise services are provided, over the life of the related contract. The spreading of these fees will result in an initial reduction to revenue and operating profit, and the recognition of deferred revenue on the balance sheet, reflecting the profile of increased amounts received in recent years.
3. Contract acquisition costs
Contract acquisition costs related to securing management and franchise contracts are currently charged to the income statement as incurred. Under IFRS 15, certain costs qualify to be capitalised as the cost of obtaining a contract and are amortised over the initial term of the related contract. This change results in an increase to operating profit and the capitalisation of contract costs on the balance sheet.
4. Amounts paid to hotel owners to secure management contracts and franchise agreements (‘Key money’)
Under current accounting, key money payments are capitalised as intangible assets and amortised over the life of the related contracts. Under IFRS 15, these payments are treated as consideration payable to a customer and therefore recognised as a deduction to revenue over the contract term. This change will result in a reduction to revenue, no change to operating profit, and the reclassification of key money on the balance sheet from intangible assets to contract assets.
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Accounting policies | 101 |
Group Financial Statements
Accounting policies continued
5. Owned hotel disposals subject to a management contract
Under current accounting, when hotels are sold and the Group retains management of the hotel, the consideration recognised includes both the cash received and the fair value of the management contract which is capitalised as an intangible asset and subsequently amortised to the income statement. This accounting is governed by the ‘exchange of assets’ criteria included in IAS 16 ‘Property, Plant and Equipment’ and IAS 38 ‘Intangible Assets’. IFRS 15 specifically includes property sales in its scope and results in the sales consideration being recorded at the fair value of the encumbered hotel, which generally will be equivalent to the cash received. This change will result in the derecognition of historic intangible asset balances and a lower amortisation charge in the income statement.
6. System Fund revenues and expenses
The Group operates a System Fund (the Fund) to collect and administer cash assessments from hotel owners for the specific purpose of use in marketing, the guest reservation systems and hotel loyalty programme. The Fund also receives proceeds from the sale of loyalty points under third-partyco-branding arrangements. The Fund is planned to break even and is managed for the benefit of hotels in the System with the objective of driving revenues for the hotels. Under current accounting, these receipts and expenses are not recorded in the Group income statement as set out on page 100.
Under IFRS 15, an entity is regarded as a principal if it controls a service prior to transfer to the customer. As marketing and reservations expenses primarily comprise payroll and marketing costs incurred under contracts entered into by the Group, management have determined that the Group controls these services. Fund revenues and expenses will therefore be recognised on a gross basis in the Group income statement. Assessment fees from hotel owners are generally levied as a percentage of hotel revenues and will be recognised as those hotel revenues occur.
In respect of the loyalty programme, the Group has determined that the related performance obligation is not satisfied in full until the member has redeemed the points at a participating hotel. Accordingly, revenue related to loyalty points earned by members or sold underco-branding arrangements will be deferred in an amount that reflects the stand-alone selling price of the future benefit to the member. As materially all of the points will be redeemed at IHG managed or franchised hotels owned by third parties, IHG is deemed to be acting as agent on redemption and will therefore recognise the related revenue net of the cost of reimbursing the hotel that is providing the hotel stay. The deferred revenue balance under IFRS 15 will be significantly higher than the points redemption cost liability that is recognised under current accounting resulting in an increase in the Group’s net liabilities.
Management has also determined that in addition to the performance obligation for the redemption of points,co-branding arrangements contain other performance obligations including marketing services and the right to access the loyalty programme. Revenue attributable to the stand-alone selling price of these additional services is recognised over the term of theco-branding arrangement.
Certain travel agency commission revenues within the Fund will continue to be recognised on a net basis, where it has been determined that IHG acts as agent under IFRS 15.
7. System Fund surplus or deficit
Under current accounting, the Fund surplus or deficit is carried forward on the Group statement of financial position as set out on page 100. Under IFRS 15, the Fund surplus or deficit will be recognised in the Group income statement. Both the current accounting treatment and the change on applying IFRS 15, and the equivalent US GAAP standard, are consistent with current and expected future practice across the hotel industry. The Fund surplus of $158m at 31 December 2017 will be derecognised resulting in a reduction in the Group’s net liabilities.
The changes detailed in 6 and 7 above will result in an increase in recorded revenue and reduction in operating profit in 2017.
8. Presentation and disclosure
The presentation and disclosure requirements of IFRS 15 represent a significant change from current practice and will increase the volume of disclosures required in the notes to the financial statements.
9. Quantification of impacts
The Group will apply the full retrospective approach when transitioning to the new standard which will result in restated comparatives on the basis that IFRS 15 had always applied.
The estimated impacts of adjustments 1. to 5. on the 2017 results are as follows:
| Impact | Group revenue $m | Group operating profit $m | Group net liabilities $m | |||||||||||||
| 1. Employee cost reimbursements | 1,103 | – | – | |||||||||||||
| 2. Initial franchise andre-licensing fees | (14) | (14) | (111) | |||||||||||||
| 3. Contract acquisition costs | – | 5 | 43 | |||||||||||||
| 4. Key money | (17) | – | – | |||||||||||||
| 5. Derecognition of management contracts | – | 8 | (192) | |||||||||||||
| Other | 2 | – | 1 | |||||||||||||
| 1,074 | (1) | (259) | ||||||||||||||
The impact of deferring revenue in relation to the loyalty programme and recognising System Fund revenues and expenses in the Group income statement (items 6. and 7.) is expected to increase Group revenue by an additional $1.2bn. The impact on Group operating profit and Group net liabilities is still being assessed. The Group has an agreement with the IHG Owners Association to spend Fund income for the benefit of hotels in the IHG System such that the Group does not make a profit or loss from operating the Fund over the medium term.
| 102 | IHG | Annual Report and Form 20-F 2017 |
IFRS 9 ‘Financial Instruments’
IFRS 9, which will be adopted by the Group with effect from 1 January 2018, introduces new requirements for classification and measurement of financial assets and financial liabilities, impairment and hedge accounting. Management’s assessment of the impact of IFRS 9 is substantially complete and a summary of the changes and impacts on IHG are as follows:
1. Financial assets at fair value through other comprehensive income
The Group holds equity investments which it currently classifies asavailable-for-sale financial assets. Changes in fair value are accumulated in equity and on disposal are recycled through the income statement. Under IFRS 9, these assets will be recorded at fair value through other comprehensive income with no recycling to the income statement.
IFRS 9 will not be applied to assets derecognised prior to 1 January 2018 and therefore there will be no change to the gain of $73m recognised on disposal of anavailable-for-sale equity investment in 2017 (see note 5).
2. Trade receivables and loans issued to hotel owners to secure
management contracts and franchise agreements Trade receivables, trade deposits and loans issued to hotel owners to secure management contracts and franchise agreements are held to collect contractual cash flows and are expected to give rise to cash flows representing solely payments of principal and interest. Management have therefore concluded that they continue to meet the criteria for amortised cost measurement under IFRS 9.
3. Impairment
The Group will apply the three-stage expected credit loss model introduced by IFRS 9 in respect of trade deposits and loans issued to hotel owners to secure management contracts and franchise agreements. The expected credit loss model is based on the concepts of’12-month expected credit losses’ or ‘lifetime expected credit losses’ depending on the performance of the underlying asset. Management’s current assessments do not indicate any material change in impairment provisions as a result of IFRS 9.
The Group will apply the simplified version of the expected credit loss model permitted by IFRS 9 in respect of trade receivables, which involves assessing lifetime expected credit losses on all balances. To estimate the required impairment provision, management has assessed historical collection rates by geographical region, incorporating adjustments for future expectations. No material impact on the financial statements is expected from application of the expected credit loss model to trade receivables.
4. Hedge accounting
Management have determined that all existing hedge relationships that are currently assessingdesignated effective hedging relationships will continue to qualify for hedge accounting under IFRS 9. As IFRS 9 does not change the impactsgeneral principles of how an entity accounts for effective hedges, applying the hedging requirements of IFRS 159 will not impact the Group Financial Statements.
5. Financial liabilities
Management’s initial assessments indicate no impact on the Group’s accounting for financial liabilities as the rules on classification and measurement of financial liabilities remain largely unchanged compared with IAS 39.
Except for hedge accounting, retrospective application of IFRS 9 is required. The new rules for hedge accounting will be applied prospectively in line with the requirements of the new standard. The Group does not plan to restate prior periods as allowed by the transition provisions of IFRS 9.
IFRS 16 ‘Leases’
The Group will adopt IFRS 16 with effect from 1 January 2019. The standard eliminates the classification of leases as either operating or finance leases and introduces a single accounting model which is similar to the current accounting model for finance leases under IAS 17.
Lessees will be required to recognise on the balance sheet‘right-of-use’ assets which represent the right to use underlying assets during the lease term and a lease liability representing the minimum lease payment for all leases. Depreciation of‘right-of-use’ assets and interest on lease liabilities will be charged to the income statement, replacing the corresponding operating lease rentals.
The Group will take the elections available under IFRS 16 not to apply the lease accounting model to leases which are considered low value or which have a term of less than 12 months.
The Group currently plans to adopt both standardsapply the full retrospective method of application. Management are currently quantifying the impact of adopting IFRS 16 which is expected to result in an increase in lease liabilities of $350m–$400m at 31 December 2017, and an immaterial impact on profit after tax.
Other
From 1 January 2018, the Group will apply Amendments to IFRS 2 ‘Classification and Measurement of Share-Based Payment Transactions’. The amendments address the effects of vesting conditions on the required effective dates.measurement of cash-settled share-based payment transactions; the classification of a share-based payment transaction with net settlement features for withholding tax obligations and accounting where a modification to the terms and conditions of a share-based payment transaction changes its classification from cash-settled to equity-settled. Adoption of this amendment is not expected to have a material impact on the financial statements.
From 1 January 2019, the Group will apply the amendments to:
The amendments are not expected to have a material impact on the Group’s reported financial performance or position.
IHG | Annual Report and Form 20-F | 103 |
Group Financial Statements
Notes to the Group Financial Statements
1. Exchange rates
The results of operations have been translated into US dollars at the average rates of exchange for the year. In the case of sterling, the translation rate is $1=£0.61 (20130.78 (2016: $1=£0.64, 20120.74, 2015: $1=£0.63)0.65). In the case of the euro, the translation rate is $1=€0.75 (20130.89 (2016: $1=€0.75, 20120.90, 2015: $1=€0.78)0.90).
Assets and liabilities have been translated into US dollars at the rates of exchange on the last day of the year. In the case of sterling, the translation rate is $1=£0.64 (20130.74 (2016: $1=£0.60, 20120.81, 2015: $1=£0.62)0.68). In the case of the euro, the translation rate is $1=€0.82 (20130.83 (2016: $1=€0.73, 20120.95, 2015: $1=€0.76)0.92).
2. Segmental information
The management of the Group’s operations, excluding Central functions, is organised within four geographical regions:
These, together with Central functions, comprise the Group’s five reportable segments. No operating segments have been aggregated to form these reportable segments.
Central functions include costs of global functions including technology, sales and marketing, finance, human resources and corporate services; central revenue arises principally from technology fee income. Central liabilities include the loyalty programme liability and the cumulative short-term System Fund surplus.
Each of the geographical regions is led by its own Chief Executive Officer and derives its revenues from either franchising, managing or owning hotels and additional segmental disclosures are provided accordingly.
Management monitors the operating results of the geographical regions and Central functions separately for the purpose of making decisions about resource allocation and performance assessment. Segmental performance is evaluated based on operating profit or loss and is measured consistently with operating profit or loss in the Consolidated Financial Statements, excluding exceptional items. Group financing activities and income taxes are managed on a group basis and are not allocated to reportable segments.
| Year ended 31 December 2014 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||||||||||||||||||||||
| Year ended 31 December 2017 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||||||||||||||||||||||
| Revenue | ||||||||||||||||||||||||||||||||||||||||||||
| Franchised | 630 | 104 | 16 | 4 | – | 754 | 703 | 109 | 17 | 4 | – | 833 | ||||||||||||||||||||||||||||||||
| Managed | 103 | 159 | 187 | 99 | – | 548 | 172 | 132 | 193 | 122 | – | 619 | ||||||||||||||||||||||||||||||||
| Owned and leased | 138 | 111 | 39 | 139 | – | 427 | 150 | – | 34 | – | – | 184 | ||||||||||||||||||||||||||||||||
| Central | – | – | – | – | 129 | 129 | – | – | – | – | 148 | 148 | ||||||||||||||||||||||||||||||||
| 871 | 374 | 242 | 242 | 129 | 1,858 | |||||||||||||||||||||||||||||||||||||||
| 1,025 | 241 | 244 | 126 | 148 | 1,784 | |||||||||||||||||||||||||||||||||||||||
| Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | | Americas $m | | Europe $m | | AMEA $m | |
Greater China $m | | Central $m | | Group $m | |||||||||||||||||||||||||||
| Segmental result | ||||||||||||||||||||||||||||||||||||||||||||
| Franchised | 544 | 78 | 12 | 5 | – | 639 | 606 | 85 | 14 | 2 | – | 707 | ||||||||||||||||||||||||||||||||
| Managed | 47 | 30 | 88 | 63 | – | 228 | 65 | 26 | 91 | 73 | – | 255 | ||||||||||||||||||||||||||||||||
| Owned and leased | 18 | 14 | 3 | 42 | – | 77 | 29 | – | 2 | – | – | 31 | ||||||||||||||||||||||||||||||||
| Regional and central | (65 | ) | (33 | ) | (19 | ) | (21 | ) | (155 | ) | (293 | ) | (56 | ) | (25) | (20 | ) | (23) | (110 | ) | (234) | |||||||||||||||||||||||
| Reportable segments’ operating profit | 544 | 89 | 84 | 89 | (155 | ) | 651 | 644 | 86 | 87 | 52 | (110 | ) | 759 | ||||||||||||||||||||||||||||||
| Exceptional operating items (note 5) | 110 | (56 | ) | – | – | (25 | ) | 29 | ||||||||||||||||||||||||||||||||||||
| Exceptional items (note 5) | 37 | (2) | (2 | ) | – | (29 | ) | 4 | ||||||||||||||||||||||||||||||||||||
| Operating profit | 654 | 33 | 84 | 89 | (180 | ) | 680 | 681 | 84 | 85 | 52 | (139 | ) | 763 | ||||||||||||||||||||||||||||||
| Group $m | ||||||||||||||||||||||||||||||||||||||||||||
| Reportable segments’ operating profit | 651 | |||||||||||||||||||||||||||||||||||||||||||
| Exceptional operating items (note 5) | 29 | |||||||||||||||||||||||||||||||||||||||||||
| Operating profit | 680 | |||||||||||||||||||||||||||||||||||||||||||
| Net finance costs | (80 | ) | ||||||||||||||||||||||||||||||||||||||||||
| Profit before tax | 600 | |||||||||||||||||||||||||||||||||||||||||||
| Tax | (208 | ) | ||||||||||||||||||||||||||||||||||||||||||
| Profit for the year | 392 | |||||||||||||||||||||||||||||||||||||||||||
| Group $m | ||||
| Reportable segments’ operating profit | 759 | |||
| Exceptional items (note 5) | 4 | |||
| Operating profit | 763 | |||
| Net finance costs | (85) | |||
| Profit before tax | 678 | |||
| Tax | (85) | |||
| Profit for the year | 593 |
All items above relate to continuing operations.
| 104 | IHG | Annual Report and Form 20-F 2017 |
2. Segmental informationcontinued
| 31 December 2017 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||||
| Assets and liabilities | ||||||||||||||||||||||||||
| Segment assets | 1,525 | 350 | 264 | 154 | 541 | 2,834 | ||||||||||||||||||||
| Unallocated assets: | ||||||||||||||||||||||||||
Non-current tax receivable | 16 | |||||||||||||||||||||||||
Deferred tax assets | 56 | |||||||||||||||||||||||||
Current tax receivable | 101 | |||||||||||||||||||||||||
Cash and cash equivalents | 168 | |||||||||||||||||||||||||
| Total assets | 3,175 | |||||||||||||||||||||||||
| Segment liabilities | (470 | ) | (146 | ) | (86 | ) | (60 | ) | (999 | ) | (1,761 | ) | ||||||||||||||
| Unallocated liabilities: | ||||||||||||||||||||||||||
Current tax payable | (64 | ) | ||||||||||||||||||||||||
Non-current tax payable | (25 | ) | ||||||||||||||||||||||||
Deferred tax liabilities | (157 | ) | ||||||||||||||||||||||||
Loans and other borrowings | (2,019 | ) | ||||||||||||||||||||||||
| Total liabilities | (4,026 | ) | ||||||||||||||||||||||||
| Year ended 31 December 2017 | Americas $m | Europe $m | AMEA $m |
Greater China $m | Central $m | Group $m | ||||||||||||||||||||
| Other segmental information | ||||||||||||||||||||||||||
| Capital expenditure (see below) | 120 | 18 | 8 | 2 | 188 | 336 | ||||||||||||||||||||
| Non-cash items: | ||||||||||||||||||||||||||
Depreciation and amortisationa | 31 | 10 | 6 | 3 | 53 | 103 | ||||||||||||||||||||
Share-based payments cost | – | – | – | – | 21 | 21 | ||||||||||||||||||||
Share of losses/(gains) of associates and joint ventures | 1 | – | (4 | ) | – | – | (3 | ) | ||||||||||||||||||
Impairment charges | 18 | – | – | – | – | 18 | ||||||||||||||||||||
a Included in the $103m of depreciation and amortisation is $53m relating to administrative expenses and $50m relating to cost of sales.
|
| |||||||||||||||||||||||||
Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | |||||||||||||||||||||
| Reconciliation of capital expenditure | ||||||||||||||||||||||||||
| Capital expenditure per management reporting | 120 | 18 | 8 | 2 | 188 | 336 | ||||||||||||||||||||
| Landlord contributions to property, plant and equipment | – | – | – | – | 14 | 14 | ||||||||||||||||||||
| Timing differences and other adjustments | – | – | – | – | (1 | ) | (1 | ) | ||||||||||||||||||
| Additions per the Financial Statements | 120 | 18 | 8 | 2 | 201 | 349 | ||||||||||||||||||||
| Comprising additions to: | ||||||||||||||||||||||||||
Property, plant and equipment | 10 | – | – | 2 | 32 | 44 | ||||||||||||||||||||
Intangible assets | 51 | 15 | 6 | – | 169 | 241 | ||||||||||||||||||||
Investment in associates and joint ventures | 47 | – | – | – | – | 47 | ||||||||||||||||||||
Other financial assets | 12 | 3 | 2 | – | – | 17 | ||||||||||||||||||||
| 120 | 18 | 8 | 2 | 201 | 349 | |||||||||||||||||||||
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 105 |
Group Financial Statements
Notes to the Group Financial Statements continued
2. Segmental informationcontinued
| Year ended 31 December 2016 | Americas $m | Europe $m | AMEA $m | Greater $m | Central $m | Group $m | ||||||||||||||||||||
| Revenue | ||||||||||||||||||||||||||
| Franchised | 685 | 102 | 16 | 3 | – | 806 | ||||||||||||||||||||
| Managed | 172 | 125 | 184 | 114 | – | 595 | ||||||||||||||||||||
| Owned and leased | 136 | – | 37 | – | – | 173 | ||||||||||||||||||||
| Central | – | – | – | – | 141 | 141 | ||||||||||||||||||||
| 993 | 227 | 237 | 117 | 141 | 1,715 | |||||||||||||||||||||
Americas $m | Europe $m | AMEA $m | Greater $m | Central $m | Group $m | |||||||||||||||||||||
| Segmental result | ||||||||||||||||||||||||||
| Franchised | 600 | 78 | 12 | 3 | – | 693 | ||||||||||||||||||||
| Managed | 64 | 22 | 89 | 64 | – | 239 | ||||||||||||||||||||
| Owned and leased | 24 | – | 2 | – | – | 26 | ||||||||||||||||||||
| Regional and central | (55 | ) | (25 | ) | (21 | ) | (22 | ) | (128 | ) | (251 | ) | ||||||||||||||
| Reportable segments’ operating profit | 633 | 75 | 82 | 45 | (128 | ) | 707 | |||||||||||||||||||
| Exceptional items (note 5) | (29 | ) | – | – | – | – | (29 | ) | ||||||||||||||||||
| Operating profit | 604 | 75 | 82 | 45 | (128 | ) | 678 | |||||||||||||||||||
Group $m | ||||||
| Reportable segments’ operating profit | 707 | |||||
| Exceptional items (note 5) | (29 | ) | ||||
| Operating profit | 678 | |||||
| Net finance costs | (87 | ) | ||||
| Profit before tax | 591 | |||||
| Tax | (174 | ) | ||||
| Profit for the year | 417 | |||||
All items above relate to continuing operations.
| 31 December 2016 | Americas $m | Europe $m | AMEA $m | Greater $m | Central $m | Group $m | ||||||||||||||||||||
| Assets and liabilities | ||||||||||||||||||||||||||
| Segment assets | 1,417 | 321 | 249 | 147 | 439 | 2,573 | ||||||||||||||||||||
| Unallocated assets: | ||||||||||||||||||||||||||
Non-current tax receivable | 23 | |||||||||||||||||||||||||
Deferred tax assets | 48 | |||||||||||||||||||||||||
Current tax receivable | 77 | |||||||||||||||||||||||||
Cash and cash equivalents | 206 | |||||||||||||||||||||||||
| Total assets | 2,927 | |||||||||||||||||||||||||
| Segment liabilities | (438 | ) | (128 | ) | (68 | ) | (39 | ) | (997 | ) | (1,670 | ) | ||||||||||||||
| Unallocated liabilities: | ||||||||||||||||||||||||||
Current tax payable | (50 | ) | ||||||||||||||||||||||||
Deferred tax liabilities | (251 | ) | ||||||||||||||||||||||||
Derivative financial instruments | (3 | ) | ||||||||||||||||||||||||
Loans and other borrowings | (1,712 | ) | ||||||||||||||||||||||||
| Total liabilities | (3,686 | ) | ||||||||||||||||||||||||
| 106 | IHG | Annual Report and Form 20-F 2017 |
2. Segmental informationcontinued
| 31 December 2016 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||||
| Other segmental information | ||||||||||||||||||||||||||
| Capital expenditure (see below) | 67 | 15 | 7 | 1 | 148 | 238 | ||||||||||||||||||||
| Non-cash items: | ||||||||||||||||||||||||||
Depreciation and amortisationa | 25 | 10 | 5 | 3 | 53 | 96 | ||||||||||||||||||||
Share-based payments cost | – | – | – | – | 17 | 17 | ||||||||||||||||||||
Share of losses/(gains) of associates and joint ventures | 7 | – | (5 | ) | – | – | 2 | |||||||||||||||||||
Impairment charges | 16 | – | – | – | – | 16 | ||||||||||||||||||||
a Included in the $96m of depreciation and amortisation is $54m relating to administrative expenses and $42m relating to cost of sales.
|
| |||||||||||||||||||||||||
Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | |||||||||||||||||||||
| Reconciliation of capital expenditure | ||||||||||||||||||||||||||
| Capital expenditure per management reporting | 67 | 15 | 7 | 1 | 148 | 238 | ||||||||||||||||||||
| Timing differences and other adjustments | 1 | – | (1 | ) | (1 | ) | (7 | ) | (8 | ) | ||||||||||||||||
| Additions per the Financial Statements | 68 | 15 | 6 | – | 141 | 230 | ||||||||||||||||||||
| Comprising additions to: | ||||||||||||||||||||||||||
Property, plant and equipment | 13 | – | 2 | – | 14 | 29 | ||||||||||||||||||||
Intangible assets | 36 | 15 | 2 | – | 127 | 180 | ||||||||||||||||||||
Investment in associates and joint ventures | 14 | – | – | – | – | 14 | ||||||||||||||||||||
Other financial assets | 5 | – | 2 | – | – | 7 | ||||||||||||||||||||
| 68 | 15 | 6 | – | 141 | 230 | |||||||||||||||||||||
| Year ended 31 December 2015 | Americas $m | Europe $m | AMEA $m | Greater $m | Central $m | Group $m | ||||||||||||||||||||
| Revenue | ||||||||||||||||||||||||||
| Franchised | 661 | 104 | 16 | 4 | – | 785 | ||||||||||||||||||||
| Managed | 166 | 131 | 189 | 105 | – | 591 | ||||||||||||||||||||
| Owned and leased | 128 | 30 | 36 | 98 | – | 292 | ||||||||||||||||||||
| Central | – | – | – | – | 135 | 135 | ||||||||||||||||||||
| 955 | 265 | 241 | 207 | 135 | 1,803 | |||||||||||||||||||||
Americas $m | Europe $m | AMEA $m | Greater $m | Central $m | Group $m | |||||||||||||||||||||
| Segmental result | ||||||||||||||||||||||||||
| Franchised | 575 | 77 | 12 | 5 | – | 669 | ||||||||||||||||||||
| Managed | 64 | 28 | 90 | 59 | – | 241 | ||||||||||||||||||||
| Owned and leased | 24 | 1 | 3 | 29 | – | 57 | ||||||||||||||||||||
| Regional and central | (66 | ) | (28 | ) | (19 | ) | (23 | ) | (151 | ) | (287 | ) | ||||||||||||||
| Reportable segments’ operating profit | 597 | 78 | 86 | 70 | (151 | ) | 680 | |||||||||||||||||||
| Exceptional items (note 5) | (41 | ) | 175 | (2 | ) | 698 | (11 | ) | 819 | |||||||||||||||||
| Operating profit | 556 | 253 | 84 | 768 | (162 | ) | 1,499 | |||||||||||||||||||
Group $m | ||||||
| Reportable segments’ operating profit | 680 | |||||
| Exceptional items (note 5) | 819 | |||||
| Operating profit | 1,499 | |||||
| Net finance costs | (87 | ) | ||||
| Profit before tax | 1,412 | |||||
| Tax | (188 | ) | ||||
| Profit for the year | 1,224 | |||||
All items above relate to continuing operations.
| 31 December 2014 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
| Assets and liabilities | ||||||||||||||||||||||||
| Segment assets | 919 | 316 | 244 | 394 | 346 | 2,219 | ||||||||||||||||||
| Assets classified as held for sale | – | 310 | – | – | – | 310 | ||||||||||||||||||
| 919 | 626 | 244 | 394 | 346 | 2,529 | |||||||||||||||||||
| Unallocated assets: | ||||||||||||||||||||||||
Non-current tax receivable | 34 | |||||||||||||||||||||||
Deferred tax assets | 87 | |||||||||||||||||||||||
Current tax receivable | 4 | |||||||||||||||||||||||
Derivative financial instruments | 2 | |||||||||||||||||||||||
Cash and cash equivalents | 162 | |||||||||||||||||||||||
| Total assets | 2,818 | |||||||||||||||||||||||
| Segment liabilities | (430 | ) | (199 | ) | (61 | ) | (66 | ) | (796 | ) | (1,552 | ) | ||||||||||||
| Liabilities classified as held for sale | – | (94 | ) | – | – | – | (94 | ) | ||||||||||||||||
| (430 | ) | (293 | ) | (61 | ) | (66 | ) | (796 | ) | (1,646 | ) | |||||||||||||
| Unallocated liabilities: | ||||||||||||||||||||||||
Current tax payable | (47 | ) | ||||||||||||||||||||||
Deferred tax liabilities | (147 | ) | ||||||||||||||||||||||
Loans and other borrowings | (1,695 | ) | ||||||||||||||||||||||
| Total liabilities | (3,535 | ) | ||||||||||||||||||||||
| Year ended 31 December 2014 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
| Other segmental information | ||||||||||||||||||||||||
| Capital expenditure (see below) | 75 | 37 | 11 | 6 | 123 | 252 | ||||||||||||||||||
| Non-cash items: | ||||||||||||||||||||||||
Depreciation and amortisation1 | 22 | 18 | 8 | 15 | 33 | 96 | ||||||||||||||||||
Share-based payments cost | – | – | – | – | 21 | 21 | ||||||||||||||||||
Share of losses/(profits) of associates and joint ventures | 6 | – | (2 | ) | – | – | 4 | |||||||||||||||||
1 Included in the $96m of depreciation and amortisation is $41m relating to administrative expenses and $55m relating to cost of sales. |
| |||||||||||||||||||||||
| Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | |||||||||||||||||||
| Reconciliation of capital expenditure | ||||||||||||||||||||||||
| Capital expenditure per management reporting | 75 | 37 | 11 | 6 | 123 | 252 | ||||||||||||||||||
| Management contracts acquired on disposal of hotels | 50 | – | – | – | – | 50 | ||||||||||||||||||
| Capital contributions to associates | 15 | – | – | – | – | 15 | ||||||||||||||||||
| Other financial assets relating to deferred consideration on disposals | 27 | 25 | – | – | – | 52 | ||||||||||||||||||
| Timing differences | – | – | – | (1 | ) | – | (1 | ) | ||||||||||||||||
| Additions per the Financial Statements | 167 | 62 | 11 | 5 | 123 | 368 | ||||||||||||||||||
| Comprising additions to: | ||||||||||||||||||||||||
Property, plant and equipment | 45 | 12 | 2 | 5 | 15 | 79 | ||||||||||||||||||
Assets classified as held for sale | 1 | 3 | – | – | – | 4 | ||||||||||||||||||
Intangible assets | 78 | 22 | 5 | – | 108 | 213 | ||||||||||||||||||
Investment in associates and joint ventures | 15 | – | – | – | – | 15 | ||||||||||||||||||
Other financial assets | 28 | 25 | 4 | – | – | 57 | ||||||||||||||||||
| 167 | 62 | 11 | 5 | 123 | 368 | |||||||||||||||||||
IHG | Annual Report and Form 20-F
| 107 |
| Year ended 31 December 2013 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
| Revenue | ||||||||||||||||||||||||
| Franchised | 576 | 104 | 16 | 3 | – | 699 | ||||||||||||||||||
| Managed | 128 | 156 | 170 | 92 | – | 546 | ||||||||||||||||||
| Owned and leased | 212 | 140 | 44 | 141 | – | 537 | ||||||||||||||||||
| Central | – | – | – | – | 121 | 121 | ||||||||||||||||||
| 916 | 400 | 230 | 236 | 121 | 1,903 | |||||||||||||||||||
| Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | |||||||||||||||||||
| Segmental result | ||||||||||||||||||||||||
| Franchised | 499 | 79 | 12 | 5 | – | 595 | ||||||||||||||||||
| Managed | 74 | 30 | 92 | 51 | – | 247 | ||||||||||||||||||
| Owned and leased | 30 | 30 | 4 | 47 | – | 111 | ||||||||||||||||||
| Regional and central | (53 | ) | (34 | ) | (22 | ) | (21 | ) | (155 | ) | (285 | ) | ||||||||||||
| Reportable segments’ operating profit | 550 | 105 | 86 | 82 | (155 | ) | 668 | |||||||||||||||||
| Exceptional operating items (note 5) | 6 | 19 | – | (10 | ) | (10 | ) | 5 | ||||||||||||||||
| Operating profit | 556 | 124 | 86 | 72 | (165 | ) | 673 | |||||||||||||||||
| Group $m | ||||||||||||||||||||||||
| Reportable segments’ operating profit | 668 | |||||||||||||||||||||||
| Exceptional operating items (note 5) | 5 | |||||||||||||||||||||||
| Operating profit | 673 | |||||||||||||||||||||||
| Net finance costs | (73 | ) | ||||||||||||||||||||||
| Profit before tax | 600 | |||||||||||||||||||||||
| Tax | (226 | ) | ||||||||||||||||||||||
| Profit for the year | 374 | |||||||||||||||||||||||
All items above relate
Group Financial Statements
Notes to continuing operations.the Group Financial Statements continued
2. Segmental informationcontinued
| Year ended 31 December 2015 | Americas $m | Europe $m | AMEA $m | Greater $m | Central $m | Group $m | ||||||||||||||||||||
| Other segmental information | ||||||||||||||||||||||||||
| Capital expenditure | 87 | 45 | 8 | 4 | 118 | 262 | ||||||||||||||||||||
| Non-cash items: | ||||||||||||||||||||||||||
Depreciation and amortisationa | 23 | 10 | 6 | 8 | 49 | 96 | ||||||||||||||||||||
Share-based payments cost | – | – | – | – | 19 | 19 | ||||||||||||||||||||
Share of losses/(gains) of associates and joint ventures | 5 | – | (2 | ) | – | – | 3 | |||||||||||||||||||
Impairment charges | 27 | – | 9 | – | – | 36 | ||||||||||||||||||||
| 31 December 2013 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group (restated1) $m | ||||||||||||||||||
| Assets and liabilities | ||||||||||||||||||||||||
| Segment assets | 851 | 654 | 253 | 392 | 304 | 2,454 | ||||||||||||||||||
| Assets classified as held for sale | 228 | – | – | – | – | 228 | ||||||||||||||||||
| 1,079 | 654 | 253 | 392 | 304 | 2,682 | |||||||||||||||||||
| Unallocated assets: | ||||||||||||||||||||||||
Non-current tax receivable | 16 | |||||||||||||||||||||||
Deferred tax assets | 108 | |||||||||||||||||||||||
Current tax receivable | 12 | |||||||||||||||||||||||
Derivative financial instruments | 1 | |||||||||||||||||||||||
Cash and cash equivalents | 248 | |||||||||||||||||||||||
| Total assets | 3,067 | |||||||||||||||||||||||
| Segment liabilities | (364 | ) | (286 | ) | (56 | ) | (62 | ) | (741 | ) | (1,509 | ) | ||||||||||||
| Unallocated liabilities: | ||||||||||||||||||||||||
Current tax payable | (47 | ) | ||||||||||||||||||||||
Deferred tax liabilities | (175 | ) | ||||||||||||||||||||||
Loans and other borrowings | (1,399 | ) | ||||||||||||||||||||||
Derivative financial instruments | (11 | ) | ||||||||||||||||||||||
| Total liabilities | (3,141 | ) | ||||||||||||||||||||||
1 Restated for the adoption of ‘Offsetting Financial Assets and Financial Liabilities’ (Amendments to IAS 32), see page 107. |
| |||||||||||||||||||||||
| Year ended 31 December 2013 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
| Other segmental information | ||||||||||||||||||||||||
| Capital expenditure (see below) | 116 | 37 | 17 | 8 | 91 | 269 | ||||||||||||||||||
| Non-cash items: | ||||||||||||||||||||||||
Depreciation and amortisation1 | 19 | 18 | 10 | 15 | 23 | 85 | ||||||||||||||||||
Share-based payments cost | – | – | – | – | 22 | 22 | ||||||||||||||||||
Share of profits of associates and joint ventures | 5 | – | 3 | – | – | 8 | ||||||||||||||||||
1 Included in the $85m of depreciation and amortisation is $34m relating to administrative expenses and $51m relating to cost of sales. |
| |||||||||||||||||||||||
| Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | |||||||||||||||||||
| Reconciliation of capital expenditure | ||||||||||||||||||||||||
| Capital expenditure per management reporting | 116 | 37 | 17 | 8 | 91 | 269 | ||||||||||||||||||
| Management contract acquired on disposal of hotel | – | 40 | – | – | – | 40 | ||||||||||||||||||
| Other financial assets relating to pensions | – | 48 | – | – | 92 | 140 | ||||||||||||||||||
| Timing differences | 8 | – | – | (1 | ) | 8 | 15 | |||||||||||||||||
| Additions per the Financial Statements | 124 | 125 | 17 | 7 | 191 | 464 | ||||||||||||||||||
| Comprising additions to: | ||||||||||||||||||||||||
Property, plant and equipment | 93 | 22 | 8 | 7 | 20 | 150 | ||||||||||||||||||
Assets classified as held for sale | 5 | 3 | – | – | – | 8 | ||||||||||||||||||
Intangible assets | 6 | 45 | 5 | – | 79 | 135 | ||||||||||||||||||
Investment in associates and joint ventures | 6 | – | 4 | – | – | 10 | ||||||||||||||||||
Other financial assets | 14 | 55 | – | – | 92 | 161 | ||||||||||||||||||
| 124 | 125 | 17 | 7 | 191 | 464 | |||||||||||||||||||
|
| Year ended 31 December 2012 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
| Revenue | ||||||||||||||||||||||||
| Franchised | 541 | 91 | 18 | 3 | – | 653 | ||||||||||||||||||
| Managed | 97 | 147 | 152 | 89 | – | 485 | ||||||||||||||||||
| Owned and leased | 199 | 198 | 48 | 138 | – | 583 | ||||||||||||||||||
| Central | – | – | – | – | 114 | 114 | ||||||||||||||||||
| 837 | 436 | 218 | 230 | 114 | 1,835 | |||||||||||||||||||
| Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | |||||||||||||||||||
| Segmental result | ||||||||||||||||||||||||
| Franchised | 466 | 65 | 12 | 4 | – | 547 | ||||||||||||||||||
| Managed | 48 | 32 | 90 | 51 | – | 221 | ||||||||||||||||||
| Owned and leased | 24 | 50 | 6 | 45 | – | 125 | ||||||||||||||||||
| Regional and central | (52 | ) | (35 | ) | (20 | ) | (19 | ) | (162 | ) | (288 | ) | ||||||||||||
| Reportable segments’ operating profit | 486 | 112 | 88 | 81 | (162 | ) | 605 | |||||||||||||||||
| Exceptional operating items (note 5) | 23 | (4 | ) | (5 | ) | – | (18 | ) | (4 | ) | ||||||||||||||
| Operating profit | 509 | 108 | 83 | 81 | (180 | ) | 601 | |||||||||||||||||
| Group $m | ||||||||||||||||||||||||
| Reportable segments’ operating profit | 605 | |||||||||||||||||||||||
| Exceptional operating items (note 5) | (4 | ) | ||||||||||||||||||||||
| Operating profit | 601 | |||||||||||||||||||||||
| Net finance costs | (54 | ) | ||||||||||||||||||||||
| Profit before tax | 547 | |||||||||||||||||||||||
| Tax | (9 | ) | ||||||||||||||||||||||
| Profit for the year | 538 | |||||||||||||||||||||||
| All items above relate to continuing operations. | ||||||||||||||||||||||||
| Year ended 31 December 2012 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
| Other segmental information | ||||||||||||||||||||||||
| Capital expenditure | 25 | 19 | 6 | 7 | 76 | 133 | ||||||||||||||||||
| Non-cash items: | ||||||||||||||||||||||||
Depreciation and amortisation1 | 20 | 23 | 14 | 15 | 22 | 94 | ||||||||||||||||||
Reversal of previously recorded impairment | (23 | ) | – | – | – | – | (23 | ) | ||||||||||||||||
Write-off of software | – | – | – | – | 18 | 18 | ||||||||||||||||||
Demerger liability released | – | – | – | – | (9 | ) | (9 | ) | ||||||||||||||||
Share-based payments cost | – | – | – | – | 22 | 22 | ||||||||||||||||||
Share of profits of associates and joint ventures | – | – | (3 | ) | – | – | (3 | ) | ||||||||||||||||
| Included in the |
| Geographical information | Year ended $m | Year ended $m | Year ended $m | Year ended $m | Year ended $m | Year ended $m | ||||||||||||||||||||||||||||
| Revenue | ||||||||||||||||||||||||||||||||||
| United Kingdom | 75 | 90 | 152 | 68 | 66 | 67 | ||||||||||||||||||||||||||||
| United States | 786 | 843 | 769 | 948 | 923 | 876 | ||||||||||||||||||||||||||||
| People’s Republic of China (including Hong Kong) | 254 | 247 | 238 | |||||||||||||||||||||||||||||||
| China | 141 | 133 | 223 | |||||||||||||||||||||||||||||||
| Rest of World | 743 | 723 | 676 | 627 | 593 | 637 | ||||||||||||||||||||||||||||
| 1,858 | 1,903 | 1,835 | 1,784 | 1,715 | 1,803 | |||||||||||||||||||||||||||||
For the purposes of the above table, hotel revenue is determined according to the location of the hotel and other revenue is attributed to the country of origin. In addition to the United Kingdom, revenue relating to an individual country is separately disclosed when it represents 10% or more of total revenue.
31 December $m | 31 December $m | 31 $m | 31 $m | |||||||||||||||||
| Non-current assets | ||||||||||||||||||||
| United Kingdom | 136 | 131 | 108 | 105 | ||||||||||||||||
| United States | 811 | 705 | 1,511 | 1,343 | ||||||||||||||||
| France | – | 342 | ||||||||||||||||||
| People’s Republic of China (including Hong Kong) | 318 | 326 | ||||||||||||||||||
| Rest of World | 238 | 268 | 414 | 382 | ||||||||||||||||
| 1,503 | 1,772 | 2,033 | 1,830 | |||||||||||||||||
For the purposes of the above table, non-current assets comprise property, plant and equipment, goodwill and other intangible assets, investments in associates and joint ventures and non-current trade and other receivables. In addition to the United Kingdom, non-current assets relating to an individual country are separately disclosed when they represent 10% or more of total non-current assets, as defined above.
IHG | Annual Report and Form 20-F |
Notes to the Group Financial Statementscontinued
3. Staff costs and Directors’ emoluments
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||
| Staffa | ||||||||||||||||||
| Costs: | ||||||||||||||||||
Wages and salaries | 583 | 537 | 562 | |||||||||||||||
Social security costs | 33 | 29 | 33 | |||||||||||||||
Pension and other post-retirement benefits: | ||||||||||||||||||
Defined benefit plans (note 25) | 5 | 5 | 5 | |||||||||||||||
Defined contribution plans | 24 | 23 | 28 | |||||||||||||||
| 645 | 594 | 628 | ||||||||||||||||
| 2017 | 2016 | 2015 | ||||||||||||||||
| Average number of employees, including part-time employees: | ||||||||||||||||||
Americas | 2,149 | 2,121 | 2,082 | |||||||||||||||
Europe | 813 | 782 | 1,041 | |||||||||||||||
AMEA | 1,454 | 1,598 | 1,658 | |||||||||||||||
Greater China | 294 | 299 | 865 | |||||||||||||||
Central | 1,948 | 1,787 | 1,665 | |||||||||||||||
| 6,658 | 6,587 | 7,311 | ||||||||||||||||
2014 $m | 2013 $m | 2012 $m | ||||||||||
Staff | ||||||||||||
| Costs: | ||||||||||||
Wages and salaries | 577 | 580 | 547 | |||||||||
Social security costs | 42 | 41 | 44 | |||||||||
Pension and other post-retirement benefits: | ||||||||||||
Defined benefit plans1(note 25) | 10 | 10 | 13 | |||||||||
Defined contribution plans | 28 | 25 | 22 | |||||||||
| 657 | 656 | 626 | ||||||||||
1 Before exceptional items.
| ||||||||||||
| 2014 | 2013 | 2012 | ||||||||||
| Average number of employees, including part-time employees: | ||||||||||||
Americas | 2,191 | 2,548 | 2,552 | |||||||||
Europe | 1,557 | 1,602 | 1,866 | |||||||||
Asia, Middle East and Africa | 1,451 | 1,545 | 1,195 | |||||||||
Greater China | 1,092 | 1,083 | 1,051 | |||||||||
Central | 1,506 | 1,401 | 1,317 | |||||||||
| 7,797 | 8,179 | 7,981 | ||||||||||
| a | Includes $13m (2016: $1m, 2015: $3m) classified as exceptional. |
The costs of the above employees are borne by IHG. Of these, 92%91% were employed on a full-time basis and 8%9% were employed on a part-time basis.
In addition to the above, the Group has employees who work directly on behalf of the System Fund and whose costs are borne by the Fund as disclosed in note 32. In line with IHG’s business model, IHG also employs 602 (2013 578, 2012 587) General Managers and, in the US predominantly, other hotel workers who work in the managed hotels and whose total costs of $142m (2013 $135m, 2012 $132m) are borne by those hotels and, in the US predominantly, there are 11,848 (2013 10,834, 2012 11,053) other hotel workers in the managed hotels who have contracts or letters of service with IHG whoseIHG. The total number of these employees is 22,577 (2016: 22,002, 2015: 20,452) and their costs of $449m (2013 $383m, 2012 $437m)$1,056m (2016: $1,002m, 2015: $936m) are borne by those hotels.
2014 $m | 2013 $m | 2012 $m | ||||||||||
| Directors’ emoluments | ||||||||||||
| Base salaries, fees, performance payments and benefits¹ | 9.0 | 8.5 | 9.7 | |||||||||
| Pension benefits under defined contribution plans | 0.2 | 0.4 | 0.2 | |||||||||
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Directors’ emoluments | ||||||||||||||||||||||
| Base salaries, fees, performance payments and benefits | 4.9 | 6.1 | 7.9 | |||||||||||||||||||
¹ Excludes ICETUS cash-out payment of £9.4m (see Directors’ Remuneration Report, page 85).
More detailed information on the emoluments, pensions, option holdings
 | More detailed information on the emoluments, pensions, share awards and shareholdings for each Director is shown in the Directors’ Remuneration Report on pages 64 to 77. |
4. Auditor’s remuneration paid to Ernst & Young LLP
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Audit of the Financial Statementsa | 3.0 | 2.4 | 2.5 | |||||||||||||||||||
| Audit of subsidiaries | 2.2 | 2.2 | 2.1 | |||||||||||||||||||
| Audit-related assurance services | 0.2 | 0.2 | 0.2 | |||||||||||||||||||
| Other assurance services | 1.0 | 1.2 | 0.9 | |||||||||||||||||||
| Tax compliance | 0.1 | 0.4 | 0.2 | |||||||||||||||||||
| Tax advisory | – | 0.1 | 0.1 | |||||||||||||||||||
| Other non-audit services not covered by the above | 0.2 | 0.1 | 0.4 | |||||||||||||||||||
| 6.7 | 6.6 | 6.4 | ||||||||||||||||||||
2014 $m | 2013 $m | 2012 $m | ||||||||||
| Audit of the Financial Statements | 2.4 | 2.0 | 2.8 | |||||||||
| Audit of subsidiaries | 2.0 | 1.4 | 1.5 | |||||||||
| Audit-related assurance services | 0.2 | 0.5 | 1.0 | |||||||||
| Other assurance services | 0.9 | 1.2 | 1.4 | |||||||||
| Tax compliance | 0.2 | 0.2 | 0.3 | |||||||||
| Tax advisory | 0.3 | 0.4 | 0.2 | |||||||||
| Other non-audit services not covered by the above | 0.1 | 0.1 | – | |||||||||
| 6.1 | 5.8 | 7.2 | ||||||||||
| a | Includes $0.5m of additional fees for specific procedures performed in relation to the implementation of new accounting standards. |
Audit fees in respect of the pension scheme were not material.
| 109 |
Group Financial Statements
Notes to the Group Financial Statements continued
5. Exceptional items
| Note | 2014 $m | 2013 $m | 2012 $m | |||||||||||||
| Exceptional operating items | ||||||||||||||||
| Administrative expenses: | ||||||||||||||||
Venezuelan currency loss | a | (14 | ) | – | – | |||||||||||
Pension settlement cost | b | (6 | ) | (147 | ) | – | ||||||||||
Reorganisation costs | c | (29 | ) | – | (16 | ) | ||||||||||
UK portfolio restructuring | d | (45 | ) | – | – | |||||||||||
Kimpton acquisition costs | e | (7 | ) | – | – | |||||||||||
Litigation | f | – | (10 | ) | – | |||||||||||
Loyalty programme rebranding costs | g | – | (10 | ) | – | |||||||||||
| (101 | ) | (167 | ) | (16 | ) | |||||||||||
| Share of profits of associates and joint ventures: | ||||||||||||||||
Share of gain on disposal of a hotel (note 14) | – | 6 | – | |||||||||||||
| Other operating income and expenses: | ||||||||||||||||
Gain/(loss) on disposal of hotels (note 11) | 130 | 166 | (2 | ) | ||||||||||||
Write-off of software | h | – | – | (18 | ) | |||||||||||
Demerger liability released | i | – | – | 9 | ||||||||||||
| 130 | 166 | (11 | ) | |||||||||||||
| Reversals of previously recorded impairment: | ||||||||||||||||
Property, plant and equipment | j | – | – | 23 | ||||||||||||
| – | – | 23 | ||||||||||||||
| 29 | 5 | (4 | ) | |||||||||||||
| Tax | ||||||||||||||||
| Tax on exceptional operating items | k | (29 | ) | (6 | ) | 1 | ||||||||||
| Exceptional tax | l | – | (45 | ) | 141 | |||||||||||
| (29 | ) | (51 | ) | 142 | ||||||||||||
All items above relate to continuing operations.
The above items are treated as exceptional by reason of their size or nature, as further described on page 112.
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Exceptional items before tax | ||||||||||||||||||||||
| Administrative expenses: | ||||||||||||||||||||||
Kimpton integration costsa | (15 | ) | (13 | ) | (10 | ) | ||||||||||||||||
Reorganisation costsb | (36 | ) | – | (6 | ) | |||||||||||||||||
Venezuelan currency lossesc | – | – | (4 | ) | ||||||||||||||||||
Corporate development costsd | – | – | (5 | ) | ||||||||||||||||||
| (51 | ) | (13 | ) | (25 | ) | |||||||||||||||||
| Other operating income and expenses: | ||||||||||||||||||||||
Gain on disposal of equity securities available-for-sale (note 15) | 73 | – | – | |||||||||||||||||||
Gain on disposal of hotels (note 11) | – | – | 871 | |||||||||||||||||||
Gain on disposal of investment in associate (note 14) | – | – | 9 | |||||||||||||||||||
| 73 | – | 880 | ||||||||||||||||||||
| Impairment charges: | ||||||||||||||||||||||
Associates (note 14) | (18 | ) | (16 | ) | (9 | ) | ||||||||||||||||
Property, plant and equipment (note 12) | – | – | (27 | ) | ||||||||||||||||||
| (18 | ) | (16 | ) | (36 | ) | |||||||||||||||||
| 4 | (29 | ) | 819 | |||||||||||||||||||
| Tax | ||||||||||||||||||||||
| Tax on exceptiornal itemse | (2 | ) | 12 | (8 | ) | |||||||||||||||||
| Exceptional taxf | 118 | – | – | |||||||||||||||||||
| 116 | 12 | (8 | ) | |||||||||||||||||||
| a | Relates to the |
| b | In September 2017, the Group launched a comprehensive efficiency programme which will fund a series of new strategic initiatives to drive an acceleration in IHG’s future growth. The programme is centred around strengthening the Group’s organisational structure to redeploy resources to leverage scale in the highest opportunity markets and |
| c | Arose from changes to the Venezuelan exchange rate mechanisms |
| Primarily legal costs related to development opportunities. |
| e | In |
| f | Includes $108m relating to the impact of significant US tax reform that was enacted on 22 December 2017. This includes a |
| The above items are treated as exceptional by reason of their size or nature, as further described on page 100. |
110 | IHG | Annual Report and Form 20-F |
Notes to the Group Financial Statementscontinued
6. Finance costs
2014 $m | 2013 $m | 2012 $m | 2017 $m | 2016 $m | 2015 $m | |||||||||||||||||||||||||||||
| Financial income | ||||||||||||||||||||||||||||||||||
| Interest income on deposits | 2 | 4 | 2 | 1 | 3 | 2 | ||||||||||||||||||||||||||||
| Unwinding of discount on other financial assets | 1 | 1 | 1 | |||||||||||||||||||||||||||||||
| Interest income on loans and receivables | 3 | 3 | 3 | |||||||||||||||||||||||||||||||
| 3 | 5 | 3 | 4 | 6 | 5 | |||||||||||||||||||||||||||||
| Financial expenses | ||||||||||||||||||||||||||||||||||
| Interest expense on borrowings | 66 | 59 | 37 | 69 | 74 | 74 | ||||||||||||||||||||||||||||
| Interest rate swaps fair value transferred from equity | – | – | 1 | |||||||||||||||||||||||||||||||
| Finance charge payable under finance leases | 19 | 19 | 19 | 20 | 20 | 20 | ||||||||||||||||||||||||||||
| Capitalised interest | (2 | ) | – | – | – | (1 | ) | (2 | ) | |||||||||||||||||||||||||
| 83 | 78 | 57 | 89 | 93 | 92 | |||||||||||||||||||||||||||||
Interest income and expense relate to financial assets and liabilities held at amortised cost, calculated using the effective interest rate method.
Included within interest expense is $2m (2013 $2m, 2012$7m (2016: $3m, 2015: $2m) payable to the IHG Rewards Club loyalty programme relating to interest on the accumulated balance of cash received in advance of the redemption of points awarded.
The rate used for capitalisation of interest was 4.4%3.0% (2016: 3.8%, 2015: 3.4%).
7. Tax
Tax on profit
| Tax on profit | Note | 2014 $m | 2013 $m | 2012 $m | ||||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||||||||||||||||||
| Income tax | ||||||||||||||||||||||||||||||||||||||
| UK corporation tax at 21.50% (2013 23.25%, 2012 24.50%): | ||||||||||||||||||||||||||||||||||||||
| UK corporation tax at 19.25% (2016: 20.00%, 2015: 20.25%): | ||||||||||||||||||||||||||||||||||||||
Current period | 5 | 62 | 21 | 10 | 10 | 7 | ||||||||||||||||||||||||||||||||
Benefit of tax reliefs on which no deferred tax previously recognised | a | – | (49 | ) | – | – | (7 | ) | – | |||||||||||||||||||||||||||||
Adjustments in respect of prior periods | b | 2 | – | (34 | ) | (2 | ) | (1 | ) | (17 | ) | |||||||||||||||||||||||||||
| 7 | 13 | (13 | ) | 8 | 2 | (10 | ) | |||||||||||||||||||||||||||||||
| Foreign tax: | c | �� | ||||||||||||||||||||||||||||||||||||
Current period | 156 | 184 | 170 | 210 | 151 | 196 | ||||||||||||||||||||||||||||||||
Benefit of tax reliefs on which no deferred tax previously recognised | (2 | ) | (42 | ) | (31 | ) | (13 | ) | – | (1 | ) | |||||||||||||||||||||||||||
Adjustments in respect of prior periods | b | (26 | ) | (17 | ) | (27 | ) | |||||||||||||||||||||||||||||||
Adjustments in respect of prior periodsa | 2 | (97 | ) | (27 | ) | |||||||||||||||||||||||||||||||||
| 128 | 125 | 112 | 199 | 54 | 168 | |||||||||||||||||||||||||||||||||
| Total current tax | 135 | 138 | 99 | 207 | 56 | 158 | ||||||||||||||||||||||||||||||||
| Deferred tax: | ||||||||||||||||||||||||||||||||||||||
Origination and reversal of temporary differences | 68 | 122 | 7 | (10 | ) | 55 | 60 | |||||||||||||||||||||||||||||||
Changes in tax rates | 2 | (1 | ) | (2 | ) | |||||||||||||||||||||||||||||||||
Adjustments to estimated recoverable deferred tax assets | 1 | (39 | ) | (105 | ) | |||||||||||||||||||||||||||||||||
Adjustments in respect of prior periods | 2 | 6 | 10 | |||||||||||||||||||||||||||||||||||
Changes in tax rates and tax lawsb | (87 | ) | (2 | ) | (21 | ) | ||||||||||||||||||||||||||||||||
Adjustments to estimated recoverable deferred tax assetsc | (9 | ) | (25 | ) | (13 | ) | ||||||||||||||||||||||||||||||||
Adjustments in respect of prior periodsa | (16 | ) | 90 | 4 | ||||||||||||||||||||||||||||||||||
| Total deferred tax | 73 | 88 | (90 | ) | (122 | ) | 118 | 30 | ||||||||||||||||||||||||||||||
| Total income tax charge for the year | 208 | 226 | 9 | 85 | 174 | 188 | ||||||||||||||||||||||||||||||||
| Further analysed as tax relating to: | ||||||||||||||||||||||||||||||||||||||
Profit before exceptional items | 179 | 175 | 151 | |||||||||||||||||||||||||||||||||||
Profit before exceptional itemsd | 201 | 186 | 180 | |||||||||||||||||||||||||||||||||||
Exceptional items: | ||||||||||||||||||||||||||||||||||||||
Exceptional operating items (note 5) | 29 | 6 | (1 | ) | ||||||||||||||||||||||||||||||||||
Tax on exceptional items (note 5) | 2 | (12 | ) | 8 | ||||||||||||||||||||||||||||||||||
Exceptional tax (note 5) | – | 45 | (141 | ) | (118 | ) | – | – | ||||||||||||||||||||||||||||||
| 208 | 226 | 9 | 85 | 174 | 188 | |||||||||||||||||||||||||||||||||
| a | In 2016, included $83m in respect of a change in tax treatment being approved by the US tax authority. |
| b | In 2017, predominantly reflects a change in US tax rates following significant US tax reforms. In 2015, predominantly reflected the judgement that state tax law changes applied to the deferred gain from the 2014 disposal of a controlling interest in InterContinental New York Barclay. |
| c | Represents a re-assessment of the recovery of recognised and off-balance sheet deferred tax assets in line with the Group’s profit forecasts. |
| d | Includes $156m (2016: $162m, 2015: $123m) in respect of US taxes. |
All items above relate to continuing operations.
Group Financial Statements
Notes to the Group Financial Statements continued
7. Taxcontinued
| Totala | Before exceptional itemsb | |||||||||||||||||||||||||||||||||||||||||||||
| 2017 % | 2016 % | 2015 % | 2017 % | 2016 % | 2015 % | |||||||||||||||||||||||||||||||||||||||||
| Reconciliation of tax charge | ||||||||||||||||||||||||||||||||||||||||||||||
| UK corporation tax at standard rate | 19.3 | 20.0 | 20.3 | 19.3 | 20.0 | 20.3 | ||||||||||||||||||||||||||||||||||||||||
| Tax credits | (0.5 | ) | (2.4 | ) | (0.2 | ) | (0.5 | ) | (2.2 | ) | (0.4 | ) | ||||||||||||||||||||||||||||||||||
| Differences in tax gains and accounting gains on asset disposals | – | – | (9.8 | ) | – | – | – | |||||||||||||||||||||||||||||||||||||||
| Other permanent differences | 0.8 | 3.8 | 1.1 | 0.6 | 3.6 | 2.0 | ||||||||||||||||||||||||||||||||||||||||
| Non-recoverable withholding taxes | 0.3 | 0.7 | 0.1 | 0.3 | 0.7 | 0.3 | ||||||||||||||||||||||||||||||||||||||||
| Net effect of different rates of tax in overseas businessesc | 14.1 | 13.7 | 7.1 | 14.1 | 13.9 | 15.3 | ||||||||||||||||||||||||||||||||||||||||
| Effects of changes in tax rates resulting from significant US tax reform | (13.2 | ) | – | – | – | – | – | |||||||||||||||||||||||||||||||||||||||
| Release of provision for taxation on unremitted earnings following significant US tax reform | (7.6 | ) | – | – | – | – | – | |||||||||||||||||||||||||||||||||||||||
| Transition tax liability arising from significant US tax reform | 4.7 | – | – | – | – | – | ||||||||||||||||||||||||||||||||||||||||
| Effect of other changes in tax rates and tax lawsd | 0.3 | 0.4 | (1.5 | ) | 0.3 | 0.3 | 0.1 | |||||||||||||||||||||||||||||||||||||||
| Benefit of tax reliefs on which no deferred tax previously recognised | (1.9 | ) | (1.2 | ) | (0.1 | ) | (1.9 | ) | (1.1 | ) | (0.1 | ) | ||||||||||||||||||||||||||||||||||
| Effect of adjustments to estimated recoverable deferred tax assets | (1.3 | ) | (4.3 | ) | (0.9 | ) | (1.3 | ) | (4.1 | ) | (1.7 | ) | ||||||||||||||||||||||||||||||||||
| Adjustment to tax charge in respect of prior periods | (2.5 | ) | (1.3 | ) | (2.8 | ) | (1.1 | ) | (1.1 | ) | (5.4 | ) | ||||||||||||||||||||||||||||||||||
| Other | – | – | 0.1 | – | – | – | ||||||||||||||||||||||||||||||||||||||||
| 12.5 | 29.4 | 13.4 | 29.8 | 30.0 | 30.4 | |||||||||||||||||||||||||||||||||||||||||
| Total1 | Before exceptional items2 | |||||||||||||||||||||||
| 2014 % | 2013 % | 2012 % | 2014 % | 2013 % | 2012 % | |||||||||||||||||||
| Reconciliation of tax charge, including gain on disposal of assets | ||||||||||||||||||||||||
| UK corporation tax at standard rate | 21.5 | 23.3 | 24.5 | 21.5 | 23.3 | 24.5 | ||||||||||||||||||
| Non-deductible expenditure and non-taxable income | 4.9 | 16.6 | 2.0 | 1.0 | 1.9 | 1.0 | ||||||||||||||||||
| Non-recoverable withholding taxes | 0.4 | 1.2 | 2.0 | 0.4 | 1.2 | 2.0 | ||||||||||||||||||
| Net effect of different rates of tax in overseas businesses | 11.5 | 11.6 | 7.7 | 12.8 | 11.9 | 7.8 | ||||||||||||||||||
| Effect of changes in tax rates | 0.3 | (0.1 | ) | (0.3 | ) | 0.1 | (0.1 | ) | (0.1 | ) | ||||||||||||||
| Benefit of tax reliefs on which no deferred tax previously recognised | (0.4 | ) | (15.0 | ) | (5.6 | ) | (0.3 | ) | (1.1 | ) | (5.6 | ) | ||||||||||||
| Effect of adjustments to estimated recoverable deferred tax assets | 0.2 | (6.4 | ) | (19.4 | ) | (0.2 | ) | (4.9 | ) | (0.2 | ) | |||||||||||||
| Adjustment to tax charge in respect of prior periods | (3.7 | ) | (2.2 | ) | (9.8 | ) | (3.9 | ) | (2.1 | ) | (2.5 | ) | ||||||||||||
| Deferred tax provision on unremitted earnings | – | 10.5 | – | – | – | – | ||||||||||||||||||
| Other | – | (1.8 | ) | 0.4 | – | (0.6 | ) | 0.5 | ||||||||||||||||
| 34.7 | 37.7 | 1.5 | 31.4 | 29.5 | 27.4 | |||||||||||||||||||
| Calculated in relation to total profits including exceptional items. |
| Calculated in relation to profits excluding exceptional items. |
| c | Before exceptional items includes 13.8%pt (2016: 12.6%pt, 2015: 13.5%pt) driven by the relatively high US federal tax rate. |
| d | In 2015, total of (1.5)% predominantly reflected the judgement that state tax law changes applied to the deferred gain from the 2014 disposal of a controlling interest in InterContinental New York Barclay. |
Tax paid
Total net tax paid during the year of $136m (2013 $97m, 2012 $122m)$172m (2016: $130m, 2015: $110m) comprises $136m (2013 $92m, 2012 $119m)$147m (2016: $130m, 2015: $109m) paid in respect of operating activities and $25m (2016: $nil, (2013 $5m, 2012 $3m)2015: $1m) paid in respect of investing activities.
Tax A reconciliation of tax paid represents an effective rate of 23% (2013 16%, 2012 22%) onto the total profits and is lower thantax charge in the effective income statement follows:
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Current tax charge in the income statement | 207 | 56 | 158 | |||||||||||||||||||
| Current tax credit in the statement of comprehensive income | – | (12 | ) | (2 | ) | |||||||||||||||||
| Current tax credit taken directly to equity | (12 | ) | (8 | ) | (8 | ) | ||||||||||||||||
| Total current tax charge | 195 | 36 | 148 | |||||||||||||||||||
| Movements to tax contingencies within the income statementa | 3 | 11 | (7 | ) | ||||||||||||||||||
| Timing differences of cash tax paid and foreign exchange differencesb | (26 | ) | 83 | (31 | ) | |||||||||||||||||
| Tax paid per cash flow | 172 | 130 | 110 | |||||||||||||||||||
| Cash tax rate on total profitsc | 25% | 22% | 8% | |||||||||||||||||||
| a | Tax contingency movements are included within the current tax charge but do not impact cash tax paid in the year. |
| b | The timing difference in 2016 was predominantly in respect of the US where the payment regulations resulted in a large overpayment in the year. |
| c | Calculated as total cash paid divided by total accounting profit before tax. |
The cash tax rate of 31% (2013 29%, 2012 27%) primarily due8% for 2015 is low owing to the impact of exceptional accounting gains taxable on a deferred taxes (includingbasis, without which the realisation of assets such asrate would have been 20% and thus broadly consistent with the cash tax losses), the receipt of refundsrates for 2016 and 2017.
Current tax
Within current tax payable is $42m (2016: $39m) in respect of prior yearsuncertain tax positions and provisions foroffset against current tax for which no paymentreceivable is $nil (2016: $5m) in respect of uncertain tax has currently been made.positions.
CorporationThe calculation of the Group’s total tax liabilities did not arisecharge involves consideration of applicable tax laws and regulations in 2014many jurisdictions throughout the world. From time to time, the Group is subject to tax audits and uncertainties in the UKthese jurisdictions. The issues involved can be complex and are not expected to arise fordisputes may take a number of years thereafter due to expensesresolve.
Where the interpretation of local tax law is not clear, management relies on judgement and associatedaccounting estimates to ensure all uncertain tax losses attributable principally to employment matters, in particular additional shortfall contributions made to the UK pension planpositions are adequately provided for in the years 2007 to 2013.Group Financial Statements. This may involve consideration of some or all of the following factors:
The largest single contingency item within the current tax payable balance does not exceed $8m (2016: $8m).
| 112 | IHG | Annual Report and Form 20-F 2017 |
7. Taxcontinued
Deferred tax
Property, plant and equipment $m | Deferred gains on loan notes $m | Deferred gains on investments $m | Losses $m | Employee benefits $m | Intangible assets $m | Undistributed earnings of subsidiaries $m | Other short-term temporary differences1 $m | Total $m | Property, plant and equipment $m | Deferred gains on loan notes $m | Deferred gains on investments $m | Losses $m | Employee benefits $m | Intangible assets $m | Undistributed earnings of subsidiaries $m | Other short-term temporary differencesa $m | Total $m | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At 1 January 2013 | 236 | 114 | – | (215 | ) | (63 | ) | 33 | – | (155 | ) | (50 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At 1 January 2016 | 99 | 55 | 87 | (67 | ) | (32 | ) | 70 | 70 | (196 | ) | 86 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Income statement | 1 | (8 | ) | – | 20 | 2 | 2 | 63 | 8 | 88 | 22 | (3 | ) | (9 | ) | 19 | (3 | ) | (7 | ) | – | 99 | 118 | |||||||||||||||||||||||||||||||||||||||||||||||||||
| Statement of comprehensive income | – | – | – | – | 24 | – | – | – | 24 | – | – | – | – | 12 | – | – | (1 | ) | 11 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Statement of changes in equity | – | – | – | – | – | – | – | 4 | 4 | – | – | – | – | – | – | – | (3 | ) | (3 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Exchange and other adjustments | 3 | 1 | – | 9 | – | (1 | ) | 3 | (14 | ) | 1 | (1 | ) | – | – | 4 | (4 | ) | (3 | ) | (11 | ) | 6 | (9 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||
| At 31 December 2013 | 240 | 107 | – | (186 | ) | (37 | ) | 34 | 66 | (157 | ) | 67 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Income statement | (55 | ) | – | 108 | 17 | 3 | 22 | (19 | ) | (3 | ) | 73 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At 31 December 2016 | 120 | 52 | 78 | (44 | ) | (27 | ) | 60 | 59 | (95 | ) | 203 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Income statementb | (22 | ) | (18 | ) | (24 | ) | 1 | (4 | ) | (4 | ) | (61 | ) | 10 | (122 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Statement of comprehensive income | – | – | – | – | (8 | ) | – | – | 1 | (7 | ) | – | – | – | – | 10 | – | (1 | ) | 4 | 13 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| Statement of changes in equity | – | – | – | – | – | – | – | (3 | ) | (3 | ) | – | – | – | – | – | – | – | 3 | 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Exchange and other adjustments | (11 | ) | (2 | ) | – | 15 | 1 | (4 | ) | (3 | ) | – | (4 | ) | – | – | – | 3 | 1 | 2 | 3 | (5 | ) | 4 | ||||||||||||||||||||||||||||||||||||||||||||||||||
| At 31 December 2014 | 174 | 105 | 108 | (154 | ) | (41 | ) | 52 | 44 | (162 | ) | 126 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
1 Primarily relates to provisions, accruals, amortisation and share-based payments. |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2014 $m | 2013 $m | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Analysed as: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Deferred tax assets | (87 | ) | (108 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Deferred tax liabilities | 147 | 175 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Liabilities held for sale | 66 | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 126 | 67 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At 31 December 2017 | 98 | 34 | 54 | (40 | ) | (20 | ) | 58 | – | (83 | ) | 101 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Deferred gains on loan notes includes $55m (2013 $55m) which is expected to fall due for payment in 2016.
| a | Primarily relates to provisions, accruals, amortisation and share-based payments. |
The deferred tax asset recognised in respect of losses of $154m (2013 $186m) includes $50m (2013 $53m) in respect of capital losses available to be utilised against the realisation of capital gains which are recognised as a deferred tax liability and $104m (2013 $133m) in respect of revenue tax losses. Deferred tax assets of $20m (2013 $17m) are recognised in relation to legal entities which suffered a tax loss in the current or preceding period. These assets are recognised based upon future taxable profit forecasts for the entities concerned.
| b | Movements largely reflect the impact of significant US tax reform enacted on 22 December 2017. |
Deferred gains on investments represent taxable gainstax which would crystallise upon a sale of a related joint venture, associate or other equity investment. The balance relates to the Barclay associate described in note 14.
|
The Group has unrecognisedreleased its deferred tax assets as follows:
| 2014 $m | 2013 $m | |||||||
| Revenue losses | 126 | 127 | ||||||
| Capital losses | 130 | 85 | ||||||
| Total losses1 | 256 | 212 | ||||||
| Employee benefits | 5 | 16 | ||||||
| Other2 | 58 | 55 | ||||||
| Total | 319 | 283 | ||||||
These assets have not been recognised as the Group does not currently anticipate being able to offset these against future profits or gains in order to realise any economic benefit in the foreseeable future. However, future benefits may arise as a result of resolving tax uncertainties, or as a consequence of case law and legislative developments which make the value of the assets more certain.
The Group has provided deferred taxprovision (2016: $59m) in relation to temporary differences associated with post-acquisition undistributed earnings of subsidiaries onlylargely as a result of the impact of the new US transition tax charge. Deferred gains on loan notes represent tax which is expected to fall due for payment in 2025 (2016: 2025). The deferred tax asset recognised in respect of losses of $40m (2016: $44m) is wholly in respect of revenue losses. A deferred tax asset of $2m (2016: $nil) is recognised in a legal entity which suffered a tax loss in the current or preceding period; this asset is recognised based on the profit forecast of the entity in question. Within deferred tax liabilities is $nil (2016: $10m) in respect of uncertain tax positions and offset against deferred tax assets is $5m (2016: $2m) in respect of uncertain tax positions.
The closing balance is further analysed by key territory as follows:
| Property, plant and equipment $m | Deferred gains on loan notes $m | Deferred gains on $m | Losses $m | Employee benefits $m | Intangible assets $m | Undistributed earnings of subsidiaries $m | Other short-term temporary differences $m | Total $m | ||||||||||||||||||||||||||||||
| UK | (5 | ) | – | – | (17 | ) | (5 | ) | (3 | ) | – | (19 | ) | (49 | ) | |||||||||||||||||||||||
| US | 103 | 34 | 54 | (15 | ) | (15 | ) | 29 | – | (60 | ) | 130 | ||||||||||||||||||||||||||
| Other | – | – | – | (8 | ) | – | 32 | – | (4 | ) | 20 | |||||||||||||||||||||||||||
| 98 | 34 | 54 | (40 | ) | (20 | ) | 58 | – | (83 | ) | 101 | |||||||||||||||||||||||||||
The analysis of the deferred tax balance after considering the offset of assets and liabilities within entities where there is a legal right to do so is as follows:
| 2017 $m | 2016 $m | |||||||||||||
| Analysed as: | ||||||||||||||
Deferred tax assets | (56 | ) | (48 | ) | ||||||||||
Deferred tax liabilities | 157 | 251 | ||||||||||||
| 101 | 203 | |||||||||||||
The Group does not recognise deferred tax assets if it cannot anticipate being able to offset them against future profits or gains. The total unrecognised deferred tax position is as follows:
| Gross | Unrecognised deferred tax | |||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 $m | 2016 $m | |||||||||||||||||||||||||||
| Revenue losses | 452 | 518 | 76 | 94 | ||||||||||||||||||||||||||
| Capital losses | 515 | 475 | 99 | 83 | ||||||||||||||||||||||||||
| Total losses | 967 | 993 | 175 | 177 | ||||||||||||||||||||||||||
| Othera | 35 | 27 | 9 | 5 | ||||||||||||||||||||||||||
| Total | 1,002 | 1,020 | 184 | 182 | ||||||||||||||||||||||||||
| a | Primarily relates to provisions, accruals and amortisation. |
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 113 |
Group Financial Statements
Notes to the extent that itGroup Financial Statements continued
7. Taxcontinued
There is either probable that it will reverseno expiry date to any of the above unrecognised assets other than for the losses as shown in the foreseeable future or wheretable below:
Gross | Unrecognised deferred tax | |||||||||||||||||||||||||||||
2017 $m | 2016 $m | 2017 $m | 2016 $m | |||||||||||||||||||||||||||
| Expiry date: | ||||||||||||||||||||||||||||||
| 2020 | – | 3 | – | 1 | ||||||||||||||||||||||||||
| 2021 | 21 | 27 | 5 | 7 | ||||||||||||||||||||||||||
| 2022 | 11 | 11 | 3 | 3 | ||||||||||||||||||||||||||
| 2023 | 1 | 3 | – | 1 | ||||||||||||||||||||||||||
| 2024 | 20 | 20 | 1 | 1 | ||||||||||||||||||||||||||
| After 2024 | 118 | 125 | 26 | 25 | ||||||||||||||||||||||||||
No deferred tax liability has been recognised in respect of $0.5bn (2016: $0.9bn) of taxable temporary differences relating to subsidiaries (comprising undistributed earnings and net inherent gains) because the Group cannotis in a position to control the timing of the reversal. The remaining unprovided liability that would arise on the reversal of these temporary differences and it is probable that such differences will not expected to exceed $10m (2013 $10m).reverse in the foreseeable future.
Tax risks, policies and governance
 | Information concerning the Group’s tax governance can be found in the Taxation section of the Strategic Report on page 42. |
Factors that may affect the future tax charge
Many factors will affect the Group’s future tax governance can be foundrate, the key ones being future legislative developments, future profitability of underlying subsidiaries and tax uncertainties.
There are many potential future changes to worldwide taxation systems as a result of the potential adoption by individual territories of recommendations of the OECD’s Base Erosion and Profit Shifting project, and other similar initiatives being driven by governments and tax authorities. The Group continues to monitor activity in this area.
Significant US tax reform was enacted on 22 December 2017, which notably included a reduction in the Taxation sectionUS federal tax rate from 35% to 21%, with effect from 1 January 2018 for IHG. Although most of the Strategic Reportnew provisions only take effect from 2018, some aspects have a direct impact on page 49.the Group’s 2017 position and are detailed in note 5. The Group continues to evaluate the impact of the provisions that will take effect during 2018, noting that new regulations and guidance on US state and federal tax are anticipated to be released during the year. At this stage, we are anticipating an overall Group tax rate reduction of mid to high single digit percentage points for 2018 onwards.
Rules restricting UK loss usage and interest deductibility were enacted in 2017. These rules will increase the amount of UK cash tax paid in the near future, although this is not expected to be significant in the context of the Group’s overall cash tax payable. The forthcoming reduction to the UK corporation tax rate (to 17%, effective 1 April 2020) is not expected to have a material effect on the Group.
8. Dividends and shareholder returns
| 2014 cents per share | 2013 cents per share | 2012 cents per share | 2014 $m | 2013 $m | 2012 $m | 2017 cents per share | 2016 cents per share | 2015 cents per share | 2017 $m | 2016 $m | 2015 $m | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Paid during the year: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Final (declared for previous year) | 47.0 | 43.0 | 39.0 | 122 | 115 | 113 | 64.0 | 57.5 | 52.0 | 127 | 137 | 125 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Interim | 25.0 | 23.0 | 21.0 | 57 | 63 | 61 | 33.0 | 30.0 | 27.5 | 62 | 56 | 63 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Special (note 27) | 293.0 | 133.0 | 172.0 | 763 | 355 | 505 | 202.5 | 632.9 | – | 404 | 1,500 | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 365.0 | 199.0 | 232.0 | 942 | 533 | 679 | 299.5 | 720.4 | 79.5 | 593 | 1,693 | 188 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Proposed (not recognised as a liability at 31 December): | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Final | 52.0 | 47.0 | 43.0 | 122 | 121 | 115 | 71.0 | 64.0 | 57.5 | 135 | 126 | 135 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
The final dividend of 33.8p (52.0¢ converted at the closing exchange rate on 13 February 2015)71.0¢ per ordinary share is proposed for approval at the Annual General Meeting (AGM) on 84 May 20152018 and is payable on the shares in issue at 73 April 2015.
Under the $500m share repurchase programme announced 7 August 2012, in the year to 31 December 2014, 3.4m (2013 9.8m, 2012 4.1m) shares were repurchased for a consideration of $110m (2013 $283m, 2012 $107m), increasing the total amount repurchased to $500m. Of the 3.4m (2013 9.8m, 2012 4.1m) shares repurchased in 2014, 2.7m (2013 9.8m, 2012 nil) are held as treasury shares and 0.7m (2013 nil, 2012 4.1m) were cancelled. The cost of treasury shares has been deducted from retained earnings.
On 2 May 2014, the Company announced a $750m return to shareholders by way of a special dividend and share consolidation. On 30 June 2014, shareholders approved the share consolidation at a General Meeting of the Company on the basis of 12 new ordinary shares of 15 265⁄329p per share for every 13 existing ordinary shares of 14 194⁄329p each, which became effective on 1 July 2014. The special dividend of 293.0¢ per share was paid to shareholders on 14 July 2014.
| 114 |
9. Earnings per ordinary share
Basic earnings per ordinary share is calculated by dividing the profit for the year available for IHG equity holders by the weighted average number of ordinary shares, excluding investment in own shares, in issue during the year.
Diluted earnings per ordinary share is calculated by adjusting basic earnings per ordinary share to reflect the notional exercise of the weighted average number of dilutive ordinary share awards outstanding during the year.
Adjusted earnings per ordinary share is disclosed in order to show performance undistorted by exceptional items, to give a more meaningful comparison of the Group’s performance.
| Continuing and total operations | 2014 | 2013 | 2012 | |||||||||
| Basic earnings per ordinary share | ||||||||||||
| Profit available for equity holders ($m) | 391 | 372 | 537 | |||||||||
| Basic weighted average number of ordinary shares (millions) | 247 | 264 | 287 | |||||||||
| Basic earnings per ordinary share (cents) | 158.3 | 140.9 | 187.1 | |||||||||
| Diluted earnings per ordinary share | ||||||||||||
| Profit available for equity holders ($m) | 391 | 372 | 537 | |||||||||
| Diluted weighted average number of ordinary shares (millions) | 250 | 267 | 292 | |||||||||
| Diluted earnings per ordinary share (cents) | 156.4 | 139.3 | 183.9 | |||||||||
| Adjusted earnings per ordinary share | ||||||||||||
| Profit available for equity holders ($m) | 391 | 372 | 537 | |||||||||
| Adjusting items (note 5): | ||||||||||||
Exceptional operating items ($m) | (29 | ) | (5 | ) | 4 | |||||||
Tax on exceptional operating items ($m) | 29 | 6 | (1 | ) | ||||||||
Exceptional tax ($m) | – | �� | 45 | (141 | ) | |||||||
| Adjusted earnings ($m) | 391 | 418 | 399 | |||||||||
| Basic weighted average number of ordinary shares (millions) | 247 | 264 | 287 | |||||||||
| Adjusted earnings per ordinary share (cents) | 158.3 | 158.3 | 139.0 | |||||||||
| Adjusted diluted earnings per ordinary share | ||||||||||||
| Adjusted earnings ($m) | 391 | 418 | 399 | |||||||||
| Diluted weighted average number of ordinary shares (millions) | 250 | 267 | 292 | |||||||||
| Adjusted diluted earnings per ordinary share (cents) | 156.4 | 156.6 | 136.6 | |||||||||
2014 millions | 2013 millions | 2012 millions | ||||||||||
| Diluted weighted average number of ordinary shares is calculated as: | ||||||||||||
Basic weighted average number of ordinary shares | 247 | 264 | 287 | |||||||||
Dilutive potential ordinary shares | 3 | 3 | 5 | |||||||||
| 250 | 267 | 292 | ||||||||||
| Information concerning non-GAAP measures can be found in the Strategic Report on page 26. |
| Continuing and total operations | 2017 | 2016 | 2015 | |||||||||||||||||||
| Basic earnings per ordinary share | ||||||||||||||||||||||
| Profit available for equity holders ($m) | 592 | 414 | 1,222 | |||||||||||||||||||
| Basic weighted average number of ordinary shares (millions) | 193 | 212 | 235 | |||||||||||||||||||
| Basic earnings per ordinary share (cents) | 306.7 | 195.3 | 520.0 | |||||||||||||||||||
| Diluted earnings per ordinary share | ||||||||||||||||||||||
| Profit available for equity holders ($m) | 592 | 414 | 1,222 | |||||||||||||||||||
| Diluted weighted average number of ordinary shares (millions) | 194 | 214 | 238 | |||||||||||||||||||
| Diluted earnings per ordinary share (cents) | 305.2 | 193.5 | 513.4 | |||||||||||||||||||
| Adjusted earnings per ordinary share | ||||||||||||||||||||||
| Profit available for equity holders ($m) | 592 | 414 | 1,222 | |||||||||||||||||||
| Adjusting items (note 5): | ||||||||||||||||||||||
Exceptional items before tax ($m) | (4 | ) | 29 | (819 | ) | |||||||||||||||||
Tax on exceptional items ($m) | 2 | (12 | ) | 8 | ||||||||||||||||||
Exceptional tax ($m) | (118 | ) | – | – | ||||||||||||||||||
| Adjusted earnings ($m) | 472 | 431 | 411 | |||||||||||||||||||
| Basic weighted average number of ordinary shares (millions) | 193 | 212 | 235 | |||||||||||||||||||
| Adjusted earnings per ordinary share (cents) | 244.6 | 203.3 | 174.9 | |||||||||||||||||||
| Adjusted diluted earnings per ordinary share | ||||||||||||||||||||||
| Adjusted earnings ($m) | 472 | 431 | 411 | |||||||||||||||||||
| Diluted weighted average number of ordinary shares (millions) | 194 | 214 | 238 | |||||||||||||||||||
| Adjusted diluted earnings per ordinary share (cents) | 243.3 | 201.4 | 172.7 | |||||||||||||||||||
| 2017 millions | 2016 millions | 2015 millions | ||||||||||||||||||||
| Diluted weighted average number of ordinary shares is calculated as: | ||||||||||||||||||||||
Basic weighted average number of ordinary shares | 193 | 212 | 235 | |||||||||||||||||||
Dilutive potential ordinary shares | 1 | 2 | 3 | |||||||||||||||||||
| 194 | 214 | 238 | ||||||||||||||||||||
10. Acquisition of business
On 16 January 2015, the Group acquired a 100% interest in Kimpton Hotel & Restaurant Group, LLC (Kimpton), an unlisted company based in the US, for cash consideration of $438m, net of $3m cash acquired. The fair value of the net assets acquired was $441m, including goodwill of $167m, brands of $193m and management contracts of $71m. No subsequent adjustments were made to the initial acquisition date fair values of the net assets acquired.
The Group did not dispose of any hotels during either 2017 or 2016 but incurred $5m of costs relating to prior year disposals in 2016.
During the year ended 31 December 2015, the Group sold one hotel in the Europe region, InterContinental Paris – Le Grand on 20 May 2015 and one hotel in the Greater China region, InterContinental Hong Kong on 30 September 2015. On 30 November 2015, the Group disposed of its share of assets and liabilities in a joint operation in the AMEA region. Total consideration received in respect of these disposals amounted to $1,276m, net of costs paid and cash and cash equivalents disposed, and total gains of $871m were recognised during the year ended 31 December 2015.
IHG | Annual Report and Form 20-F
| 115 |
10.Group Financial Statements
Notes to the Group Financial Statements continued
12. Property, plant and equipment
| Land and buildings $m | Fixtures, fittings and equipment $m | Total $m | Land and buildings $m | Fixtures, fittings and equipment $m | Total $m | |||||||||||||||||||||
| Cost | ||||||||||||||||||||||||||
| At 1 January 2013 | 995 | 824 | 1,819 | |||||||||||||||||||||||
| At 1 January 2016 | 377 | 576 | 953 | |||||||||||||||||||||||
| Additions | 96 | 54 | 150 | 2 | 27 | 29 | ||||||||||||||||||||
| Capitalised interest | 1 | – | 1 | |||||||||||||||||||||||
| Fully depreciated assets written off | – | (162 | ) | (162 | ) | |||||||||||||||||||||
| Disposals | (2 | ) | (8 | ) | (10 | ) | – | (3 | ) | (3 | ) | |||||||||||||||
| Exchange and other adjustments | 12 | 1 | 13 | (2 | ) | (9 | ) | (11 | ) | |||||||||||||||||
| At 31 December 2013 | 1,101 | 871 | 1,972 | |||||||||||||||||||||||
| At 31 December 2016 | 378 | 429 | 807 | |||||||||||||||||||||||
| Additions | 27 | 52 | 79 | 9 | 35 | 44 | ||||||||||||||||||||
| Transfers to non-current assets classified as held for sale | (276 | ) | (171 | ) | (447 | ) | ||||||||||||||||||||
| Fully depreciated assets written off | – | (19 | ) | (19 | ) | |||||||||||||||||||||
| Disposals | (144 | ) | (61 | ) | (205 | ) | – | (4 | ) | (4 | ) | |||||||||||||||
| Exchange and other adjustments | (8 | ) | (20 | ) | (28 | ) | 1 | 8 | 9 | |||||||||||||||||
| At 31 December 2014 | 700 | 671 | 1,371 | |||||||||||||||||||||||
| At 31 December 2017 | 388 | 449 | 837 | |||||||||||||||||||||||
| Depreciation and impairment | ||||||||||||||||||||||||||
| At 1 January 2013 | (146 | ) | (617 | ) | (763 | ) | ||||||||||||||||||||
| At 1 January 2016 | (74 | ) | (451 | ) | (525 | ) | ||||||||||||||||||||
| Provided | (11 | ) | (35 | ) | (46 | ) | (5 | ) | (25 | ) | (30 | ) | ||||||||||||||
| System Fund expense | – | (4 | ) | (4 | ) | – | (5 | ) | (5 | ) | ||||||||||||||||
| Fully depreciated assets written off | – | 162 | 162 | |||||||||||||||||||||||
| Disposals | 2 | 8 | 10 | – | 2 | 2 | ||||||||||||||||||||
| Exchange and other adjustments | (1 | ) | 1 | – | 1 | 7 | 8 | |||||||||||||||||||
| At 31 December 2013 | (156 | ) | (647 | ) | (803 | ) | ||||||||||||||||||||
| At 31 December 2016 | (78 | ) | (310 | ) | (388 | ) | ||||||||||||||||||||
| Provided | (11 | ) | (32 | ) | (43 | ) | (7 | ) | (28 | ) | (35 | ) | ||||||||||||||
| System Fund expense | – | (4 | ) | (4 | ) | – | (6 | ) | (6 | ) | ||||||||||||||||
| Transfers to non-current assets classified as held for sale | 8 | 107 | 115 | |||||||||||||||||||||||
| Fully depreciated assets written off | – | 19 | 19 | |||||||||||||||||||||||
| Disposals | 37 | 58 | 95 | – | 3 | 3 | ||||||||||||||||||||
| Exchange and other adjustments | – | 10 | 10 | (1 | ) | (4 | ) | (5 | ) | |||||||||||||||||
| At 31 December 2014 | (122 | ) | (508 | ) | (630 | ) | ||||||||||||||||||||
| At 31 December 2017 | (86 | ) | (326 | ) | (412 | ) | ||||||||||||||||||||
| Net book value | ||||||||||||||||||||||||||
| At 31 December 2014 | 578 | 163 | 741 | |||||||||||||||||||||||
| At 31 December 2013 | 945 | 224 | 1,169 | |||||||||||||||||||||||
| At 1 January 2013 | 849 | 207 | 1,056 | |||||||||||||||||||||||
| At 31 December 2017 | 302 | 123 | 425 | |||||||||||||||||||||||
| At 31 December 2016 | 300 | 119 | 419 | |||||||||||||||||||||||
| At 1 January 2016 | 303 | 125 | 428 | |||||||||||||||||||||||
The Group’s property, plant and equipment mainly comprises hotels, but also offices and computer hardware, throughout the world. In addition to the hotels included above, there was one hotel (2013 one hotel) classified as held for sale at 31 December 2014 (see note 11). Including the hotels classified as held for sale, 75% (2013 81%43% (2016: 44%) of the net book value relates to the three (2013 four) largest owned and leased hotels (in terms of net book value)hotel, of a total of 10eight open hotels (2013 12(2016: eight open hotels), nine of which are open (2013 nine open). At 31 December 2014,2017 and 31 December 2016, there was one hotel (2013 three hotels) with a net book value of $36m (2013 $70m) which iswere no hotels under construction, not yet in use and therefore not being depreciated.construction.
The carrying value of property, plant and equipment held under finance leases at 31 December 20142017 was $186m (2013 $187m)$181m (2016: $182m).
Including assets classified as held for sale, 40% (2013 55%26% (2016: 25%) of hotel properties by net book value were directly owned, with 22% (2013 39%57% (2016: 58%) held under leases having a term of 50 years or longer.
Due to localised adverse market conditions, an impairment charge of $27m was recognised during 2015 relating to two hotels in North America following a re-assessment of their recoverable amounts to $37m, based on value in use calculations. Estimated future cash flows were discounted at a pre-tax rate of 11.75%. All impairment charges and reversals are included within impairment‘impairment charges’ on the face of the Group income statement.
There are no charges over the Group’s property, plant and equipment.
The table below analyses the net book value of the Group’s property, plant and equipment by operating segment at 31 December 2014:2017:
| Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Total $m | |||||||||||||||||||
| Land and buildings | 302 | – | 7 | 254 | 15 | 578 | ||||||||||||||||||
| Fixtures, fittings and equipment | 40 | – | 11 | 44 | 68 | 163 | ||||||||||||||||||
| 342 | – | 18 | 298 | 83 | 741 | |||||||||||||||||||
| Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Total $m | |||||||||||||||||||||
| Land and buildings | 289 | – | – | – | 13 | 302 | ||||||||||||||||||||
| Fixtures, fittings and equipment | 43 | 1 | 10 | – | 69 | 123 | ||||||||||||||||||||
| 332 | 1 | 10 | – | 82 | 425 | |||||||||||||||||||||
| 116 |
Assets sold
Principal disposals during the year ended 31 December 2014 were the sale of the InterContinental Mark Hopkins San Francisco on 27 March 2014 and the disposal of an 80.1% interest in the InterContinental New York Barclay on 31 March 2014. The Group’s 19.9% retained interest is accounted for as an associate as described in note 14. Both transactions took place in the Americas region.
During the year ended 31 December 2013, the Group sold one hotel in the Europe region, the InterContinental London Park Lane.
During the year ended 31 December 2012, the Group sold an interest in a hotel in the Europe region.
| 2014 $m | 2013 $m | 2012 $m | ||||||||||
| Consideration | ||||||||||||
| Current year disposals: | ||||||||||||
Cash consideration, net of costs paid | 345 | 460 | 4 | |||||||||
Other financial assets¹ | 52 | – | – | |||||||||
Intangible assets – management contracts | 50 | 40 | – | |||||||||
Investment in associate | 22 | – | – | |||||||||
| 469 | 500 | 4 | ||||||||||
| Net assets disposed: | ||||||||||||
Property, plant and equipment | (110 | ) | – | (6 | ) | |||||||
Non-current assets held for sale | (228 | ) | (294 | ) | – | |||||||
Other financial asset | (5 | ) | – | – | ||||||||
Net current liabilities | 4 | 6 | – | |||||||||
| (339 | ) | (288 | ) | (6 | ) | |||||||
| Exchange losses recycled from currency translation reserve | – | (46 | ) | – | ||||||||
| Gain/(loss) on disposal of hotels from continuing operations | 130 | 166 | (2 | ) | ||||||||
| Net cash inflow | ||||||||||||
| Current year disposals: | ||||||||||||
Cash consideration, net of costs paid | 345 | 460 | 4 | |||||||||
Distribution from associate on sale of hotel | – | 17 | – | |||||||||
Tax | – | (5 | ) | – | ||||||||
| Prior year disposals: | ||||||||||||
Tax | – | – | (3 | ) | ||||||||
| 345 | 472 | 1 | ||||||||||
Assets held for sale
One hotel, the InterContinental Paris – Le Grand, met the held for sale criteria of IFRS 5 at 31 December 2014. More information can be found in the performance section of the Strategic Report on page 34. One hotel, the InterContinental New York Barclay, was held for sale at 31 December 2013.
| 2014 $m | 2013 $m | |||||||
| Assets and liabilities held for sale | ||||||||
| Assets classified as held for sale: | ||||||||
Property, plant and equipment | 306 | 228 | ||||||
Other assets | 4 | – | ||||||
| 310 | 228 | |||||||
| Liabilities classified as held for sale: | ||||||||
Deferred tax (note 7) | (66 | ) | – | |||||
Other liabilities | (28 | ) | – | |||||
| (94 | ) | – | ||||||
| IHG | Annual Report and Form 20-F |
Notes to the Group Financial Statementscontinued
12. Goodwill
| 2014 $m | 2013 $m | |||||||
| Cost | ||||||||
| At 1 January | 221 | 234 | ||||||
| Exchange adjustments | (6 | ) | (13 | ) | ||||
| At 31 December | 215 | 221 | ||||||
| Impairment | ||||||||
| At 1 January and 31 December | (141 | ) | (141 | ) | ||||
| Net book value | ||||||||
| At 31 December | 74 | 80 | ||||||
| At 1 January | 80 | 93 | ||||||
Goodwill arising on business combinations that occurred before 1 January 2005 was not restated on adoption of IFRS as permitted by IFRS 1.
All cumulative impairment losses relate to the Americas managed cash-generating unit (CGU).
Goodwill has been allocated to CGUs for impairment testing as follows:
| Cost | Net book value | |||||||||||||||
| 2014 $m | 2013 $m | 2014 $m | 2013 $m | |||||||||||||
| AMEA franchised and managed operations | 74 | 80 | 74 | 80 | ||||||||||||
| Americas managed operations | 141 | 141 | – | – | ||||||||||||
| 215 | 221 | 74 | 80 | |||||||||||||
Asia, Middle East13. Goodwill and Africa (AMEA)other intangible assets
| Goodwill $m | Brands $m | Software $m | Management contracts $m | Other intangibles $m | Total $m | |||||||||||||||||||||
| Cost | ||||||||||||||||||||||||||
| At 1 January 2016 | 371 | 193 | 498 | 465 | 263 | 1,790 | ||||||||||||||||||||
| Additions | – | – | 127 | – | 53 | 180 | ||||||||||||||||||||
| Capitalised interest | – | – | 4 | – | – | 4 | ||||||||||||||||||||
| Disposals | – | – | (45 | ) | – | (7 | ) | (52 | ) | |||||||||||||||||
| Exchange and other adjustments | (1 | ) | – | (1 | ) | (21 | ) | (13 | ) | (36 | ) | |||||||||||||||
| At 31 December 2016 | 370 | 193 | 583 | 444 | 296 | 1,886 | ||||||||||||||||||||
| Additions | – | – | 168 | – | 73 | 241 | ||||||||||||||||||||
| Capitalised interest | – | – | 6 | – | – | 6 | ||||||||||||||||||||
| Disposals | – | – | (14 | ) | – | (3 | ) | (17 | ) | |||||||||||||||||
| Exchange and other adjustments | 7 | – | 2 | 22 | 10 | 41 | ||||||||||||||||||||
| At 31 December 2017 | 377 | 193 | 745 | 466 | 376 | 2,157 | ||||||||||||||||||||
| Amortisation and impairment | ||||||||||||||||||||||||||
| At 1 January 2016 | (138 | ) | – | (202 | ) | (139 | ) | (85 | ) | (564 | ) | |||||||||||||||
| Provided | – | – | (41 | ) | (11 | ) | (14 | ) | (66 | ) | ||||||||||||||||
| System Fund expense | – | – | (26 | ) | – | – | (26 | ) | ||||||||||||||||||
| Disposals | – | – | 45 | – | 3 | 48 | ||||||||||||||||||||
| Exchange and other adjustments | – | – | 1 | 9 | 4 | 14 | ||||||||||||||||||||
| At 31 December 2016 | (138 | ) | – | (223 | ) | (141 | ) | (92 | ) | (594 | ) | |||||||||||||||
| Provided | – | – | (40 | ) | (10 | ) | (18 | ) | (68 | ) | ||||||||||||||||
| System Fund expense | – | – | (30 | ) | – | – | (30 | ) | ||||||||||||||||||
| Disposals | – | – | 14 | – | 2 | 16 | ||||||||||||||||||||
| Exchange and other adjustments | (2 | ) | – | (2 | ) | (8 | ) | (2 | ) | (14 | ) | |||||||||||||||
| At 31 December 2017 | (140 | ) | – | (281 | ) | (159 | ) | (110 | ) | (690 | ) | |||||||||||||||
| Net book value | ||||||||||||||||||||||||||
| At 31 December 2017 | 237 | 193 | 464 | 307 | 266 | 1,467 | ||||||||||||||||||||
| At 31 December 2016 | 232 | 193 | 360 | 303 | 204 | 1,292 | ||||||||||||||||||||
| At 1 January 2016 | 233 | 193 | 296 | 326 | 178 | 1,226 | ||||||||||||||||||||
Goodwill and brands
During 2015, the Group acquired Kimpton (see note 10) resulting in the recognition of goodwill of $167m and brands of $193m, together with management contracts of $71m.
The Kimpton brands are considered to have an indefinite life given their strong brand awareness and reputation in the upscale boutique hotel sector, and management’s commitment to continued investment in their growth. The brands are protected by trademarks and there are not believed to be any legal, regulatory or contractual provisions that limit the useful lives of the brands. In the hotel industry there are a number of brands that have existed for many years and IHG has brands that are over 60 years old.
The Group tests goodwill and indefinite life intangible assets for impairment annually, or more frequently if there are any indicationsindicators that an impairment may have arisen. The year-end carrying value of goodwill and indefinite life brands have been allocated to cash-generating units (CGUs) for impairment testing purposes as follows:
| 2017 | 2016 | |||||||||||||||||||||
Goodwill $m | Brands $m | Goodwill $m | Brands $m | |||||||||||||||||||
| CGU | ||||||||||||||||||||||
| Americas Managed | 63 | 193 | 63 | 193 | ||||||||||||||||||
| Americas Franchised | 37 | – | 37 | – | ||||||||||||||||||
| Europe Managed | 21 | – | 21 | – | ||||||||||||||||||
| Europe Franchised | 10 | – | 10 | – | ||||||||||||||||||
| AMEA Managed and Franchised | 106 | – | 101 | – | ||||||||||||||||||
| 237 | 193 | 232 | 193 | |||||||||||||||||||
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 117 |
Group Financial Statements
Notes to the Group Financial Statements continued
13. Goodwill and other intangible assetscontinued
The recoverable amounts of the CGUs are determined from value in use calculations. These calculations useinclude a three-year period using pre-tax cash flow forecasts derived from the most recent financial budgets and strategic plans approved by management, covering a five-year period usingincorporating growth rates based on management’s past experience and industry growth forecasts.
At 31 December 2014, The key assumptions that underpin the recoverable amount offinancial budgets are RevPAR growth and net System size growth. Cash flows beyond the CGU has been assessed based on the approved budget for 2015 and strategic plans covering a five-yearthree-year period a perpetualare extrapolated using terminal growth rate of 3.5% (2013 3.5%) and a discount rate of 13.7% (2013 15.5%). The perpetual growth rates that do not exceed the average long-term growth rates for the relevant markets. Pre-tax discountA 10% contingency factor is applied to reduce all cash flow projections before being discounted using pre-tax rates that are used to discount the cash flows based on the Group’s weighted average cost of capital adjusted to reflect the risks specific to the business model and territory of the CGU being tested.
The terminal growth rates and discount rates used, which are considered to be key assumptions, are as follows:
| Terminal growth rate | Discount rate | |||||||||||||||||||||||||||
2017 % | 2016 % | 2017 % | 2016 % | |||||||||||||||||||||||||
| Americas Managed | 2.0 | 2.0 | 10.4 | 9.8 | ||||||||||||||||||||||||
| Americas Franchised | 2.0 | 2.0 | 9.4 | 8.8 | ||||||||||||||||||||||||
| Europe Managed | 2.0 | 2.0 | 10.8 | 9.3 | ||||||||||||||||||||||||
| Europe Franchised | 2.0 | 2.0 | 9.8 | 8.4 | ||||||||||||||||||||||||
| AMEA Managed and Franchised | 3.5 | 3.5 | 14.1 | 13.0 | ||||||||||||||||||||||||
Impairment was not required at either 31 December 20142017 or 31 December 20132016.
Given the contingency factor applied to the cash flow projections and the significant amounts by which the recoverable amounts of the CGUs exceed their carrying amounts, management have determined that the carrying value of the CGUimpairment charges would only exceed its recoverable amount in the event of highly unlikelynot arise from reasonably possible changes in the key assumptions.
Software includes $234m relating to the development of the next-generation Guest Reservation System with Amadeus. The asset was not amortised during the year as the roll-out to hotels is expected to commence in 2018.
| Software $m | Management contracts $m | Other intangibles $m | Total $m | |||||||||||||
| Cost | ||||||||||||||||
| At 1 January 2013 | 325 | 235 | 151 | 711 | ||||||||||||
| Additions | 79 | 40 | 16 | 135 | ||||||||||||
| Disposals | (8 | ) | – | (7 | ) | (15 | ) | |||||||||
| Exchange and other adjustments | (1 | ) | 2 | (1 | ) | – | ||||||||||
| At 31 December 2013 | 395 | 277 | 159 | 831 | ||||||||||||
| Additions | 108 | 50 | 55 | 213 | ||||||||||||
| Disposals | (31 | ) | – | (5 | ) | (36 | ) | |||||||||
| Exchange and other adjustments | (1 | ) | (17 | ) | (2 | ) | (20 | ) | ||||||||
| At 31 December 2014 | 471 | 310 | 207 | 988 | ||||||||||||
| Amortisation and impairment | ||||||||||||||||
| At 1 January 2013 | (163 | ) | (126 | ) | (68 | ) | (357 | ) | ||||||||
| Provided | (21 | ) | (7 | ) | (11 | ) | (39 | ) | ||||||||
| System Fund expense | (12 | ) | – | – | (12 | ) | ||||||||||
| Disposals | 8 | – | 7 | 15 | ||||||||||||
| Exchange and other adjustments | (1 | ) | 2 | (1 | ) | – | ||||||||||
| At 31 December 2013 | (189 | ) | (131 | ) | (73 | ) | (393 | ) | ||||||||
| Provided | (33 | ) | (9 | ) | (11 | ) | (53 | ) | ||||||||
| System Fund expense | (15 | ) | – | – | (15 | ) | ||||||||||
| Disposals | 31 | – | 4 | 35 | ||||||||||||
| Exchange and other adjustments | (1 | ) | 6 | 2 | 7 | |||||||||||
| At 31 December 2014 | (207 | ) | (134 | ) | (78 | ) | (419 | ) | ||||||||
| Net book value | ||||||||||||||||
| At 31 December 2014 | 264 | 176 | 129 | 569 | ||||||||||||
| At 31 December 2013 | 206 | 146 | 86 | 438 | ||||||||||||
| At 1 January 2013 | 162 | 109 | 83 | 354 | ||||||||||||
Substantially all software additions are internally developed.
AdditionsManagement contracts
In addition to the management contracts acquired with the Kimpton acquisition in 2015 (see note 10), management contracts relate to contract values recognised as part of the proceeds for hotels sold (see note 11).sold.
At 31 December 2017, the net book value and remaining amortisation period of the principal management contracts were as follows:
| 2017 | 2016 | |||||||||||||||||||||||||||||
| Net book value $m | Remaining amortisation period Years | Net book value $m | Remaining amortisation period Years | |||||||||||||||||||||||||||
| Hotel | ||||||||||||||||||||||||||||||
| InterContinental Hong Kong | 61 | 35 | 62 | 36 | ||||||||||||||||||||||||||
| InterContinental New York Barclay | 37 | 46 | 38 | 47 | ||||||||||||||||||||||||||
| InterContinental London Park Lane | 31 | 45 | 29 | 46 | ||||||||||||||||||||||||||
| InterContinental Paris – Le Grand | 34 | 47 | 31 | 48 | ||||||||||||||||||||||||||
The weighted average remaining amortisation period for all management contracts is 30 years (2013 24(2016: 31 years).
| 118 | |
| IHG | Annual Report and Form 20-F |
Notes to the Group Financial Statementscontinued
14. Investment in associates and joint ventures
| Associates $m | Joint ventures $m | Total $m | ||||||||||||
| Cost | ||||||||||||||
| At 1 January 2016 | 121 | 27 | 148 | |||||||||||
| Additions | 14 | – | 14 | |||||||||||
| Share of (losses)/profits | (3 | ) | 1 | (2 | ) | |||||||||
| Capital return | – | (2 | ) | (2 | ) | |||||||||
| Transfer of financial assets | (14 | ) | – | (14 | ) | |||||||||
| Dividends | (5 | ) | – | (5 | ) | |||||||||
| At 31 December 2016 | 113 | 26 | 139 | |||||||||||
| Additions | 47 | – | 47 | |||||||||||
| Share of profits/(losses) | 2 | 1 | 3 | |||||||||||
| Disposals | (9 | ) | – | (9 | ) | |||||||||
| Dividends | (4 | ) | – | (4 | ) | |||||||||
| Exchange and other adjustments | 2 | – | 2 | |||||||||||
| At 31 December 2017 | 151 | 27 | 178 | |||||||||||
| Impairment | ||||||||||||||
| At 1 January 2016 | (12 | ) | – | (12 | ) | |||||||||
| Charge for the year | (16 | ) | – | (16 | ) | |||||||||
| At 31 December 2016 | (28 | ) | – | (28 | ) | |||||||||
| Charge for the year | (18 | ) | – | (18 | ) | |||||||||
| Disposals | 9 | – | 9 | |||||||||||
| At 31 December 2017 | (37 | ) | – | (37 | ) | |||||||||
| Net book value | ||||||||||||||
| At 31 December 2017 | 114 | 27 | 141 | |||||||||||
| At 31 December 2016 | 85 | 26 | 111 | |||||||||||
| At 1 January 2016 | 109 | 27 | 136 | |||||||||||
All associates and joint ventures are accounted for using the equity method.
During 2016, an investment for which the Group has a 30% interest was transferred to other financial assets following loss of significant influence over the operating and financial policy decisions of the entity.
The impairment charges of $18m and $16m in 2017 and 2016 respectively, relate to the Barclay associate (see following page) and result from the currently depressed trading outlook for the New York hotel market and the high costs of renovating the hotel. The recoverable amount of the investment has been measured at its fair value less costs of disposal, based on the Group’s share of the market value of the hotel less debt in the associate. The hotel was appraised by a professional external valuer using an income capitalisation approach which is a discounted cash flow technique that measures the present value of projected income flows (over a 10-year period) and the reversion of the property sale. Within the fair value hierarchy, this is categorised as a Level 3 fair value measurement. In addition to the projected income flows, the key assumptions used were a discount rate of 7.3% (2016: 7.3%) and a terminal capitalisation rate of 6.3% (2016: 6.0%).
Due to localised adverse market conditions, an impairment charge of $9m was recognised during 2015 relating to an associate investment in the AMEA region following a re-assessment of its recoverable amount to $nil, based on value in use calculations. Estimated future cash flows were discounted at a pre-tax rate of 13.2%. During 2017, the investment was disposed of for $nil proceeds.
On 20 November 2015, the Group disposed of an associate investment in the AMEA region realising a gain on disposal of $9m. At the time of disposal, the investment had a $nil net book value.
| Associates $m | Joint ventures $m | Total $m | ||||||||||
| Cost | ||||||||||||
| At 1 January 2013 | 59 | 28 | 87 | |||||||||
| Additions | 8 | 2 | 10 | |||||||||
| Capital returns | – | (3 | ) | (3 | ) | |||||||
| Share of profits | 2 | – | 2 | |||||||||
| Dividends | (5 | ) | – | (5 | ) | |||||||
| Exchange and other adjustments | (3 | ) | – | (3 | ) | |||||||
| At 31 December 2013 | 61 | 27 | 88 | |||||||||
| Initial retained interest in Barclay associate (note 11) | 22 | – | 22 | |||||||||
| Additions | 15 | – | 15 | |||||||||
| Share of (losses)/profits | (4 | ) | – | (4 | ) | |||||||
| Dividends | (2 | ) | – | (2 | ) | |||||||
| At 31 December 2014 | 92 | 27 | 119 | |||||||||
| Impairment | ||||||||||||
| At 1 January 2013, 31 December 2013 and 31 December 2014 | (3 | ) | – | (3 | ) | |||||||
| Net book value | ||||||||||||
| At 31 December 2014 | 89 | 27 | 116 | |||||||||
| At 31 December 2013 | 58 | 27 | 85 | |||||||||
| At 1 January 2013 | 56 | 28 | 84 | |||||||||
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 119 |
Group Financial Statements
Notes to the Group Financial Statements continued
14. Investment in associates and joint venturescontinued
Barclay associate
The Group held one material associate investment at 31 December 2014,2017, a 19.9% interest in 111 East 48th Street Holdings, LLC (‘the(the Barclay associate’)associate) which owns the InterContinental New York Barclay (the hotel), a hotel managed by the Group. The hotel reopened for trading in April 2016 following a major renovation. The investment is classified as an associate and equity accounted asaccounted. Whilst the Group has the ability to exercise significant influence through its involvementcertain decision rights, approval rights relating to the hotel’s operating and capital budgets rest solely with the 80.1% majority member. The Group’s ability to receive cash dividends is dependent on the hotel generating sufficient income to satisfy specified owner returns.
In March 2017, the Group invested $43m in the redevelopmentBarclay associate in conjunction with a refinancing of the hotel and certain decision rights.hotel. The cash was used to repay a $43m supplemental bank loan for which the Group had previously provided an indemnity for 100% of the related obligations. As a consequence, the indemnity has been extinguished.
Summarised financial information in respect of the Barclay associate is set out below:
| ||||
| ||||
The Barclay associate classification was effective 31 March 2014.
31 December 2017 $m | 31 December 2016 $m | |||||||||||
| Non-current assets | 540 | 552 | ||||||||||
| Current assets | 41 | 19 | ||||||||||
| Current liabilities | (19 | ) | (283 | ) | ||||||||
| Non-current liabilities | (287 | ) | (39 | ) | ||||||||
| Net assets | 275 | 249 | ||||||||||
| Group share of reported net assets at 19.9% | 55 | 50 | ||||||||||
| Adjustments to reflect capitalised costs, and additional rights and obligations under the shareholder agreement | 10 | (7 | ) | |||||||||
| Carrying amount | 65 | 43 | ||||||||||
12 months to 31 December 2017 $m | 12 months to 31 December 2016 $m | |||||||||||
| Revenue | 90 | 45 | ||||||||||
| Loss for the period | (16 | ) | (34 | ) | ||||||||
| Group’s share of loss for the period | (4 | ) | (8 | ) | ||||||||
Other associates and joint ventures
The summarised aggregated financial information for individually immaterial associates and joint ventures is set out below. These are mainly investments in entities that own hotels which the Group manages.
| Associates | Joint ventures | Total | ||||||||||||||||||||||||||||||||||
| 2014 $m | 2013 $m | 2012 $m | 2014 $m | 2013 $m | 2012 $m | 2014 $m | 2013 $m | 2012 $m | ||||||||||||||||||||||||||||
| Share of profit/(loss) | ||||||||||||||||||||||||||||||||||||
| Operating profit/(loss) before exceptional items | 1 | 2 | 3 | – | – | �� | – | 1 | 2 | 3 | ||||||||||||||||||||||||||
| Exceptional items | – | 6 | – | – | – | – | – | 6 | – | |||||||||||||||||||||||||||
| 1 | 8 | 3 | – | – | – | 1 | 8 | 3 | ||||||||||||||||||||||||||||
The exceptional profit in 2013 arose on the sale of a hotel owned by an associate investment that was classified as held for sale at 31 December 2012. Following completion of the sale, the Group received a $17m cash distribution from the associate, being the Group’s share of the net disposal proceeds.
Associates | Joint ventures | Total | ||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2015 $m | 2017 $m | 2016 $m | 2015 $m | 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||||||||||||||||||||||||||||
| Share of profits/(losses) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Operating profits/(losses) before exceptional items | 6 | 5 | 3 | 1 | 1 | (1 | ) | 7 | 6 | 2 | ||||||||||||||||||||||||||||||||||||||||||||
| 120 |
| 2014 $m | 2013 $m | |||||||
| Equity securities available-for-sale: | ||||||||
Quoted equity shares | 16 | 9 | ||||||
Unquoted equity shares | 128 | 127 | ||||||
| 144 | 136 | |||||||
| Loans and receivables: | ||||||||
Trade deposits and loans | 43 | 20 | ||||||
Restricted funds | 21 | 40 | ||||||
Bank accounts pledged as security | 49 | 52 | ||||||
| 113 | 112 | |||||||
| Total other financial assets | 257 | 248 | ||||||
| Analysed as: | ||||||||
Current | 5 | 12 | ||||||
Non-current | 252 | 236 | ||||||
| 257 | 248 | |||||||
15. Other financial assets
| 2017 $m | 2016 $m | |||||||||||
| Equity securities available-for-sale | ||||||||||||
| Quoted equity shares | 10 | 14 | ||||||||||
| Unquoted equity shares | 117 | 142 | ||||||||||
| 127 | 156 | |||||||||||
| Loans and receivables | ||||||||||||
| Trade deposits and loans | 43 | 43 | ||||||||||
| Restricted funds | 32 | 31 | ||||||||||
| Bank accounts pledged as security | 42 | 38 | ||||||||||
| 117 | 112 | |||||||||||
| Total other financial assets | 244 | 268 | ||||||||||
| Analysed as: | ||||||||||||
Current | 16 | 20 | ||||||||||
Non-current | 228 | 248 | ||||||||||
| 244 | 268 | |||||||||||
Equity securities available-for-sale are measured at fair value (see note 23) and loans and receivables are held at amortised cost.
Equity securities available-for-sale were denominated in the following currencies: US dollars $94m (2013 $84m)$93m (2016: $121m), Hong Kong dollars $34m (2013 $27m)$25m (2016: $24m) and other currencies $16m (2013 $25m)$9m (2016: $11m). Unlisted equity shares are mainly investments in entities that own hotels which the Group manages. Dividend income from available-for-sale equity securities of $10m (2013 $6m)(2016: $7m) is reported as other‘other operating income and expensesexpenses’ in the Group income statement.
On 13 December 2017, the sale of Avendra, LLC (Avendra) to Aramark Services, Inc., resulted in the Group receiving cash proceeds of $75m from its 6.29% interest in Avendra and the recording of a $73m exceptional gain in the Group income statement (see note 5). Prior to the sale, the Group’s investment in Avendra was included in unquoted equity securities available-for-sale. Avendra is a North American hospitality procurement services provider.
Trade deposits and loans include a depositdeposits of $37m$66m made in 2011 to a hotel owner in connection with the renegotiationa portfolio of a management contract.contracts. The deposit is deposits arenon-interest-bearing and repayable at the end of the management contract terms, and isare therefore held at itsa discounted value of $13m (2013 $12m)$28m (2016: $19m); the discount unwinds to the income statement within financial income‘financial income’ over the period to repayment.
Restricted funds includecomprise cash held in bank accounts which is pledged as collateralring-fenced to satisfy insurance companies for risks retained by the Group and other amounts held in escrow.claims.
The bank accounts pledged as security (£31m) are subject to a charge in favour of the members of the UK unfunded pension arrangement (see note 25).
The movement in the provision for impairment of other financial assets during the year is as follows:
| 2014 $m | 2013 $m | 2017 $m | 2016 $m | |||||||||||||||||
| At 1 January | (25 | ) | (26 | ) | (22 | ) | (28 | ) | ||||||||||||
| Amounts written off | – | 1 | ||||||||||||||||||
| Exchange and other adjustments | (3 | ) | – | |||||||||||||||||
| Disposals | 4 | 6 | ||||||||||||||||||
| At 31 December | (28 | ) | (25 | ) | (18 | ) | (22 | ) | ||||||||||||
The provision is used to record impairment losses unless the Group is satisfied that no recovery of the amount is possible; at that point the amount considered irrecoverable is either written off directly to the income statement or, if previously provided, against the financial asset with no impact on the income statement.
IHG | Annual Report and Form 20-F | 121 |
Group Financial Statements
Notes to the Group Financial Statements continued
Notes to the Group Financial Statementscontinued
16. Trade and other receivables
2014 $m | 2013 $m | 2017 $m | 2016 $m | |||||||||||||||||
| Current | ||||||||||||||||||||
| Trade receivables | 327 | 336 | 452 | 368 | ||||||||||||||||
| Other receivables | 47 | 20 | 23 | 25 | ||||||||||||||||
| Prepayments | 63 | 65 | 74 | 77 | ||||||||||||||||
| Receivables from associates | 11 | 2 | ||||||||||||||||||
| Loans to and receivables from associates | 2 | 2 | ||||||||||||||||||
| 448 | 423 | 551 | 472 | |||||||||||||||||
| Non-current | ||||||||||||||||||||
| Loans to associates | 3 | – | – | 8 | ||||||||||||||||
Trade and other receivables are designated as loans and receivables and are held at amortised cost.
Trade receivables are non-interest-bearing and are generally on payment terms of up to 30 days. The fair value of trade and other receivables approximates their carrying value.
The maximum exposure to credit risk for trade and other receivables, excluding prepayments, at the end of the reporting period by geographic region is:
| 2014 $m | 2013 $m | 2017 $m | 2016 $m | |||||||||||||||||
| Americas | 221 | 193 | 305 | 256 | ||||||||||||||||
| Europe | 76 | 78 | 51 | 43 | ||||||||||||||||
| Asia, Middle East and Africa | 53 | 53 | ||||||||||||||||||
| AMEA | 71 | 61 | ||||||||||||||||||
| Greater China | 38 | 34 | 50 | 43 | ||||||||||||||||
| 388 | 358 | 477 | 403 | |||||||||||||||||
The ageing of trade and other receivables, excluding prepayments, at the end of the reporting period is:
| 2014 |
| 2013 | 2017 | 2016 | ||||||||||||||||||||||||||||||||||||||||||||||
| Gross $m | Provision $m | Net $m | Gross $m | Provision $m | Net $m | Gross $m | Provision $m | Net $m | Gross $m | Provision $m | Net $m | |||||||||||||||||||||||||||||||||||||||
| Not past due | 275 | – | 275 | 236 | – | 236 | 333 | (1) | 332 | 289 | (1) | 288 | ||||||||||||||||||||||||||||||||||||||
| Past due 1 to 30 days | 57 | (3 | ) | 54 | 66 | (4 | ) | 62 | 68 | (2) | 66 | 58 | (3) | 55 | ||||||||||||||||||||||||||||||||||||
| Past due 31 to 180 days | 57 | (3 | ) | 54 | 57 | (3 | ) | 54 | 82 | (7) | 75 | 64 | (7) | 57 | ||||||||||||||||||||||||||||||||||||
| Past due more than 180 days | 46 | (41 | ) | 5 | 42 | (36 | ) | 6 | 71 | (67) | 4 | 61 | (58) | 3 | ||||||||||||||||||||||||||||||||||||
| 435 | (47 | ) | 388 | 401 | (43 | ) | 358 | 554 | (77) | 477 | 472 | (69) | 403 | |||||||||||||||||||||||||||||||||||||
The credit risk relating to balances not past due is not deemed to be significant.
The movement in the provision for impairment of trade and other receivables during the year is as follows:
| 2014 $m | 2013 $m | 2012 $m | ||||||||||
| At 1 January | (43 | ) | (47 | ) | (46 | ) | ||||||
| Provided | (22 | ) | (18 | ) | (18 | ) | ||||||
| Amounts written back | 9 | 14 | 10 | |||||||||
| Amounts written off | 9 | 8 | 7 | |||||||||
| At 31 December | (47 | ) | (43 | ) | (47 | ) | ||||||
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||
| At 1 January | (69 | ) | (56 | ) | (47 | ) | ||||||||||||
| Provided | (15 | ) | (25 | ) | (28 | ) | ||||||||||||
| Amounts written back | 2 | 5 | 12 | |||||||||||||||
| Amounts written off | 6 | 5 | 7 | |||||||||||||||
| Exchange adjustments | (1 | ) | 2 | – | ||||||||||||||
| At 31 December | (77 | ) | (69 | ) | (56 | ) | ||||||||||||
| 122 |
17. Cash and cash equivalents
2014 $m | 2013 (restated1) $m | 2012 (restated1) $m | ||||||||||
| Cash at bank and in hand | 157 | 177 | 249 | |||||||||
| Short-term deposits | 5 | 71 | 138 | |||||||||
| 162 | 248 | 387 | ||||||||||
| 2017 $m | 2016 $m | |||||||||||
| Cash at bank and in hand | 164 | 131 | ||||||||||
| Short-term deposits | 4 | 75 | ||||||||||
| 168 | 206 | |||||||||||
Cash at bank and in hand includes bank balances of $108m (2013 $114m, 2012 $194m)$116m (2016: $91m) which are matched by bank overdrafts of $107m (2013 $114m, 2012 $192m)$110m (2016: $89m) under the Group’s cash pooling arrangements. Under these arrangements, each pool contains a number of bank accounts with the same financial institution and the Group pays interest on net overdraft balances within each pool. The cash pools are used for day-to-day cash management purposes and are managed as closely as possible to a zero balance on a net basis for each pool. Overseas subsidiaries are typically in a cash positivecash-positive position with the matching overdrafts held by the Group’s central treasury company in the UK.
For the purposes of the Group statement of cash flows, cash and cash equivalents comprise the following:
| 2014 $m | 2013 (restated1) $m | 2012 (restated1) $m | ||||||||||
| Cash at bank and in hand | 157 | 177 | 249 | |||||||||
| Short-term deposits | 5 | 71 | 138 | |||||||||
| 162 | 248 | 387 | ||||||||||
| Bank overdrafts (note 21) | (107 | ) | (114 | ) | (192 | ) | ||||||
| 55 | 134 | 195 | ||||||||||
| 2017 $m | 2016 $m | |||||||||||
| Cash at bank and in hand | 164 | 131 | ||||||||||
| Short-term deposits | 4 | 75 | ||||||||||
| 168 | 206 | |||||||||||
| Bank overdrafts (note 20) | (110 | ) | (89 | ) | ||||||||
| 58 | 117 | |||||||||||
Short-term deposits are highly liquid investments with an original maturity of three months or less.
Cash and cash equivalents includes $4m (2013 $12m, 2012 $7m) that is not available for use by the Group due to local exchange controls in Venezuela and Argentina.
|
18. Trade and other payables
| 2017 $m | 2016 $m | |||||||||||
| Current | ||||||||||||
| Trade payables | 81 | 94 | ||||||||||
| Other tax and social security payable | 48 | 38 | ||||||||||
| Deferred revenue | 49 | 37 | ||||||||||
| Other payables | 230 | 206 | ||||||||||
| Accruals | 360 | 306 | ||||||||||
| 768 | 681 | |||||||||||
| Non-current | ||||||||||||
| Deferred revenue | 85 | 78 | ||||||||||
| Other payables | 36 | 122 | ||||||||||
| 121 | 200 | |||||||||||
| 2014 $m | 2013 $m | |||||||
| Current | ||||||||
| Trade payables | 88 | 97 | ||||||
| Other tax and social security payable | 49 | 32 | ||||||
| Other payables | 317 | 335 | ||||||
| Accruals | 315 | 284 | ||||||
| 769 | 748 | |||||||
| Non-current | ||||||||
| Other payables | 627 | 574 | ||||||
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 123 |
Trade payables are non-interest-bearing and are normally settled within an average of 45 days.
Group Financial Statements
Other payables include $725m (2013 $649m) relating
Notes to the future redemption liability of the Group’s loyalty programme, of which $132m (2013 $120m) is classified as current and $593m (2013 $529m) as non-current.Group Financial Statements continued
19. Provisions
| Security Incidents $m | Litigation $m | Total $m | ||||||||||||||||||
| At 1 January 2016 | – | 15 | 15 | |||||||||||||||||
| Provided | 5 | – | 5 | |||||||||||||||||
| Utilised | – | (12 | ) | (12 | ) | |||||||||||||||
| At 31 December 2016 and 31 December 2017 | 5 | 3 | 8 | |||||||||||||||||
| 2017 $m | 2016 $m | |||||||||||||||||||
| Analysed as: | ||||||||||||||||||||
Current | 3 | 3 | ||||||||||||||||||
Non-current | 5 | 5 | ||||||||||||||||||
| 8 | 8 | |||||||||||||||||||
Onerous $m | Litigation $m | Total $m | ||||||||||
| At 1 January 2013 | 2 | – | 2 | |||||||||
| Provided | – | 4 | 4 | |||||||||
| Utilised | (1 | ) | (2 | ) | (3 | ) | ||||||
| At 31 December 2013 | 1 | 2 | 3 | |||||||||
| Provided | – | 9 | 9 | |||||||||
| Utilised | (1 | ) | (1 | ) | (2 | ) | ||||||
| At 31 December 2014 | – | 10 | 10 | |||||||||
2014 $m | 2013 $m | |||||||||||
| Analysed as: | ||||||||||||
Current | 1 | 3 | ||||||||||
Non-current | 9 | – | ||||||||||
| 10 | 3 | |||||||||||
| See note 30 for a description of and further information on the Security Incidents provision. |
The onerous management contracts provision relates toamount provided in 2016 in respect of the unavoidable net cash outflows that are expected to be incurred under performance guarantees associated with certain management contracts.Security Incidents was recognised within Central costs in the Group income statement.
Litigation during 2014largely relates to actions brought against the Group in the Americas region relating to System Fund activity and, during 2013, largely relatesregion. In relation to the Greater China region.$12m settled during 2016, an insurance recovery of $8m was also recorded by the System Fund.
20. Loans and other borrowings
| 2017 | 2016 | |||||||||||||||||||||||
| Current $m | Non-current $m | Total $m | Current $m | Non-current $m | Total $m | |||||||||||||||||||
| Unsecured bank loans | – | 262 | 262 | – | 107 | 107 | ||||||||||||||||||
| Finance lease obligations | 16 | 215 | 231 | 17 | 210 | 227 | ||||||||||||||||||
| £400m 3.875% bonds 2022 | – | 538 | 538 | – | 489 | 489 | ||||||||||||||||||
| £300m 3.75% bonds 2025 | – | 406 | 406 | – | 370 | 370 | ||||||||||||||||||
| £350m 2.125% bonds 2026 | – | 472 | 472 | – | 430 | 430 | ||||||||||||||||||
| 16 | 1,893 | 1,909 | 17 | 1,606 | 1,623 | |||||||||||||||||||
| Bank overdrafts | 110 | – | 110 | 89 | – | 89 | ||||||||||||||||||
| Total loans and other borrowings | 126 | 1,893 | 2,019 | 106 | 1,606 | 1,712 | ||||||||||||||||||
| Denominated in the following currencies: | ||||||||||||||||||||||||
| Sterling | – | 1,416 | 1,416 | – | 1,289 | 1,289 | ||||||||||||||||||
| US dollars | 124 | 477 | 601 | 101 | 317 | 418 | ||||||||||||||||||
| Euros | 2 | – | 2 | 2 | – | 2 | ||||||||||||||||||
| Other | – | – | – | 3 | – | 3 | ||||||||||||||||||
| 126 | 1,893 | 2,019 | 106 | 1,606 | 1,712 | |||||||||||||||||||
Loans and other borrowings, excluding bank overdrafts, comprise the liabilities included in the financing activities section of the Group statement of cash flows and their movements are analysed as follows:
At 1 January $m | Cash flows $m | Exchange adjustments $m | Other $m | At 31 December $m | ||||||||||||||
| Unsecured bank loans | 107 | 153 | 1 | 1 | 262 | |||||||||||||
| Finance lease obligations | 227 | – | – | 4 | 231 | |||||||||||||
| £400m 3.875% bonds 2022 | 489 | – | 48 | 1 | 538 | |||||||||||||
| £300m 3.75% bonds 2025 | 370 | – | 36 | – | 406 | |||||||||||||
| £350m 2.125% bonds 2026 | 430 | – | 42 | – | 472 | |||||||||||||
| 1,623 | 153 | 127 | 6 | 1,909 | ||||||||||||||
| 124 | IHG | Annual Report and Form 20-F 2017 |
20. Loans and other borrowingscontinued
Unsecured bank loans
Unsecured bank loans are borrowings under the Group’s Syndicated and Bilateral Facilities. Amounts are classified as non-current when the facilities have more than 12 months to expiry.
The Syndicated Facility comprises a $1,275m five-year revolving credit facility maturing in March 2022.
The Bilateral Facility comprises a $75m revolving credit facility maturing in March 2022. The Bilateral Facility contains the same terms and covenants as the Syndicated Facility.
A variable rate of interest is payable on amounts drawn under both facilities, which was 2.15% at 31 December 2017.
Finance lease obligations
Finance lease obligations, which relate primarily to the 99-year lease (of which 88 years remain) on the InterContinental Boston hotel, are payable as follows:
| 2017 | 2016 | |||||||||||||||||||
Minimum lease | Present value of payments | Minimum payments $m | Present value of | |||||||||||||||||
| Less than one year | 16 | 16 | 17 | 17 | ||||||||||||||||
| Between one and five years | 67 | 49 | 64 | 48 | ||||||||||||||||
| More than five years | 3,234 | 166 | 3,252 | 162 | ||||||||||||||||
| 3,317 | 231 | 3,333 | 227 | |||||||||||||||||
| Less: amount representing finance charges | (3,086 | ) | – | (3,106 | ) | – | ||||||||||||||
| 231 | 231 | 227 | 227 | |||||||||||||||||
The Group has the option to extend the term of the InterContinental Boston lease for two additional 20-year terms. Payments under the lease step up at regular intervals over the lease term. Interest is payable on the obligation at a fixed rate of 9.7%.
£400m 3.875% bonds 2022
The 3.875% fixed interest sterling bonds were issued on 28 November 2012 and are repayable in full on 28 November 2022. Interest is payable annually on 28 November. The bonds were initially priced at 98.787% of face value and are unsecured.
£300m 3.75% bonds 2025
The 3.75% fixed interest sterling bonds were issued on 14 August 2015 and are repayable in full on 14 August 2025. Interest is payable annually on 14 August. The bonds were initially priced at 99.014% of face value and are unsecured.
£350m 2.125% bonds 2026
The 2.125% fixed interest sterling bonds were issued on 24 August 2016 and are repayable in full on 24 August 2026. Interest is payable annually on 24 August. The bonds were initially priced at 99.45% of face value and are unsecured.
Bank overdrafts
Bank overdrafts are matched by equivalent amounts of cash and cash equivalents under the Group’s cash pooling arrangements (see note 17).
Facilities provided by banks
| 2017 | 2016 | |||||||||||||||||||||||
Utilised $m | Unutilised $m | Total $m | Utilised $m | Unutilised $m | Total $m | |||||||||||||||||||
| Committed | 264 | 1,086 | 1,350 | 110 | 1,240 | 1,350 | ||||||||||||||||||
| Uncommitted | 1 | 69 | 70 | – | 70 | 70 | ||||||||||||||||||
| 265 | 1,155 | 1,420 | 110 | 1,310 | 1,420 | |||||||||||||||||||
2017 $m | 2016 $m | |||||||||||
| Unutilised facilities expire: | ||||||||||||
| Within one year | 69 | 70 | ||||||||||
| After two but before five years | 1,086 | 1,240 | ||||||||||
| 1,155 | 1,310 | |||||||||||
Utilised facilities are calculated based on actual drawings and may not agree to the carrying value of loans held at amortised cost.
| 125 |
Group Financial Statements
Notes to the Group Financial Statements continued
21. Net debt
2017 $m | 2016 $m | |||||||||||
| Cash and cash equivalents | 168 | 206 | ||||||||||
| Loans and other borrowings – current | (126 | ) | (106 | ) | ||||||||
| – non-current | (1,893 | ) | (1,606 | ) | ||||||||
| Net debt | (1,851 | ) | (1,506 | ) | ||||||||
| Movement in net debt | ||||||||||||
| Net decrease in cash and cash equivalents, net of overdrafts | (75 | ) | (920 | ) | ||||||||
| Add back cash flows in respect of other components of net debt: | ||||||||||||
Issue of long-term bonds | – | (459 | ) | |||||||||
Long-term bonds repaid | – | 315 | ||||||||||
Increase in other borrowings | (153 | ) | (109 | ) | ||||||||
| Increase in net debt arising from cash flows | (228 | ) | (1,173 | ) | ||||||||
| Non-cash movements: | ||||||||||||
Finance lease obligations | (4 | ) | (4 | ) | ||||||||
Decrease/(increase) in accrued interest | 1 | (6 | ) | |||||||||
Exchange and other adjustments | (114 | ) | 206 | |||||||||
| Increase in net debt | (345 | ) | (977 | ) | ||||||||
| Net debt at beginning of the year | (1,506 | ) | (529 | ) | ||||||||
| Net debt at end of the year | (1,851 | ) | (1,506 | ) | ||||||||
| Information concerning non-GAAP measures can be found in the Strategic Report on page 26. |
22. Financial risk management
Overview
The Group’s treasury policyGroup is exposed to manage financial risks that arise in relation to underlying business needs. The activities of the treasury functionactivities. These risks include: foreign exchange risk, liquidity risk, interest rate risk, credit risk and capital risk. There are carried out in accordance with Board approved policies and are subjectin place to regular audit. The treasury function does not operate as a profit centre.
The treasury function seeksmanage these risks. Treasury activities to reduce the financialmanage these risks faced by the Group and manages liquidity to meet all foreseeable cash needs. Treasury activities may include money market investments, repurchase agreements, spot and forward foreign exchange instruments, currency swaps, interest rate swaps and forward rate agreements. One of the primary objectives of the Group’s treasury risk management policy is to mitigate the adverse impact of movements in interest rates and foreign exchange rates.
MarketForeign exchange risk exposure
The US dollar is the predominant currency of the Group’s revenue and cash flows. Movements in foreign exchange rates can affect the Group’s reported profit, net assetsliabilities and interest cover. To hedge translationThe most significant exposures of the Group are in currencies that are freely convertible. The Group’s reported debt has an exposure whereverto borrowings held in pounds sterling.
Foreign exchange hedging
From time to time, the Group hedges a portion of forecast foreign currency income by taking out forward exchange contracts. The designated risk is the spot foreign exchange risk. There were no such contracts in place at either 31 December 2017 or 31 December 2016.
The Group also uses short-dated foreign exchange swaps to manage sterling surplus cash and reduce US dollar borrowings whilst maintaining operational flexibility. At 31 December 2017, the Group held short-dated foreign exchange swaps with principals of $30m (2016: $120m).
The fair value of these derivative financial instruments at 31 December 2017 was $nil (2016: $3m liability).
Hedge of net investment in foreign operations
Wherever possible, the Group matches the currency of its debt (either directly or via derivatives) to the currency of its net assets, whilst maximising the amount of US dollars borrowed to reflect the predominant trading currency. However US dollars are only borrowed to the extent that hedge accounting can be achieved.
From time to time,The Group designates certain foreign currency bank borrowings and currency derivatives as net investment hedges of foreign operations. The designated risk is the spot foreign exchange transaction exposurerisk for loans and short-dated derivatives. The interest on these financial instruments is managed by the forward purchasetaken through financial income or saleexpense.
The maximum amount of foreign currencies. Most significant exposuresexchange derivatives held during the year as net investment hedges and measured at calendar quarter ends were short-dated foreign exchange swaps with principals of $160m (2016: $325m).
Hedge effectiveness is measured at calendar quarter ends. No ineffectiveness arose in respect of the Group are in currencies that are freely convertible.Group’s net investment hedges during the current or prior year.
A general strengthening of the US dollar (specifically a five cent fall in the sterling: US dollar rate) would increase the Group’s profit before tax by an estimated $4.5m (2013 $4.1m, 2012 $2.8m) and increase net assets by an estimated $29.1m (2013 $16.0m, 2012 $1.8m). Similarly, a five cent fall in the euro:US dollar rate would reduce the Group’s profit before tax by an estimated $2.2m (2013 $2.6m, 2012 $2.3m) and decrease net assets by an estimated $10.9m (2013 $14.8m, 2012 $16.1m).
| 126 | IHG | Annual Report and Form 20-F 2017 |
22. Financial risk managementcontinued
Interest rate exposurerisk
The Group is managed, usingexposed to interest rate risk in relation to its fixed and floating rate borrowings. The Group’s policy requires a minimum of 50% fixed rate debt over the next 12 months. With the exception of overdrafts, 86% of borrowings were fixed rate debt at 31 December 2017 (2016: 93%).
Interest rate hedging
If required, the Group uses interest rate swaps if appropriate, within set parameters depending onto manage the term of the debt, with a minimum fixed proportion of 25% of borrowings for each major currency.exposure. The Group designates interest rate swaps as cash flow hedges. No interest rate swaps were used during 20132017, 2016 or 2014. Based2015.
Interest and foreign exchange risk sensitivities
The following table shows the impact of a general strengthening in the US dollar against sterling and euro on the Group’s profit before tax and net liabilities, and the impact of a rise in US dollar, euro and sterling interest rates on the Group’s profit before tax.
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Increase/(decrease) in profit before tax | ||||||||||||||||||||||
| Sterling: US dollar exchange rate | 5¢ fall | 4.0 | 5.2 | 4.8 | ||||||||||||||||||
| Euro: US dollar exchange rate | 5¢ fall | (2.1 | ) | (2.2 | ) | (1.9 | ) | |||||||||||||||
| US dollar interest rates | 1% increase | (2.9 | ) | (1.8 | ) | (0.9 | ) | |||||||||||||||
| Sterling interest rates | 1% increase | 0.3 | 1.3 | 7.9 | ||||||||||||||||||
| Decrease/(increase) in net liabilities | ||||||||||||||||||||||
| Sterling: US dollar exchange rate | 5¢ fall | 44.1 | 47.2 | 23.7 | ||||||||||||||||||
| Euro: US dollar exchange rate | 5¢ fall | (4.1 | ) | (5.5 | ) | (7.6 | ) | |||||||||||||||
The impact of a weakening in the US dollar or a fall in interest rates would be the reverse of the above values.
Interest rate sensitivities are calculated based on the year-end net debt position plus the $400m bilateral term loan drawn in 2015 to finance the Kimpton acquisition (see note 21), a one percentage point rise in US dollar interest rates would increase the annual net interest charge by $6.7m. A similar rise in euro interest rates would increase the annual net interest charge by approximately $0.9m, and a similar rise in sterling interest rates would reduce the annual net interest charge by approximately $0.7m. 100% of borrowings in major currencies were fixed rate debt at 31 December 2013.position.
Liquidity risk exposure
The treasury functionGroup policy ensures that the Group has accesssufficient liquidity is maintained to sufficientmeet all foreseeable medium-term cash requirements and provide headroom against unforeseen obligations.
Cash and cash equivalents is held in short-term deposits and cash funds towhich allow the implementationdaily withdrawals of cash. Most of the strategy set byGroup’s funds are held in the Board. UK or US, although $3m (2016: $3m) is held in countries where repatriation is restricted as a result of foreign exchange regulations.
Medium and long-term borrowing requirements are met through the $1.07bn Syndicated Facility which expirescommitted bank facilities and bonds as detailed in November 2016, through the £250m 6% bonds that are repayable on 9 December 2016 and through the £400m 3.875% bonds repayable on 28 November 2022. The bonds were issued under the Group’s £750m Medium Term Notes programme.note 20. Short-term borrowing requirements aremay be met from drawings under bilateral bankuncommitted overdrafts and facilities.
The Syndicated Facility containsand Bilateral Facilities contain two financial covenants: interest cover and net debt divided by earnings before interest, tax, depreciation and amortisation (EBITDA). The Group has been in compliance with all of the financial covenants in its loan documents throughout the year none of which is expectedand expects to present a material restriction on funding incontinue to have significant headroom for the nearforeseeable future.
At the year end, the Group had cash of $162m which is predominantly held in short-term deposits and cash funds which allow daily withdrawals of cash. The Group also had overdrafts of $107m as part of cash pooling arrangements (see note 17). Most of the Group’s funds are held in the UK or US, although $4m (2013 $12m) is held in countries where repatriation is restricted as a result of foreign exchange regulations.
The Group had net liabilities of $717m at 31 December 2014 reflecting that its brands, in accordance with accounting standards, are not recorded on the balance sheet.
IHG | Annual Report and Form 20-F
| 127 |
Group Financial Statements
Notes to the Group Financial Statements continued
22. Financial risk managementcontinued
The following are the undiscounted contractual cash flows of financial liabilities, including interest payments:
Less than $m | Between $m | Between $m | More than $m | Total $m | ||||||||||||||
| 31 December 2017 | ||||||||||||||||||
| Non-derivative financial liabilities: | ||||||||||||||||||
Bank overdrafts | 110 | – | – | – | 110 | |||||||||||||
Unsecured bank loans | 264 | – | – | – | 264 | |||||||||||||
£400m 3.875% bonds 2022 | 21 | 21 | 601 | – | 643 | |||||||||||||
£300m 3.75% bonds 2025 | 15 | 15 | 46 | 445 | 521 | |||||||||||||
£350m 2.125% bonds 2026 | 10 | 10 | 30 | 510 | 560 | |||||||||||||
Finance lease obligations | 16 | 16 | 51 | 3,234 | 3,317 | |||||||||||||
Trade and other payables, excluding deferred revenue | 719 | 138 | 189 | 176 | 1,222 | |||||||||||||
Provisions | 3 | 5 | – | – | 8 | |||||||||||||
Less than $m | Between $m | Between $m | More than $m | Total $m | ||||||||||||||
| 31 December 2016 | ||||||||||||||||||
| Non-derivative financial liabilities: | ||||||||||||||||||
Bank overdrafts | 89 | – | – | – | 89 | |||||||||||||
Unsecured bank loans | 110 | – | – | – | 110 | |||||||||||||
£400m 3.875% bonds 2022 | 19 | 19 | 57 | 510 | 605 | |||||||||||||
£300m 3.75% bonds 2025 | 14 | 14 | 42 | 419 | 489 | |||||||||||||
£350m 2.125% bonds 2026 | 9 | 9 | 28 | 473 | 519 | |||||||||||||
Finance lease obligations | 17 | 16 | 48 | 3,252 | 3,333 | |||||||||||||
Trade and other payables, excluding deferred revenue | 644 | 173 | 210 | 192 | 1,219 | |||||||||||||
Provisions | 3 | 5 | – | – | 8 | |||||||||||||
| Derivative financial liabilities: | ||||||||||||||||||
Forward foreign exchange contracts | 3 | – | – | – | 3 | |||||||||||||
Trade and other payables above includes the cash flows relating to the future redemption liability of the Group’s loyalty programme. The repayment profile has been determined by actuaries based on expected redemption profiles and could in reality be different from expectations.
Credit risk exposure
Credit risk on treasury transactions is minimised by operating a policy on the investment of surplus cash that generally restricts counterparties to those with an Aa BBB credit rating or better or those providing adequate security. The Group uses long-term credit ratings from Standard and Poor’s, Moody’s and Fitch Ratings as a basis for setting its counterparty limits.
In order to manage the Group’s credit risk exposure, the treasury function sets counterparty exposure limits using metrics including credit ratings, the relative placing of credit default swap pricings, Tiertier 1 capital and share price volatility of the relevant counterparty.
The Group trades only with recognised, creditworthy third parties. It is the Group’s policy that all customers who wish to trade on credit terms are subject to credit verification procedures.
In respect of credit risk arising from financial assets, the Group’s exposure to credit risk arises from default of the counterparty, with a maximum exposure equal to the carrying amount of these instruments.
The carrying amount of financial assets represents the maximum exposure to credit risk.
| Note | 2017 $m | 2016 $m | ||||||||||||||||||||||
| Cash and cash equivalents | 17 | 168 | 206 | |||||||||||||||||||||
| Equity securities available-for-sale | 15 | 127 | 156 | |||||||||||||||||||||
| Loans and receivables: | ||||||||||||||||||||||||
Other financial assets | 15 | 117 | 112 | |||||||||||||||||||||
Trade and other receivables, excluding prepayments | 16 | 477 | 403 | |||||||||||||||||||||
| 889 | 877 | |||||||||||||||||||||||
| 128 | IHG | Annual Report and Form 20-F 2017 |
22. Financial risk managementcontinued
Capital risk management
The Group manages its capital to ensure that it will be able to continue as a going concern. The capital structure consists of net debt, issued share capital and reserves totalling $808m$993m at 31 December 2014 (2013 $1,071m)2017 (2016: $739m). The structure is managed to maintain an investment grade credit rating, to provide ongoing returns to shareholders and to service debt obligations, whilst maintaining maximum operational flexibility. A key characteristic of IHG’s managed and franchised business model is that it is highly cash generative, with a high return on capital employed. Surplus cash is either reinvested in the business, used to repay debt or returned to shareholders. The Group’s debt is monitored on the basis of a cash flow leverage ratio, being net debt divided by EBITDA, with the objective of maintaining an investment grade credit rating.
Hedging
Interest rate risk
The Group hedges its interest rate risk by ensuring that interest flows are fixed on at least 25% of its borrowings in major currencies. If required, the Group uses interest rate swaps to manage the exposure although none were held during 2013 or 2014. The Group designates interest rate swaps as cash flow hedges.
Foreign currency risk
The Group is exposed to foreign currency risk on income streams denominated in foreign currencies. From time to time, the Group hedges a portion of forecast foreign currency income by taking out forward exchange contracts. The designated risk is the spot foreign exchange risk. There were no such contracts in place at either 31 December 2014 or 31 December 2013.
Hedge of net investment in foreign operations
The Group designates its foreign currency bank borrowings and currency derivatives as net investment hedges of foreign operations. The designated risk is the spot foreign exchange risk for loans and short dated derivatives. The interest on these financial instruments is taken through financial income or expense.
At 31 December 2014, the Group held no currency swaps (2013 $415m) and short dated foreign exchange swaps with principals of€220m (2013€75m) and $31m (2013 $100m) (see note 22 for further details). The maximum amount of foreign exchange derivatives held during the year as net investment hedges and measured at calendar quarter ends were currency swaps with a principal of $415m (2013 $415m) and short dated foreign exchange swaps with principals of€220m (2013€75m) and $165m (2013 $310m).
Hedge effectiveness is measured at calendar quarter ends. No ineffectiveness arose in respect of either the Group’s cash flow or net investment hedges during the current or prior year.
Liquidity risk
The following are the undiscounted contractual cash flows of financial liabilities, including interest payments:
Less than $m | Between 1 and $m | Between 2 and $m | More than $m | Total $m | ||||||||||||||||
31 December 2014 | �� | |||||||||||||||||||
| Non-derivative financial liabilities: | ||||||||||||||||||||
Bank overdrafts | 107 | – | – | – | 107 | |||||||||||||||
Unsecured bank loans | 361 | – | – | – | 361 | |||||||||||||||
Secured bank loans | 3 | – | – | – | 3 | |||||||||||||||
£250m 6% bonds 2016 | 23 | 414 | – | – | 437 | |||||||||||||||
£400m 3.875% bonds 2022 | 24 | 24 | 73 | 697 | 818 | |||||||||||||||
Finance lease obligations | 16 | 16 | 48 | 3,284 | 3,364 | |||||||||||||||
Trade and other payables | 769 | 174 | 194 | 345 | 1,482 | |||||||||||||||
Provisions | 1 | 9 | – | – | 10 | |||||||||||||||
| Derivative financial liabilities: | ||||||||||||||||||||
Forward foreign exchange contracts | (2 | ) | – | – | – | (2 | ) | |||||||||||||
Less than $m | Between 1 and $m | Between 2 and $m | More than $m | Total $m | ||||||||||||||||
| 31 December 2013 (restated1) | ||||||||||||||||||||
| Non-derivative financial liabilities: | ||||||||||||||||||||
Bank overdrafts | 114 | – | – | – | 114 | |||||||||||||||
Secured bank loans | – | 4 | – | – | 4 | |||||||||||||||
£250m 6% bonds 2016 | 25 | 25 | 438 | – | 488 | |||||||||||||||
£400m 3.875% bonds 2022 | 26 | 26 | 77 | 764 | 893 | |||||||||||||||
Finance lease obligations | 16 | 16 | 48 | 3,300 | 3,380 | |||||||||||||||
Trade and other payables | 748 | 162 | 193 | 289 | 1,392 | |||||||||||||||
Provisions | 3 | – | – | – | 3 | |||||||||||||||
| Derivative financial liabilities: | ||||||||||||||||||||
Forward foreign exchange contracts | (1 | ) | – | – | – | (1 | ) | |||||||||||||
Currency swaps – outflows | 26 | 26 | 441 | – | 493 | |||||||||||||||
– inflows | (25 | ) | (25 | ) | (438 | ) | – | (488 | ) | |||||||||||
1 Restated for the adoption of ‘Offsetting Financial Assets and Financial Liabilities’ (Amendments to IAS 32), see page 107.
Trade and other payables includes the cash flows relating to the future redemption liability of the Group’s loyalty programme. The repayment profile has been determined by actuaries based on expected redemption profiles and could in reality be different from expectations.
Credit risk
The carrying amount of financial assets represents the maximum exposure to credit risk.
2014 $m | 2013 (restated1) $m | |||||||
| Cash and cash equivalents | 162 | 248 | ||||||
| Equity securities available-for-sale | 144 | 136 | ||||||
| Derivative financial instruments | 2 | 1 | ||||||
| Loans and receivables: | ||||||||
Other financial assets | 113 | 112 | ||||||
Trade and other receivables, excluding prepayments | 388 | 358 | ||||||
| 809 | 855 | |||||||
1 Restated for the adoption of ‘Offsetting Financial Assets and Financial Liabilities’ (Amendments to IAS 32), see page 107.
|
21. Loans and other borrowings
2014 | 2013 (restated1) | |||||||||||||||||||||||||
Current $m | Non-current $m | Total $m | Current $m | Non-current $m | Total $m | |||||||||||||||||||||
| Bank overdrafts | 107 | – | 107 | 114 | – | 114 | ||||||||||||||||||||
| Unsecured bank loans | – | 359 | 359 | – | – | – | ||||||||||||||||||||
| Secured bank loan | 3 | – | 3 | – | 4 | 4 | ||||||||||||||||||||
| Finance lease obligations | 16 | 202 | 218 | 16 | 199 | 215 | ||||||||||||||||||||
| £250m 6% bonds 2016 | – | 390 | 390 | – | 412 | 412 | ||||||||||||||||||||
| £400m 3.875% bonds 2022 | – | 618 | 618 | – | 654 | 654 | ||||||||||||||||||||
| Total borrowings | 126 | 1,569 | 1,695 | 130 | 1,269 | 1,399 | ||||||||||||||||||||
| Denominated in the following currencies: | ||||||||||||||||||||||||||
| Sterling | 20 | 1,008 | 1,028 | 17 | 1,066 | 1,083 | ||||||||||||||||||||
| US dollars | 87 | 470 | 557 | 96 | 199 | 295 | ||||||||||||||||||||
| Euros | 12 | 91 | 103 | 11 | – | 11 | ||||||||||||||||||||
| Other | 7 | – | 7 | 6 | 4 | 10 | ||||||||||||||||||||
| 126 | 1,569 | 1,695 | 130 | 1,269 | 1,399 | |||||||||||||||||||||
1 Restated for the adoption of ‘Offsetting Financial Assets and Financial Liabilities’ (Amendments to IAS 32), see page 107.
Bank overdrafts
Bank overdrafts are matched by equivalent amounts of cash and cash equivalents under the Group’s cash pooling arrangements (see note 17 for further details).
Unsecured bank loans
Unsecured bank loans are borrowings under the Group’s Syndicated Facility. Amounts are classified as non-current when the facilities have more than 12 months to expiry. A variable rate of interest is payable on amounts drawn under the facility, which was 1.2% at 31 December 2014.
Secured bank loan
The secured bank loan relates to a New Zealand dollar mortgage which is secured on the related hotel property. $3m is repayable by instalments (2013 $4m).
Finance lease obligations
Finance lease obligations, which relate to the 99-year lease (of which 91 years remain) on the InterContinental Boston, are payable as follows:
| 2014 | 2013 | |||||||||||||||||
Minimum lease payments $m | Present value of payments $m | Minimum lease payments $m | Present value of payments $m | |||||||||||||||
| Less than one year | 16 | 16 | 16 | 16 | ||||||||||||||
| Between one and five years | 64 | 48 | 64 | 48 | ||||||||||||||
| More than five years | 3,284 | 154 | 3,300 | 151 | ||||||||||||||
| 3,364 | 218 | 3,380 | 215 | |||||||||||||||
| Less: amount representing finance charges | (3,146 | ) | – | (3,165 | ) | – | ||||||||||||
| 218 | 218 | 215 | 215 | |||||||||||||||
The Group has the option to extend the term of the lease for two additional 20-year terms. Payments under the lease step up at regular intervals over the lease term. Interest is payable on the obligation at a fixed rate of 9.7%.
£250m 6% bonds 2016
The 6% fixed interest sterling bonds were issued on 9 December 2009 and are repayable in full on 9 December 2016. Interest is payable annually on 9 December in each year commencing 9 December 2010 to the maturity date. The bonds were initially priced at 99.465% of face value and are unsecured. Currency swaps were transacted at the same time the bonds were issued in order to swap the proceeds and interest flows into US dollars and were subsequently closed out during 2014 (see note 22 for further details).
£400m 3.875% bonds 2022
The 3.875% fixed interest sterling bonds were issued on 28 November 2012 and are repayable on 28 November 2022. Interest is payable annually on 28 November in each year commencing 28 November 2013 to the maturity date. The bonds were initially priced at 98.787% of face value and are unsecured.
Facilities provided by banks
| 2014 | 2013 | |||||||||||||||||||||||||
Utilised $m | Unutilised $m | Total $m | Utilised $m | Unutilised $m | Total $m | |||||||||||||||||||||
| Committed | 364 | 709 | 1,073 | 4 | 1,070 | 1,074 | ||||||||||||||||||||
| Uncommitted | 4 | 62 | 66 | – | 80 | 80 | ||||||||||||||||||||
| 368 | 771 | 1,139 | 4 | 1,150 | 1,154 | |||||||||||||||||||||
2014 $m | 2013 $m | |||||||||||||||||||||||||
| Unutilised facilities expire: | ||||||||||||||||||||||||||
Within one year | 62 | 80 | ||||||||||||||||||||||||
After two but before five years | 709 | 1,070 | ||||||||||||||||||||||||
| 771 | 1,150 | |||||||||||||||||||||||||
Utilised facilities are calculated based on actual drawings and may not agree to the carrying value of loans held at amortised cost.
Kimpton acquisition
Subsequent to the year end, a $400m bilateral term loan was drawn down to finance the acquisition of Kimpton (see note 33). The loan has a term of six months plus two six-month extension periods. A variable rate of interest is payable on the loan which has identical covenants to the Syndicated Facility.
22. Derivative financial instruments
2014 $m | 2013 $m | |||||||
| Currency swaps | – | 11 | ||||||
| Forward foreign exchange contracts | (2 | ) | (1 | ) | ||||
| (2 | ) | 10 | ||||||
| Analysed as: | ||||||||
Current assets | (2 | ) | (1 | ) | ||||
Non-current liabilities | – | 11 | ||||||
| (2 | ) | 10 | ||||||
Derivatives are recorded at their fair values as set out in note 23.
Currency swaps
At 31 December 2014, the Group held no currency swaps. The currency swaps held at 31 December 2013 (with a principal of $415m) were transacted at the same time as the £250m 6% bonds were issued in December 2009 in order to swap the bonds’ proceeds and interest flows into US dollars. Under the terms of the swaps, $415m was borrowed and £250m deposited for seven years at a fixed exchange rate of £1=$1.66. The currency swaps were closed out in full during 2014 due to a reduction in the value of assets available for net investment hedging with $4m received as consideration on close of out the swaps. The interest expense and principal on the £250m 6% bonds are now subject to currency fluctuations. At 31 December 2013, the fair value of the currency swap comprised two components: $2m relating to the repayment of the underlying principal and $9m relating to interest payments. The element relating to the underlying principal was disclosed as a component of net debt in 2013 (see note 24). The currency swaps were designated as net investment hedges.
Forward foreign exchange contracts
At 31 December 2014, the Group held short dated foreign exchange swaps with total principal values of€220m (2013€75m) and $31m (2013 $100m). The swaps are used to manage sterling surplus cash and reduce euro and US dollar borrowings whilst maintaining operational flexibility. The foreign exchange swaps have been designated as net investment hedges.
|
23. Fair value measurement
Fair values
The following table compares carrying amounts and fair values of the Group’s financial assets and liabilities:
| 2014 | 2013 (restated¹) | 2017 | 2016 | |||||||||||||||||||||||||||||||||||||||||||||||
| Note | Carrying $m | Fair $m | Carrying $m | Fair $m | Note | Carrying value $m | Fair value $m | Carrying value $m | Fair value $m | |||||||||||||||||||||||||||||||||||||||||
| Financial assets | ||||||||||||||||||||||||||||||||||||||||||||||||||
| Cash and cash equivalents | 17 | 162 | 162 | 248 | 248 | 17 | 168 | 168 | 206 | 206 | ||||||||||||||||||||||||||||||||||||||||
| Equity securities available-for-sale2 | 15 | 144 | 144 | 136 | 136 | |||||||||||||||||||||||||||||||||||||||||||||
| Equity securities available-for-salea | 15 | 127 | 127 | 156 | 156 | |||||||||||||||||||||||||||||||||||||||||||||
| Loans and receivables: | ||||||||||||||||||||||||||||||||||||||||||||||||||
Other financial assets | 15 | 113 | 113 | 112 | 112 | 15 | 117 | 117 | 112 | 112 | ||||||||||||||||||||||||||||||||||||||||
Trade and other financial receivables, excluding prepayments | 16 | 388 | 388 | 358 | 358 | |||||||||||||||||||||||||||||||||||||||||||||
| Derivatives2 | 22 | 2 | 2 | 1 | 1 | |||||||||||||||||||||||||||||||||||||||||||||
Trade and other receivables, excluding prepayments | 16 | 477 | 477 | 403 | 403 | |||||||||||||||||||||||||||||||||||||||||||||
| 809 | 809 | 855 | 855 | 889 | 889 | 877 | 877 | |||||||||||||||||||||||||||||||||||||||||||
| Financial liabilities | ||||||||||||||||||||||||||||||||||||||||||||||||||
| £250m 6% bonds 2016 | 21 | (390 | ) | (423 | ) | (412 | ) | (461 | ) | |||||||||||||||||||||||||||||||||||||||||
| £400m 3.875% bonds 2022 | 21 | (618 | ) | (659 | ) | (654 | ) | (650 | ) | 20 | (538 | ) | (593 | ) | (489 | ) | (541 | ) | ||||||||||||||||||||||||||||||||
| £300m 3.75% bonds 2025 | 20 | (406 | ) | (441 | ) | (370 | ) | (408 | ) | |||||||||||||||||||||||||||||||||||||||||
| £350m 2.125% bonds 2026 | 20 | (472 | ) | (454 | ) | (430 | ) | (411 | ) | |||||||||||||||||||||||||||||||||||||||||
| Finance lease obligations | 21 | (218 | ) | (277 | ) | (215 | ) | (233 | ) | 20 | (231 | ) | (318 | ) | (227 | ) | (297 | ) | ||||||||||||||||||||||||||||||||
| Unsecured bank loans | 21 | (359 | ) | (359 | ) | – | – | 20 | (262 | ) | (262 | ) | (107 | ) | (107 | ) | ||||||||||||||||||||||||||||||||||
| Secured bank loan | 21 | (3 | ) | (3 | ) | (4 | ) | (4 | ) | |||||||||||||||||||||||||||||||||||||||||
| Bank overdrafts | 21 | (107 | ) | (107 | ) | (114 | ) | (114 | ) | 20 | (110 | ) | (110 | ) | (89 | ) | (89 | ) | ||||||||||||||||||||||||||||||||
| Loyalty programme liability | 32 | (760 | ) | (760 | ) | (685 | ) | (685 | ) | |||||||||||||||||||||||||||||||||||||||||
| Trade and other payables | 18 | (1,396 | ) | (1,396 | ) | (1,322 | ) | (1,322 | ) | 18 | (889 | ) | (889 | ) | (881 | ) | (881 | ) | ||||||||||||||||||||||||||||||||
| Derivatives2 | 22 | – | – | (11 | ) | (11 | ) | |||||||||||||||||||||||||||||||||||||||||||
| Derivativesa | – | – | (3 | ) | (3 | ) | ||||||||||||||||||||||||||||||||||||||||||||
| Provisions | 19 | (10 | ) | (10 | ) | (3 | ) | (3 | ) | 19 | (8 | ) | (8 | ) | (8 | ) | (8 | ) | ||||||||||||||||||||||||||||||||
| (3,101 | ) | (3,234 | ) | (2,735 | ) | (2,798 | ) | (3,676 | ) | (3,835 | ) | (3,289 | ) | (3,430 | ) | |||||||||||||||||||||||||||||||||||
1 Restated for the adoption of ‘Offsetting Financial Assets and Financial Liabilities’ (Amendments to IAS 32), see page 107.
2a Financial assets and liabilities which are measured at fair value.
There are no other assets or liabilities measured at fair value on a recurring or non-recurring basis, or for which fair value is disclosed.disclosed, other than as described in note 14.
The fair value of cash and cash equivalents and bank overdrafts approximates book value due to the short maturity of the investments and deposits, and the fair value of other financial assets approximates book value based on prevailing market rates. The fair value of the secured and unsecured bank loans approximates book value as interest rates reset to market rates on a frequent basis. The fair value of trade and other receivables, trade and other payables, and current provisions approximates to their carrying value, including the future redemption liability of the Group’s loyalty programme.programme and current provisions approximates to their carrying value.
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 129 |
Group Financial Statements
Notes to the Group Financial Statements continued
23. Fair value measurementcontinued
Fair value hierarchy
The following table provides the fair value measurement hierarchy of the above assets and liabilities, other than those with carrying amounts which are reasonable approximations of their fair values:
Level 1: quoted (unadjusted) prices in active markets for identical assets or liabilities.
Level 2: other techniques for which all inputs which have a significant effect on fair value are observable, either directly or indirectly.
Level 3: techniques which use inputs which have a significant effect on the recorded fair value that are not based on observable market data.
| 2014 | 2013 | 2017 | 2016 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Level 1 $m | Level 2 $m | Level 3 $m | Total $m | Level 1 $m | Level 2 $m | Level 3 $m | Total $m | Level 1 $m | Level 2 $m | Level 3 $m | Total $m | Level 1 $m | Level 2 $m | Level 3 $m | Total $m | |||||||||||||||||||||||||||||||||||||||||||||||||
| Assets | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity securities available-for-sale: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Quoted equity shares | 16 | – | – | 16 | 9 | – | – | 9 | 10 | – | – | 10 | 14 | – | – | 14 | ||||||||||||||||||||||||||||||||||||||||||||||||
Unquoted equity shares | – | – | 128 | 128 | – | – | 127 | 127 | – | – | 117 | 117 | – | – | 142 | 142 | ||||||||||||||||||||||||||||||||||||||||||||||||
| Derivatives | – | 2 | – | 2 | – | 1 | – | 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Liabilities | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| £250m 6% bonds 2016 | (423 | ) | – | – | (423 | ) | (461 | ) | – | – | (461 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||
| £400m 3.875% bonds 2022 | (659 | ) | – | – | (659 | ) | (650 | ) | – | – | (650 | ) | (593 | ) | – | – | (593) | (541) | – | – | (541 | ) | ||||||||||||||||||||||||||||||||||||||||||
| £300m 3.75% bonds 2025 | (441 | ) | – | – | (441) | (408) | – | – | (408 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| £350m 2.125% bonds 2026 | (454 | ) | – | – | (454) | (411) | – | – | (411 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Finance lease obligations | – | (277 | ) | – | (277 | ) | – | (233 | ) | – | (233 | ) | – | (318) | – | (318) | – | (297 | ) | – | (297 | ) | ||||||||||||||||||||||||||||||||||||||||||
| Derivatives | – | – | – | – | – | (11 | ) | – | (11 | ) | – | – | – | – | – | (3 | ) | – | (3 | ) | ||||||||||||||||||||||||||||||||||||||||||||
There were no transfers between Level 1 and Level 2 fair value measurements during the year and no transfers into and out of Level 3.
The fair value of quoted equity shares and the bonds is based on their quoted market price.
Derivatives are fair valued using discounted future cash flows, taking into consideration exchange rates prevailing on the last day of the reporting period and interest rates from observable swap curves. As the Group’s derivatives are not cash collaterised, a valuation adjustment is made for credit risk, being counterparty risks in respect of derivative assets and own credit risks in respect of derivative liabilities. At 31 December 2013, the interest rates used to fair value the currency swaps ranged from 1.4% to 2.5%, depending on the currency and the term of the derivative contract.
Finance lease obligations relate primarily to the lease of the InterContinental Boston, and arewhich is fair valued by discounting the future cash flows payable under the loan, which are fixed, at a risk adjusted long-term interest rate. The interest rate used to discount the cash flows at 31 December 20142017 was 7.4% (2013 8.4%6.9% (2016: 7.2%).
Unquoted equity shares are fair valued using the International Private Equity and Venture Capital Valuation Guidelines either by applying an average price-earnings (P/E) ratio for a competitor group to the earnings generated by the investment or by reference to share of net assets if the investment is currently loss-making or a recent property valuation is available. The average P/E ratio for the year was 24.030.7 (2016: 24.5) and a non-marketability factor of 30% (2016: 30%) is applied. A 10% increase in the average P/E ratio would result in a $3m$2m increase (2013 $5m)(2016: $2m) in the fair value of the investments and a 10% decrease in the average P/E ratio would result in a $3m$2m decrease (2013 $5m)(2016: $2m) in the fair value of the investments. A 10% increase in net assets would result in a $7m increase (2013 $5m)(2016: $7m) in the fair value of the investments and a 10% decrease in net assets would result in a $7m decrease (2013 $5m)(2016: $7m) in the fair value of the investments.
The following table reconciles the movements in the fair values of investments classified as Level 3 during the year:
2014 $m | 2013 $m | |||||||
| At 1 January | 127 | 94 | ||||||
| Additions | 5 | 8 | ||||||
| Repaid | (8 | ) | – | |||||
| Valuation gains recognised in other comprehensive income | 7 | 25 | ||||||
| Exchange and other adjustments | (3 | ) | – | |||||
| At 31 December | 128 | 127 | ||||||
| 24. Net debt | ||||||||
2014 $m | 2013 (restated1) $m | |||||||
| Cash and cash equivalents | 162 | 248 | ||||||
| Loans and other borrowings – current | (126 | ) | (130 | ) | ||||
– non-current | (1,569 | ) | (1,269 | ) | ||||
| Derivatives hedging debt values (note 22) | – | (2 | ) | |||||
| Net debt | (1,533 | ) | (1,153 | ) | ||||
| Movement in net debt | ||||||||
| Net decrease in cash and cash equivalents, net of overdrafts | (70 | ) | (58 | ) | ||||
| Add back cash flows in respect of other components of net debt: | ||||||||
(Increase)/decrease in other borrowings | (382 | ) | 1 | |||||
Close-out of currency swaps | (4 | ) | – | |||||
| Increase in net debt arising from cash flows | (456 | ) | (57 | ) | ||||
| Non-cash movements: | ||||||||
Finance lease obligations | (3 | ) | (3 | ) | ||||
Exchange and other adjustments | 79 | (19 | ) | |||||
| Increase in net debt | (380 | ) | (79 | ) | ||||
| Net debt at beginning of the year | (1,153 | ) | (1,074 | ) | ||||
| Net debt at end of the year | (1,533 | ) | (1,153 | ) | ||||
1 Restated for the adoption of ‘Offsetting Financial Assets and Financial Liabilities’ (Amendments to IAS 32), see page 107.
In 2013, net debt included the exchange element of the fair value of currency swaps that fixed the value of the Group’s £250m 6% bonds at $415m. An equal and opposite exchange adjustment on the retranslation of the £250m 6% bonds was included in non-current loans and other borrowings. The currency swaps were closed out in 2014 (see note 22).
| 2017 $m | 2016 $m | |||||||||||||||
| At 1 January | 142 | 136 | ||||||||||||||
| Additions | 2 | 2 | ||||||||||||||
| Disposals | (3 | ) | (15 | ) | ||||||||||||
| Reclassification of associate (note 14) | – | 14 | ||||||||||||||
| Valuation gains recognised in other comprehensive income | 48 | 5 | ||||||||||||||
| Valuation gains reclassified to the income statement on disposal | (73 | ) | – | |||||||||||||
| Exchange and other adjustments | 1 | – | ||||||||||||||
| At 31 December | 117 | 142 | ||||||||||||||
| 130 | |
| IHG | Annual Report and Form 20-F
|
24. Reconciliation of profit for the year to cash flow from operations
| For the year ended 31 December 2017 | Note | 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Profit for the year | 593 | 417 | 1,224 | |||||||||||||||||||||
| Adjustments for: | ||||||||||||||||||||||||
Net financial expenses | 85 | 87 | 87 | |||||||||||||||||||||
Income tax charge | 7 | 85 | 174 | 188 | ||||||||||||||||||||
Depreciation and amortisation | 103 | 96 | 96 | |||||||||||||||||||||
Impairment | 5 | 18 | 16 | 36 | ||||||||||||||||||||
Other exceptional items | 5 | (22 | ) | 13 | (855 | ) | ||||||||||||||||||
Equity-settled share-based cost | 26 | 21 | 17 | 19 | ||||||||||||||||||||
Dividends from associates and joint ventures | 14 | 4 | 5 | 5 | ||||||||||||||||||||
(Increase)/decrease in trade and other receivables | (71 | ) | (24 | ) | 3 | |||||||||||||||||||
Net change in loyalty programme liability and System Fund surplus | 8 | 65 | 42 | |||||||||||||||||||||
System Fund depreciation and amortisation | 36 | 31 | 21 | |||||||||||||||||||||
Increase/(decrease) in other trade and other payables | 44 | 102 | (13 | ) | ||||||||||||||||||||
Utilisation of provisions, net of insurance recovery | 19 | – | (4 | ) | – | |||||||||||||||||||
Retirement benefit contributions, net of costs | (1 | ) | (32 | ) | (4 | ) | ||||||||||||||||||
Cash flows relating to exceptional items | (44 | ) | (19 | ) | (45 | ) | ||||||||||||||||||
Other items | (3 | ) | 9 | 6 | ||||||||||||||||||||
| Total adjustments | 263 | 536 | (414 | ) | ||||||||||||||||||||
| Cash flow from operations | 856 | 953 | 810 | |||||||||||||||||||||
25. Retirement benefits
UK
HistoricallySince 6 August 2014, UK retirement and death in service benefits have beenare provided for eligible employees in the UK principally by the InterContinental Hotels UK Pension Plan, which has both defined benefit and defined contribution sections. The defined benefit section was subject to a buy-in transaction on 15 August 2013 whereby the assets of the plan were invested in a bulk purchase annuity policy with the insurer Rothesay Life under which the benefits payable to defined benefit members became fully insured. On 31 October 2014, the plan completed the move to a full buy-out of the defined benefit section, following which Rothesay Life has become fully and directly responsible for the pension obligations. On completion of the buy-out, the defined benefit assets (comprising the Rothesay Life insurance policy) and matching defined benefit liabilities were derecognised from the Group statement of financial position. The buy-out transaction also triggered the return to the Company of the £3m that remained in the IHG Funding Trust.
On 6 August 2014, members of the defined contribution section of the plan were transferred to a new mirror plan, the IHG UK Defined Contribution Pension Plan. Existing and new employees who are eligible for pension benefits in the UK,Members, including those who have been auto-enrolled since 1 September 2013, are provided with defined contribution arrangements under this plan; benefits are based on each individual member’s personal account.
Both plans are The plan is HM Revenue &and Customs registered and governed by a Trustee Board which comprises a combination ofan independent and company nominated trustees,trustee, assisted by professional advisers as and when required. The overall operation of the plansplan is subject to the oversight of The Pensions Regulator.
The Trustee Board is currently in the process of winding-upformer defined benefit plan, the InterContinental Hotels UK Pension Plan.Plan, was wound up on 21 July 2015 following the completion of the buy-out and transfer of the defined benefit obligations to Rothesay Life on 31 October 2014.
In addition to the above,Residual defined benefit obligations remain in respect of additional benefits are provided to members of an unfunded pension arrangement who were affected by lifetime or annual allowances under the former defined benefit arrangements. Accrual under this arrangement ceased with effect from 1 July 2013. In March2013 and a cash-out offer in 2014 resulted in the Company made an offer to each member to cash-out their pension entitlement by meansextinguishment of a one-off lump sum cash payment. Members had until 30 June 2014 to accept the offer with the Company reserving the right to revoke any acceptances up to the date of payment. In the event, cash payments totalling £27m were made to the accepting members on 28 July 2014 (with an additional £7m deferred for payment until 2015), thereby extinguishing approximately 70% of the unfunded pension obligations. The Company meets the benefit payment obligations of the remaining members as they fall due. A charge over certain ring-fenced bank accounts totalling £31m at 31 December 20142017 (see note 15) is currently held as security on behalf of the remaining members of the unfunded arrangement.members.
US and other
The Group also maintains the following US-based defined benefit plans;plans: the funded Inter-Continental Hotels Pension Plan (the Plan), unfunded Inter-Continental Hotels Non-qualified Pension Plans and unfunded Inter-Continental Hotels Corporation Postretirement Medical, Dental, Vision and Death Benefit Plan. All plans are closed to new members. In respect of the funded plan,Plan, an Investment Committee has responsibility for the oversight and management of the plan’sPlan’s assets, which are held in a separate trust. The Committee comprises senior companyCompany employees and is assisted by professional advisers as and when required. The company currently makes contributions that equal or exceed
During 2016, the minimumGroup made a funding amounts required bycontribution of $32m to the Employee Retirement Income and Security Act of 1974 (‘ERISA’). The investment objective isPlan which enabled it to achieve full funding over time by following a specified ‘glide path approach’ which results in a progressive switching from return seekingfunding. The assets to liability-matching assets as the funded status of the Plan were subsequently invested in liability-matching assets. In November 2017, the Company received approval from the Internal Revenue Service to proceed with a plan increases. During the year, the funded status reached 85% which triggered a further de-riskingtermination and distribution of the investment portfolio.assets from the Plan in 2018. This will involve certain members being offered lump-sum payments with remaining plan interests subject to the expected purchase of annuity contracts.
During 2015, the Group made a lump sum cash-out offer to the terminated vested members of the Inter-Continental Hotels Pension Plan. Members accepting the offer received lump sum cash payments totalling $11m on 1 November 2015.
Other
The Group also operates a number of smaller pension schemes outside the UK, the most significant of which is a defined contribution scheme in the US; there is no material difference between the pension costs of, and contributions to, these schemes.
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 131 |
Group Financial Statements
Notes to the Group Financial Statements continued
25. Retirement benefitscontinued
In respect of the defined benefit plans, the amounts recognised in the Group income statement, in administrative expenses,‘administrative expenses’, are:
| Pension plans | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||||||||||||||||||||||||
| 2014 $m | 2013 $m | 2012 $m | 2014 $m | 2013 $m | 2012 $m | 2014 $m | 2013 $m | 2012 $m | 2014 $m | 2013 $m | 2012 $m | |||||||||||||||||||||||||||||||||||||||||||
| Current service cost | – | 2 | 5 | 1 | 1 | 1 | – | – | – | 1 | 3 | 6 | ||||||||||||||||||||||||||||||||||||||||||
| Past service cost | – | – | – | – | 1 | – | – | – | – | – | 1 | – | ||||||||||||||||||||||||||||||||||||||||||
| Net interest expense | 2 | – | 1 | 3 | 3 | 3 | 1 | 1 | 1 | 6 | 4 | 5 | ||||||||||||||||||||||||||||||||||||||||||
| Administration costs | 3 | 1 | 1 | – | 1 | 1 | – | – | – | 3 | 2 | 2 | ||||||||||||||||||||||||||||||||||||||||||
| Operating profit before exceptional items | 5 | 3 | 7 | 4 | 6 | 5 | 1 | 1 | 1 | 10 | 10 | 13 | ||||||||||||||||||||||||||||||||||||||||||
| Exceptional items: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
Settlement cost | 6 | 147 | – | – | – | – | – | – | – | 6 | 147 | – | ||||||||||||||||||||||||||||||||||||||||||
| 11 | 150 | 7 | 4 | 6 | 5 | 1 | 1 | 1 | 16 | 157 | 13 | |||||||||||||||||||||||||||||||||||||||||||
| Pension plans | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| UK | US | US Post-employment benefits | Total | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2015 $m | 2017 $m | 2016 $m | 2015 $m | 2017 $m | 2016 $m | 2015 $m | 2017 $m | 2016 $m | 2015 $m | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Net interest expense | 1 | 1 | 1 | 2 | 2 | 3 | 1 | 1 | 1 | 4 | 4 | 5 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Administration costs | – | – | 1 | 1 | 1 | 1 | – | – | – | 1 | 1 | 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Settlement gain | – | – | – | – | – | (2 | ) | – | – | – | – | – | (2 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Operating profit | 1 | 1 | 2 | 3 | 3 | 2 | 1 | 1 | 1 | 5 | 5 | 5 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
The settlement costgain in 2014 results2015 resulted from the partial cash-out of the UK unfunded pension arrangementsUS Inter-Continental Hotels Pension Plan and comprises transaction and related social security costs of $9m, offset bycomprised the $3m difference between the accounting value of the liabilities extinguished and the amount of the committed cash-outlump sum payments. In 2014, related cash payments of $53m are included in cash flows relating to exceptional operating items in the Group statement of cash flows.
The settlement cost in 2013 resulted from the buy-in transaction described on the previous page and comprised a past service cost of $5m relating to additional benefits secured by the transaction, the $137m difference between the cost of the insurance policy and the accounting value of the liabilities secured and transaction costs of $5m. As the policy was structured to enable the plan to move to a buy-out and the intention was to proceed on that basis, the buy-in transaction was accounted for as a settlement with the loss arising recorded in the income statement. The full buy-out was completed on 31 October 2014.
Re-measurement gains and losses recognised in the Group statement of comprehensive income are:
| 2014 | 2013 | 2012 | ||||||||||||||||||||||||||||||||||
| Plan assets $m | Plan obligations $m | Total $m | Plan assets $m | Plan obligations $m | Total $m | Plan assets $m | Plan obligations $m | Total $m | ||||||||||||||||||||||||||||
| Return on plan assets (excluding amounts included in interest) | 88 | – | 88 | 2 | – | 2 | 22 | – | 22 | |||||||||||||||||||||||||||
| Actuarial gains and losses arising from changes in: | ||||||||||||||||||||||||||||||||||||
Demographic assumptions | – | (3 | ) | (3 | ) | – | 12 | 12 | – | (6 | ) | (6 | ) | |||||||||||||||||||||||
Financial assumptions | – | (113 | ) | (113 | ) | – | (57 | ) | (57 | ) | – | (25 | ) | (25 | ) | |||||||||||||||||||||
Experience adjustments | – | 4 | 4 | – | (6 | ) | (6 | ) | – | 17 | 17 | |||||||||||||||||||||||||
| Change in asset restriction (excluding amounts included in interest) | (1 | ) | – | (1 | ) | 89 | – | 89 | (23 | ) | – | (23 | ) | |||||||||||||||||||||||
| Other comprehensive income | 87 | (112 | ) | (25 | ) | 91 | (51 | ) | 40 | (1 | ) | (14 | ) | (15 | ) | |||||||||||||||||||||
| The assets and liabilities of the schemes and the amounts recognised in the Group statement of financial position are: | ||||||||||||||||||||||||||||||||||||
| Pension plans | ||||||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||||||
2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | |||||||||||||||||||||||||||||
| Retirement benefit assets | ||||||||||||||||||||||||||||||||||||
| Fair value of plan assets | 8 | 582 | 16 | 17 | – | – | 24 | 599 | ||||||||||||||||||||||||||||
| Present value of benefit obligations | – | (577 | ) | (13 | ) | (13 | ) | – | – | (13 | ) | (590 | ) | |||||||||||||||||||||||
| Surplus in schemes | 8 | 5 | 3 | 4 | – | – | 11 | 9 | ||||||||||||||||||||||||||||
| Asset restriction | (3 | ) | (2 | ) | – | – | – | – | (3 | ) | (2 | ) | ||||||||||||||||||||||||
| Total retirement benefit assets | 5 | 3 | 3 | 4 | – | – | 8 | 7 | ||||||||||||||||||||||||||||
| Retirement benefit obligations | ||||||||||||||||||||||||||||||||||||
| Fair value of plan assets | – | – | 151 | 142 | – | – | 151 | 142 | ||||||||||||||||||||||||||||
| Present value of benefit obligations | (31 | ) | (82 | ) | (242 | ) | (220 | ) | (24 | ) | (24 | ) | (297 | ) | (326 | ) | ||||||||||||||||||||
| Total retirement benefit obligations | (31 | ) | (82 | ) | (91 | ) | (78 | ) | (24 | ) | (24 | ) | (146 | ) | (184 | ) | ||||||||||||||||||||
| Total fair value of plan assets | 8 | 582 | 167 | 159 | – | – | 175 | 741 | ||||||||||||||||||||||||||||
| Total present value of benefit obligations | (31 | ) | (659 | ) | (255 | ) | (233 | ) | (24 | ) | (24 | ) | (310 | ) | (916 | ) | ||||||||||||||||||||
| 2017 | 2016 | 2015 | ||||||||||||||||||||||||||||||||||||||
| Plan assets $m | Plan obligations $m | Total $m | Plan assets $m | Plan obligations $m | Total $m | Plan assets $m | Plan obligations $m | Total $m | ||||||||||||||||||||||||||||||||
| Return on plan assets (excluding amounts included in interest) | 9 | – | 9 | – | – | – | (7 | ) | – | (7 | ) | |||||||||||||||||||||||||||||
| Actuarial gains and losses arising from changes in: | ||||||||||||||||||||||||||||||||||||||||
Demographic assumptions | – | 1 | 1 | – | 6 | 6 | – | 5 | 5 | |||||||||||||||||||||||||||||||
Financial assumptions | – | (9 | ) | (9 | ) | – | (11 | ) | (11 | ) | – | 10 | 10 | |||||||||||||||||||||||||||
Experience adjustments | – | (2 | ) | (2 | ) | – | 1 | 1 | – | 2 | 2 | |||||||||||||||||||||||||||||
| Change in asset restriction (excluding amounts included in interest) | (3 | ) | – | (3 | ) | – | – | – | 3 | – | 3 | |||||||||||||||||||||||||||||
| Other comprehensive income | 6 | (10 | ) | (4 | ) | – | (4 | ) | (4 | ) | (4 | ) | 17 | 13 | ||||||||||||||||||||||||||
The ‘USassets and other’ surplusliabilities of $3m (2013 $4m) relates to a defined benefit pension scheme in Hong Kong. Included within the ‘USschemes and other’ deficit is $1m (2013 $2m) relating to a defined benefit pension planthe amounts recognised in the Netherlands.Group statement of financial position are:
| Pension plans | ||||||||||||||||||||||||||||||||||||||||||||||||
| UK | US | US Post-employment benefits | Total | |||||||||||||||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | |||||||||||||||||||||||||||||||||||||||||
| Retirement benefit assets | ||||||||||||||||||||||||||||||||||||||||||||||||
| Fair value of plan assets | – | – | 152 | – | – | – | 152 | – | ||||||||||||||||||||||||||||||||||||||||
| Present value of benefit obligations | – | – | (146 | ) | – | – | – | (146 | ) | – | ||||||||||||||||||||||||||||||||||||||
| Surplus in schemes | – | – | 6 | – | – | – | 6 | – | ||||||||||||||||||||||||||||||||||||||||
| Asset restriction | – | – | (3 | ) | – | – | – | (3 | ) | – | ||||||||||||||||||||||||||||||||||||||
| Total retirement benefit assets | – | – | 3 | – | – | – | 3 | – | ||||||||||||||||||||||||||||||||||||||||
| Retirement benefit obligations | ||||||||||||||||||||||||||||||||||||||||||||||||
| Fair value of plan assets | – | – | – | 148 | – | – | – | 148 | ||||||||||||||||||||||||||||||||||||||||
| Present value of benefit obligations | (29 | ) | (27 | ) | (51 | ) | (195 | ) | (24 | ) | (22 | ) | (104 | ) | (244 | ) | ||||||||||||||||||||||||||||||||
| Total retirement benefit obligations | (29 | ) | (27 | ) | (51 | ) | (47 | ) | (24 | ) | (22 | ) | (104 | ) | (96 | ) | ||||||||||||||||||||||||||||||||
| Total fair value of plan assets | – | – | 152 | 148 | – | – | 152 | 148 | ||||||||||||||||||||||||||||||||||||||||
| Total present value of benefit obligations | (29 | ) | (27 | ) | (197 | ) | (195 | ) | (24 | ) | (22 | ) | (250 | ) | (244 | ) | ||||||||||||||||||||||||||||||||
| 132 | |
| IHG | Annual Report and Form 20-F |
Notes to the Group Financial Statementscontinued
25. Retirement benefitscontinued
Assumptions
The principal financial assumptions used by the actuaries to determine the benefit obligations are:
| Pension plans | Pension plans | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| UK | US | Post-employment benefits | UK | US | US Post-employment benefits | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2014 % | 2013 % | 2012 % | 2014 % | 2013 % | 2012 % | 2014 % | 2013 % | 2012 % | 2017 % | 2016 % | 2015 % | 2017 % | 2016 % | 2015 % | 2017 % | 2016 % | 2015 % | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Wages and salaries increases | – | – | 4.5 | – | – | – | – | – | 4.0 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Pensions increases | 3.3 | 3.6 | 3.0 | – | – | – | – | – | – | 3.2 | 3.3 | 3.2 | – | – | – | – | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Discount rate | 3.7 | 4.6 | 4.5 | 3.6 | 4.5 | 3.5 | 3.7 | 4.6 | 3.5 | 2.6 | 2.7 | 4.0 | 3.3 | 3.7 | 3.9 | 3.3 | 3.8 | 3.9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Inflation rate | 3.3 | 3.6 | 3.0 | – | – | – | – | – | – | 3.2 | 3.3 | 3.2 | – | – | – | – | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Healthcare cost trend rate assumed for next year: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Pre 65 (ultimate rate reached in 2021) | 8.0 | 8.5 | 9.0 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Post 65 (ultimate rate reached in 2024) | 12.5 | 17.5 | 11.8 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Pre-65 (ultimate rate reached in 2025) | 7.7 | 7.0 | 7.5 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Post-65 (ultimate rate reached in 2024) | 8.7 | 8.3 | 9.0 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Ultimate rate that the cost trend rate trends to | 5.0 | 5.2 | 5.0 | 4.5 | 4.5 | 4.5 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Mortality is the most significant demographic assumption. The current assumptions for the UK are based on the S1NAS2PA ‘light’ year of birth tables with long cohort projectionsprojected mortality improvements using the CMI_2016 model and a 1.25% per annum underpin to future mortality improvementslong-term trend with age rated down by three0.7 and 2.3 years for pensioners and non-pensioners.0.5 and 2.6 years for non-pensioners, male and female respectively. In the US, the current assumptions are based on the RP-2014 Employee/Healthy Annuitant Generationally Projected with Scale MP-2014MP-2017 mortality tables.
In both territories,the UK and US, the assumptions have been revised during the year to reflect increased life expectancy at retirement age as follows:
| Pension plans | ||||||||||||||||||||||||||
| UK | US | |||||||||||||||||||||||||
| 2014 Years | 2013 Years | 2012 Years | 2014 Years | 2013 Years | 2012 Years | |||||||||||||||||||||
| Current pensioners at 651 | – male | 26 | 24 | 24 | 22 | 21 | 19 | |||||||||||||||||||
| – female | 29 | 27 | 27 | 24 | 23 | 21 | ||||||||||||||||||||
| Future pensioners at 652 | – male | 28 | 27 | 27 | 23 | 22 | 21 | |||||||||||||||||||
| – female | 31 | 30 | 30 | 25 | 25 | 22 | ||||||||||||||||||||
| Pension plans | ||||||||||||||||||||||||||||||||||||
| UK | US | |||||||||||||||||||||||||||||||||||
| 2017 Years | 2016 Years | 2015 Years | 2017 Years | 2016 Years | 2015 Years | |||||||||||||||||||||||||||||||
| Current pensioners at 65a – male | 24 | 24 | 26 | 21 | 21 | 21 | ||||||||||||||||||||||||||||||
| – female | 26 | 26 | 29 | 23 | 23 | 23 | ||||||||||||||||||||||||||||||
| Future pensioners at 65b – male | 25 | 25 | 28 | 22 | 22 | 23 | ||||||||||||||||||||||||||||||
| – female | 28 | 28 | 31 | 24 | 24 | 25 | ||||||||||||||||||||||||||||||
| Relates to assumptions based on longevity (in years) following retirement at the end of the reporting period. |
| Relates to assumptions based on longevity (in years) relating to an employee retiring in |
The assumptions allow for expected increases in longevity.
Sensitivities
Changes in assumptions used for determining retirement benefit costs and obligations may have a material impact on the income statement and the statement of financial position. The key assumptions are the pension increases, discount rate, the rate of inflation and the assumed mortality rate. The sensitivity analysis below is based on extrapolating reasonable changes in these assumptions, using year-end conditions and assuming no interdependency between the assumptions.
| UK | US | UK | US | |||||||||||||||||||||||||||||||||||||||||||||||||
Higher/ (lower) pension cost $m | Increase/ (decrease) in liabilities $m | Higher/ (lower) pension cost $m | Increase/ (decrease) in liabilities $m | Higher/ $m | Increase/ (decrease) in liabilities $m | Higher/ $m | Increase/ (decrease) in liabilities $m | |||||||||||||||||||||||||||||||||||||||||||||
| Pension increases | – 0.25% decrease | – | (1.1 | ) | – | – | ||||||||||||||||||||||||||||||||||||||||||||||
| Pensions increases | – 0.25% decrease | (0.1 | ) | (1.1 | ) | – | – | |||||||||||||||||||||||||||||||||||||||||||||
| – 0.25% increase | – | 1.2 | – | – | – 0.25% increase | – | 1.4 | – | – | |||||||||||||||||||||||||||||||||||||||||||
| Discount rate | – 0.25% decrease | – | 1.6 | – | 7.4 | – 0.25% decrease | (0.1 | ) | 1.5 | (0.1 | ) | 2.9 | ||||||||||||||||||||||||||||||||||||||||
| – 0.25% increase | – | (1.6 | ) | – | (7.0 | ) | – 0.25% increase | – | (1.4 | ) | – | (2.7 | ) | |||||||||||||||||||||||||||||||||||||||
| Inflation rate | – 0.25% increase | – | 1.2 | – | – | – 0.25% increase | – | 1.4 | – | – | ||||||||||||||||||||||||||||||||||||||||||
| – 0.25% decrease | – | (1.1 | ) | – | – | – 0.25% decrease | (0.1 | ) | (1.1 | ) | – | – | ||||||||||||||||||||||||||||||||||||||||
| Mortality rate | – one year increase | – | 0.6 | 0.3 | 9.4 | – One year increase | – | 0.8 | 0.2 | 9.7 | ||||||||||||||||||||||||||||||||||||||||||
A one percentage point increase in assumed healthcare costs trend rate would increase the accumulated post-employment benefit obligations as at 31 December 20142017 by $2.4m (2013 $2.8m, 2012 $2.6m)$1.9m (2016: $1.9m, 2015: $2.0m) and a one percentage point decrease would decrease the obligations by $2.2m (2013 $2.3m, 2012 $2.3m)$1.8m (2016: $1.7m, 2015: $1.8m).
| 133 |
| Pension plans | ||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||
| Movement in benefit obligation | 2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | ||||||||||||||||||||||||
| Benefit obligation at 1 January | 659 | 569 | 233 | 247 | 24 | 25 | 916 | 841 | ||||||||||||||||||||||||
| Current service cost | – | 2 | 1 | 1 | – | – | 1 | 3 | ||||||||||||||||||||||||
| Past service cost | – | 5 | – | 1 | – | – | – | 6 | ||||||||||||||||||||||||
| Interest expense | 24 | 26 | 10 | 7 | 1 | 1 | 35 | 34 | ||||||||||||||||||||||||
| Settlement gain before costs | (3 | ) | – | – | – | – | – | (3 | ) | – | ||||||||||||||||||||||
| Benefits paid | (18 | ) | (22 | ) | (14 | ) | (13 | ) | (1 | ) | (1 | ) | (33 | ) | (36 | ) | ||||||||||||||||
| Committed cash-out payments | (57 | ) | – | – | – | – | – | �� | (57 | ) | – | |||||||||||||||||||||
| Re-measurement losses/(gains) | 86 | 62 | 26 | (10 | ) | – | (1 | ) | 112 | 51 | ||||||||||||||||||||||
| Derecognised on buy-out | (640 | ) | – | – | – | – | – | (640 | ) | – | ||||||||||||||||||||||
| Exchange adjustments | (20 | ) | 17 | (1 | ) | – | – | – | (21 | ) | 17 | |||||||||||||||||||||
| Benefit obligation at 31 December | 31 | 659 | 255 | 233 | 24 | 24 | 310 | 916 | ||||||||||||||||||||||||
| Comprising: | ||||||||||||||||||||||||||||||||
Funded plans | – | 577 | 199 | 182 | – | – | 199 | 759 | ||||||||||||||||||||||||
Unfunded plans | 31 | 82 | 56 | 51 | 24 | 24 | 111 | 157 | ||||||||||||||||||||||||
| 31 | 659 | 255 | 233 | 24 | 24 | 310 | 916 | |||||||||||||||||||||||||
| Pension plans | ||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||
| Movement in plan assets | 2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | ||||||||||||||||||||||||
| Fair value of plan assets at 1 January | 582 | 695 | 159 | 149 | – | – | 741 | 844 | ||||||||||||||||||||||||
| Company contributions | 3 | 20 | 11 | 10 | 1 | 1 | 15 | 31 | ||||||||||||||||||||||||
| Benefits paid | (18 | ) | (22 | ) | (14 | ) | (13 | ) | (1 | ) | (1 | ) | (33 | ) | (36 | ) | ||||||||||||||||
| Interest income | 22 | 29 | 7 | 4 | – | – | 29 | 33 | ||||||||||||||||||||||||
| Settlement loss | – | (137 | ) | – | – | – | – | – | (137 | ) | ||||||||||||||||||||||
| Re-measurement gains/(losses) | 83 | (7 | ) | 5 | 9 | – | – | 88 | 2 | |||||||||||||||||||||||
| Administration costs | (3 | ) | (1 | ) | – | (1 | ) | – | – | (3 | ) | (2 | ) | |||||||||||||||||||
| Derecognised on buy-out | (640 | ) | – | – | – | – | – | (640 | ) | – | ||||||||||||||||||||||
| Exchange adjustments | (21 | ) | 5 | (1 | ) | 1 | – | – | (22 | ) | 6 | |||||||||||||||||||||
| Fair value of plan assets at 31 December | 8 | 582 | 167 | 159 | – | – | 175 | 741 | ||||||||||||||||||||||||
Group Financial Statements
Notes to the Group Financial Statements continued
25. Retirement benefitscontinued
Movement in benefit obligation
| Pension plans | US Post-employment | |||||||||||||||||||||||||||||||||||||||||||||||
| UK | US | benefits | Total | |||||||||||||||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | |||||||||||||||||||||||||||||||||||||||||
| Benefit obligation at 1 January | 27 | 27 | 195 | 202 | 22 | 21 | 244 | 250 | ||||||||||||||||||||||||||||||||||||||||
| Interest expense | 1 | 1 | 7 | 7 | 1 | 1 | 9 | 9 | ||||||||||||||||||||||||||||||||||||||||
| Benefits paid | (1 | ) | – | (13 | ) | (13 | ) | (1 | ) | (1 | ) | (15 | ) | (14 | ) | |||||||||||||||||||||||||||||||||
| Re-measurement losses | – | 4 | 8 | (1 | ) | 2 | 1 | 10 | 4 | |||||||||||||||||||||||||||||||||||||||
| Exchange adjustments | 2 | (5 | ) | – | – | – | – | 2 | (5 | ) | ||||||||||||||||||||||||||||||||||||||
| Benefit obligation at 31 December | 29 | 27 | 197 | 195 | 24 | 22 | 250 | 244 | ||||||||||||||||||||||||||||||||||||||||
| Comprising: | ||||||||||||||||||||||||||||||||||||||||||||||||
Funded plans | – | – | 146 | 145 | – | – | 146 | 145 | ||||||||||||||||||||||||||||||||||||||||
Unfunded plans | 29 | 27 | 51 | 50 | 24 | 22 | 104 | 99 | ||||||||||||||||||||||||||||||||||||||||
| 29 | 27 | 197 | 195 | 24 | 22 | 250 | 244 | |||||||||||||||||||||||||||||||||||||||||
Movement in plan assets
| Pension plans | ||||||||||||||||||||||||||||||||||||||||||||||||
| UK | US | US Post-employment benefits | Total | |||||||||||||||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | |||||||||||||||||||||||||||||||||||||||||
| Fair value of plan assets at 1 January | – | – | 148 | 121 | – | – | 148 | 121 | ||||||||||||||||||||||||||||||||||||||||
| Company contributions | 1 | – | 4 | 36 | 1 | 1 | 6 | 37 | ||||||||||||||||||||||||||||||||||||||||
| Benefits paid | (1 | ) | – | (13 | ) | (13 | ) | (1 | ) | (1 | ) | (15 | ) | (14 | ) | |||||||||||||||||||||||||||||||||
| Interest income | – | – | 5 | 5 | – | – | 5 | 5 | ||||||||||||||||||||||||||||||||||||||||
| Re-measurement gains | – | – | 9 | – | – | – | 9 | – | ||||||||||||||||||||||||||||||||||||||||
| Administration costs | – | – | (1 | ) | (1 | ) | – | – | (1 | ) | (1 | ) | ||||||||||||||||||||||||||||||||||||
| Fair value of plan assets at 31 December | – | – | 152 | 148 | – | – | 152 | 148 | ||||||||||||||||||||||||||||||||||||||||
Company contributionspayments are expected to be $6m$9m in 2015.2018.
The plan assets are measured at fair value and comprise the following:
| UK | US and other | |||||||||||||||
| 2014 $m | 2013 $m | 2014 $m | 2013 $m | |||||||||||||
| Investments quoted in active markets | ||||||||||||||||
| Investment funds: | ||||||||||||||||
Global equities | – | – | 21 | 33 | ||||||||||||
Corporate bonds | – | – | 131 | 107 | ||||||||||||
Property | – | – | 2 | 4 | ||||||||||||
| Unquoted investments | ||||||||||||||||
| Qualifying insurance policy | – | 577 | 11 | 10 | ||||||||||||
| Cash and other | 8 | 5 | 2 | 5 | ||||||||||||
| 8 | 582 | 167 | 159 | |||||||||||||
In accordance with accounting standards, the fair value of a qualifying insurance policy is deemed to be the present value of the pension obligations secured by that policy.
| US | ||||||||||||||||
2017 $m | 2016 $m | |||||||||||||||
| Investments quoted in active markets | ||||||||||||||||
| Investment funds: fixed income securities | 150 | 146 | ||||||||||||||
| Unquoted investments | ||||||||||||||||
| Cash | 2 | 2 | ||||||||||||||
| 152 | 148 | |||||||||||||||
| Pension plans | ||||||||||||||||||||||||||||||||||||||||||||||||
| UK | US | US Post-employment benefits | Total | |||||||||||||||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | |||||||||||||||||||||||||||||||||||||||||
| Movement in asset restriction | ||||||||||||||||||||||||||||||||||||||||||||||||
| Balance at 1 January | – | – | – | – | – | – | – | – | ||||||||||||||||||||||||||||||||||||||||
| Re-measurement losses | – | – | 3 | – | – | – | 3 | – | ||||||||||||||||||||||||||||||||||||||||
| Balance at 31 December | – | – | 3 | – | – | – | 3 | – | ||||||||||||||||||||||||||||||||||||||||
| 134 | |
| IHG | Annual Report and Form 20-F
|
| Pension plans | ||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||
| Movement in asset restriction | 2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | ||||||||||||||||||||||||
| Balance at 1 January | 2 | 91 | – | – | – | – | 2 | 91 | ||||||||||||||||||||||||
| Interest expense | – | 3 | – | – | – | – | – | 3 | ||||||||||||||||||||||||
| Re-measurement gains/(losses) | 1 | (89 | ) | – | – | – | – | 1 | (89 | ) | ||||||||||||||||||||||
| Exchange adjustments | – | (3 | ) | – | – | – | – | – | (3 | ) | ||||||||||||||||||||||
| Balance at 31 December | 3 | 2 | – | – | – | – | 3 | 2 | ||||||||||||||||||||||||
| The asset restriction relates to tax that would be deducted at source in respect of a refund of a surplus taking into account amounts payable under funding commitments. As a result of the buy-in transaction, substantially all of the asset restriction was released through other comprehensive income during 2013. | ||||||||||||||||||||||||||||||||
| Pension plans | ||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||
| Estimated future benefit payments | 2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | 2014 $m | 2013 $m | ||||||||||||||||||||||||
| Within one year | – | 19 | 15 | 14 | 1 | 1 | 16 | 34 | ||||||||||||||||||||||||
| Between one and five years | 2 | 84 | 58 | 57 | 5 | 5 | 65 | 146 | ||||||||||||||||||||||||
| After five years | 11 | 123 | 78 | 76 | 7 | 7 | 96 | 206 | ||||||||||||||||||||||||
| 13 | 226 | 151 | 147 | 13 | 13 | 177 | 386 | |||||||||||||||||||||||||
| Average duration of obligation (years) | 22.0 | 21.6 | 11.9 | 11.8 | 11.9 | 11.3 | ||||||||||||||||||||||||||
25. Retirement benefitscontinued
Estimated future benefit payments
| Pension plans | US Post-employment | |||||||||||||||||||||||||||||||||||||||||||||||
| UK | US | benefits | Total | |||||||||||||||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | 2017 $m | 2016 $m | |||||||||||||||||||||||||||||||||||||||||
| Within one year | – | – | 14 | 14 | 1 | 1 | 15 | 15 | ||||||||||||||||||||||||||||||||||||||||
| Between one and five years | 3 | 2 | 53 | 54 | 6 | 5 | 61 | 61 | ||||||||||||||||||||||||||||||||||||||||
| After five years | 17 | 13 | 62 | 63 | 7 | 7 | 82 | 83 | ||||||||||||||||||||||||||||||||||||||||
| 20 | 15 | 129 | 131 | 14 | 13 | 158 | 159 | |||||||||||||||||||||||||||||||||||||||||
| Average duration of obligation (years) | 20.5 | 21.0 | 10.3 | 10.3 | 10.4 | 10.2 | ||||||||||||||||||||||||||||||||||||||||||
The above table assumes a continuation of the US Inter-Continental Hotels Pension Plan.
26. Share-based payments
Annual Performance Plan
Under the IHG Annual Performance Plan (APP), formerly the Annual Bonus Plan (ABP), eligible employees (including Executive Directors) can receive all or part of their bonus in the form of deferred shares and/or receive one-off awards of shares. The deferredDeferred shares are released on the third anniversary of the award date. Under the terms of awards that are referred to in this note, a fixed percentage of the award is made in the form of shares with no voluntary deferral and no matching shares. Awards under the APP are conditional on the participants remaining in the employment of a participating company or leaving for a qualifying reason as per the plan rules. The award of deferred shares under the APP is at the discretion of the Remuneration Committee.
The number of shares is calculated by dividing a specific percentage of the participant’s annual performance-related award by the middle market quoted prices on the three consecutive dealing days immediately preceding the date of grant. A number of executives participated in the APP during the year and conditional rights over 305,345 (2013 318,911, 2012 340,924)234,918 (2016: 335,775, 2015: 265,285) shares were awarded to participants. In 2017 this number included 79,471 (2016: 103,071, 2015: 58,338) shares awarded as part of recruitment terms or for one-off individual awards.
New plan rules for the APP were approved by shareholders at the Annual General MeetingAGM on 2 May 2014, and will apply to awards made in respect of the 2015 and subsequent and financial years. The new plan rules contain substantially the same terms as the existingsuperseded plan rules.
Long Term Incentive Plan
The Long Term Incentive Plan (LTIP) allows Executive Directors and eligible employees to receive conditional share awards, which normally have a vesting period of three years.
Performance-related awards: Awards to the Executive Directors, and some awards to other eligible employees, are granted subject to the achievement of performance conditions set by the Remuneration Committee, which are normally measured over a three-yearthe vesting period. More detailed information on performance measures is shown in the Directors’ Remuneration Report on pages 76
Restricted stock units: Awards to 91. eligible employees are granted subject to continued employment.
Awards are normally made annually and, except in exceptional circumstances, will not exceed three times salary for Executive Directors and four times salary in the case of other eligible employees. During the year, conditional rights over 2,171,390 (2013 2,227,293, 2012 2,698,714) shares were awarded to employees under the plan. The plan provides for the grant of ‘nil cost options’ to participants as an alternative to conditional share awards. During the year, conditional rights over 805,045 (2016: 1,355,721, 2015: 1,803,308) shares were awarded to employees under the plan, comprising 280,458 (2016: 888,518, 2015: 1,803,308) performance-related awards and 524,587 (2016: 467,203, 2015: nil) restricted stock units.
New plan rules for the LTIP were approved by shareholders at the Annual General MeetingAGM on 2 May 2014, and will apply to awards made in respect of the 2015-17 and subsequent LTIP cycles. The new plan rules contain substantially the same terms as the existing rules; one minor change is to limit the maximum award to three times salary for all employees.
Executive Share Option Plan
Thesuperseded plan was not operated during 2014 and no options were granted in the year under the plan, neither will any further options be granted under the plan. All options have now been exercised.
| More detailed information on the performance measures for awards to Executive Directors is shown in the Directors’ Remuneration Report on pages 64 to 77. |
| IHG | Annual Report and Form 20-F 2017 | | 135 |
Group Financial Statements
Notes to the Group Financial Statements continued
26. Share-based paymentscontinued
The Group recognised a cost of $21m (2013 $22m, 2012 $22m)(2016: $17m, 2015: $19m) in operating profit and $2m (2016: $nil, 2015: $nil) within exceptional administrative expenses related to equity-settled share-based payment transactions during the year, net of amounts borne by the System Fund.
TheNo aggregate consideration was received in respect of ordinary shares issued under option schemes during 2017, 2016 or 2015.
The Group uses separate option pricing models and assumptions depending on the year was $nil (2013 $5m, 2012 $10m).
plan. The following table sets forthout information about awards granted in 2017, 2016 and options granted during 2014:2015:
| APP | LTIP | APP | LTIP | |||||||||||||||||||||||||||||||||||||||||
| Number of shares awarded in 2014 | 305,345 | 2,171,390 | ||||||||||||||||||||||||||||||||||||||||||
| Binomial valuation model | Monte Carlo Simulation and Binomial valuation model | |||||||||||||||||||||||||||||||||||||||||||
| The Group uses separate option pricing models and assumptions depending on the plan. The following tables set out information about awards granted in 2014, 2013 and 2012: | ||||||||||||||||||||||||||||||||||||||||||||
| APP | LTIP | |||||||||||||||||||||||||||||||||||||||||||
| 2014 | ||||||||||||||||||||||||||||||||||||||||||||
| Valuation model | Binomial | Monte Carlo Simulation and Binomial | ||||||||||||||||||||||||||||||||||||||||||
| 2017 | 2016 | 2015 | 2017 | 2016 | 2015 | |||||||||||||||||||||||||||||||||||||||
| Weighted average share price | 1,925.0p | 1,916.0p | 3,781.0p | 2,725.0p | 2,565.0p | 4,300.0p | 2,846.0p | 2,634.0p | ||||||||||||||||||||||||||||||||||||
| Expected dividend yield | n/a | 2.55% | n/a | n/a | n/a | 2.05% | 2.55% | 2.34% | ||||||||||||||||||||||||||||||||||||
| Risk-free interest rate | 1.29% | 0.10% | 0.36% | 0.59% | ||||||||||||||||||||||||||||||||||||||||
| Volatility1 | 28% | |||||||||||||||||||||||||||||||||||||||||||
| Volatilitya | 24% | 24% | 22% | |||||||||||||||||||||||||||||||||||||||||
| Term (years) | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | ||||||||||||||||||||||||||||||||||||
| APP | LTIP | |||||||||||||||||||||||||||||||||||||||||||
| 2013 | ||||||||||||||||||||||||||||||||||||||||||||
| Valuation model | Binomial | Monte Carlo Simulation and Binomial | ||||||||||||||||||||||||||||||||||||||||||
| Weighted average share price | 1,928.0p | 1,913.0p | ||||||||||||||||||||||||||||||||||||||||||
| Expected dividend yield | 2.63% | 2.59% | ||||||||||||||||||||||||||||||||||||||||||
| Risk-free interest rate | 0.27% | |||||||||||||||||||||||||||||||||||||||||||
| Volatility1 | 28% | |||||||||||||||||||||||||||||||||||||||||||
| Term (years) | 3.0 | 3.0 | ||||||||||||||||||||||||||||||||||||||||||
| ABP | LTIP | |||||||||||||||||||||||||||||||||||||||||||
| 2012 | ||||||||||||||||||||||||||||||||||||||||||||
| Valuation model | Binomial | Monte Carlo Simulation and Binomial | ||||||||||||||||||||||||||||||||||||||||||
| Weighted average share price | 1,440.0p | 1,440.0p | ||||||||||||||||||||||||||||||||||||||||||
| Expected dividend yield | 2.95% | 2.99% | ||||||||||||||||||||||||||||||||||||||||||
| Risk-free interest rate | 0.59% | |||||||||||||||||||||||||||||||||||||||||||
| Volatility1 | 31% | |||||||||||||||||||||||||||||||||||||||||||
| Term (years) | 3.0 | 3.0 | ||||||||||||||||||||||||||||||||||||||||||
| The expected volatility was determined by calculating the historical volatility of the Company’s share price corresponding to the expected life of the share award. |
|
Movements in the awards and options outstanding under the schemes are as follows:
| APP Number of shares thousands | LTIP Number of shares thousands | |||||||||||
| Outstanding at 1 January 2012 | 950 | 9,030 | ||||||||||
| Granted | 341 | 2,699 | ||||||||||
| Vested | (643 | ) | (2,621 | ) | ||||||||
| Share capital consolidation | (18 | ) | – | |||||||||
| Lapsed or cancelled | (8 | ) | (1,948 | ) | ||||||||
| Outstanding at 31 December 2012 | 622 | 7,160 | ||||||||||
| Granted | 319 | 2,227 | ||||||||||
| Vested | (72 | ) | (2,206 | ) | ||||||||
| Lapsed or cancelled | (29 | ) | (406 | ) | ||||||||
| Outstanding at 31 December 2013 | 840 | 6,775 | ||||||||||
| Granted | 305 | 2,171 | ||||||||||
| Vested | (310 | ) | (1,447 | ) | ||||||||
| Share capital consolidation | (38 | ) | – | |||||||||
| Lapsed or cancelled | (29 | ) | (1,379 | ) | ||||||||
| Outstanding at 31 December 2014 | 768 | 6,120 | ||||||||||
Fair value of awards granted during the year | ||||||||||||
| 2014 | 3,134.6¢ | 1,202.1¢ | ||||||||||
| 2013 | 2,873.4¢ | 1,127.9¢ | ||||||||||
| 2012 | 2,199.8¢ | 792.5¢ | ||||||||||
Weighted average remaining contract life (years) | ||||||||||||
| At 31 December 2014 | 1.1 | 1.1 | ||||||||||
| At 31 December 2013 | 1.1 | 1.1 | ||||||||||
| At 31 December 2012 | 1.6 | 1.2 | ||||||||||
The above awards do not vest until the performance and service conditions have been met. |
| |||||||||||
| Number of shares thousands | Range of option prices pence | Weighted average option price pence | ||||||||||
| Executive Share Option Plan | ||||||||||||
| Outstanding at 1 January 2012 | 2,170 | 308.5–619.8 | 497.0 | |||||||||
| Exercised | (1,365 | ) | 308.5–619.8 | 492.8 | ||||||||
| Lapsed or cancelled | (107 | ) | 434.2 | 434.2 | ||||||||
| Outstanding at 31 December 2012 | 698 | 438.0–619.8 | 514.8 | |||||||||
| Exercised | (638 | ) | 438.0–619.8 | 512.3 | ||||||||
| Outstanding at 31 December 2013 | 60 | 494.2–619.8 | 541.3 | |||||||||
| Exercised | (60 | ) | 494.2–619.8 | 541.3 | ||||||||
| Outstanding at 31 December 2014 | – | n/a | – | |||||||||
Options exercisable | ||||||||||||
| At 31 December 2014 | – | n/a | n/a | |||||||||
| At 31 December 2013 | 60 | 494.2–619.8 | 541.3 | |||||||||
| At 31 December 2012 | 698 | 438.0–619.8 | 514.8 | |||||||||
| APP | LTIP | |||||||||||||||||
| Number of shares thousands | Performance-related Number of shares | Restricted stock units Number of shares thousands | ||||||||||||||||
| Outstanding at 1 January 2015 | 768 | 6,120 | – | |||||||||||||||
| Granted | 265 | 1,803 | – | |||||||||||||||
| Vested | (307 | ) | (1,278 | ) | – | |||||||||||||
| Lapsed or cancelled | (37 | ) | (1,370 | ) | – | |||||||||||||
| Outstanding at 31 December 2015 | 689 | 5,275 | – | |||||||||||||||
| Granted | 336 | 889 | 467 | |||||||||||||||
| Vested | (229 | ) | (915 | ) | – | |||||||||||||
| Share capital consolidation | (104 | ) | – | – | ||||||||||||||
| Lapsed or cancelled | (7 | ) | (1,048 | ) | (18 | ) | ||||||||||||
| Outstanding at 31 December 2016 | 685 | 4,201 | 449 | |||||||||||||||
| Granted | 235 | 280 | 525 | |||||||||||||||
| Vested | (263 | ) | (928 | ) | – | |||||||||||||
| Share capital consolidation | (21 | ) | – | – | ||||||||||||||
| Lapsed or cancelled | (20 | ) | (1,160 | ) | (58 | ) | ||||||||||||
| Outstanding at 31 December 2017 | 616 | 2,393 | 916 | |||||||||||||||
| Fair value of awards granted during the year (cents) | ||||||||||||||||||
| 2017 | 4,959.3 | 4,133.2 | 5,251.0 | |||||||||||||||
| 2016 | 3,671.9 | 1,768.0 | 3,624.5 | |||||||||||||||
| 2015 | 3,874.5 | 1,734.5 | – | |||||||||||||||
| Weighted average remaining contract life (years) | ||||||||||||||||||
| At 31 December 2017 | 1.2 | 0.6 | 1.7 | |||||||||||||||
| At 31 December 2016 | 1.2 | 0.9 | 2.2 | |||||||||||||||
| At 31 December 2015 | 1.2 | 1.1 | – | |||||||||||||||
The above awards do not vest until the performance and service conditions have been met.
The weighted average share price at the date of exercise for share optionsawards vested during the year was 1,966.5p.3,804.7p (2016: 2,511.1p). The closing share price on 31 December 20142017 was 2,595.0p4,719.0p and the range during the year was 1,866.0p3,655.4p to 2,710.0p4,719.0p per share.
| 136 |
27. Equity
Equity share capital
| Equity share capital | Number of shares millions | Nominal value $m | Share premium $m | Equity share capital $m | ||||||||||||
| Allotted, called up and fully paid | ||||||||||||||||
| At 1 January 2012 (ordinary shares of 13 29⁄47p each) | 290 | 61 | 101 | 162 | ||||||||||||
| Share capital consolidation | (19 | ) | – | – | – | |||||||||||
| Issued on exercise of share options | 1 | 1 | 9 | 10 | ||||||||||||
| Repurchased and cancelled under repurchase programme | (4 | ) | (1 | ) | – | (1 | ) | |||||||||
| Exchange adjustments | – | 2 | 6 | 8 | ||||||||||||
| At 31 December 2012 (ordinary shares of 14 194⁄329p each) | 268 | 63 | 116 | 179 | ||||||||||||
| Issued on exercise of share options | 1 | – | 5 | 5 | ||||||||||||
| Exchange adjustments | – | 2 | 3 | 5 | ||||||||||||
| At 31 December 2013 (ordinary shares of 14 194⁄329p each) | 269 | 65 | 124 | 189 | ||||||||||||
| Share capital consolidation | (20 | ) | – | – | – | |||||||||||
| Repurchased and cancelled under repurchase programme | (1 | ) | – | – | – | |||||||||||
| Exchange adjustments | – | (4 | ) | (7 | ) | (11 | ) | |||||||||
| At 31 December 2014 (ordinary shares of 15 265⁄329p each) | 248 | 61 | 117 | 178 | ||||||||||||
The Company was incorporated and registered in England and Wales with registered number 5134420 on 21 May 2004 as a limited company under the Companies Act 1985 with the name Hackremco (No. 2154) Limited. On 24 March 2005 Hackremco (No. 2154) Limited changed its name to New InterContinental Hotels Group Limited. On 27 April 2005 New InterContinental Hotels Group Limited re-registered as a public limited company and changed its name to New InterContinental Hotels Group PLC. On 27 June 2005 New InterContinental Hotels Group PLC changed its name to InterContinental Hotels Group PLC.
On 7 August 2012, the Company announced a $1bn return of funds to shareholders comprising a $500m special dividend with share consolidation and a $500m share repurchase programme. The share consolidation was approved on 8 October 2012 at a General Meeting (GM) of the Company and became effective on 9 October 2012 on the basis of 14 new ordinary shares of 14 194⁄329p each for every 15 existing ordinary shares of 13 29⁄47p each. The special dividend of 172.0¢ per share was paid to shareholders on 22 October 2012 at a total cost of $505m. Under the authority granted by shareholders at the GM on 8 October 2012, the share repurchase programme commenced. In the year to 31 December 2014, 3.4m (2013 9.8m, 2012 4.1m) shares were repurchased for a consideration of $110m (2013 $283m, 2012 $107m), increasing the total amount repurchased to $500m and completing the programme. Of the 3.4m (2013 9.8m, 2012 4.1m) shares repurchased in 2014, 2.7m (2013 9.8m, 2012 nil) are held as treasury shares and 0.7m (2013 nil, 2012 4.1m) were cancelled. The cost of treasury shares has been deducted from retained earnings.
Number of shares millions | Nominal value $m | Share premium $m | Equity share capital $m | |||||||||||||||
| Allotted, called up and fully paid | ||||||||||||||||||
| At 1 January 2015 (ordinary shares of 15265/329p each) | 248 | 61 | 117 | 178 | ||||||||||||||
| Exchange adjustments | – | (3 | ) | (6 | ) | (9 | ) | |||||||||||
| At 31 December 2015 (ordinary shares of 15265/329p each) | 248 | 58 | 111 | 169 | ||||||||||||||
| Share capital consolidation | (42 | ) | – | – | – | |||||||||||||
| Exchange adjustments | – | (10 | ) | (18 | ) | (28 | ) | |||||||||||
| At 31 December 2016 (ordinary shares of 18318/329p each) | 206 | 48 | 93 | 141 | ||||||||||||||
| Share capital consolidation | (9 | ) | – | – | – | |||||||||||||
| Exchange adjustments | – | 5 | 8 | 13 | ||||||||||||||
| At 31 December 2017 (ordinary shares of 1917/21p each) | 197 | �� | 53 | 101 | 154 | |||||||||||||
The authority given to the Company at the GMAGM held on 30 June 20145 May 2017 to purchase its own shares was still valid at 31 December 2014.2017. A resolution to renew the authority will be put to shareholders at the Annual General MeetingAGM on 84 May 2015.2018.
The Company no longer has an authorised share capital.
On 6 August 2013,23 February 2016, the CompanyGroup announced a special dividend$1.5bn return of 133.0¢ per share amounting to $355m which was paid to shareholders on 4 October 2013.
On 2 May 2014, the Company announced a $750m returnfunds to shareholders by way of a special dividend and share consolidation. On 30 June 2014,6 May 2016, shareholders approved the share consolidation at a GM of the Company on the basis of 125 new ordinary shares of 1518 265318⁄/329p per share for every 136 existing ordinary shares of 1415 194265⁄/329p, each, which became effective on 1 July 2014.9 May 2016. The special dividend of 293.0¢ per share was paid to shareholders on 14 July 2014, at a total cost of $763m.
As a result of the 201423 May 2016. The dividend and share consolidation had the numbersame economic effect as a share repurchase at fair value, therefore previously reported earnings per share has not been restated.
On 21 February 2017, the Group announced a $400m return of funds to shareholders by way of a special dividend and share consolidation. On 5 May 2017, shareholders approved the share consolidation on the basis of 45 new ordinary shares held in treasury reduced from 12.5mof 1917/21p per share for every 47 existing ordinary shares of 18318/329p, which became effective on 8 May 2017. The special dividend was paid to 11.5m.shareholders on 22 May 2017. The dividend and share consolidation had the same economic effect as a share repurchase at fair value, therefore previously reported earnings per share has not been restated.
The balance classified as equity share capital includes the total net proceeds (both nominal value and share premium) on issue of the Company’s equity share capital, comprising 1519 26517⁄/32921p shares. The share premium reserve represents the amount of proceeds received for shares in excess of their nominal value.
The Company no longer has an authorised share capital.
|
The nature and purpose of the other reserves shown in the Group statement of changes in equity on pages 10290 to 10492 of the Financial Statements is as follows:
Capital redemption reserve
This reserve maintains the nominal value of the equity share capital of the Company when shares are repurchased or cancelled.
Shares held by employee share trusts
Comprises $34.5m (2013 $37.6m, 2012 $48.0m)$5.4m (2016: $10.5m, 2015: $18.3m) in respect of 0.9m (2013 1.2m, 2012 1.8m)0.2m (2016: 0.3m, 2015: 0.5m) InterContinental Hotels Group PLC ordinary shares held by employee share trusts, with a market value at 31 December 20142017 of $38.2m (2013 $39.8m, 2012 $50.1m)$12.1m (2016: $15.0m, 2015: $19.8m).
Other reserves
Comprises the merger and revaluation reserves previously recognised under UK GAAP, together with the reserve arising as a consequence of the Group’s capital reorganisation in June 2005. Following the change in presentational currency to the US dollar in 2008, (see page 107), this reserve also includes exchange differences arising on the retranslation to period-end exchange rates of equity share capital, the capital redemption reserve and shares held by employee share trusts.
Unrealised gains and losses reserve
This reserve records movements in the fair value of available-for-sale financial assets and the effective portion of the cumulative net change in the fair value of the cash flow hedging instruments related to hedged transactions that have not yet occurred.
Currency translation reserve
This reserve records the movement in exchange differences arising from the translation of foreign operations and exchange differences on foreign currency borrowings and derivative instruments that provide a hedge against net investments in foreign operations. On adoption of IFRS, cumulative exchange differences were deemed to be $nil as permitted by IFRS 1.
The fair value of derivative instruments designated as hedges of net investments in foreign operations outstanding at 31 December 20142017 was a $2m net asset (2013 $10m$nil (2016: $3m net liability, 2012 $17m2015: $3m net liability).
The currency translation reserve includes a cumulative loss of $3m relating to assets classified as held for sale.
Treasury shares
During 2017, 0.9m (2016: 0.9m) treasury shares were transferred to the employee share trusts. As a result of the 2017 share consolidation, the number of shares held in treasury reduced by 0.4m (2016: reduced by 1.7m as a result of the 2016 share consolidation). At 31 December 2014, 11.5m2017, 7.6m shares (2013 9.8m, 2012 nil)(2016: 8.9m, 2015: 11.5m) with a nominal value of $2.8m (2013 $2.4m, 2012 $nil)$2.0m (2016: $2.1m, 2015: $2.7m) were held as treasury shares at cost and deducted from retained earnings.
Non-controlling interest
A non-controlling interest is equity in a subsidiary of the Group not attributable, directly or indirectly, to the Group. Non-controlling interests are not material to the Group.
| 137 |
Group Financial Statements
Notes to the Group Financial Statements continued
28. Operating leases
During the year ended 31 December 2014, $72m (2013 $67m, 2012 $64m)2017, $86m (2016: $84m, 2015: $77m) was recognised as an expense in the Group income statement in respect of operating leases, net of amounts borne directly by the System Fund. The expense includes contingent rents of $27m (2013 $24m, 2012 $19m)$32m (2016: $32m, 2015: $29m). $4m (2013 $4m, 2012 $4m)$2m (2016: $2m, 2015: $3m) was recognised as income from sub-leases.
Future minimum lease payments under non-cancellable operating leases are as follows:
| 2014 $m | 2013 $m | 2017 $m | 2016 $m | |||||||||||||||||
| Due within one year | 40 | 42 | 56 | 53 | ||||||||||||||||
| One to two years | 34 | 33 | 46 | 49 | ||||||||||||||||
| Two to three years | 28 | 29 | 45 | 43 | ||||||||||||||||
| Three to four years | 27 | 23 | 60 | 41 | ||||||||||||||||
| Four to five years | 20 | 23 | 30 | 58 | ||||||||||||||||
| More than five years | 200 | 202 | 297 | 346 | ||||||||||||||||
| 349 | 352 | 534 | 590 | |||||||||||||||||
In addition, in certain circumstances the Group is committed to making additional lease payments that are contingent on the performance of the hotels that are being leased.
The average remaining term of these leases, which generally contain renewal options, is approximately 1715 years (2013 18(2016: 17 years). No material restrictions or guarantees exist in the Group’s lease obligations.
Total future minimum rentals expected to be received under non-cancellable sub-leases are $8m (2013 $10m)$4m (2016: $4m).
29. Capital and other commitments
| 2014 $m | 2013 $m | 2017 $m | 2016 $m | |||||||||||||||||
| Contracts placed for expenditure not provided for in the Group Financial Statements: | ||||||||||||||||||||
| Contracts placed for expenditure not provided for in the Financial Statements: | ||||||||||||||||||||
Property, plant and equipment | 70 | 70 | 18 | 11 | ||||||||||||||||
Intangible assets | 47 | 13 | 86 | 86 | ||||||||||||||||
| 117 | 83 | 104 | 97 | |||||||||||||||||
The Group has also committed to invest in a number of its associates, with an estimated outstanding commitment of $89m$33m at 31 December 2014 (2013 $20m)2017 (2016: $36m) based on current forecasts. A loan facility of $5m (2016: $nil) has also been made available to a hotel owner which was undrawn at 31 December 2017.
| 138 | IHG | Annual Report and Form 20-F 2017 |
30. Contingencies and guarantees
Security incidents
In 2016, the Group was notified of (a) a security incident at a number of Kimpton hotels that resulted in unauthorised access to guest payment card data (the Kimpton Security Incident), and (b) a security incident that involved malware being installed on servers that processed payment cards used at restaurants and bars of 12 IHG managed properties (the Americas Security Incident), together the Security Incidents. A provision of $5m was made at 31 December 2016, and remains in place at 31 December 2017 (see note 19), to cover the estimated cost of reimbursing the impacted card networks for counterfeit fraud losses and related expenses. At 31 December 2014,2017, this estimate relates to both the Kimpton and Americas Security Incidents whereas at 31 December 2016 it was Kimpton related only. The estimates continue to involve significant judgement based on currently available information and remain subject to change as actual claims are made and new information comes to light.
The Group may be exposed to investigations regarding compliance with applicable State and Federal data security standards, and legal action from individuals and organisations impacted by the Security Incidents. Due to the general nature of the regulatory enquiries received and class action filings to date, it is not practicable to make a reliable estimate of the possible financial effects of any such claims on the Group had noat this time. To date, four lawsuits have been filed against IHG entities relating to the Security Incidents, all of which are in the early stages of litigation.
In respect of the $5m provision, it is expected that a proportion will be recoverable under the Group’s insurance programmes although this, together with any potential recoveries in respect of the contingent liabilities (2013 $nil)detailed above, will be subject to specific agreement with the relevant insurance providers.
Tax
In November 2017, the European Commission (EC) gave formal notice of a preliminary view it had reached that the Group Financing Exemption, included in the UK’s Controlled Foreign Company rules, is in breach of the EU’s State Aid rules. The EC will conduct its detailed investigation during 2018, with a final decision expected later in the year, or even in 2019. Should the EC conclude that the State Aid rules are breached, the UK can appeal before the General Court (and possibly the Court of Justice thereafter). The Group and its advisors consider that it is unlikely that a finding of State Aid will ultimately be upheld.
Other
In limited cases, the Group may provide performance guarantees to third-party hotel owners to secure management contracts. At 31 December 2014,2017, the amount provided in the Financial Statements was $2m (2013 $6m)$6m (2016: $5m) and the maximum unprovided exposure under such guarantees was $29m (2013 $48m)$31m (2016: $14m).
At 31 December 2014,2017, the Group had outstanding letters of credit of $40m (2013 $41m)$35m (2016: $37m) mainly relating to self insurance programmes.
The Group may guarantee bank loans made to facilitate third-party ownership of hotels in which the Group has an equity interest.under IHG management or franchise contracts. At 31 December 2014,2017, there were guarantees of $20m$54m in place (2013 $20m)(2016: $33m).
From time to time, the Group is subject to legal proceedings the ultimate outcome of each being always subject to many uncertainties inherent in litigation. In particular, the Group is currently subject to a claim by Pan American Life Insurance Company, a Competition and Markets Authority enquiry in the UK and a class action lawsuit in the US (seeclaims listed under ‘Legal proceedings’ on page 170).172. The Group has also given warranties in respect of the disposal of certain of its former subsidiaries. It is the view of the Directors that, other than to the extent that liabilities have been provided for in these Financial Statements, it is not possible to quantify any loss to which these proceedings or claims under these warranties may give rise, however, as at the date of reporting, the Group does not believe that the outcome of these matters will have a material effect on the Group’s financial position.
IHG | Annual Report and Form 20-F | 139 |
Group Financial Statements
Notes to the Group Financial Statements continued
Notes to the Group Financial Statementscontinued
31. Related party disclosures
| 2014 $m | 2013 $m | 2012 $m | ||||||||||
| Total compensation of key management personnel¹ | ||||||||||||
| Short-term employment benefits | 21.5 | 20.7 | 20.0 | |||||||||
| Post-employment benefits | 0.7 | 0.8 | 0.8 | |||||||||
| Termination benefits | – | – | 0.6 | |||||||||
| Equity compensation benefits | 7.9 | 8.1 | 8.6 | |||||||||
| 30.1 | 29.6 | 30.0 | ||||||||||
2017 $m | 2016 $m | 2015 $m | ||||||||||||||||
| Total compensation of key management personnel | ||||||||||||||||||
| Short-term employment benefits | 21.3 | 19.2 | 19.5 | |||||||||||||||
| Contributions to defined contribution pension plans | 0.6 | 0.8 | 0.7 | |||||||||||||||
| Equity compensation benefits | 10.2 | 7.4 | 6.2 | |||||||||||||||
| Termination benefits | 1.9 | – | – | |||||||||||||||
| 34.0 | 27.4 | 26.4 | ||||||||||||||||
There were no other transactions with key management personnel during the years ended 31 December 2014, 20132017, 2016 or 2012.2015.
Key management personnel comprises the Board and Executive Committee.
Related party disclosures for associates and joint ventures are as follows:
| Associates | Joint ventures | Total | Associates | Joint ventures | Total | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2014 $m | 2013 $m | 2012 $m | 2014 $m | 2013 $m | 2012 $m | 2014 $m | 2013 $m | 2012 $m | 2017 $m | 2016 $m | 2015 $m | 2017 $m | 2016 $m | 2015 $m | 2017 $m | 2016 $m | 2015 $m | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Revenue from associates and joint ventures | 4 | 4 | 5 | – | – | – | 4 | 4 | 5 | 8 | 5 | 3 | 1 | 1 | – | 9 | 6 | 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Loans to associates | 3 | – | – | – | – | – | 3 | – | – | – | 9 | 7 | – | – | – | – | 9 | 7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Other amounts owed by associates and joint ventures | 11 | 2 | 2 | – | – | – | 11 | 2 | 2 | 2 | 1 | 2 | – | – | – | 2 | 1 | 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
In addition, loans both to and from the Barclay associate of $237m (2016: $237m) are offset in accordance with the provisions of IAS 32 and presented net in the Group statement of financial position. Interest payable and receivable under the loans is equivalent (average interest rate of 1.8%2.0% in 2014)2017 (2016: 1.4%)) and presented net in the Group income statement.
During 2015, short-term advances of $22m were made to the Barclay associate which were repaid on 31 December 2015.
32. System Fund
The Group operates a System Fund (the Fund) to collect and administer assessments and contributions from hotel owners (other than for Kimpton and InterContinental hotels) for specific use in marketing, the IHG Rewards Club loyalty programme and the global reservation system.Guest Reservation System. The Fund and loyalty programme are accounted for in accordance with the accounting policies set out on page 112100 of the Financial Statements.
Following the announcement on 14 April 2015 of the introduction of an expiration policy for points earned under the loyalty programme, the Group released $156m from the programme’s future redemption liability in 2015. The amount released was based on the advice of an external actuary using statistical models to estimate the impact of the programme change on members’ behaviour. The liability release resulted in a corresponding increase in the System Fund surplus which was also recorded in the Group statement of financial position.
The following information is relevant to the operation of the Fund:
| 2014 $m | 2013 $m | 2012 $m | 2017 $m | 2016 $m | 2015 $m | |||||||||||||||||||||||
| Income1: | ||||||||||||||||||||||||||||
| Incomea: | ||||||||||||||||||||||||||||
Assessment fees and contributions received from hotels | 1,271 | 1,154 | 1,106 | 1,562 | 1,439 | 1,351 | ||||||||||||||||||||||
Proceeds from sale of IHG Rewards Club points | 196 | 153 | 144 | 324 | 283 | 222 | ||||||||||||||||||||||
| Key elements of expenditure1: | ||||||||||||||||||||||||||||
| Key elements of expenditurea: | ||||||||||||||||||||||||||||
Marketing | 267 | 245 | 250 | 321 | 335 | 308 | ||||||||||||||||||||||
IHG Rewards Club | 296 | 219 | 250 | 452 | 360 | 345 | ||||||||||||||||||||||
Payroll costs | 267 | 239 | 221 | 339 | 311 | 295 | ||||||||||||||||||||||
| Net (deficit)/surplus for the year1 | (18 | ) | 35 | 12 | ||||||||||||||||||||||||
| Net (deficit)/surplus for the yeara | (69 | ) | 41 | 118 | ||||||||||||||||||||||||
| Interest payable to the Fund | 2 | 2 | 2 | 7 | 3 | 2 | ||||||||||||||||||||||
a Not included in the Group income statement in accordance with the Group’s accounting policies.
The payroll costs above relate to 5,555 (2016: 5,434, 2015: 5,416) employees whose costs are borne by the Fund.
The following liabilities relating to the Fund are included in the Group statement of financial position:
|
a Not included in the Group income statement in accordance with the Group’s accounting policies.
The payroll costs above relate to 5,555 (2016: 5,434, 2015: 5,416) employees whose costs are borne by the Fund.
The following liabilities relating to the Fund are included in the Group statement of financial position:
| |||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||||||||
| System Fund surplusa | 158 | 227 | 186 | |||||||||||||||||||||||||
| Loyalty programme liabilityb | 760 | 685 | 649 | |||||||||||||||||||||||||
| 918 | 912 | 835 | ||||||||||||||||||||||||||
The payroll costs above relate to 4,975 (2013 4,615, 2012 4,431) employees whose costs are borne by the Fund.
The following liabilities relating to the Fund are included in the Group statement of financial position:
| 2014 $m | 2013 $m | 2012 $m | ||||||||||
| Cumulative short-term net surplus | 68 | 86 | 51 | |||||||||
| Loyalty programme liability | 725 | 649 | 623 | |||||||||
| 793 | 735 | 674 | ||||||||||
| b | Comprising current liabilities of $343m and non-current liabilities of $417m. |
The net change in the loyalty programme liability and Fund surplus contributed an inflow of $58m (2013 $61m, 2012 $57m)$8m (2016: $65m, 2015: $42m) to the Group’s cash flow from operations.
| 140 | IHG | Annual Report and Form 20-F 2017 |
33. Group companies
In accordance with Section 409 of the Companies Act 2006 a full list of entities in which the Group has an interest of greater than or equal to 20%, the registered office and effective percentage of equity owned as at 31 December 2017 are disclosed below. Unless otherwise stated the share capital disclosed comprises ordinary shares which are indirectly held by InterContinental Hotels Group PLC.
“IHG Management” d.o.o. Beograd (j)
24th Street Operator Sub, LLC (g) (k)
36th Street IHG Sub, LLC (g) (k)
426 Main Ave LLC (g) (k)
46 Nevins Street Associates, LLC (g) (k)
2250 Blake Street Hotel, LLC (g) (k)
Allegro Management LLC (g) (k)
Alpha Kimball Hotel LLC (g) (k)
American Commonwealth Assurance Co.
Ltd. (m)
Asia Pacific Holdings Limited (n)
Barclay Operating Corp. (k)
BHMC Canada Inc. (o)
BHR Holdings B.V. (p)
BHR Luxembourg SARL (q)
BHR Pacific Holdings, Inc. (k)
BHTC Canada Inc. (o)
BOC Barclay Sub LLC (g) (cj)
Bristol Oakbrook Tenant Company (k)
Café Biarritz (n)
Cambridge Lodging LLC (g) (k)
Capital Lodging LLC (g) (k)
Compañia Inter-Continental De Hoteles
El Salvador SA (n)
Crowne Plaza Amsterdam (Management)
B.V. (r)
Crowne Plaza LLC (g) (k)
Cumberland Akers Hotel LLC (g) (k)
Dunwoody Operations, Inc. (k)
Edinburgh IC Limited (s)
EVEN Real Estate Holding LLC (g) (k)
General Innkeeping Acceptance
Corporation (b) (l)
Guangzhou SC Hotels Services Ltd. (t)
H.I. (Ireland) Limited (u)
HI Sugarloaf, LLC (g) (ci)
Hale International Ltd. (v)
HC International Holdings, Inc. (w)
HH France Holdings SAS (x)
HH Hotels (EMEA) B.V. (p)
HH Hotels (Romania) SRL (y)
HIM (Aruba) NV (z)
Hoft Properties LLC (g) (k)
Holiday Hospitality Franchising, LLC (g) (k)
Holiday Inn Mexicana S.A. de C.V. (ab)
Holiday Inns (China) Ltd (ac)
Holiday Inns (Chongqing), Inc. (l)
Holiday Inns (Courtalin) Holdings SAS (x)
Holiday Inns (Courtalin) SAS (b) (x)
Holiday Inns (England) Ltd. (n)
Holiday Inns (Germany), LLC (g) (l)
Holiday Inns (Guangzhou), Inc. (l)
Holiday Inns (Jamaica) Inc. (l)
Holiday Inns (Malaysia) Ltd. (ac)
Holiday Inns (Middle East) Ltd. (ac)
Holiday Inns (Philippines), Inc. (l)
Holiday Inns (Saudi Arabia), Inc. (l)
Holiday Inns (South East Asia) Inc. (l)
Holiday Inns (Thailand) Ltd. (ac)
Holiday Inns (UK), Inc. (l)
Holiday Inns Crowne Plaza (Hong Kong),
Inc. (l)
Holiday Inns Holdings (Australia) Pty Ltd (aa)
Holiday Inns Inc. (k)
Holiday Inns Investment (Nepal) Ltd. (ac)
Holiday Inns of America (UK) Ltd. (n)
Holiday Inns of Belgium N.V. (ad)
Holiday Pacific Equity Corporation (k)
Holiday Pacific LLC (g) (k)
Holiday Pacific Partners, LP (k)
Hotel InterContinental London (Holdings)
Limited (n)
Hotel Inter-Continental London Limited (n)
Hoteles Y Turismo HIH SRL (n)
IC Hotelbetriebsfuhrungs GmbH (ae)
IC Hotels Management (Portugal) Unipessoal,
Lda (af)
IC International Hotels Limited Liability
Company (ag)
IHC (Thailand) Limited (ah)
IHC Buckhead, LLC (g) (ci)
IHC Edinburgh (Holdings) (n)
IHC Hopkins (Holdings) Corp. (k)
IHC Hotel Limited (n)
IHC Inter-Continental (Holdings) Corp. (k)
IHC London (Holdings) (n)
IHC May Fair (Holdings) Limited (n)
IHC May Fair Hotel Limited (n)
IHC M-H (Holdings) Corp.(k)
IHC Overseas (U.K.) Limited (n)
IHC UK (Holdings) Limited (n)
IHC United States (Holdings) Corp. (b) (k)
IHC Willard (Holdings) Corp. (k)
IHG (Australasia) Limited (d) (ai)
IHG (Marseille) SAS (x)
IHG (Thailand) Limited (aj)
IHG Bangkok Ltd (v)
IHG Brasil Administracao de Hoteis e Servicos
Ltda (ak)
IHG Commission Services SRL (co)
IHG Community Development, LLC (g) (ci)
IHG Cyprus Limited (bw)
IHG de Argentina SA (al)
IHG ECS (Barbados) SRL (co)
IHG Franchising Brasil Ltda (bd)
IHG Franchising DR Corporation (k)
IHG Franchising, LLC (g) (k)
IHG Hotels (New Zealand) Limited (an)
IHG Hotels Limited (n)
IHG Hotels Management (Australia) Pty
Limited (d) (aa)
IHG Hotels Nigeria Limited (ao)
IHG Hotels South Africa (Pty) Ltd (ap)
IHG International Partnership (n)
IHG Istanbul Otel Yönetim Limited Sirketi (bx)
IHG Japan (Management) LLC (ar)
IHG Japan (Osaka) LLC (ar)
IHG Management (Maryland) LLC (g) (as)
IHG Management (Netherlands) B.V. (p)
IHG Management MD Barclay Sub LLC (g) (cj)
IHG Management SL d.o.o (bo)
IHG Orchard Street Member, LLC (g) (k)
IHG PS Nominees Limited (n)
IHG Systems Pty Ltd (d) (aa)
IHG Szalloda Budapest Szolgaltato Kft. (at)
IND East Village SD Holdings, LLC (g) (k)
InterContinental Berlin Service Company
GmbH (au)
InterContinental (Branston) 1 Limited (c) (n)
InterContinental (PB) 1 (n)
InterContinental (PB) 2 (ay)
InterContinental (PB) 3 Limited (n)
InterContinental Brasil Administracao
de Hoteis Ltda (ak)
Inter-Continental D.C. Operating Corp. (k)
Inter-Continental Florida Investment Corp. (k)
Inter-Continental Florida Partner Corp. (k)
InterContinental Gestion Hotelera S.L. (by)
Inter-Continental Hospitality Corporation (k)
InterContinental Hotel Berlin GmbH (au)
InterContinental Hotel Düsseldorf GmbH
(Germany) (av)
Inter-Continental Hoteleira Limitada (aw)
Inter-Continental Hotels (Montreal) Operating
Corp. (ax)
Inter-Continental Hotels (Montreal) Owning
Corp. (ax)
InterContinental Hotels (Puerto Rico) Inc. (az)
Inter-Continental Hotels (Singapore) Pte.
Ltd. (ai)
Inter-Continental Hotels Corporation (k)
Inter-Continental Hotels Corporation de
Venezuela C.A. (ba)
Intercontinental Hotels Corporation
Limited (d) (m)
InterContinental Hotels Group (Asia Pacific)
Pte Ltd (ai)
InterContinental Hotels Group (Australia) Pty
Limited (aa)
InterContinental Hotels Group (Canada) Inc. (o)
InterContinental Hotels Group (España)
SA (by)
InterContinental Hotels Group (Greater China)
Limited (ac)
InterContinental Hotels Group (India) Pvt.
Ltd (aq)
InterContinental Hotels Group (Japan) Inc. (l)
InterContinental Hotels Group (New Zealand)
Limited (an)
InterContinental Hotels Group (Shanghai)
Ltd. (bb)
InterContinental Hotels Group Customer Services Ltd. (n)
InterContinental Hotels Group do Brasil
Limitada (bc)
InterContinental Hotels Group Healthcare Trustee Limited (n)
InterContinental Hotels Group Operating
Corp. (e) (k)
InterContinental Hotels Group Resources
Inc. (b) (k)
InterContinental Hotels Group Services
Company (n)
InterContinental Hotels Italia, S.r.L. (be)
InterContinental Hotels Limited (a) (n)
InterContinental Hotels Management
GmbH (bf)
InterContinental Hotels Nevada
Corporation (ck)
Inter-Continental Hotels of San Francisco
Inc. (k)
Inter-Continental IOHC (Mauritius) Limited (bg)
Inter-Continental Management (Australia) Pty
Limited (aa)
InterContinental Management AM LLC (cm)
InterContinental Management Bulgaria
EOOD (bp)
InterContinental Management France SAS (x)
InterContinental Management Poland sp.
z.o.o (cn)
InterContinental Overseas Holding
Corporation (k)
| 141 |
33. Events after the reporting periodGroup Financial Statements
On 16 January 2015,Notes to the Group completed the acquisition of Financial Statements continued
33. Group companiescontinued
Fully owned subsidiariescontinued
KG Benefits LLC (g) (k)
KG Gift Card Inc. (bz)
KG Liability LLC (g) (k)
KG Technology, LLC (g) (k)
KHP Washington Operator LLC (g) (k)
KHRG 11th Avenue Hotel LLC (g) (k)
KHRG 851 LLC (g) (k)
KHRG Aertson LLC (g) (k)
KHRG Alexandria LLC (g) (k)
KHRG Alexis, LLC (g) (k)
KHRG Allegro, LLC (g) (k)
KHRG Argyle, LLC (g) (k)
KHRG Austin Beverage Company, LLC (g) (k)
KHRG Baltimore, LLC (g) (k)
KHRG Born LLC (g) (k)
KHRG Boston Hotel, LLC (g) (k)
KHRG Canary LLC (g) (k)
KHRG Cayman LLC (g) (k)
KHRG Cayman Employer Ltd. (k)
KHRG DC 1731 LLC (g) (k)
KHRG DC 2505 LLC (g) (k)
KHRG Donovan LLC (g) (k)
KHRG Employer, LLC (g) (k)
KHRG Goleta LLC (g) (k)
KHRG Gray LLC (g) (k)
KHRG Gray U2 LLC (g) (k)
KHRG Hillcrest, LLC (g) (k)
KHRG Huntington Beach LLC (g) (k)
KHRG King Street, LLC (g) (k)
KHRG La Peer LLC (g) (k)
KHRG Miami Beach LLC (g) (k)
KHRG Muse LLC (g) (k)
KHRG NPC LLC (g) (k)
KHRG Onyx LLC (g) (k)
KHRG Palladian LLC (g) (k)
KHRG Palomar Phoenix LLC (g) (k)
KHRG Philly Monaco LLC (g) (k)
KHRG Pittsburgh LLC (g) (k)
KHRG Reynolds LLC (g) (k)
KHRG Riverplace LLC (g) (k)
KHRG Sacramento LLC (g) (k)
KHRG Savannah LLC (g) (k)
KHRG Schofield LLC (g) (k)
KHRG Sedona LLC (g) (k)
KHRG SFD LLC (g) (k)
KHRG State Street LLC (g) (k)
KHRG Sutter LLC (g) (k)
KHRG Sutter Union LLC (g) (k)
KHRG Taconic LLC (g) (k)
KHRG Tariff LLC (g) (k)
KHRG Texas Hospitality, LLC (g) (k)
KHRG Texas Operations, LLC (g) (k)
KHRG Tryon LLC (g) (k)
KHRG Vero Beach, LLC (g) (k)
KHRG Vintage Park LLC (g) (k)
KHRG VZ Austin LLC (g) (k)
KHRG Wabash LLC (g) (k)
KHRG Westwood, LLC (g) (k)
KHRG Wilshire LLC (g) (k)
KHRG WPB LLC (g) (k)
KHRG Zamora LLC (g) (k)
Kimpton Hollywood Licenses LLC (g) (k)
Kimpton Hotel & Restaurant Group, LLC (‘Kimpton’), an unlisted company based in the US,(g) (k)
Kimpton Phoenix Licenses Holdings LLC (g) (k)
Kimpton Sedona Licenses LLC (g) (k)
Louisiana Acquisitions Corp. (k)
Mercer Fairview Holdings LLC (g) (k)
MH Lodging LLC (g) (k)
PML Services LLC (g) (as)
Pollstrong Limited (n)
Powell Pine, Inc. (k)
Priscilla Holiday of Texas, Inc. (cl)
PT SC Hotels & Resorts Indonesia (bh)
Resort Services International (Cayo Largo)
L.P. (ci)
RM Lodging LLC (g) (k)
SBS Maryland Beverage Company LLC (g) (as)
SC Cellars Limited (ay)
SC Hotels International Services, Inc. (k)
SC Leisure Group Limited (n)
SC NAS 2 Limited (n)
SC Quest Limited (n)
SC Reservations (Philippines) Inc. (l)
SCH Insurance Company (bi)
SCIH Branston 3 (n)
Semiramis for $430m paid in cash. Kimpton is the world’s largest independent boutique hotel operator which, together with IHG’straining of Hotel Indigo Personnel
and EVEN brands, creates a leading boutique and lifestyle hotel business.Hotel Management SAE (ch)
The assets and liabilities acquired largely comprise intangible assets, being the Kimpton brand and management contracts, deferred tax assets and goodwill. Due to the close proximity of the acquisition date to the date of these financial statements, the initial accounting for the business combination is incomplete and the Group is unable to provide a quantification of the fair values of these assets. The fair value exercise is ongoing and it is expected that the Group will include an acquisition balance sheet with its interim results for 2015.
SF MH Acquisition transaction costs of $7m were incurred in the year to 31 December 2014 (see note 5).
If the acquisition had taken place on 1 January 2014, it is estimated that Group revenue and Group EBITDA for the year ended 31 December 2014 would have been $37m and $20m higher respectively.
34. Principal operating subsidiary undertakings
InterContinental Hotels Group PLC was the beneficial owner of all of the equity share capital, indirectly through subsidiary undertakings, of the following companies during the year:LLC (g) (k)
Six Continents Limited1Corporate Services (ay)
IHGSix Continents Holdings Limited (n)
Six Continents Hotels de Colombia SA (bj)
Six Continents Hotels International Limited1 (n)
Six Continents Hotels, Inc.2 (k)
Six Continents International Holdings B.V. (p)
Six Continents Investments Limited (f) (n)
Six Continents Limited (n)
Six Continents Overseas Holdings Limited (n)
Six Continents Restaurants Limited (n)
SixCo North America, Inc. (w)
Solamar Lodging LLC (g) (k)
Southern Pacific Hotel Corporation (BVI) Ltd. (v)
Southern Pacific Hotels Properties Limited (v)
SPHC Group Pty Ltd. (aa)
SPHC Management Ltd. (bq)
Universal de Hoteles SA (bj)
White Shield Insurance Company Limited (bk)
Subsidiaries where the effective interest
is less than 100%
H.I. Soaltee Management Company Ltd (76.5%) (ac)
IHG ANA Hotels Group Japan LLC (74.66%) (ar)
IHG ANA Hotels Holdings Co., Ltd. (66%) (ar)
World Trade Centre Montreal Hotel Corporation
(74.11%) (bl)
Associates and joint ventures
111 East 48th Street Holdings LLC
(19.9%) (g) (h) (k)
Alkoer, S. de R.L. de C.V. (50%) (h) (cg)
BCRE IHG 180 Orchard Holdings LLC
(49%) (g) (cf)
Beijing Orient Express Hotel Co., Ltd.
(16.24%) (bm)
Blue Blood (Tianjin) Equity Investment
Management Co., Limited (30.05%) (bn)
Carr Clark SWW Subventure, LLC
(26.67%) (g) (ca)
Carr Waterfront Hotel, LLC (11.46%) (g) (h) (ca)
China Hotel Investment Limited(30.05%) (i) (am)
Desarrollo Alkoer Irapuato S. de R.L. de C.V.
(50%) (cg)
Desarrollo Alkoer Silao S. de R.L. de C.V.
(50%) (cg)
Gestion Hotelera Gestel, C.A. (50%) (c) (h) (ba)
H.I. Soaltee Hotel Company Private Ltd
(33.4%) (br)
Hotel JV Services LLC (16.67%) (c) (g) (cb)
Inter-Continental Hotels Corporation2Saudi Arabia Limited
InterContinental Hotels Group Resources, Inc.2(40%) (bs)
InterContinental Hong KongNF III Seattle, LLC (25%) (g) (cc)
Nuevas Fronteras S.A. (23.66%) (cd)
Panacon (33.33%) (ce)
President Hotel & Tower Co Ltd. (30%) (bu)
Tianjin ICBCI IHG Equity Investment Fund
Management Co., Limited3
Société Nouvelle du Grand Hotel SA4
The companies listed above include those which principally affect the amount of profit and assets of the Group.
| 142 | |
| IHG | Annual Report and Form 20-F |
Parent CompanyFinancial Statements
33. Group companiescontinued
Key | ||
| (a) | Directly owned by InterContinental Hotels Group PLC | |
| (b) | Ordinary shares and preference shares | |
| (c) | Ordinary A and ordinary B shares | |
| (d) | Ordinary shares and redeemable preference shares | |
| (e) | 1/4 vote ordinary shares and ordinary shares | |
| (f) | Ordinary shares, 5% cumulative preference shares and 7% cumulative preference shares | |
| (g) | The entities do not have share capital and are governed by an operating agreement | |
| (h) | Accounted for as associates and joint ventures due to IHG’s decision-making rights contained in the partnership agreement | |
| (i) | Accounted for as an other financial asset due to IHG being unable to exercise significant influence over the financial and operating policy decisions of the entity | |
| Registered addresses | ||
| (j) | Beograd, Cincar, Jankova 3, Serbia | |
| (k) | 1209 Orange Street, Wilmington, DE 19801, USA | |
| (l) | 800 S. Gay Street, Suite 201, Knoxville, TN 37929, USA | |
| (m) | Clarendon House, Church Street West, Bermuda | |
| (n) | Broadwater Park, Denham, Buckinghamshire, UB9 5HR, UK | |
| (o) | 199 Bay Street, Suite 2800, Commerce Court West, Toronto, ON M5L 1A9, Canada | |
| (p) | Kingsfordweg 151, 1043 GR Amsterdam, The Netherlands | |
| (q) | 26 Blvd. Royal, L-2449, Luxembourg | |
| (r) | Nieuwezijds Voorburgwal 5, 1012 RC Amsterdam, The Netherlands | |
| (s) | Caledonian Exchange, 19a Canning Street, Edinburgh, EH3 8HE, UK | |
| (t) | Building 4, No. 13 Xiao Gang Zhong Ma Road, Zhuhai District, Guangzhou, Guangdong, P.R. China | |
| (u) | 29 Earlsfort Terrace, Dublin 2, D02 AY28, Ireland | |
| (v) | Craigmuir Chambers, Road Town, Tortola VG1110, British Virgin Islands | |
| (w) | Wilmington Trust SP Services, Inc. 1105 North Market Street, Suite 1300, Wilmington, DE 19801, USA | |
| (x) | 31–33 rue Mogador – 75009 Paris, France | |
| (y) | Bucharest, 1st District, 50–52 Buzesti St, 83 module, 11 floor, Romania | |
| (z) | 230 J E Irausquin Boulevard, Palm Beach, Aruba | |
| (aa) | Level 11, 20 Bond Street, Sydney NSW 2000, Australia | |
| (ab) | Ontario # 1050, Col. Providencia. Guadalajara, Jalisco CP 44630, Mexico | |
| (ac) | Level 54, Hopewell Center, 183 Queen’s Road East, Hong Kong | |
| (ad) | Rond Punt Schumanplein 11, 1040 Brussels, Belgium | |
| (ae) | Johannesgasse 28, 1030 Wien, Am Heumarkt 4, 1030 Wien, Austria | |
| (af) | Avenida da Republica, no 52 – 9, 1069 – 211, Lisbon, Portugal | |
| (ag) |
| |
| (ah) | 967 Rama I Road, Patumwan, Bangkok, Thailand | |
| (ai) | 230 Victoria Street, #13-00 Bugis Junction Towers, 188024, Singapore | |
| (aj) | 973 President Tower, 7th Floor, Units 7A, 7B, 7C, 7D, 7I, 7F, 7G and
| |
| (ak) | Alameda Jau 536 #3S-B, Sao Paulo, Brazil | |
| (al) | Avenida Cordoba 1547, piso 8, oficina A, Buenos Aires, Argentina | |
| (am) | The Phoenix Centre, George Street, Belleville St. Michael, Barbados | |
| (an) | Floor 9, 36 Kitchener Street, Auckland Central, Auckland 1010, New Zealand | |
| (ao) | 1, Murtala Muhammed Drive, Ikoyi, Lagos, Nigeria | |
| (ap) | Central Office Park Unit 4, 257 Jean Avenue, Centurion 0157, South Africa | |
| (aq) | 11th Floor, Building No. 10, Tower C, DLF Phase-II, DLF Cyber City, Gurgaon, Haryana-122002, India | |
| (ar) | 20th Floor, Toranomon Kotohira Tower, 2–8, Toranomon 1-chome, Minato-ku, Tokyo, Japan | |
| (as) | HIQ Corporate Services Inc., 715 St. Paul Street, Baltimore, MD 21202, USA | |
| (at) | 1052 Budapest, Apáczai Csere János u. 12–14, Hungary | |
| (au) | Budapester Str. 2, D-10787, Berlin, Germany | |
| (av) | Koenigsallee 59, D-40215, Dusseldorf, Germany | |
| (aw) | Av Das Americas 500, Bloco 3, Sala 316, Barra da Tijuca CEP 22640-100, Rio de Janeiro, Brazil | |
| (ax) | InterContinental Montreal, 360 St. Antoine Street West, Montreal, Quebec H2Y 3X4, Canada | |
| (ay) | BDO LLP, Two Snowhill, Birmingham, B4 6GA, UK | |
| (az) | 361 San Francisco Street Penthouse, San Juan, PR 00901, Puerto Rico | |
| (ba) | Hotel Tamanaco Inter-Continental, Final Av. Ppal, Mercedes, Caracas, Venezuela | |
| (bb) | 2nd Floor, Citigroup Tower, No. 33 Huayuanshiqiao Road, Pudong, Shanghai, P.R. China | |
| (bc) | Alameda Jau 536, Suite 3S-C, Sao Paulo, Brazil | |
| (bd) | Alameda Jau 536, Suite 3S-D, Sao Paulo, Brazil | |
| (be) | Bastioni di Porta Nuova 21, 20121 Milano, Italy | |
| (bf) | Am Hauptbahnhof, D-60329, Frankfurt, Germany | |
| (bg) | JurisTax Services Ltd, Level 12, NeXTeracom Tower II, Ebene, Mauritius | |
| (bh) | Menara Impreium 22nd Floor, Suite D, JI. HR. Rasuna Said Kav.1, Guntur Sub-district, Setiabudi District, South Jakarta 12980, Indonesia | |
| (bi) | 150 South Champlain Street, Burlington, VT 05401, USA | |
| (bj) | Calle 16, No 28–51, Variante las Palmas, Colombia |
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Page 155: Hotel Indigo Paris – Opera, France
| (bk) | Suite B, Ground Floor, Regal House, Queensway, Gibraltar | |
| (bl) | Suite 2500, 1000 De La Gauchetiere St. West, Montreal QC H3B 0A2, Canada | |
| (bm) | Room 311, Building 1, No 16 East Wen Hua Yuan Road, Beijing Economy and Technology Development Zone, Beijing, P.R. China | |
| (bn) | Room N306, 3rd Floor, Building 6, Binhai Financial Street, No. 52 West Xincheng Road, Tianjin Economy and Technology Development Zone, Tianjin, P.R. China | |
| (bo) | Cesta v Mestni log 1, 1000 Ljubljana, Slovenia | |
| (bp) | 4fl. 51B Bulgaria Blvd., Triaditsa, Sofia, Bulgaria | |
| (bq) | C/o Holiday Inn & Suites, Cnr Waigani Drive & Wards Road, Port Moresby, National Capital District, Papua New Guinea | |
| (br) | Tahachal, Kathmandu, Nepal | |
| (bs) | Madinah Road, Jeddah, P.O Box 9456, Post Code 21413, Jeddah, Saudi Arabia | |
| (bt) | 20th Floor Menara Haw Par, Jalan Sultan Ismail, Kuala Lumpur, Wilayah Persekutuan, 50250, Malaysia | |
| (bu) | 971, 973 Ploenchit Road, Lumpini, Pathumwan, Bangkok 10330, Thailand | |
| (bv) | Room R316, 3rd Floor, Building 6, Binhai Financial Street, No. 52 West Xincheng Road, Tianjin Economy and Technology Development Zone, Tianjin, P.R. China | |
| (bw) | 195 Arch. Markarios III Ave., Neocleous House, 3030 Limassol, Cyprus | |
| (bx) | Eski Büyükdere Cd. Park Plaza No:14 K:4 Maslak – Sarıyer, Istanbul, Turkey | |
| (by) | Paseo de la Castellana 49, 28046 Madrid, Spain | |
| (bz) | 818 West 7th Street, Los Angeles, CA 90017, USA | |
| (ca) | Carr Hospitality, LLC, 1455 Pennsylvania Avenue, NW, Suite 100, Washington, DC 20004, USA | |
| (cb) | 2711 Centerville Road, Suite 400, Wilmington, DE 19805, USA | |
| (cc) | 2000 Monarch Tower, 3424 Peachtree Road, N.E., Atlanta, GA 30326, USA | |
| (cd) | Moreno 809 2 Piso, Buenos Aires, Argentina | |
| (ce) | Pan-American Life Insurance Company, 601 Poydras Street, New Orleans, LA 70130, USA | |
| (cf) | Brack Capital Real Estate Ltd., 885 Third Avenue, 24th Floor, New York, NY 10022, USA | |
| (cg) | Campos Elíseos 223, piso 7, Colonia Polanco, 11560, Mexico City, Mexico | |
| (ch) | Ground Floor, Al Kamel Law Building, Plot 52-b, Banks Area, Six of October City, Egypt | |
| (ci) | 289 S. Culver Street, Lawrenceville, GA 30046, USA | |
| (cj) | 111 Eighth Avenue, New York, NY 10011, USA | |
| (ck) | 701 S. Carson Street, Suite 200, Carson City, NV 89701, USA | |
| (cl) | 11003 Onion Creek Court, Austin, TX 78747, USA | |
| (cm) | 10, V. Sargsyan Str, office 114, Yerevan 0010, Armenia | |
| (cn) | Al. Jerozolimskie 56C, 00-803 Warsaw, Poland | |
| (co) | Suite 1, Ground Floor, The Financial Services Centre, Bishops Court Hill, St. Michael, Barbados, BB14004 |
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| IHG | Annual Report and Form 20-F 2017 | Parent Company Financial Statements | 151 |
Additional Information
Additional
Information
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Hotel Indigo London – Kensington, UK
| 152 | IHG | Annual Report and Form 20-F 2017 |
| IHG | Annual Report and Form 20-F 2017 | Additional Information | 153 |
Additional Information
Use ofNon-GAAP measures
In addition to performance measures directly observable in the Group Financial Statements (IFRS measures), additional measures (described asNon-GAAP) are presented that are used internally by management as key measures to assess performance.Non-GAAP measures are either not defined under IFRS or are adjusted IFRS figures.
Further explanation in relation to these measures can be found on page 26.
Underlying revenue and underlying operating profitNon-GAAP reconciliations
The tables on pages 154 and 155:
| • | Show underlying revenue and underlying operating profit on both an actual and constant currency basisa; |
| • | Show underlying Group fee revenue and Group fee margin on both an actual and constant currency basisa; and |
Highlights for the year ended 31 December 2017
| Revenue | Operating profit | |||||||||||||||||||||||||||||||||||||||||||||||
| At actual exchange rates | 2017 $m | 2016 $m | Change $m | Change % | 2017 $m | 2016 $m | Change $m | Change % | ||||||||||||||||||||||||||||||||||||||||
| Per Group income statement | 1,784 | 1,715 | 69 | 4.0 | 763 | 678 | 85 | 12.5 | ||||||||||||||||||||||||||||||||||||||||
| Managed leases | (163 | ) | (162 | ) | (1 | ) | (0.6 | ) | (4 | ) | (7 | ) | 3 | 42.9 | ||||||||||||||||||||||||||||||||||
| Exceptional items | – | – | – | – | (4 | ) | 29 | (33 | ) | (113.8 | ) | |||||||||||||||||||||||||||||||||||||
| Underlying at actual exchange rates | 1,621 | 1,553 | 68 | 4.4 | 755 | 700 | 55 | 7.9 | ||||||||||||||||||||||||||||||||||||||||
At actual exchange rates | At constant currency | |||||||||||||||||||||||||||||||||||||||||||||||
2017 $m | 2016 $m | Change $m | Change % | 2017 $m | 2016 $m | Change $m | Change % | |||||||||||||||||||||||||||||||||||||||||
| Underlying revenue | ||||||||||||||||||||||||||||||||||||||||||||||||
| Americas | 991 | 959 | 32 | 3.3 | 996 | 959 | 37 | 3.9 | ||||||||||||||||||||||||||||||||||||||||
| Europe | 164 | 150 | 14 | 9.3 | 165 | 150 | 15 | 10.0 | ||||||||||||||||||||||||||||||||||||||||
| AMEA | 192 | 186 | 6 | 3.2 | 195 | 186 | 9 | 4.8 | ||||||||||||||||||||||||||||||||||||||||
| Greater China | 126 | 117 | 9 | 7.7 | 128 | 117 | 11 | 9.4 | ||||||||||||||||||||||||||||||||||||||||
| Central | 148 | 141 | 7 | 5.0 | 149 | 141 | 8 | 5.7 | ||||||||||||||||||||||||||||||||||||||||
| Underlying Group revenue | 1,621 | 1,553 | 68 | 4.4 | 1,633 | 1,553 | 80 | 5.2 | ||||||||||||||||||||||||||||||||||||||||
| Owned and leased revenue included above | (184 | ) | (173 | ) | (11 | ) | (6.4 | ) | (184 | ) | (173 | ) | (11 | ) | (6.4 | ) | ||||||||||||||||||||||||||||||||
| Underlying Group fee revenue | 1,437 | 1,380 | 57 | 4.1 | 1,449 | 1,380 | 69 | 5.0 | ||||||||||||||||||||||||||||||||||||||||
| Underlying operating profit | ||||||||||||||||||||||||||||||||||||||||||||||||
| Americas | 644 | 633 | 11 | 1.7 | 649 | 633 | 16 | 2.5 | ||||||||||||||||||||||||||||||||||||||||
| Europe | 86 | 73 | 13 | 17.8 | 85 | 73 | 12 | 16.4 | ||||||||||||||||||||||||||||||||||||||||
| AMEA | 83 | 77 | 6 | 7.8 | 86 | 77 | 9 | 11.7 | ||||||||||||||||||||||||||||||||||||||||
| Greater China | 52 | 45 | 7 | 15.6 | 52 | 45 | 7 | 15.6 | ||||||||||||||||||||||||||||||||||||||||
| Central | (110 | ) | (128 | ) | 18 | 14.1 | (113 | ) | (128 | ) | 15 | 11.7 | ||||||||||||||||||||||||||||||||||||
| Underlying Group operating profit | 755 | 700 | 55 | 7.9 | 759 | 700 | 59 | 8.4 | ||||||||||||||||||||||||||||||||||||||||
| Owned and leased profit included above | (31 | ) | (26 | ) | (5 | ) | (19.2 | ) | (31 | ) | (26 | ) | (5 | ) | (19.2 | ) | ||||||||||||||||||||||||||||||||
| Underlying Group fee profit | 724 | 674 | 50 | 7.4 | 728 | 674 | 54 | 8.0 | ||||||||||||||||||||||||||||||||||||||||
| Group fee margin | 50.4% | 48.8% | – | 1.6ppts | 50.2% | 48.8% | – | 1.4ppts | ||||||||||||||||||||||||||||||||||||||||
| a | IHG’s method for calculating the constant currency amounts of entities reporting in currencies other than US dollars is to translate the current period results into US dollars using the prior period’s exchange rate. For example, if a UK entity generated revenue of £100m in 2017 and 2016, the Group Financial Statements would report revenue of $128m in 2017 and $135m in 2016, using the respective average exchange rates for the year of $1=£0.78 and $1=£0.74. For constant currency reporting, 2017 revenue would be translated at $1=£0.74 giving a US dollar value of $135m, thereby showing that underlying revenue was flatyear-on-year. |
| 154 |
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 | ||
|
Page 160: Cypress, A Kimpton Hotel, Cupertino, California, US
Page 161: Hotel Indigo New Orleans Garden District, Louisiana, US
| IHG | Annual Report and Form 20-F |
Highlights for the year ended 31 December 2016
| Revenue | Operating profit | |||||||||||||||||||||||||||||||||||||||||||||||
| At actual exchange rates | 2016 $m | 2015 $m | Change $m | Change % | 2016 $m | 2015 $m | Change $m | Change % | ||||||||||||||||||||||||||||||||||||||||
| Per Group income statement | 1,715 | 1,803 | (88 | ) | (4.9 | ) | 678 | 1,499 | (821 | ) | (54.8 | ) | ||||||||||||||||||||||||||||||||||||
| Owned asset disposals | – | (128 | ) | 128 | 100.0 | – | (30 | ) | 30 | 100.0 | ||||||||||||||||||||||||||||||||||||||
| Managed leases | (162 | ) | (159 | ) | (3 | ) | (1.9 | ) | (7 | ) | (6 | ) | (1 | ) | (16.7 | ) | ||||||||||||||||||||||||||||||||
| Liquidated damages | – | (3 | ) | 3 | 100.0 | – | (3 | ) | 3 | 100.0 | ||||||||||||||||||||||||||||||||||||||
| Exceptional items | – | – | – | – | 29 | (819 | ) | 848 | 103.5 | |||||||||||||||||||||||||||||||||||||||
| Underlying at actual exchange rates | 1,553 | 1,513 | 40 | 2.6 | 700 | 641 | 59 | 9.2 | ||||||||||||||||||||||||||||||||||||||||
| At actual exchange rates | At constant currency | |||||||||||||||||||||||||||||||||||||||||||||||
2016 $m | 2015 $m | Change $m | Change % | 2016 $m | 2015 $m | Change $m | Change % | |||||||||||||||||||||||||||||||||||||||||
| Underlying revenue | ||||||||||||||||||||||||||||||||||||||||||||||||
| Americas | 959 | 914 | 45 | 4.9 | 967 | 914 | 53 | 5.8 | ||||||||||||||||||||||||||||||||||||||||
| Europe | 150 | 160 | (10 | ) | (6.3 | ) | 161 | 160 | 1 | 0.6 | ||||||||||||||||||||||||||||||||||||||
| AMEA | 186 | 195 | (9 | ) | (4.6 | ) | 187 | 195 | (8 | ) | (4.1 | ) | ||||||||||||||||||||||||||||||||||||
| Greater China | 117 | 109 | 8 | 7.3 | 123 | 109 | 14 | 12.8 | ||||||||||||||||||||||||||||||||||||||||
| Central | 141 | 135 | 6 | 4.4 | 144 | 135 | 9 | 6.7 | ||||||||||||||||||||||||||||||||||||||||
| Underlying Group revenue | 1,553 | 1,513 | 40 | 2.6 | 1,582 | 1,513 | 69 | 4.6 | ||||||||||||||||||||||||||||||||||||||||
| Owned and leased revenue included above | (173 | ) | (164 | ) | (9 | ) | (5.5 | ) | (173 | ) | (164 | ) | (9 | ) | (5.5 | ) | ||||||||||||||||||||||||||||||||
| Underlying Group fee revenue (inc Kimpton) | 1,380 | 1,349 | 31 | 2.3 | 1,409 | 1,349 | 60 | 4.4 | ||||||||||||||||||||||||||||||||||||||||
| Underlying operating profit | ||||||||||||||||||||||||||||||||||||||||||||||||
| Americas | 633 | 594 | 39 | 6.6 | 640 | 594 | 46 | 7.7 | ||||||||||||||||||||||||||||||||||||||||
| Europe | 73 | 76 | (3 | ) | (3.9 | ) | 76 | 76 | – | – | ||||||||||||||||||||||||||||||||||||||
| AMEA | 77 | 81 | (4 | ) | (4.9 | ) | 78 | 81 | (3 | ) | (3.7 | ) | ||||||||||||||||||||||||||||||||||||
| Greater China | 45 | 41 | 4 | 9.8 | 47 | 41 | 6 | 14.6 | ||||||||||||||||||||||||||||||||||||||||
| Central | (128 | ) | (151 | ) | 23 | 15.2 | (139 | ) | (151 | ) | 12 | 7.9 | ||||||||||||||||||||||||||||||||||||
| Underlying Group operating profit | 700 | 641 | 59 | 9.2 | 702 | 641 | 61 | 9.5 | ||||||||||||||||||||||||||||||||||||||||
| Owned and leased profit included above | (26 | ) | (27 | ) | 1 | 3.7 | (26 | ) | (27 | ) | 1 | 3.7 | ||||||||||||||||||||||||||||||||||||
| Underlying Group fee profit (inc Kimpton) | 674 | 614 | 60 | 9.8 | 676 | 614 | 62 | 10.1 | ||||||||||||||||||||||||||||||||||||||||
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Other financial information | 155 |
Additional Information
Other financial information continued
Underlying earnings per ordinary share reconciliation
The following table reconciles basic earnings per ordinary share to underlying earnings per ordinary share.
| 12 months ended | ||||||||||||||||
| 31 December | ||||||||||||||||
2017 $m | 2016 $m | |||||||||||||||
| Basic earnings per ordinary share | ||||||||||||||||
| Profit available for equity holders | 592 | 414 | ||||||||||||||
| Basic weighted average number of ordinary shares (millions) | 193 | 212 | ||||||||||||||
| Basic earnings per ordinary share (cents) | 306.7 | 195.3 | ||||||||||||||
| Underlying earnings per ordinary share | ||||||||||||||||
| Profit available for equity holders | 592 | 414 | ||||||||||||||
| Adjusted for: | ||||||||||||||||
Exceptional items before tax | (4 | ) | 29 | |||||||||||||
Tax on exceptional items | 2 | (12 | ) | |||||||||||||
Exceptional tax credit | (118 | ) | – | |||||||||||||
Managed leases | (4 | ) | (7 | ) | ||||||||||||
Tax on managed leases | 1 | 2 | ||||||||||||||
Currency effect | 4 | – | ||||||||||||||
| Underlying profit available for equity holders | 473 | 426 | ||||||||||||||
| Underlying earnings per ordinary share (cents) | 245.1 | 200.9 | ||||||||||||||
Net capital expenditure reconciliation The following table reconciles net cash from investing activities to net capital expenditure as included in the Group Financial Statements.
|
| |||||||||||||||
12 months ended 31 December | ||||||||||||||||
2017 $m | 2016 $m | |||||||||||||||
| Net cash from investing activities | (263 | ) | (216 | ) | ||||||||||||
| Adjusted for: | ||||||||||||||||
Tax paid on disposals | 25 | – | ||||||||||||||
System Fund depreciation and amortisation | 36 | 31 | ||||||||||||||
| Net capital expenditure | (202 | ) | (185 | ) | ||||||||||||
| Add back: | ||||||||||||||||
Disposal receipts | (104 | ) | (25 | ) | ||||||||||||
System Fund depreciation and amortisation | (36 | ) | (31 | ) | ||||||||||||
| Gross capital expenditure | (342 | ) | (241 | ) | ||||||||||||
| Analysed as: | ||||||||||||||||
Capital expenditure: maintenance and key money | (115 | ) | (96 | ) | ||||||||||||
Capital expenditure: recyclable investments | (85 | ) | (40 | ) | ||||||||||||
Capital expenditure: System Fund investments | (142 | ) | (105 | ) | ||||||||||||
| Gross capital expenditure | (342 | ) | (241 | ) | ||||||||||||
Free cash flow reconciliation The following table reconciles net cash from operating activities to free cash flow.
| ||||||||||||||||
| 12 months ended 31 December | ||||||||||||||||
2017 $m | 2016 $m | 2015 $m | ||||||||||||||
| Net cash from operating activities | 634 | 752 | 628 | |||||||||||||
| Less: | ||||||||||||||||
Purchase of shares by employee share trusts | (3) | (10 | ) | (47 | ) | |||||||||||
Capital expenditure: maintenance and key money | (115) | (96 | ) | (115 | ) | |||||||||||
Cash receipt from renegotiation of long-term partnership agreements | – | (95 | ) | – | ||||||||||||
| Free cash flow | 516 | 551 | 466 | |||||||||||||
| 156 | IHG | Annual Report and Form 20-F 2017 |
RevPAR, average daily rate and occupancy
RevPAR, a key performance measure used by management (see page 26 for further information) comprises IHG System rooms revenue divided by the number of room nights available and can be mathematically derived from occupancy multiplied by average daily rate. Occupancy is rooms occupied by hotel guests expressed as a percentage of rooms that are available. Average daily rate is rooms revenue divided by the number of room nights sold. RevPAR is a key indicator of performance as it measures period-over-period change in rooms revenue for comparable hotels.
The following tables present RevPAR statistics for the year ended 31 December 2017 and a comparison to 2016. Franchised, managed, owned and leased statistics are for comparable hotels, and include only those hotels in the Group’s system at 31 December 2017 and franchised, managed, owned or leased by the Group since 1 January 2016.
The comparison with 2016 is at constant US$ exchange rates.
| Franchised | Managed | Owned and leased | ||||||||||||||||||||||||||||||||||
| 2017 | Change vs 2016 | 2017 | Change vs 2016 | 2017 | Change vs 2016 | |||||||||||||||||||||||||||||||
| Americas | ||||||||||||||||||||||||||||||||||||
| InterContinental | ||||||||||||||||||||||||||||||||||||
| Occupancy | 68.8% | 1.6ppt | 78.6% | 0.4ppt | 83.0% | 1.4ppt | ||||||||||||||||||||||||||||||
| Average daily rate | $138.68 | (0.7)% | $233.31 | (1.3)% | $324.33 | 1.7% | ||||||||||||||||||||||||||||||
| RevPAR | $95.41 | 1.6% | $183.35 | (0.9)% | $269.05 | 3.5% | ||||||||||||||||||||||||||||||
| Kimpton | ||||||||||||||||||||||||||||||||||||
| Occupancy | – | – | 81.9% | 0.2ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | – | – | $231.43 | 0.2% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | – | – | $189.46 | 0.4% | – | – | ||||||||||||||||||||||||||||||
| Crowne Plaza | ||||||||||||||||||||||||||||||||||||
| Occupancy | 67.8% | (0.2)ppt | 79.0% | 0.3ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $121.65 | 2.2% | $138.22 | 0.9% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $82.42 | 1.9% | $109.20 | 1.2% | – | – | ||||||||||||||||||||||||||||||
| Hotel Indigo | ||||||||||||||||||||||||||||||||||||
| Occupancy | 70.5% | 1.5ppt | 83.7% | 7.7ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $144.37 | (0.8)% | $235.89 | 1.4% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $101.75 | 1.3% | $197.33 | 11.6% | – | – | ||||||||||||||||||||||||||||||
| EVEN Hotels | ||||||||||||||||||||||||||||||||||||
| Occupancy | – | – | 91.0% | 4.8ppt | 66.4% | (3.1)ppt | ||||||||||||||||||||||||||||||
| Average daily rate | – | – | $236.20 | (5.0)% | $132.10 | 1.6% | ||||||||||||||||||||||||||||||
| RevPAR | – | – | $215.03 | 0.4% | $87.74 | (2.9)% | ||||||||||||||||||||||||||||||
| Holiday Inn | ||||||||||||||||||||||||||||||||||||
| Occupancy | 66.6% | 0.2ppt | 71.3% | 0.3ppt | 80.1% | 6.9ppt | ||||||||||||||||||||||||||||||
| Average daily rate | $111.58 | 1.5% | $129.74 | (0.4)% | $160.26 | 2.7% | ||||||||||||||||||||||||||||||
| RevPAR | $74.29 | 1.9% | $92.54 | (0.0)% | $128.39 | 12.4% | ||||||||||||||||||||||||||||||
| Holiday Inn Express | ||||||||||||||||||||||||||||||||||||
| Occupancy | 68.7% | 0.3ppt | – | – | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $112.64 | 1.3% | – | – | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $77.43 | 1.7% | – | – | – | – | ||||||||||||||||||||||||||||||
| Staybridge Suites | ||||||||||||||||||||||||||||||||||||
| Occupancy | 75.7% | 0.1ppt | 81.6% | (0.7)ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $114.40 | 1.5% | $138.75 | 0.1% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $86.60 | 1.7% | $113.28 | (0.7)% | – | – | ||||||||||||||||||||||||||||||
| Candlewood Suites | ||||||||||||||||||||||||||||||||||||
| Occupancy | 72.6% | 1.0ppt | 79.8% | (0.5)ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $84.31 | 2.2% | $82.63 | 1.1% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $61.25 | 3.6% | $65.98 | 0.4% | – | – | ||||||||||||||||||||||||||||||
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Other financial information | 157 |
Additional Information
Other financial information continued
RevPAR, average daily rate and occupancycontinued
| Franchised | Managed | Owned and leased | ||||||||||||||||||||||||||||||||||
| 2017 | Change vs 2016 | 2017 | Change vs 2016 | 2017 | Change vs 2016 | |||||||||||||||||||||||||||||||
| Europe | ||||||||||||||||||||||||||||||||||||
| InterContinental | ||||||||||||||||||||||||||||||||||||
| Occupancy | 73.3% | 1.5ppt | 70.6% | 1.9ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $163.80 | 10.6% | $220.38 | 3.3% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $120.00 | 12.9% | $155.60 | 6.2% | – | – | ||||||||||||||||||||||||||||||
| Crowne Plaza | ||||||||||||||||||||||||||||||||||||
| Occupancy | 73.5% | 3.1ppt | 74.1% | 3.0ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $113.16 | 2.0% | $135.86 | 4.1% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $83.20 | 6.6% | $100.72 | 8.5% | – | – | ||||||||||||||||||||||||||||||
| Hotel Indigo | ||||||||||||||||||||||||||||||||||||
| Occupancy | 79.0% | 1.8ppt | 78.2% | 2.5ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $136.97 | 1.2% | $170.82 | 9.8% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $108.26 | 3.6% | $133.52 | 13.4% | – | – | ||||||||||||||||||||||||||||||
| Holiday Inn | ||||||||||||||||||||||||||||||||||||
| Occupancy | 73.1% | 2.0ppt | 74.7% | 4.7ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $95.04 | 2.8% | $82.81 | 4.7% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $69.52 | 5.6% | $61.89 | 11.7% | – | – | ||||||||||||||||||||||||||||||
| Holiday Inn Express | ||||||||||||||||||||||||||||||||||||
| Occupancy | 78.1% | 1.3ppt | 68.0% | 6.2ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $88.49 | 4.5% | $57.71 | 5.7% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $69.09 | 6.3% | $39.26 | 16.2% | – | – | ||||||||||||||||||||||||||||||
| Staybridge Suites | ||||||||||||||||||||||||||||||||||||
| Occupancy | 81.1% | (1.6)ppt | – | – | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $120.21 | 4.4% | – | – | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $97.53 | 2.3% | – | – | – | – | ||||||||||||||||||||||||||||||
| Asia, Middle East and Africa (AMEA) | ||||||||||||||||||||||||||||||||||||
| InterContinental | ||||||||||||||||||||||||||||||||||||
| Occupancy | 78.4% | 1.6ppt | 72.2% | 2.0ppt | 47.4% | (5.9)ppt | ||||||||||||||||||||||||||||||
| Average daily rate | $180.20 | (1.9)% | $198.85 | (0.1)% | $114.41 | (3.7)% | ||||||||||||||||||||||||||||||
| RevPAR | $141.31 | 0.1% | $143.57 | 2.8% | $54.26 | (14.4)% | ||||||||||||||||||||||||||||||
| Crowne Plaza | ||||||||||||||||||||||||||||||||||||
| Occupancy | 75.4% | (0.1)ppt | 72.7% | 1.1ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $100.87 | 1.5% | $119.24 | (1.5)% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $76.00 | 1.4% | $86.68 | 0.1% | – | – | ||||||||||||||||||||||||||||||
| Hotel Indigo | ||||||||||||||||||||||||||||||||||||
| Occupancy | – | – | 73.8% | (2.9)ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | – | – | $101.26 | 13.0% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | – | – | $74.78 | 8.7% | – | – | ||||||||||||||||||||||||||||||
| Holiday Inn | ||||||||||||||||||||||||||||||||||||
| Occupancy | 67.2% | 0.9ppt | 75.7% | 2.1ppt | 97.1% | 1.6ppt | ||||||||||||||||||||||||||||||
| Average daily rate | $107.44 | (5.9)% | $94.03 | (0.6)% | $125.25 | 8.2% | ||||||||||||||||||||||||||||||
| RevPAR | $72.18 | (4.7)% | $71.18 | 2.3% | $121.58 | 10.0% | ||||||||||||||||||||||||||||||
| Holiday Inn Express | ||||||||||||||||||||||||||||||||||||
| Occupancy | 71.1% | 2.3ppt | 72.3% | 4.4ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $62.38 | (6.2)% | $67.36 | 0.6% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $44.36 | (3.0)% | $48.66 | 7.1% | – | – | ||||||||||||||||||||||||||||||
| Staybridge Suites | ||||||||||||||||||||||||||||||||||||
| Occupancy | – | – | 73.8% | 2.0ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | – | – | $133.08 | 4.8% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | – | – | $98.18 | 7.7% | – | – | ||||||||||||||||||||||||||||||
| Other | ||||||||||||||||||||||||||||||||||||
| Occupancy | 83.6% | 4.7ppt | 88.6% | (0.3)ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $77.71 | 3.9% | $104.80 | 6.6% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $64.98 | 10.1% | $92.87 | 6.2% | – | – | ||||||||||||||||||||||||||||||
| 158 | IHG | Annual Report and Form 20-F 2017 |
| Franchised | Managed | Owned and leased | ||||||||||||||||||||||||||||||||||
| 2017 | Change vs 2016 | 2017 | Change vs 2016 | 2017 | Change vs 2016 | |||||||||||||||||||||||||||||||
| Greater China | ||||||||||||||||||||||||||||||||||||
| InterContinental | ||||||||||||||||||||||||||||||||||||
| Occupancy | 86.8% | 3.3ppt | 65.7% | 3.2ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $212.78 | 3.0% | $125.25 | (1.2)% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $184.79 | 7.0% | $82.29 | 3.9% | – | – | ||||||||||||||||||||||||||||||
| HUALUXE | ||||||||||||||||||||||||||||||||||||
| Occupancy | – | – | 49.2% | 8.3ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | – | – | $51.61 | 0.8% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | – | – | $25.41 | 21.2% | – | – | ||||||||||||||||||||||||||||||
| Crowne Plaza | ||||||||||||||||||||||||||||||||||||
| Occupancy | – | – | 63.2% | 4.7ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | – | – | $79.03 | 0.4% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | – | – | $49.98 | 8.5% | – | – | ||||||||||||||||||||||||||||||
| Hotel Indigo | ||||||||||||||||||||||||||||||||||||
| Occupancy | – | – | 74.7% | 3.2ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | – | – | $175.48 | (2.5)% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | – | – | $131.02 | 1.8% | – | – | ||||||||||||||||||||||||||||||
| Holiday Inn | ||||||||||||||||||||||||||||||||||||
| Occupancy | 83.4% | 8.2ppt | 68.2% | 3.2ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $107.95 | (3.3)% | $69.27 | 0.7% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $90.01 | 7.3% | $47.21 | 5.7% | – | – | ||||||||||||||||||||||||||||||
| Holiday Inn Express | ||||||||||||||||||||||||||||||||||||
| Occupancy | 56.8% | (13.0)ppt | 70.3% | 2.0ppt | – | – | ||||||||||||||||||||||||||||||
| Average daily rate | $29.46 | 8.0% | $49.53 | 2.7% | – | – | ||||||||||||||||||||||||||||||
| RevPAR | $16.74 | (12.1)% | $34.82 | 5.7% | – | – | ||||||||||||||||||||||||||||||
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Other financial information | 159 |
Additional Information
This Directors’ Report includes the information required to be given in line with the Companies Act or, where provided elsewhere, an appropriate cross reference is given. The Corporate Governance Statement approved by the Board is provided on pages 47 to 63 and incorporated by reference herein.
Subsidiaries, joint ventures and associated undertakings
The Group has over 300 subsidiaries, joint ventures and associated undertakings. A complete list of these entities is provided at note 33 of the Group Financial Statements on pages 141 to 143.
Directors
For biographies of the current Directors see pages 48 and 49.
Directors’ and officers’ (D&O) liability insurance and existence of qualifying indemnity provisions
The Company maintains the Group’s D&O liability insurance policy, which covers Directors and officers of the Company defending civil proceedings brought against them in their capacity as Directors or officers of the Company (including those who served as Directors or officers during the year). There were no indemnity provisions relating to the UK pension plan for the benefit of the Directors during 2017.
Articles of Association
The Company’s Articles of Association may only be amended by special resolution and are available on the Company’s website atwww.ihgplc.com/investors under Corporate governance. A summary is provided on pages 169 and 170.
Shares
Share capital
The Company’s issued share capital at 31 December 2017 consisted of 197,597,610 ordinary shares of 1917/21 pence each, including
7,607,430 shares held in treasury, which constitute 3.8% of the total issued share capital (including treasury shares). There are no special control rights or restrictions on share transfers or limitations on the holding of any class of shares.
During 2017:
As far as is known to management, IHG is not directly or indirectly owned or controlled by another company or by any government. The Board focuses on shareholder value-creation. When it decides to return capital to shareholders, it considers all of its options, including share buybacks and special dividends.
Share issues and buybacks
At the AGM held on 5 May 2017, shareholders authorised the Directors to issue new shares and the Company to buy back existing shares. During 2017 these routine authorities were not exercised.
Dividends
In 2017, the Company announced a $400 million return of funds to shareholders via special dividend and share consolidation on the basis of 45 ordinary shares of 19 17/21 pence per share for every 47 existing ordinary shares of 18 318/329 pence each (effective as of 8 May 2017).
| Dividend | Ordinary shares | ADRs | ||||||||||
| Special dividend | ||||||||||||
A special dividend was paid on 22 May 2017 to shareholders on the register at the close of business on 5 May 2017 | 156.4p | 202.5¢ | ||||||||||
| Interim dividend | ||||||||||||
An interim dividend was paid on 6 October 2017 to shareholders on the register at the close of business on 1 September 2017 | 24.4p | 33.0¢ | ||||||||||
| Final dividend | ||||||||||||
Subject to shareholder approval, payable on 11 May 2018 to shareholders on the register at the close of business on 3 April 2018 | 71.0¢a | 71.0¢ | ||||||||||
| a | The sterling amount of the final dividend will be announced on 23 April 2018 using the average of the daily exchange rates from 18 April 2018 to 20 April 2018 inclusive. |
Major institutional shareholders
As at 19 February 2018, the Company had been notified of the following significant holdings in its ordinary shares under the UK Disclosure Guidance and Transparency Rules (DTRs):
| As at 19 February 2018 | As at 20 February 2017 | As at 22 February 2016 | ||||||||||||||||||||||||||||||||||
| Shareholder | | Ordinary shares/ADSs | a | % | a | | Ordinary shares/ADSs | a | % | a | | Ordinary shares/ADSs | a | % | a | |||||||||||||||||||||
| BlackRock, Inc. | 11,280,241 | b | 5.92 | 10,930,440 | 5.53 | 12,916,001 | 5.47 | |||||||||||||||||||||||||||||
| Boron Investments BV | 11,850,000 | 5.02 | 11,850,000 | 5.02 | 11,850,000 | 5.02 | ||||||||||||||||||||||||||||||
| Cedar Rock Capital Limited | 14,923,417 | 5.07 | 14,923,417 | 5.07 | 14,923,417 | 5.07 | ||||||||||||||||||||||||||||||
| Fiera Capital Corporation | 7,707,008 | 4.06 | n/a | n/a | n/a | n/a | ||||||||||||||||||||||||||||||
| Fundsmith LLP | 10,222,246 | 5.18 | 10,222,246 | 5.18 | n/a | n/a | ||||||||||||||||||||||||||||||
| The Capital Group Companies, Inc. | 9,670,450 | 5.09 | 9,864,894 | 4.99 | n/a | n/a | ||||||||||||||||||||||||||||||
| a | The number of shares and percentage of voting rights was determined at the time of the relevant disclosures made in accordance with Rule 5 of the DTRs and doesn’t reflect the impact of any share consolidation or any changes in shareholding subsequent to the date of notification that are not required to be notified to us under the DTRs. |
| b | Total shown includes 508,807 contracts for difference and 1,171,293 qualifying financial instruments to which voting rights are attached. |
The Company’s major shareholders have the same voting rights as other shareholders. The Company does not know of any arrangements the operation of which may result in a change in its control.
For further details on shareholder profiles, see page 180.
| 160 | IHG | Annual Report and Form 20-F 2017 |
2017 share awards and grants to employees
Our current policy is to settle the majority of awards or grants under the Company’s share plans with shares purchased in the market or from shares held in treasury; however, the Board continues to review this policy. The Company’s share plans incorporate the current Investment Associations’ guidelines on dilution which provide that commitments to new shares orre-issue treasury shares under executive plans should not exceed 5% of the issued ordinary share capital of the Company (adjusted for share issuance and cancellation) in any10-year period. During the financial year ended 31 December 2017, the Company transferred 916,835 treasury shares (0.4% of issued share capital) to satisfy obligations under its share plans.
The estimated maximum dilution from awards made under the Company’s shareplans over the last 10 years is 2.2%.
As at 31 December 2017, no options were outstanding. The Company has not utilised the authority given by shareholders at any of its AGMs to allot shares for cash without first offering such shares to existing shareholders.
Employee share ownership trust (ESOT)
IHG operates an ESOT for the benefit of employees and former employees. The ESOT receives treasury shares from the Company and purchases ordinary shares in the market and releases them to current and former employees in satisfaction of share awards. During 2017, the ESOT released 1,249,660 shares and at 31 December 2017 it held 624,683 ordinary shares in the Company. The ESOT adopts a prudent approach to purchasing shares, using funds provided by the Group, based on expectations of future requirements.
Where shares held in the ESOT have been allocated to share plan participants on terms that entitle those participants to request or require the trustee of the ESOT to exercise the voting rights relating to those shares, the trustee shall exercise those votes in accordance with the directions of the participants. In respect of shares in the ESOT that have not been allocated to share plan participants, or have not been allocated on such terms, the trustee may vote or abstain from exercising their voting rights in relation to those shares, or accept or reject any offer relating to the shares, in any way it sees fit.
Unless otherwise requested by the Company, the trustee of the ESOT waives all ordinary dividends on the shares held in the ESOT, other than shares which have been allocated to participants on terms which entitle them to the benefit of dividends, except for such amount per share as shall, when multiplied by the number of shares held by it on the relevant date, equal one pence.
Future business developments of the Group
Further details on these are set out in the Strategic Report on pages 2 to 43.
Employees and Code of Conduct
Having a predominantly franchised and managed business model means that not all of those people who work at hotels operated under our brands are our employees. When the Group’s entire estate is taken into account (including those working in our franchised and managed hotels), over 375,000 people worked globally across IHG’s brands as at 31 December 2017.
IHG employed the following as at 31 December 2017:
See notes 3 and 32 of the Group Financial Statements on pages 109 and 140 for more information.
We continue to focus on providing an inclusive environment, in which employees are valued for who they are and what they bring to the Group, and in which talented individuals are retained through all levels of the organisation – see pages 18 and 19.
We also look to appoint the most appropriate person for the job and are committed to providing equality of opportunity to all employees without discrimination. Every effort is made to ensure that applications for employment from disabled employees are fully and fairly considered and that disabled employees have equal opportunities to training, career development and promotion.
The Code of Conduct applies to all Directors, officers and employees and complies with the NYSE rules as set out in Section 406 of the US Sarbanes-Oxley Act 2002. Further details can be found on page 176.
For more information on the Group’s employment policies, including equal opportunities, employee communications and development, see pages 18 and 19.
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Director’s Report | 161 |
Additional Information
Directors’ Report continued
Greenhouse gas (GHG) emissions
By delivering more environmentally sustainable hotels, we can drive cost efficiencies for owners and meet the expectations of all our stakeholders. We recognise the importance of reducing our global GHG emissions for corporate offices and hotels – our target is to reduce our carbon footprint per occupied room by 15 per cent across our entire estate by 31 December 2017 (against a 2012 baseline). See page 25 for progress.
| Reporting boundary | Measure | 2017 | ª | 2016 | a | |||||||||||
Global – corporate offices and franchised, managed, owned and leased hotelsb(a KPI and part of our five-year targets) | Scope 1 Direct emissions (tCO2e) | 1,199,544.40 | 1,212,547.84 | |||||||||||||
| Scope 2 Indirect emissions (tCO2e) | 3,770,639.15 | 3,837,518.39 | ||||||||||||||
| Total GHG emissions (tCO2e) | 4,970,183.55 | 5,050,066.23 | ||||||||||||||
| IHG’s chosen intensity measurement GHG emissions per occupied room (kgCO2e per occupied room) | 27.39 | 29.48 | ||||||||||||||
Global – corporate offices and managed, owned and leased hotelsb(as required under the Companies Act 2006) | Scope 1 Direct emissions (tCO2e) | 451,247.09 | 426,869.82 | |||||||||||||
| Scope 2 Indirect emissions (tCO2e) | 1,898,679.62 | 1,914,276.33 | ||||||||||||||
| Total GHG emissions (tCO2e) | 2,349,926.71 | 2,341,146.15 | ||||||||||||||
| IHG’s chosen intensity measurement GHG emissions per occupied room (kgCO2e per occupied room) | 45.77 | 49.76 |
| a | Reporting period commencing on 1 October and ending on 30 September – due to the delay in hotels receiving their energy bills it is not possible to report accurately GHG emissions from 1 January to 31 December. |
| b | Includes all of our branded hotels but does not include emissions from 90 hotels. We do not have sufficient data to estimate their emissions and believe them to be immaterial. |
Scope
We report Scope 1 and Scope 2 emissions as defined by the GHG protocol as follows:
Methodology
We have worked with external consultants to give us anup-to-date picture of IHG’s carbon footprint and to assess our performance over the past few years. The external consultants use a sampling and extrapolation methodology to estimate our GHG emissions. For 2017, in line with the methodology set out in the GHG Protocol Corporate Standard, the sample covered 4,011 (78%) of our 5,137 hotels. As IHG’s System size is continually changing and the number of hotels reporting data to the IHG Green Engage system increases annually, we are restating the impacts for all years from the baseline year (2012) annually to enable comparisons to be made.
Finance
Political donations
The Group made no political donations under the Companies Act during the year and proposes to maintain this policy.
Financial risk management
The Group’s financial risk management objectives and policies, including its use of financial instruments, are set out in note 22 to the Group Financial Statements on pages 126 to 129.
Significant agreements and change of control provisions
The Group is a party to the following arrangements which could be terminated upon a change of control of the Company and which are considered significant in terms of their potential impact on the business of the Group as a whole:
Further details on material contracts are set out on pages 171 to 172.
Business relationships
The Group is party to a technology outsourcing agreement with International Business Machines Corporation (IBM), pursuant to which IBM operates and maintains the infrastructure of the Group’s Guest Reservation System. Unless extended, this agreement is due to expire on 31 December 2018.
The Group is party to a technology agreement with Amadeus Hospitality Americas, Inc. (Amadeus), for the development and hosting of the Group’s next generation Guest Reservation System. The initial term of 10 years will expire in 2028, and the Group has the right to extend this agrement for two additional periods of up to 10 years each on the same terms, conditions and pricing. The financial and performance obligations in this agreement are guaranteed by Amadeus IT Group S.A., the parent company of Amadeus Hospitality Americas, Inc.
Otherwise, there are no specific individual contracts or arrangements considered to be essential to the business of the Group as a whole.
Disclosure of information to Auditor
For details, see page 80.
| 162 | IHG | Annual Report and Form 20-F 2017 |
Listing Rules – compliance with LR 9.8.4C
Section | Applicablesub-paragraph within LR 9.8.4C | Location | ||||||
| 1 | Interest capitalised | Group Financial Statements, note 6, page 111 | ||||||
| 4 | Details of long-term incentive schemes | Directors’ Remuneration Report, pages 64 to 77 | ||||||
| 6 | Waiver of future emoluments by a Director | Directors’ Remuneration Report, page 76 |
The above table sets out only those sections of LR 9.8.4C which are relevant. The remaining sections of LR 9.8.4 are not applicable.
Going concern
An overview of the business activities of IHG, including a review of the key business risks that the Group faces, is given in the Strategic Report on pages 2 to 43 and in the Group information on pages 164 to 172. Information on the Group’s treasury management policies can be found in note 22 to the Group Financial Statements on pages 126 to 129. In March 2017, the Group extended the maturity of its $1.275 billion facility to March 2022.
At the end of 2017, the Group was trading significantly within its banking covenants and debt facilities.
The Group’sfee-based model and wide geographic spread mean that it is well placed to manage through uncertain times, and our forecasts and sensitivity projections, based on a range of reasonably possible changes in trading performance, show that the Group should be able to operate within the level of its current facilities.
After making enquiries, the Directors have a reasonable expectation that the Company and the Group have adequate resources to continue in operational existence for the foreseeable future and, accordingly, they continue to adopt the going concern basis in preparing the Consolidated Financial Statements.
Please see page 22 for the Directors’ assessment of the viability of the Group.
By order of the Board,
George Turner
Company Secretary
InterContinental Hotels Group PLC
Registered in England and Wales, Company number 5134420
19 February 2018
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Director’s Report | 163 |
Additional Information
Group informationGroup information
The Company was incorporated and registered in England and Wales with registered number 5134420 on 21 May 2004 as a limited company under the Companies Act 1985 with the name Hackremco (No. 2154) Limited. In 2004/05, as part of a scheme of arrangement to facilitate the return of capital to shareholders, the following structural changes were made to the Group: (i) on 24 March 2005, Hackremco (No. 2154) Limited changed its name to New InterContinental Hotels Group Limited; (ii) on 27 April 2005, New InterContinental Hotels Group Limitedre-registered as a public limited company and changed its name to New InterContinental Hotels Group PLC; and (iii) on 27 June 2005, New InterContinental Hotels Group PLC changed its name to InterContinental Hotels Group PLC and became the holding company of the Group.
The Group formerly known as Bass, and more recently,then Six Continents, was historically a conglomerate operating as, among other things, a brewer, soft drinks manufacturer, hotelier, leisure operator, and restaurant, pub and bar owner. In 1988 Bass acquired Holiday Inn International and the last several years, the Group has undergone a major transformation in its operations and organisation, as a resultremainder of the separation (as discussed below)Holiday Inn brand in 1990. The InterContinental brand was acquired by Bass in 1998 and a number of significant disposals during this period, which has narrowed the scope of its business.Candlewood Suites brand was acquired by Six Continents in 2003.
On 15 April 2003, following shareholder and regulatory approval, Six Continents PLC (as it then was) separated into two new listed groups, InterContinental Hotels Group PLC, (as it then was), comprising the hotels and soft drinks businesses, and Mitchells & ButlersButler plc, comprising the retail and standard commercial property developments business.
The Group disposed of its interests in the soft drinks business by way of an initial public offering of Britvic (Britannia Soft Drinks Limited for the period up to 18 November 2005, and thereafter, Britannia SD Holdings Limited (renamed Britvic plc on 21 November 2005), which became the holding company of the Britvic Group on 18 November 2005), a manufacturer and distributor of soft drinks in the UK in December 2005. The Group now continues as a standalone hotels business.
Following separation, the Group has undertaken an asset-disposal programme, realising, by the end of 2014, proceeds of $6.0 billion. This programme has significantly reduced the capital requirements of the Group whilst largely retaining the hotels in the IHG System.
A small number of hotels have been sold since the end of 2013, the most significant of which are set out below.
Recent acquisitions and divestitures
Capital expenditure
The Group is subject to a variety of inherent risks that may have an adverse impact on its business operations, financial condition, turnover, profits, brands and reputation. This section describes the main risks that could materially affect the Group’s business. The risks below are not the only ones that the Group faces. Some risks are not yet known to the Group and some risks that the Group does not currently believe to be material could later turn out to be material.
The Group is exposed to the risks of political and economic developments The Group is exposed to political, economic and financial market developments such as recession, inflation and availability of credit and currency fluctuations that could lower revenues and reduce income. The outlook for 2018 may worsen due to continued uncertainty in Greater China and the Eurozone, the impact of fluctuating commodity prices (including oil) on economies dependent on such exports, and continued unrest in parts of the Middle East, Africa and Asia. The interconnected nature of economies suggests any of these, or other events, could trigger a recession that reduces leisure and business travel to and from affected countries and adversely affects room rates and/or occupancy levels and other income-generating activities. The owners or potential owners of hotels franchised or managed by the Group face similar risks that could adversely impact their solvency and the Group’s ability to secure and retain franchise or management agreements. Specifically, the Group is most exposed to the US market and, increasingly, to Greater China. Accordingly, the Group is particularly susceptible to adverse changes in these economies as well as changes in their currencies. In addition to trading conditions, the economic outlook also affects the availability of capital to current and potential owners, which could impact existing operations and the health of the pipeline.
The Group is exposed to the risk of events that adversely impact domestic or international travel The room rates and occupancy levels of the Group could be adversely impacted by events that reduce domestic or international travel, such as actual or threatened acts of terrorism or war, political or civil unrest, epidemics or threats thereof, travel-related accidents or industrial action, natural disasters, or other local factors impacting specific countries, cities or individual hotels, as well as increased transportation and fuel costs. A decrease in the demand for hotel rooms as a result of such events may have an adverse impact on the Group’s operations and financial results. In addition, inadequate planning, preparation, response or recovery in relation to a major incident or crisis may cause loss of life, prevent operational continuity, or result in financial loss, and consequently impact the value of our brands and/or the reputation of the Group. The Group is exposed to the risks of the hotel industrysupply-and-demand cycle The future operating results of the Group could be adversely affected by industry overcapacity (by number of rooms) and weak demand due, in part, to the cyclical nature of the hotel industry, or other differences between planning assumptions and actual operating conditions. These conditions could result in reductions in room rates and occupancy levels, which would adversely impact the financial performance of the Group. The Group is subject to a competitive and changing industry The Group operates in a competitive industry and must compete effectively against traditional competitors such as other global hotel chains, local hotel companies and independent hotels to win the loyalty of guests, employees and owners. The competitive landscape also includes other types of businesses, such asweb-based booking channels (which include online travel agents and intermediaries), and alternative sources of accommodation such as short-term lets of private property. Failure to compete effectively in traditional and emerging areas of the business could impact the Group’s market share, System size, profitability and relationships with owners and guests. The Group is exposed to risks related to executing and realising benefits from strategic transactions, including acquisitions The Group may seek to make strategic transactions, including acquisitions, in the future. The Group may not be able to identify opportunities or complete transactions on commercially reasonable terms, or at all, and may not realise the anticipated benefits from such transactions. Strategic transactions come with inherent valuation, financial and commercial risks, and regulatory and insider information risks during the execution of the transactions. In addition, the Group may face unforeseen costs and liabilities, diversion of management attention, as well as longer-term integration and operational risks, which could result in a failure to realise benefits, financial losses, lower employee morale and loss of talent. The Group is dependent upon a wide range of external stakeholders and business partners The Group relies on the performance, behaviours and reputation of a wide range of business partners and external stakeholders, including, but not limited to, owners, contractors, lenders, suppliers, vendors, joint-venture partners, online travel agents, third-party intermediaries and other business partners which may have different ethical values, interests and priorities. Further, the number and complexity of interdependencies with stakeholders is evolving. Breakdowns in relationships, contractual disputes, poor vendor performance, insolvency, stakeholder behaviours or adverse reputations, which may be outside of the Group’s control, could adversely impact on the Group’s performance and competitiveness, delivery of projects, guest experiences or the reputation of the Group or its brands. The Group is exposed to increasing competition from online travel agents and intermediaries A proportion of the Group’s bookings originate from large multinational, regional and local online travel agents and intermediaries with which the Group has contractual arrangements and to which it pays commissions. These platforms offer a wide range of products, often across multiple brands, have growing booking and review capabilities, and may create the perception that they offer the lowest prices. Some of these online travel agents and intermediaries have strong marketing budgets and aim to create brand awareness and brand loyalty among consumers and may seek to commoditise hotel brands through price and attribute comparison. Further, if these companies continue to gain market share, they may impact the Group’s profitability, undermine the Group’s own booking channels and value to its hotel owners, and may be able to increase commission rates and negotiate other favourable contract terms. The Group is exposed to a variety of risks related to identifying, securing and retaining franchise and management agreements The Group’s growth strategy depends on its success in identifying, securing and retaining franchise and management agreements. This is an inherent risk for the hotel industry and the franchise business model. Competition with other hotel companies may generally reduce the number of suitable franchise, management and investment opportunities offered to the Group and increase the bargaining position of property owners seeking to become a franchisee or engage a manager. The terms of new franchise or management agreements may not be as favourable as current arrangements; the Group may not be able to renew existing arrangements on similarly favourable terms, or at all. There can also be no assurance that the Group will be able to identify, retain or add franchisees to the IHG System or to secure management contracts. For example, the availability of suitable sites, market saturation, planning and other local regulations or the availability and affordability of finance may restrict the supply of suitable hotel development opportunities under franchise or management agreements. In connection with entering into franchise or management agreements, the Group may be required to make investments in, or guarantee the obligations of, third parties or guarantee minimum income to third parties. There are also risks that significant franchisees or groups of franchisees may have interests that conflict, or are not aligned, with those of the Group, including, for example, the unwillingness of franchisees to support brand improvement initiatives. This could result in franchisees prematurely terminating contracts which would adversely impact the overall IHG System size and the Group’s financial performance. The Group is exposed to inherent risks in relation to changing technology and systems As the use of the internet and mobile technology grows and customer needs evolve at pace, the Group may find that its evolving technology capability is not sufficient and may have to make substantial additional investments in new technologies or systems to remain competitive. Failure to keep pace with developments in technologies or systems may put the Group at a competitive disadvantage. In addition, the technologies or systems that the Group chooses to deploy may not be commercially successful or the technology or system strategy may not be sufficiently aligned with the needs of the business. Any such failure could adversely affect guest experiences, and the Group may lose customers, fail to attract new customers, incur substantial costs or face other losses. This could further impact the Group’s reputation in regards to innovation.
Additional Information
Group information continued Risk factors continued The Group is reliant on the reputation of its brands and is exposed to inherent reputation risks Any event that materially damages the reputation of one or more of the Group’s brands and/or fails to sustain the appeal of the Group’s brands to its customers and owners may have an adverse impact on the value of that brand and subsequent revenues from that brand or business. In particular, if the Group is unable to create consistent, valued, and quality products and guest experiences across the owned, managed and franchised estates, or if the Group, its franchisees or business partners fail to act responsibly, this could result in an adverse impact on its brand reputation. In addition, the value of the Group’s brands could be influenced by a number of external factors outside the Group’s control, such as, but not limited to, changes in sentiments against global brands, changes in applicable regulations related to the hotel industry or to franchising, successful commoditisation of hotel brands by online travel agents and intermediaries, or changes in owners’ perceptions of the value of the Group. The Group is exposed to risks associated with its intellectual property Given the importance of brand recognition to the Group’s business, the protection of its intellectual property poses a risk due to the variability and changes in controls, laws and effectiveness of enforcement globally. Any widespread infringement, misappropriation or weakening of the control environment could materially harm the value of the Group’s brands and its ability to develop the business. The Group is reliant upon the resilience of its reservation system and other key technology platforms and is exposed to risks that could cause the failure of these systems The value of the Group is partly derived from the ability to drive reservations through its reservation system and technology platforms which are highly integrated with internal processes and linked to multiple sales channels, including the Group’s own websites, call centres, hotels, third-party intermediaries and travel agents. Lack of resilience and operational availability of these systems provided by the Group or third-party technology providers could lead to prolonged service disruption and might result in significant business interruption, impact the guest booking experience and subsequently adversely impact Group revenues, reputation and relationships with hotel owners. The Group is exposed to a variety of risks associated with safety, security and crisis management There is a constant need to protect the safety and security of our guests, employees and assets against natural andman-made threats. These include, but are not limited to, exceptional events such as extreme weather, civil or political unrest, violence and terrorism, serious and organised crime, fraud, employee dishonesty, cyber crime, pandemics, fire, andday-to-day accidents, incidents and petty crime which impact the guest or employee experience, could cause loss of life, sickness or injury and result in compensation claims, fines from regulatory bodies, litigation, and impact reputation. Serious incidents or a combination of events could escalate into a crisis which, if managed poorly, could further expose the Group and its brands to significant reputational damage. The Group requires the right people, skills and capability to manage growth and change In order to remain competitive, the Group must employ the right people. This includes hiring and retaining highly skilled employees with particular expertise or leadership capability. The implementation of the Group’s strategic business plans could be undermined by failure to build a resilient corporate culture, failure to recruit or retain key personnel, unexpected loss of key senior employees, failures in the Group’s succession planning and incentive plans, or failure to invest in the development of key skills. Some of the markets in which the Group operates are experiencing economic growth, and the Group must compete against other companies inside and outside the hospitality industry for suitably qualified or experienced employees. Some emerging markets may not have the required local expertise to operate a hotel and may not be able to attract the right talent. Failure to attract and retain employees may threaten the success of the Group’s operations in these markets. Additionally, unless skills are supported by a sufficient infrastructure to enable knowledge and skills to be passed on, the Group risks losing accumulated knowledge if key employees leave the Group. The Group is exposed to a variety of risks associated with its financial stability and ability to borrow and satisfy debt covenants While the strategy of the Group is to extend the IHG System through activities that do not involve significant amounts of its own capital, the Group does require capital to fund some development opportunities, technological innovations and strategic acquisitions; and to maintain and improve owned hotels. The Group is reliant upon having financial strength and access to borrowing facilities to meet these expected capital requirements. The majority of the Group’s borrowing facilities are only available if the financial covenants in the facilities are complied with.Non-compliance with covenants could result in the Group’s lenders demanding repayment of the funds advanced. If the Group’s financial performance does not meet market expectations, it may not be able to refinance existing facilities on terms considered favourable. The Group is exposed to the risk of litigation Certain companies in the Group are the subject of various claims and proceedings. The ultimate outcome of these matters is subject to many uncertainties, including future events and uncertainties inherent in litigation. In addition, the Group could be at risk of litigation claims made by many parties, including but not limited to: guests, customers, joint-venture partners, suppliers, employees, regulatory authorities, franchisees and/or the owners of the hotels it manages. Claims filed in the US may include requests for punitive damages as well as compensatory damages. Unfavourable outcomes of claims or proceedings could have a material adverse impact on the Group’s results of operations, cash flow and/or financial position. Exposure to significant litigation or fines may also affect the reputation of the Group and its brands. The Group is exposed to the risks related to information security and data privacy The Group is increasingly dependent upon the availability, integrity and confidentiality of information, including, but not limited to: guest and employee credit card, financial and personal data, and business performance, financial reporting and commercial development. The information is sometimes held in different formats such as digital, paper, voice recordings and video and could be stored in many places, including facilities managed by third-party service providers. The threats towards the Group’s information are dynamic, and include cyber attacks, fraudulent use, loss or misuse by employees and breaches of our vendors’ security arrangements, amongst others. The legal and regulatory environment around data privacy and requirements set out by the payment card industry surrounding information security across the many jurisdictions in which the Group operates are constantly evolving. If the Group fails to appropriately protect information and ensure relevant controls are in place to enable the appropriate use and release of information through the appropriate channels in a timely and accurate manner, IHG System performance, guest experience and the reputation of the Group may be adversely affected. This could lead to revenue losses, fines, penalties, litigation and other additional costs.
The Group is required to comply with existing and changing regulations and societal expectations across numerous countries, territories and jurisdictions Government regulations affect countless aspects of the Group’s business ranging from corporate governance, health and safety, the environment, bribery and corruption, employment law and diversity, disability access, data privacy and information protection, financial, accounting and tax. Regulatory changes may require significant changes in the way the business operates and may inhibit the Group’s strategy, including the markets the Group operates in, brand protection, and use or transmittal of personal data. If the Group fails to comply with existing or changing regulations, the Group may be subject to fines, prosecution, loss of licence to operate or reputational damage. The reputation of the Group and the value of its brands are influenced by a wide variety of factors, including the perception of stakeholder groups such as guests, owners, suppliers and communities in which the Group operates. The social and environmental impacts of its business are under increasing scrutiny, and the Group is exposed to the risk of damage to its reputation if it fails to (or fails to influence its business partners to) undertake responsible practices and engage in ethical behaviour, or fails to comply with relevant regulatory requirements. The Group may face difficulties insuring its business Historically, the Group has maintained insurance at levels determined to be appropriate in light of the cost of cover and the risk profile of the business. However, forces beyond the Group’s control, including market forces, may limit the scope of coverage the Group can obtain and the Group’s ability to obtain coverage at reasonable rates. Other forces beyond the Group’s control, such as terrorist attacks or natural disasters, may be uninsurable or simply too expensive to insure. Inadequate or insufficient insurance could expose the Group to large claims or could result in the loss of capital invested in properties. Directors’ and Executive Committee members’ shareholdings
Group information continued
All current Executive Directors have a rolling service contract with a notice period from the Group of 12 months. As an alternative, the Group may, at its discretion, pay in lieu of that notice. Neither notice nor a payment in lieu of notice will be given in the event of gross misconduct. Payment in lieu of notice could potentially include up to 12 months’ salary and the cash equivalent of 12 months’ pension contributions, and other contractual benefits. Where possible, the Group will seek to ensure that, where a leaver mitigates their losses by, for example, finding new employment, there will accordingly be a corresponding reduction in compensation payable for loss of office.
Description of securities other than equity securities Fees and charges payable to a depositary
Fees and charges payable by a depositary
JPMorgan Chase Bank N.A. (JPMorgan or the ADR Depositary) is the depositary for IHG’s ADR by the Company in connection with the ADR
The Company’s The Company’s shares may be held in certificated or uncertificated form. No holder of the Company’s shares will be required to make additional contributions of capital in respect of the Company’s shares in the future. In the following description, a ‘shareholder’ is the person registered in the Company’s register of members as the holder of the relevant share. Principal objects The Company is incorporated under the name InterContinental Hotels Group PLC and is registered in England and Wales with registered number 5134420. The Articles do not restrict its objects or purposes. Directors Under the Articles, a Director may have an interest in certain matters (Permitted Interest) without the prior approval of the Board, provided Any matter in which a Director has a material interest, and which does not comprise a Permitted Interest, must be authorised by the Board in accordance with the procedure and requirements contained in the Further, a Director may not vote in respect of any proposal in which The Directors have authority under the Articles to set their own remuneration (provided certain criteria respect of any proposal in which As such, a Director has no power, in the absence of an independent quorum, to vote on compensation to The Directors are empowered to exercise all the powers of the Company to borrow money, subject to the limitation that the aggregate amount of all monies borrowed by the Company and its subsidiaries shall not exceed an amount equal to three times the Company’s share capital and consolidated reserves, unless sanctioned by an ordinary resolution of the Company. Under the Articles, there are noage-limit requirements relating to a person’s qualification to hold office as a Director of the Company. Directors are not required to hold any shares of the Company by way of qualification. Rights attaching to shares Dividend rights and rights to share in the Company’s profits Under English law, dividends are payable on the Company’s ordinary shares only out of profits available for distribution, as determined in accordance with accounting principles generally accepted in the UK and by the Companies Act. No dividend will bear interest as against the Company.
Holders of the Company’s ordinary shares are entitled to receive such dividends as may be declared by the shareholders in general meeting, rateably according to the amounts paid up on such shares, provided that the dividend cannot exceed the amount recommended by the Directors. The Company’s Board of Directors may declare and pay to shareholders such interim dividends as appear to them to be justified by the Company’s financial position. If authorised by an ordinary resolution of the shareholders, the Board of Directors may also direct payment of a dividend in whole or in part by the distribution of specific assets (and in particular ofpaid-up shares or debentures of any other company). Any dividend unclaimed by a member (or by a person entitled by virtue of transmission on death or bankruptcy or otherwise by operation of law) after six years from the date the dividend was declared, or became due for payment, will be forfeited and will revert to the Company. Voting rights The holders of ordinary shares are entitled, in respect of their holdings of such shares, to receive notice of general meetings and to attend, speak and vote at such meetings in accordance with the Articles. Voting at any general meeting of shareholders is by a show of hands unless a poll, which is a written vote, is duly demanded. On a show of hands, every shareholder who is present in person or by proxy at a general meeting has one vote regardless of the number of shares held. On a poll, every shareholder who is present in person or by proxy has one vote for every share held by that shareholder. A poll may be demanded by any of the following:
Additional Information Group information continued Articles of Association continued Any shareholder or shareholders present in person or by proxy representing in the aggregate not less thanone-tenth of the total voting rights of all shareholders entitled to vote at the meeting; or
A proxy form will be treated as giving the proxy the authority to demand a poll, or to join others in demanding one. The necessary quorum for a general meeting is three persons carrying a right to vote upon the business to be transacted, whether present in person or by proxy. Matters are transacted at general meetings of the Company by the proposing and passing of resolutions, of which there are two kinds:
An ordinary resolution requires the affirmative vote of a majority of the votes of those persons present and entitled to vote at a meeting at which there is a quorum. Special resolutions require the affirmative vote of not less than three quarters of the persons present and entitled to vote at a meeting at which there is a quorum. AGMs must be convened upon advance written notice of 21 days. The Articles specify that each Director shall retire every three years at the AGM and, unless otherwise decided by the Directors, shall be eligible forre-election. However, the Code recommends that all directors of FTSE 350 companies submit themselves for election orre-election (as appropriate) by shareholders every year. Therefore, all Directors will retire and offer themselves for election orre-election at the Variation of rights If, at any time, the Company’s share capital is divided into different classes of shares, the rights attached to any class may be varied, subject to the provisions of the Companies Act, with the consent in writing of holders of three-quarters in nominal value of the issued shares of that class or upon the adoption of a special resolution passed at a separate meeting of the holders of the shares of that class. At every such separate meeting, all of the provisions of the Articles relating to proceedings at a general meeting apply, except that the quorum is to be the number of persons (which must be two or more) who hold or represent by proxy not less thanone-third in nominal value of the issued shares of that class. Rights in awinding-up Except as the Company’s shareholders have agreed or may otherwise agree, upon the Company’s winding up, the balance of assets available for After the payment of all creditors including certain preferential creditors, whether statutorily preferred creditors or normal creditors. Subject to any special rights attaching to any class of shares. This distribution is generally to be made in cash. A liquidator may, however, upon the adoption of a special resolution of the shareholders, divide among the shareholders the whole or any part of the Company’s assets in kind. Limitations on voting and shareholding There are no limitations imposed by English law or the Articles on the right ofnon-residents or foreign persons to hold or vote the Company’s ordinary shares or ADSs, other than the limitations that would generally apply to all of the Company’s shareholders.
Under EU law, many employees of Group companies are now covered by the Working Time Regulations which came into force in the UK on 1 October 1998. These regulations implemented the European Working Time Directive and parts of the Young Workers Directive, and lay down rights and protections for employees in areas such as maximum working hours, minimum rest time, minimum days off and paid leave. In the UK, there is in place a national minimum wage under the National Minimum Wage under 19 years or, otherwise, in the first year of their
Continual attention is paid to the external market in order to ensure that terms of employment are appropriate. The Group believes the Group companies will be able to conduct their relationships with trade unions and employees in a satisfactory manner.
The following contracts have been entered into otherwise than in the course of ordinary business by members of the Group: (i) in the two years immediately preceding the date of this document in the case of contracts which are or may be material; or (ii) that contain provisions under which any Group member has any obligation or entitlement that is material to the Group as at the date of this document. To the extent that these agreements include representations, warranties and indemnities, such provisions are considered standard in an agreement of that nature, save to the extent identified below.
Syndicated Facility On agent. The Company has exercised its ability to extend the term of the Syndicated Facility by two additional periods of 12 months, taking the term of the Syndicated Facility to 2022. The interest margin payable on borrowings under the Syndicated Facility is linked to IHG’s consolidated net debt to consolidated EBITDA ratio. The margin can vary between LIBOR + £2 billion Euro Medium Term Note programme In 2016, the Group updated its Euro Medium Term Note programme (Programme) and issued a tranche of £350 million 2.125% notes due 24 August 2026 (2016 Issuance). On 11 August 2016, an amended and restated trust deed (Trust Deed) was executed by InterContinental Hotels Group PLC as issuer (Issuer), Six Continents Limited and InterContinental Hotels Limited as guarantors (Guarantors) and HSBC Corporate Trustee Company (UK) Limited as trustee (Trustee), pursuant to which the trust deed dated 27 November 2009, as supplemented by three supplemental trust deeds dated 7 July 2011, 9 November 2012 and 16 June 2015 between the same parties relating to the Programme, were amended and restated. Under the Trust Deed, the Issuer may issue notes (Notes) unconditionally and irrevocably guaranteed by the Guarantors, up to a maximum nominal amount from time to time outstanding of £2 billion (or its equivalent in other currencies). Notes are to be issued in series (each a Series) in bearer form. Each Series may comprise one or more tranches (each a Tranche) issued on different issue dates. A Tranche of Notes may be issued on the terms and conditions set out in a base prospectus as amended and/or supplemented by a document setting out the Under the Trust Deed, each of the Issuer and Final Terms were issued (pursuant to a base prospectus dated 9 November 2012) on 26 November 2012, in respect of the issue of a Tranche of £400 million 3.875% Notes due 28 November 2022 (2012 Issuance). Final Terms were issued (pursuant to a base prospectus dated 16 June 2015) on 12 August 2015 in respect of the issue of a Tranche of £300 million 3.75% Notes due 14 August 2025 (2015 Issuance). Final Terms were issued (pursuant to the base prospectus dated 11 August 2016) on 22 August 2016 in respect of the 2016 Issuance. The Final Terms issued under each of the
the Change of Control Period, reinstated to investment grade; (b) are downgraded from a non-investment grade and are not reinstated to its earlier credit rating or better within the Change of Control Period; or (c) are not credit rated and do not become investment grade credit rated by the end of the Change of Control Period.
On Under the Agency Agreement, each of the Issuer and the Guarantors has given a On 11 August 2016, the Issuer and the Guarantors entered into a dealer agreement (Dealer Agreement) with HSBC Bank Under the Dealer Agreement, each of the Issuer and the Guarantors has given customary warranties and indemnities in favour of the Dealers. Disposal of InterContinental Paris – Le Grand On 7 December 2014, a share sale and purchase agreement was entered into between BHR Holdings B.V. (part of IHG) and Constellation Hotels France Grand SA. Under the agreement, BHR Holdings B.V. agreed to sell Société Des Hotels InterContinental France, the owner of InterContinental Paris – Le Grand, to Constellation Hotels France Grand SA. The In connection with the sale, IHG secured a 30-year management contract on the hotel, with three 10-year extension rights at IHG’s discretion, giving an expected contract length of 60 years. Under the agreement, BHR Holdings B.V. gave certain customary warranties and indemnities to Acquisition of the On 15 December 2014, a share sale and purchase agreement was entered into between Kimpton Group Holding LLC and Dunwoody Operations, Inc., an affiliate of IHG. Under the agreement, Dunwoody Operations, Inc. agreed to The Under the agreement, Dunwoody Operations, Inc. gave certain customary warranties and indemnities to the seller.
Additional Information Group information continued Material contracts continued Disposal of InterContinental Hong Kong On 10 July 2015, a share sale and purchase agreement was entered into between Hotel InterContinental London (Holdings) Limited (a Group company) and Supreme Key Limited. Under the agreement, Hotel InterContinental London (Holdings) Limited agreed to sell Trifaith Investments Limited, the owner of InterContinental Hong Kong Limited, which in turn is the owner of InterContinental Hong Kong, to Supreme Key Limited. The gross sale proceeds agreed were $938 million in cash. The disposal completed on In connection with the sale, IHG secured a 37-year management contract on the hotel, with three 10-year extension rights at IHG’s discretion, giving an expected contract length of 67 years. Under the agreement, Hotel InterContinental London (Holdings) Limited gave certain customary warranties and indemnities to Group companies have extensive operations in the UK, as well as internationally, and are involved in a number of legal claims and proceedings incidental to those operations. It is the Company’s view that such proceedings, either individually or in the aggregate, have not in the recent past and are not likely to have a significant effect on the Group’s financial position or profitability. Notwithstanding the above, the Company notes the matters set out below. Litigation is inherently unpredictable and, as A claim was filed on 9 July 2013 by Pan-American Life Insurance Company against Louisiana Acquisitions Corp. and
A A claim was filed on 20 September 2016 against Kimpton Hotel and Restaurant Group, LLC, seeking class action status and alleging breach of implied contract, negligence, and deceptive business practices related to an alleged data breach. As of 19 February 2018, the likelihood of a favourable or unfavourable result cannot be reasonably determined and it is not possible to determine whether any loss is likely or to make a reliable estimate of the possible financial effect of any claims. A claim was filed on 5 May 2017 against InterContinental Hotels Group, PLC, Inter-Continental Hotels Corporation, and InterContinental Hotels Group Resources, Inc. seeking class action status and alleging breach of implied contract, negligence, and unjust enrichment regarding an alleged data breach. As of 19 February 2018, the likelihood of a favourable or unfavourable result cannot be reasonably determined and it is not possible to determine whether any loss is likely or to make a reliable estimate of the possible financial effect of any claims. A claim was filed on 26 June 2017 against Inter-Continental Hotels Corporation, InterContinental Hotels Group Resources, Inc., and InterContinental Hotels Group (Canada), Inc. seeking class action status and alleging breach of fiduciary duty, negligence, breach of confidence, intrusion upon seclusion, breach of contract, breach of privacy legislation, and unjust enrichment regarding an alleged data breach. As of 19 February 2018, the likelihood of a favourable or unfavourable result cannot be reasonably determined and it is not possible to determine whether any loss is likely or to make a reliable estimate of the possible financial effect of any claims. A claim was filed on 26 January 2018 against InterContinental Hotels Group, PLC, Inter-Continental Hotels Corporation, and InterContinental Hotels Group Resources, Inc. alleging negligence and seeking class action status, declaratory judgment, injunctive relief and unspecified damages regarding an alleged
Exchange controls and restrictions on payment of dividends There are no restrictions on dividend payments to US citizens. Although there are currently no UK foreign exchange control restrictions on the export or import of Other than economic sanctions which may be in force in the UK from time to time, there are no restrictions under the Articles or under English law that limit the right of non-resident or foreign owners to hold or vote the ordinary shares or the ADSs. In addition, the Articles contain certain limitations on the voting and other rights of any holder of ordinary shares whose holding may, in the opinion of the Directors, result in the loss or failure to secure the reinstatement of any licence or franchise from any US governmental agency held by Six Continents Hotels, Inc. or any subsidiary thereof.
This section provides a summary of material US federal income tax and UK tax consequences to the US holders, described below, of owning and disposing of ordinary shares or ADSs of the Company. This section addresses only the tax position of a US holder who holds ordinary shares or ADSs as capital assets. This section does not, however, discuss all of the tax considerations that may be relevant to any particular US holder, such as the provisions of the Internal Revenue Code of 1986, as amended (IR Code) known as the Medicare Contribution tax or tax consequences to US holders subject to special rules, such as:
This section does not generally deal with the position of a US holder who is resident in the UK for UK tax purposes or who is subject to UK taxation on capital gains or income by virtue of carrying on a trade, profession or vocation in the UK through a branch, agency or permanent establishment to which such ADSs or ordinary shares are attributable (‘trading in the UK’). As used herein, a ‘US holder’ is a person who, for US federal income tax purposes, is a beneficial owner of ordinary shares or ADSs and is: (i) a citizen or individual resident of the US; (ii) a corporation, or other entity taxable as a corporation, created or organised in or under the laws of the US, any state therein or This section is based on the IR Code, its legislative history, existing and proposed regulations, published rulings and court decisions, and on UK tax laws and the published practice of HM Revenue and Customs (HMRC), all as of the date hereof. These laws, and that practice, are subject to change, possibly on a retroactive basis. This section is further based in part upon the representations of the ADR Depositary and assumes that each obligation in the deposit agreement and any related agreement will be performed in accordance with its terms. For US federal income tax purposes, an owner of ADRs evidencing ADSs will generally be treated as the owner of the underlying shares represented by those ADSs. For UK tax purposes, in practice, HMRC will also regard holders of ADSs as the beneficial owners of the ordinary shares represented by those ADSs (although case law has cast some doubt on this). The discussion below assumes that HMRC’s position is followed. Generally, exchanges of ordinary shares for ADSs, and ADSs for ordinary shares, will not be subject to US federal income tax or UK taxation on capital gains, although UK stamp duty reserve tax (SDRT) may arise as described below. The US Treasury has expressed concerns that parties to whom
Investors should consult their own tax The following disclosures assumes that the Company is not, and will not become, a positive foreign investment company (PFIC), as described below. Taxation of dividends UK taxation Under current UK tax law, the Company will not be required to withhold tax at source from dividend payments it makes. A US holder who is not resident for UK tax purposes in the UK and who is not trading in the UK will generally not be liable for UK taxation on dividends received in respect of the ADSs or ordinary shares. US federal income taxation A US holder is generally subject to US federal income taxation on the gross amount of any dividend paid by the Company out of its current or accumulated earnings and profits (as determined for US federal income tax purposes). Distributions in excess of the Company’s current and accumulated earnings and profits, as determined for US federal income tax purposes, will be treated as a return of
capital to the extent of the US holder’s basis in the shares or ADSs and thereafter as capital gain. Because the Company has not historically maintained, and does not currently maintain, books in accordance with US tax principles, the Company does not expect to be in a position to determine whether any distribution will be in excess of the Company’s current and accumulated earnings and profits as computed for US federal income tax purposes. As a result, it is expected that amounts distributed will be reported to the Internal Revenue Service (IRS) as dividends. Subject to applicable limitations and the discussion above regarding concerns expressed by the US Treasury, dividends paid to certain non-corporate US holders will be taxable at the preferential rates applicable to long-term capital gain if the dividends constitute Dividends must be included in income when the US holder, in the case of shares, or the ADR Depositary, in the case of ADSs, actually or constructively receives the dividend, and will not be eligible for the dividends-received deduction generally allowed to US corporations in respect of dividends received from other US corporations. For foreign tax credit limitation purposes, dividends will generally be income from sources outside the US.
Additional Information Shareholder information continued Taxation continued The amount of any dividend paid in pounds sterling will be the US dollar value of the sterling payments made, determined at the spot sterling/US dollar rate on the date the dividend distribution is includible in income, regardless of whether the payment is in fact converted into US dollars. If the dividend is converted into US dollars on that date, a US holder should not be required to recognise foreign currency gain or loss in respect of the dividend income. Generally, any gain or loss resulting from currency exchange fluctuations during the period from the date the dividend payment is includible in income to the date the payment is converted into US dollars will be treated as ordinary income or loss from sources within the US. Taxation of capital gains UK taxation A US holder who is not resident for UK tax purposes in the UK and who is not trading in the UK will not generally be liable for UK taxation on capital gains, or eligible for relief for allowable losses, realised or accrued on the sale or other disposal of ADSs or ordinary shares. A US holder of ADSs or ordinary shares who is an individual and who, broadly, has temporarily ceased to be resident in the UK or has become temporarily treated as non-resident for UK tax purposes for a period of not more than five years US federal income taxation A US holder who sells or otherwise disposes of ordinary shares or ADSs will recognise a capital gain or loss for US federal income tax purposes equal to the difference between the amount realised and its tax basis in the ordinary shares or ADSs, each determined in US dollars. Such capital gain or loss will be long-term capital gain or loss where the US holder has a holding period greater than one year. Losses may also be treated as long-term capital losses to the extent of certain PFIC rules
Certain elections may be available (including a market-to-market election) to US holders that would result in alternative treatments of the ordinary shares or ADSs. If the Company were Additional tax considerations UK inheritance tax An individual who is neither domiciled nor deemed domiciled in the UK (under certain existing UK rules relating to previous domicile or long However, an individual who is domiciled in the US (for the purposes of the Estate and Gift Tax Convention UK stamp duty and SDRT Neither stamp duty nor SDRT will generally be payable in the UK on the purchase or transfer of an ADS, provided that the ADS and any separate instrument or written agreement of transfer are executed and remain at all times outside the UK. UK legislation does however provide for stamp duty (in the case of transfers) or SDRT to be payable at the rate of
Following litigation on the subject, HMRC has accepted that it will no longer seek to apply the A transfer of the underlying ordinary shares will generally be subject to stamp duty or SDRT, normally at the rate of US backup withholding and information reporting Payments of dividends and Certain US holders who are individuals (and certain specified entities), may be required to report information relating to their ownership of non-US securities unless the securities are held in accounts at financial institutions (in which case the accounts may be reportable if maintained by non-US financial institutions). US holders should consult their tax advisers regarding any reporting obligations they may have with respect to the Company’s ordinary shares or ADSs. Disclosure controls and procedures As of the end of the period covered by this report, the Group carried out an evaluation under the supervision and with the participation of the Group’s management, including the Chief Executive Officer and Chief Financial Officer, of the effectiveness of the design and operation of the Group’s disclosure controls and procedures (as defined in Rules These are defined as those controls and procedures designed to ensure that information required to be disclosed in reports filed under the Securities Exchange Act 1934 is recorded, processed, summarised and reported within the specified periods. Based on that evaluation, the Chief Executive Officer and Chief Financial Officer concluded that the Group’s disclosure controls and procedures were effective.
Additional Information Shareholder information continued Summary of significant corporate governance differences from NYSE listing standards The Group’s statement of compliance with the principles and provisions specified in the UK Corporate Governance Code issued in April 2016 by the Financial Reporting Council IHG has also adopted the corporate governance requirements of the US Sarbanes-Oxley Act and related rules and of the NYSE, to the extent that they are applicable to it as a foreign private issuer. As a foreign private issuer, IHG is required to disclose any significant ways in which its corporate governance practices differ from those followed by US companies. These are as follows: Basis of regulation The Code contains a series of principles and provisions. It is not, however, mandatory for companies to follow these principles. Instead, companies must disclose how they have applied them and disclose, if applicable, any areas of non-compliance along with an explanation for the non-compliance. In contrast, US companies listed on the NYSE are required to adopt and disclose corporate governance guidelines adopted by the NYSE.
Independent Directors The Code’s principles recommend that at least half the Board, excluding the Chairman, should consist of Chairman and Chief Executive Officer The Code recommends that the Chairman and Chief Executive Officer should not be the same individual to ensure that there is a clear division of responsibility for the running of the Company’s business. There is no corresponding requirement for US companies. The roles of Chairman and Chief Executive Officer were, as at Committees The Company has a number of Board Committees which are similar in purpose and constitution to those required for domestic companies under NYSE rules. The NYSE requires US companies to have to the Board a set of corporate governance principles. As the Company is subject to the Code, the Company’s Nomination Committee is only responsible for nominating, for approval The Chairman of the Company is not a member of either Non-Executive Director meetings
Shareholder approval of equity compensation plans The NYSE rules require that shareholders must be given the opportunity to vote on all equity compensation plans and material revisions to those plans. The Company complies with UK requirements which are similar to the NYSE rules. The Board does not, however, explicitly take into consideration the NYSE’s detailed definition of Code of Conduct The NYSE requires companies to adopt a code of business conduct and ethics, applicable to directors, officers and employees. Any waivers granted to directors or officers under such a code must be promptly disclosed. As set out on page Compliance certification Each
Selected five-year consolidated financial information The selected consolidated financial data set forth in the table IFRS as adopted by the EU differs in certain respects from IFRS as issued by the IASB. However, the differences have no impact on the Group Financial Statements for the years presented. The selected consolidated financial data set forth Group income statement data
Additional Information
Shareholder information continued
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Since March 2004, the Group has returned over £4.8bn£6.2 billion of funds to shareholders by way of special dividends, capital returns and share repurchase programmes.
On 2 May 2014,21 February 2017, the Company announced a $750m$400 million return of funds to shareholders via special dividend with share consolidation. The special dividend was paid on 14 July 2014.22 May 2017.
| Return of funds programme | Total return | Returned to date | ||||||||||||||||
| £501m special dividend | Paid in December 2004 | £501m | £501m | |||||||||||||||
| £250m share buyback | Completed in 2004 | £250m | £250m | |||||||||||||||
| £996m capital return | Paid in July 2005 | £996m | £996m | |||||||||||||||
| £250m share buyback | Completed in 2006 | £250m | £250m | |||||||||||||||
| £497m special dividend | Paid in June 2006 | £497m | £497m | |||||||||||||||
| £250m share buyback | Completed in 2007 | £250m | £250m | |||||||||||||||
| £709m special dividend | Paid in June 2007 | £709m | £709m | |||||||||||||||
| £150m share buyback | n/a | b | £150m | £120m | ||||||||||||||
| $500m special dividend | Paid in October 2012 | £315m | d | £315m | e | |||||||||||||
| ($500m | ) | ($505m | ) | |||||||||||||||
| $500m share buyback | Completed in 2014 | £315m | d | £315m | ||||||||||||||
| ($500m | ) | ($500m | )f | |||||||||||||||
| $350m special dividend | Paid in October 2013 | £229m | g | £228m | ||||||||||||||
| ($350m | ) | ($355m | )h | |||||||||||||||
| $750m special dividend | Paid in July 2014 | £447m | i | £446m | ||||||||||||||
| ($750m | ) | ($763m | )j | |||||||||||||||
| $1,500m special dividenda | Paid in May 2016 | £ | k | £ | ||||||||||||||
| ($1,500m | ) | ($1,500m | ) | |||||||||||||||
| $400m special dividenda | Paid in May 2017 | £309m | l | £309m | ||||||||||||||
| ($400m | ) | ($400m | ) | |||||||||||||||
| Total | £6,256m | £6,224m | ||||||||||||||||
| Accompanied by a share consolidation. |
| This programme was superseded by the share buyback programme announced on 7 August 2012. |
| IHG changed the reporting currency of its Consolidated Financial Statements from sterling to US dollars effective from the Half-Year Results as at 30 June 2008. |
| The dividend was first determined in US dollars and converted to sterling immediately before announcement at the rate of $1=£0.63, as set out in the circular detailing the special dividend and share buyback programme published on 14 September 2012. |
| Sterling dividend translated at $1=£0.624. |
| Translated into US dollars at the average rates of exchange for the relevant years (2014 $1=£0.61; 2013 $1=£0.64; 2012 $1 = £0.63). |
| The dividend was first determined in US dollars and converted to sterling immediately before announcement at the rate of $1=£0.65, as announced in the Half-Year Results to 30 June 2013. |
| Sterling dividend translated at $1=£0.644. |
| The dividend was first determined in US dollars and converted to sterling immediately before announcement at the rate translated at $1=£0.597. |
| Sterling dividend translated at $1=£0.5845. |
| k | The dividend was first determined in US dollars and converted to sterling at the rate of $1 = £0.6923, as announced on 12 May 2016. |
| l | The dividend was first determined in US dollars and converted to sterling at the rate of $1 = £0.7724, as announced on 11 May 2017. |
Purchases of equity securities by the Company and affiliated purchasers
The Group’s $500m share repurchase programme was announced on 7 August 2012 and completed on 29 May 2014. As atDuring the financial year ended 31 December 2014, 17,339,8452017, no ordinary shares had been repurchased at an average price of 1,811.7674 pence perwere purchased by the Company and the Company’s employee share (approximately £314m).ownership trust.
| Period of financial year | (a) Total number of shares (or units) purchased | (b) Average price paid per share (or unit) | (c) Total number of shares (or units) purchased as part of publicly announced plans or programmes | (d) Maximum number (or approximate dollar value) of shares (or units) that may yet be purchased under the plans or programmes | ||||||||||||
| Month 1 | 350,249 | 2,007.8500 | nil | 18,855,0081 | ||||||||||||
| Month 2 | 1,617,551 | 1,950.2062 | 770,412 | 18,084,5961 | ||||||||||||
| Month 3 | 2,354,577 | 1,914.9212 | 2,354,577 | 15,730,0191 | ||||||||||||
| Month 4 (no purchases this month) | nil | nil | nil | 15,730,0191 | ||||||||||||
| Month 5 | 296,984 | 2,259.9608 | 296,984 | 25,620,0462 | ||||||||||||
| Month 6 | 8 | 2,311.0000 | nil | 23,611,7253 | ||||||||||||
| Month 7 (no purchases this month) | nil | nil | nil | 23,611,7253 | ||||||||||||
| Month 8 (no purchases this month) | nil | nil | nil | 23,611,7253 | ||||||||||||
| Month 9 (no purchases this month) | nil | nil | nil | 23,611,7253 | ||||||||||||
| Month 10 (no purchases this month) | nil | nil | nil | 23,611,7253 | ||||||||||||
| Month 11 (no purchases this month) | nil | nil | nil | 23,611,7253 | ||||||||||||
| Month 12 | 461,815 | 2,580.3724 | nil | 23,611,7253 | ||||||||||||
Total number of shares (or units) purchased | Average price paid per share (or unit) | Total number of shares (or units) purchased as part of publicly announced plans or programmes | Maximum number of shares (or units) that | |||||||||||||
| Month 1 (no purchases this month) | nil | nil | nil | 19,751,738 | ||||||||||||
| Month 2 (no purchases this month) | nil | nil | nil | 19,751,738a | ||||||||||||
| Month 3 (no purchases this month) | nil | nil | nil | 19,751,738a | ||||||||||||
| Month 4 (no purchases this month) | nil | nil | nil | 19,751,738a | ||||||||||||
| Month 5 (no purchases this month) | nil | nil | nil | 18,999,018b | ||||||||||||
| Month 6 (no purchases this month) | nil | nil | nil | 18,999,018b | ||||||||||||
| Month 7 (no purchases this month) | nil | nil | nil | 18,999,018b | ||||||||||||
| Month 8 (no purchases this month) | nil | nil | nil | 18,999,018b | ||||||||||||
| Month 9 (no purchases this month) | nil | nil | nil | 18,999,018b | ||||||||||||
| Month 10 (no purchases this month) | nil | nil | nil | 18,999,018b | ||||||||||||
| Month 11 (no purchases this month) | nil | nil | nil | 18,999,018b | ||||||||||||
| Month 12 (no purchases this month) | nil | nil | nil | 18,999,018b |
| a | Reflects the resolution passed at the Company’s AGM held on |
| Reflects the resolution passed at the Company’s AGM held on |
During the financial year ended 31 December 2014, 1,659,203 ordinary shares were purchased by the Company’s Employee Share Ownership Trust, at prices ranging from 1,928 pence to 2,633 pence per share, for the purpose of satisfying future share awards to employees.
| 178 |
The principal trading market for the Company’s ordinary shares is the London Stock Exchange (LSE). The ordinary shares are also listed on the NYSE, trading in the form of ADSs evidenced by ADRs. Each ADS represents one ordinary share. The Company has a sponsored ADR facility with JPMorgan as ADR Depositary. The following table shows, for the financial periods indicated, the reported high and low middle market quotations (which represent an average of closing bid and ask prices) for the ordinary shares on the LSE, as derived from the Official List of the UK Listing Authority, and the highest and lowest sales prices of the ADSs as reported on the NYSE composite tape.
| £ per ordinary share | $ per ADS1 | £ per ordinary share | $ per ADSa | |||||||||||||||||||||||||||||||||||||
| Year ended 31 December | high | low | high | low | high | low | high | low | ||||||||||||||||||||||||||||||||
| 2010 | 12.66 | 8.87 | 20.04 | 13.84 | ||||||||||||||||||||||||||||||||||||
| 2011 | 14.35 | 9.55 | 23.28 | 15.27 | ||||||||||||||||||||||||||||||||||||
| 2012 | 17.25 | 11.57 | 27.82 | 17.99 | ||||||||||||||||||||||||||||||||||||
| 2013 | 20.39 | 17.07 | 33.54 | 26.90 | 20.39 | 17.37 | 33.54 | 26.90 | ||||||||||||||||||||||||||||||||
| 2014 | 27.10 | 18.66 | 42.51 | 30.88 | 27.10 | 18.66 | 42.51 | 30.88 | ||||||||||||||||||||||||||||||||
| 2015 | 28.80 | 22.09 | 43.55 | 33.52 | ||||||||||||||||||||||||||||||||||||
| 2016 | 36.38 | 21.84 | 44.67 | 32.11 | ||||||||||||||||||||||||||||||||||||
| 2017 | 47.19 | 36.66 | 63.51 | 44.96 | ||||||||||||||||||||||||||||||||||||
| Quarters in the year ended 31 December | ||||||||||||||||||||||||||||||||||||||||
| 2013 | ||||||||||||||||||||||||||||||||||||||||
| 2016 | ||||||||||||||||||||||||||||||||||||||||
| First quarter | 20.22 | 17.07 | 30.64 | 27.82 | 28.71 | 21.84 | 41.27 | 32.11 | ||||||||||||||||||||||||||||||||
| Second quarter | 20.39 | 17.37 | 30.61 | 26.90 | 29.28 | 25.25 | 41.86 | 35.14 | ||||||||||||||||||||||||||||||||
| Third quarter | 20.30 | 17.88 | 31.08 | 27.77 | 33.65 | 27.59 | 44.67 | 36.81 | ||||||||||||||||||||||||||||||||
| Fourth quarter | 20.25 | 17.63 | 33.54 | 28.27 | 36.38 | 30.21 | 44.33 | 38.16 | ||||||||||||||||||||||||||||||||
| 2014 | ||||||||||||||||||||||||||||||||||||||||
| 2017 | ||||||||||||||||||||||||||||||||||||||||
| First quarter | 20.47 | 18.66 | 34.08 | 30.88 | 39.37 | 36.66 | 49.06 | 44.96 | ||||||||||||||||||||||||||||||||
| Second quarter | 24.21 | 19.04 | 41.51 | 31.60 | 44.68 | 38.42 | 57.66 | 48.29 | ||||||||||||||||||||||||||||||||
| Third quarter | 24.75 | 21.99 | 42.51 | 36.84 | 44.11 | 36.68 | 57.06 | 49.14 | ||||||||||||||||||||||||||||||||
| Fourth quarter | 27.10 | 21.20 | 42.38 | 34.03 | 47.19 | 39.87 | 63.51 | 52.84 | ||||||||||||||||||||||||||||||||
| 2015 | ||||||||||||||||||||||||||||||||||||||||
| First quarter (to 16 February 2015) | 27.56 | 25.33 | 41.57 | 38.32 | ||||||||||||||||||||||||||||||||||||
| 2018 | ||||||||||||||||||||||||||||||||||||||||
| First quarter (to 19 February) | 49.28 | 44.98 | 68.90 | 62.17 | ||||||||||||||||||||||||||||||||||||
| Month ended | ||||||||||||||||||||||||||||||||||||||||
| August 2014 | 23.75 | 21.99 | 40.02 | 37.15 | ||||||||||||||||||||||||||||||||||||
| September 2014 | 24.45 | 22.85 | 39.85 | 36.84 | ||||||||||||||||||||||||||||||||||||
| October 2014 | 23.69 | 21.20 | 38.01 | 34.03 | ||||||||||||||||||||||||||||||||||||
| November 2014 | 27.10 | 24.03 | 42.38 | 38.25 | ||||||||||||||||||||||||||||||||||||
| December 2014 | 26.39 | 24.17 | 41.30 | 37.63 | ||||||||||||||||||||||||||||||||||||
| January 2015 | 27.56 | 25.33 | 41.57 | 38.32 | ||||||||||||||||||||||||||||||||||||
| February 2015 (to 16 February 2015) | 26.76 | 25.88 | 41.37 | 39.24 | ||||||||||||||||||||||||||||||||||||
| August 2017 | 44.11 | 38.12 | 57.04 | 49.43 | ||||||||||||||||||||||||||||||||||||
| September 2017 | 39.48 | 36.68 | 52.95 | 49.14 | ||||||||||||||||||||||||||||||||||||
| October 2017 | 41.83 | 39.87 | 55.59 | 52.84 | ||||||||||||||||||||||||||||||||||||
| November 2017 | 44.06 | 42.10 | 58.76 | 55.73 | ||||||||||||||||||||||||||||||||||||
| December 2017 | 47.19 | 43.67 | 63.51 | 58.99 | ||||||||||||||||||||||||||||||||||||
| January 2018 | 49.28 | 46.85 | 68.90 | 63.27 | ||||||||||||||||||||||||||||||||||||
| February 2018 (to 19 February) | 47.20 | 44.98 | 67.34 | 62.17 | ||||||||||||||||||||||||||||||||||||
| Fluctuations in the exchange rates between sterling and the US dollar will affect the dollar equivalent of the sterling price of the ordinary shares on the LSE and, as a result, are likely to affect the market price of ADSs. |
The table below sets forth the amounts of ordinary dividends on each ordinary share and special dividends, in respect of each financial year indicated.
| Interim dividend | Final dividend | Total dividend | Special dividend | Interim dividend | Final dividend | Total dividend | Special dividend | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| pence | cents | pence | cents | pence | cents | pence | cents | pence | cents | pence | cents | pence | cents | pence | cents | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2017 | 24.4 | 33.0 | N/A | a | 71.0 | N/A | a | 104.0 | 156.4 | b | 202.5 | b | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2016 | 22.6 | 30.0 | 49.4 | 64.0 | 72.0 | 94.0 | 438.2 | b | 632.9 | b | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2015 | 17.7 | 27.5 | 40.3 | 57.5 | 58.0 | 85.0 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2014 | 14.8 | 25.0 | 33.8 | 52.0 | 48.6 | 77.0 | 174.9 | 1 | 293.0 | 1 | 14.8 | 25.0 | 33.8 | 52.0 | 48.6 | 77.0 | 174.9 | b | 293.0 | b | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2013 | 15.1 | 23.0 | 28.1 | 47.0 | 43.2 | 70.0 | 87.1 | 133.0 | 15.1 | 23.0 | 28.1 | 47.0 | 43.2 | 70.0 | 87.1 | 133.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2012 | 13.5 | 21.0 | 27.7 | 43.0 | �� | 41.2 | 64.0 | 108.4 | 1 | 172.0 | 1 | 13.5 | 21.0 | 27.7 | 43.0 | 41.2 | 64.0 | 108.4 | b | 172.0 | b | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2011 | 9.8 | 16.0 | 24.7 | 39.0 | 34.5 | 55.0 | – | – | 9.8 | 16.0 | 24.7 | 39.0 | 34.5 | 55.0 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2010 | 8.0 | 12.8 | 22.0 | 35.2 | 30.0 | 48.0 | – | – | 8.0 | 12.8 | 22.0 | 35.2 | 30.0 | 48.0 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2009 | 7.3 | 12.2 | 18.7 | 29.2 | 26.0 | 41.4 | – | – | 7.3 | 12.2 | 18.7 | 29.2 | 26.0 | 41.4 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 20082 | 6.4 | 12.2 | 20.2 | 29.2 | 26.6 | 41.4 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2008c | 6.4 | 12.2 | 20.2 | 29.2 | 26.6 | 41.4 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2007 | 5.7 | 11.5 | 14.9 | 29.2 | 20.6 | 40.7 | 200 | 1 | – | 5.7 | 11.5 | 14.9 | 29.2 | 20.6 | 40.7 | 200 | b | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2006 | 5.1 | 9.6 | 13.3 | 25.9 | 18.4 | 35.5 | 118 | 1 | – | 5.1 | 9.6 | 13.3 | 25.9 | 18.4 | 35.5 | 118 | b | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2005 | 4.6 | 8.1 | 10.7 | 18.7 | 15.3 | 26.8 | – | – | 4.6 | 8.1 | 10.7 | 18.7 | 15.3 | 26.8 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2004 | 4.3 | 7.7 | 10.0 | 19.1 | 14.3 | 26.8 | 72.0 | 1 | – | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2003 | 4.05 | 6.8 | 9.45 | 17.4 | 13.5 | 24.2 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| The sterling amount of the final dividend will be announced on 23 April 2018 using the average of the daily exchange rates from 18 April 2018 to 20 April 2018 inclusive. |
| b | Accompanied by a share consolidation. |
| IHG changed the reporting currency of its Consolidated Financial Statements from sterling to US dollars effective from the Half-Year Results as at 30 June 2008. Starting with the interim dividend for 2008, all dividends have first been determined in US dollars and converted into sterling |
IHG | Annual Report and Form 20-F | 179 |
Additional Information
Shareholder information continued
Shareholder informationcontinued
Shareholder profile by type as at 31 December 20142017
Category of shareholdings | Number of shareholders | Percentage total of shareholders | Number of ordinary shares | Percentage of issued share capital See chart g | ||||||||||||
| ¢ Private individuals | 41,572 | 92.77 | 13,885,472 | 5.88 | ||||||||||||
| ¢ Nominee companies | 1,428 | 3.18 | 194,775,369 | 82.49 | ||||||||||||
| ¢ Limited and public limited companies | 1,647 | 3.68 | 12,813,041 | 5.43 | ||||||||||||
| ¢ Other corporate bodies | 159 | 0.35 | 14,004,127 | 5.93 | ||||||||||||
¢ Pension funds, insurance companies and banks | 7 | 0.02 | 639,247 | 0.27 | ||||||||||||
| Total | 44,813 | 100 | 236,117,256 | 100 | ||||||||||||
Shareholder profile by size as at 31 December 2014
|
| |||||||||||||||
Range of shareholdings | Number of shareholders | Percentage total of shareholders | Number of ordinary shares | Percentage of issued share capital See chart g | ||||||||||||
| ¢ 1 – 199 | 28,412 | 63.40 | 1,801,918 | 0.76 | ||||||||||||
| ¢ 200 – 499 | 8,696 | 19.41 | 2,774,193 | 1.17 | ||||||||||||
| ¢ 500 – 999 | 4,029 | 8.99 | 2,820,987 | 1.19 | ||||||||||||
| ¢ 1,000 – 4,999 | 2,808 | 6.27 | 5,309,076 | 2.25 | ||||||||||||
| ¢ 5,000 – 9,999 | 237 | 0.53 | 1,666,106 | 0.71 | ||||||||||||
| ¢ 10,000 – 49,999 | 306 | 0.68 | 7,239,768 | 3.07 | ||||||||||||
| ¢ 50,000 – 99,999 | 95 | 0.21 | 6,746,779 | 2.86 | ||||||||||||
| ¢ 100,000 – 499,999 | 146 | 0.33 | 31,810,194 | 13.47 | ||||||||||||
| ¢ 500,000 – 999,999 | 42 | 0.09 | 30,898,339 | 13.09 | ||||||||||||
| ¢ 1,000,000 and above | 42 | 0.09 | 145,049,896 | 61.43 | ||||||||||||
| Total | 44,813 | 100 | 236,117,256 | 100 | ||||||||||||
Shareholder profile by geographical location as at 31 December 2014
|
| |||||||||||||||
Country/ Jurisdiction | Percentage of issued share capital1 See chart g | |||||||||||||||
| ¢ UK | 50.3 | |||||||||||||||
| ¢ Rest of Europe | 12.1 | |||||||||||||||
| ¢ US (including ADRs) | 33.6 | |||||||||||||||
| ¢ Rest of World | 4.0 | |||||||||||||||
| Total | 100 | |||||||||||||||
| Category of shareholder | Number of shareholders | Percentage of total shareholders | Number of ordinary shares | Percentage of issued share capital | ||||||||||||||||||||
| Private individuals | 34,948 | 93.53 | 9,468,586 | 4.79 | ||||||||||||||||||||
| Nominee companies | 1,451 | 3.88 | 162,026,026 | 82.00 | ||||||||||||||||||||
| Limited and public limited companies | 812 | 2.17 | 15,560,735 | 7.87 | ||||||||||||||||||||
| Other corporate bodies | 147 | 0.39 | 10,431,329 | 5.28 | ||||||||||||||||||||
| Pension funds, insurance companies and banks | 10 | 0.03 | 110,934 | 0.06 | ||||||||||||||||||||
| Total | 37,368 | 100 | 197,597,610 | 100 | ||||||||||||||||||||
| Shareholder profile by size as at 31 December 2017 | ||||||||||||||||||||||||
| Range of shareholdings | Number of shareholders | Percentage of total shareholders | Number of ordinary shares | Percentage of issued share capital | ||||||||||||||||||||
| 1–199 | 25,075 | 67.10 | 1,514,320 | 0.77 | ||||||||||||||||||||
| 200–499 | 6,775 | 18.13 | 2,123,354 | 1.07 | ||||||||||||||||||||
| 500–999 | 2,831 | 7.58 | 1,968,555 | 1.00 | ||||||||||||||||||||
| 1,000–4,999 | 1,883 | 5.04 | 3,630,490 | 1.84 | ||||||||||||||||||||
| 5,000–9,999 | 221 | 0.59 | 1,560,634 | 0.79 | ||||||||||||||||||||
| 10,000–49,999 | 323 | �� | 0.86 | 6,957,954 | 3.52 | |||||||||||||||||||
| 50,000–99,999 | 93 | 0.25 | 6,746,735 | 3.41 | ||||||||||||||||||||
| 100,000–499,999 | 119 | 0.32 | 27,636,466 | 13.99 | ||||||||||||||||||||
| 500,000–999,999 | 22 | 0.06 | 15,829,002 | 8.01 | ||||||||||||||||||||
| 1,000,000 and above | 26 | 0.07 | 129,630,100 | 65.60 | ||||||||||||||||||||
| Total | 37,368 | 100 | 197,597,610 | 100 | ||||||||||||||||||||
| Shareholder profile by geographical location as at 31 December 2017 | ||||||||||||||||||||||||
| Country/Jurisdiction | | Percentage of issued share capital | a | |||||||||||||||||||||
| UK | 48.1 | |||||||||||||||||||||||
| Rest of Europe | 17.5 | |||||||||||||||||||||||
| US (including ADRs) | 32.1 | |||||||||||||||||||||||
| Rest of world | 2.3 | |||||||||||||||||||||||
| Total | 100 | |||||||||||||||||||||||
| The geographical profile presented is based on an analysis of shareholders (by manager) of 40,000 shares or above where geographical ownership is known. This analysis only captures |
As of 1319 February 2015, 15,835,6372018, 13,494,031 ADSs equivalent to 15,835,63713,494,031 ordinary shares, or approximately 6.7 per cent7.10% of the total issued share capital, were outstanding and were held by 685512 holders. Since certain ordinary shares are registered in the names of nominees, the number of shareholders on record may not be representative of the number of beneficial owners.
As of 1319 February 2015,2018, there were a total of 44,627 record37,199 recorded holders of ordinary shares, of whom 249269 had registered addresses in the US and held a total of 670,170410,801 ordinary shares (0.27 per cent(0.21% of the total issued share capital).
| 180 | IHG | Annual Report and Form 20-F 2017 |
The following exhibits are filed as part of this Annual Report on Form 20-F with the SEC.
| Exhibit 1a | Articles of Association of the Company (incorporated by reference to Exhibit 1 of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1-10409) dated 11 April 2011) | |||
| Exhibit 4(a)(i)a | Amended and restated trust deed dated 11 August 2016 relating to a £2 billion Euro Medium Term Note Programme, among InterContinental Hotels Group PLC, Six Continents Limited, InterContinental Hotels Limited and HSBC Corporate Trustee Company (UK) Limited (incorporated by reference to Exhibit 4(a)(i) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1 – 10409) date 2 March 2017) | |||
| Exhibit 4(a)(ii)a | Five-year $1.275 billion bank facility agreement dated 30 March 2015, among InterContinental Hotels Group PLC and certain of its subsidiaries, and Bank of America Merrill Lynch International Limited, Barclays Bank PLC, Citibank, N.A. London Branch, Commerzbank Aktiengesellschaft, London Branch, DBS Bank Ltd., London Branch, HSBC Bank plc, SunTrust Bank, The Bank of Tokyo-Mitsubishi UFJ, Ltd., The Royal Bank Of Scotland plc, U.S. Bank National Association and Wells Fargo Bank N.A., London Branch (incorporated by reference to Exhibit 4a(iii) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1 – 10409) dated 3 March 2016) | |||
| Exhibit 4(a)(iii)a | $400 million bank facility agreement dated 13 January 2015, among InterContinental Hotels Group PLC and certain of its subsidiaries, and Bank of America Merrill Lynch International Limited (incorporated by reference to Exhibit 4(a)(i) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1-10409) dated 26 February 2015) | |||
| Exhibit 4(a)(iv)a | Share sale and purchase agreement relating to InterContinental Paris – Le Grand, between BHR Holdings BV and Constellation Hotels France Grand SA dated 7 December 2014 (incorporated by reference to Exhibit 4(a)(iii) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1-10409) dated 26 February 2015) | |||
| Exhibit 4(a)(v)a | Share sale and purchase agreement between Kimpton Group Holding LLC and Dunwoody Operations, Inc. dated 15 December 2014 (incorporated by reference to Exhibit 4(a)(ii) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1-10409) dated 26 February 2015) | |||
| Exhibit 4(a)(vi)a | Share sale and purchase agreement relating to InterContinental Hong Kong, between Hotel InterContinental London (Holdings) Limited and Supreme Key Limited dated 10 July 2015 (incorporated by reference to Exhibit 4(a)(i) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1-10409) dated 3 March 2016) | |||
| Exhibit 4(c)(i)a | Paul Edgecliffe-Johnson’s service contract dated 6 December 2013, commencing on 1 January 2014 (incorporated by reference to Exhibit 4(c)(i) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1-10409) dated 26 February 2014) | |||
| Exhibit 4(c)(ii)a | Richard Solomons’ service contract dated 16 March 2011, commencing on 1 July 2011 (incorporated by reference to Exhibit 4(c)(iii) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1-10409) dated 11 April 2011) | |||
| Exhibit 4(c)(iii)a | Rules of the InterContinental Hotels Group Long Term Incentive Plan as amended on 2 May 2014 (incorporated by reference to Exhibit 4(c)(ix) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1-10409) dated 26 February 2015) | |||
| Exhibit 4(c)(iv)a | Rules of the InterContinental Hotels Group Annual Performance Plan as amended on 2 May 2014 (incorporated by reference to Exhibit 4(c)(x) of the InterContinental Hotels Group PLC Annual Report on Form 20-F (File No. 1-10409) dated 26 February 2015) | |||
| Exhibit 4(c)(v) | Keith Barr’s service contract dated 5 May 2017, commencing on 1 July 2017 | |||
| Exhibit 4(c)(vi) | Elie Maalouf’s service contract dated 19 October 2017, commencing on 1 January 2018 | |||
| Exhibit 8 | List of subsidiaries as at 31 December 2017 (can be found on pages 141 to 143) | |||
| Exhibit 12(a) | Certification of Keith Barr filed pursuant to 17 CFR 240.13a–14(a) | |||
| Exhibit 12(b) | Certification of Paul Edgecliffe-Johnson filed pursuant to 17 CFR 240.13a–14(a) | |||
| Exhibit 13(a) | Certification of Keith Barr and Paul Edgecliffe-Johnson furnished pursuant to 17 CFR 240.13a–14(b) and 18 U.S.C.1350 | |||
| Exhibit 15(a) | Consent of independent registered public accounting firm, Ernst & Young LLP | |||
| Exhibit 101* | XBRL Instance Document and related items | |||
a Incorporated by reference. * As permitted by Rule 405(a)(2)(ii) of Regulation S-T, the registrant’s XBRL (eXtensible Business Reporting Language) information will be furnished in an amendment to this Form 20-F that will be filed no more than 30 days after the date hereof. In accordance with Rule 406T(b)(2) of Regulation S-T, such XBRL information will be furnished and not filed or part of a registration statement or prospectus for purposes of Sections 11 or 12 of the Securities Act of 1933, as amended, will be deemed not filed for purposes of Section 18 of the Exchange Act of 1934, as amended, and otherwise will not be subject to liability under those sections. | ||||
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Exhibits | 181 |
Additional Information
Form 20-F cross-reference guide
| Item | Form 20-F caption | Location in this document | Page | |||
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| 1 | Identity of directors, senior management and advisers | Not applicable | – | |||
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| 2 | Offer statistics and expected timetable | Not applicable | – | |||
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| 3 | Key information | |||||
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| 3A – Selected financial data | Shareholder information: Selected five-year consolidated financial information | 177 | ||||
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| Shareholder information: Dividend history | 179 | |||||
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| 3B – Capitalisation and indebtedness | Not applicable | – | ||||
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| 3C – Reason for the offer and use of proceeds | Not applicable | – | ||||
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| 3D – Risk factors | Group information: Risk factors | 164–167 | ||||
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| 4 | Information on the Company | |||||
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| 4A – History and development of the Company | Group information: History and developments | 164 | ||||
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| Shareholder information: Return of funds | 178 | |||||
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| Useful information: Contacts | 187 | |||||
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| 4B – Business overview | Strategic Report | 2–43 | ||||
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| Group information: Working Time Regulations 1998 | 170 | |||||
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| Group Information: Risk factors | 164–167 | |||||
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| 4C – Organisational structure | Group Financial Statements: Note 33 – Group companies | 141–143 | ||||
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| 4D – Property, plants and equipment | Strategic Report: Key performance indicators | 23-25 | ||||
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| Directors’ Report: Greenhouse gas (GHG) emissions | 162 | |||||
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| Group Financial Statements: Note 12 – Property, plant and equipment | 116 | |||||
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| 4A | Unresolved staff comments | None | – | |||
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| 5 | Operating and financial review and prospects | |||||
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| 5A – Operating results | Strategic Report: Performance | 26–43 | ||||
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| Group Financial Statements: Accounting policies | 95–103 | |||||
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| Viability statement | 22 | |||||
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| 5B – Liquidity and capital resources | Strategic Report: Performance – Liquidity and capital resources | 43 | ||||
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| Group Financial Statements: Note 17 – Cash and cash equivalents | 123 | |||||
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| Group Financial Statements: Note 20 – Loans and other borrowings | 124–125 | |||||
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| Group Financial Statements: Note 22 – Financial risk management | 126–129 | |||||
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| Group Financial Statements: Note 23 – Fair value measurement | 129–130 | |||||
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| Group Financial Statements: Note 24 – Reconciliation of profit for the year | 131 | |||||
| to cash flow from operations | ||||||
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| 5C – Research and development; intellectual property | Not applicable | – | ||||
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| 5D – Trend information | Strategic Report: Performance | 26–43 | ||||
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| 5E – Off-balance sheet arrangements | Strategic Report: Performance – Liquidity and capital resources | 43 | ||||
| – Off-balance sheet arrangements | ||||||
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| 5F – Tabular disclosure of contractual obligations | Strategic Report: Performance – Liquidity and capital resources | 43 | ||||
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| 5G – Safe harbour | Additional Information: Forward-looking statements | 188 | ||||
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| 5H – Non-GAAP financial measures | Strategic Report: Performance | 26 | ||||
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| Other financial information | 154–156 | |||||
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| Group Financial Statements: Note 9 – Earnings per ordinary share | 115 | |||||
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| Group Financial Statements: Note 21 – Net debt | 126 | |||||
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| 6 | Directors, senior management and employees | |||||
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| 6A – Directors and senior management | Corporate Governance: Our Board of Directors and Our Executive Committee | 48–51 | ||||
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| 6B – Compensation | Directors’ Remuneration Report | 64–77 | ||||
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| Group Financial Statements: Note 25 – Retirement benefits | 131–135 | |||||
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| Group Financial Statements: Note 31 – Related party disclosures | 140 | |||||
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| Group Financial Statements: Note 26 – Share-based payments | 135–136 | |||||
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| 6C – Board practices | Corporate Governance | 47–63 | ||||
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| 6D – Employees | Group Financial Statements: Note 3 – Staff costs and Directors’ emoluments | 109 | ||||
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| Group information: Working Time Regulations 1998 | 170 | |||||
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| Directors’ Report: Employees and Code of Conduct | 161 | |||||
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| 6E – Share ownership | Directors’ Remuneration Report: Annual Report on Directors’ Remuneration | 72 | ||||
| – Scheme interests awarded during 2017 | ||||||
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| Directors’ Remuneration Report: Annual Report on Directors’ Remuneration | 73,76 | |||||
| – Statement of Directors’ shareholdings and share interests | ||||||
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| Group Financial Statements: Note 26 – Share-based payments | 135–136 | |||||
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| Group information: Directors and Executive Committee members’ shareholdings | 167 | |||||
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| 7 | Major shareholders and related party transactions | |||||
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| 7A – Major shareholders | Directors’ Report: Major institutional shareholders | 160 | ||||
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| Shareholder information: Shareholder profiles | 180 | |||||
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| 7B – Related party transactions | Group Financial Statements: Note 14 – Investment in associates and joint ventures | 119–120 | ||||
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| Group Financial Statements: Note 31 – Related party disclosures | 140 | |||||
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| 7C – Interests of experts and counsel | Not applicable | – | ||||
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| 182 | IHG | Annual Report and Form 20-F 2017 |
| Item | Form 20-F caption | Location in this document | Page | |||
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| 8 | Financial Information | |||||
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| 8A – Consolidated statements and | Directors’ Report: Dividends | 160 | ||||
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other financial information | Group Financial Statements | 78–143 | ||||
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| Group Information: Legal proceedings | 172 | |||||
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| Strategic Report: Performance – Other financial information | 42 | |||||
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| 8B – Significant changes | None | – | ||||
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| 9 | The offer and listing | |||||
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| 9A – Offer and listing details | Shareholder information: Share price information | 179 | ||||
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| 9B – Plan of distribution | Not applicable | – | ||||
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| 9C – Markets | Shareholder information: Share price information | 179 | ||||
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| 9D – Selling shareholders | Not applicable | – | ||||
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| 9E – Dilution | Not applicable | – | ||||
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| 9F – Expenses of the issue | Not applicable | – | ||||
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| 10 | Additional information | |||||
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| 10A – Share capital | Not applicable | – | ||||
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| 10B – Memorandum and articles of association | Group information: Articles of Association | 169–170 | ||||
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| Group information: Rights attaching to shares | 169 | |||||
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| 10C – Material contracts | Group information: Material contracts | 171–172 | ||||
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| 10D – Exchange controls | Shareholder information: Exchange controls and restrictions on payment of dividends | 172 | ||||
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| 10E – Taxation | Shareholder information: Taxation | 173–175 | ||||
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| 10F – Dividends and paying agents | Not applicable | – | ||||
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| 10G – Statement by experts | Not applicable | – | ||||
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| 10H – Documents on display | Useful information: Investor information – Documents on display | 186 | ||||
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| 10I – Subsidiary information | Not applicable | – | ||||
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| 11 | Quantitative and qualitative disclosures about market risk | Group Financial Statements: Note 22 – Financial risk management | 126–129 | |||
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| 12 | Description of securities other than equity securities | |||||
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| 12A – Debt securities | Not applicable | – | ||||
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| 12B – Warrants and rights | Not applicable | – | ||||
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| 12C – Other securities | Not applicable | – | ||||
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| 12D – American depositary shares | Group information: Description of securities other than equity securities | 168 | ||||
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| 13 | Defaults, dividend arrearages and delinquencies | Not applicable | – | |||
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| 14 | Material modifications to the rights of security holders and use of proceeds | Not applicable | – | |||
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| 15 | Controls and Procedures | Shareholder information: Disclosure controls and procedures | 175 | |||
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Group Financial Statements: Statement of Directors’ Responsibilities – Management’s report on internal control over financial reporting | 80 | |||||
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| Group Financial Statements: Independent Auditor’s US Report | 87 | |||||
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| 16 | 16A – Audit committee financial expert | Corporate Governance: Audit Committee Report | 56 | |||
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| Shareholder information: Summary of significant corporate governance | 176 | |||||
| differences from NYSE listing standards – Committees | ||||||
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| 16B – Code of ethics | Directors’ Report: Employees and Code of Conduct | 161 | ||||
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| Strategic Report: Doing business responsibly | 18–19 | |||||
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| Shareholder information: Summary of significant corporate governance | 176 | |||||
| differences from NYSE listing standards | ||||||
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| 16C – Principal accountant fees and services | Corporate Governance: Audit Committee Report – External auditor | 59 | ||||
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| Corporate Governance: Audit Committee Report – Non-audit services | 58 | |||||
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| Group Financial Statements: Note 4 – Auditor’s remuneration paid to Ernst & Young LLP | 109 | |||||
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| 16D – Exemptions from the listing standards | Not applicable | – | ||||
| for audit committees | ||||||
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16E – Purchase of equity securities by the issuer and affiliated purchasers | Shareholder information: Purchases of equity securities by the Company and affiliated purchasers | 178 | ||||
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| 16F – Change in registrant’s certifying accountant | Not applicable | – | ||||
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| 16G – Corporate Governance | Shareholder information: Summary of significant corporate governance | 176 | ||||
| differences from NYSE listing standards | ||||||
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| 16H – Mine safety disclosure | Not applicable | – | ||||
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| 17 | Financial statements | Not applicable | – | |||
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| 18 | Financial statements | Group Financial Statements | 78–143 | |||
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| 19 | Exhibits | Additional Information: Exhibits | 181 | |||
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| IHG | Annual Report and Form 20-F 2017 | Additional Information | Form 20-F cross-reference guide | 183 |
Additional Information
adjusted
excluding the effect of exceptional items and any relevant tax.
ADR
an American Depositary Receipt, being a receipt evidencing title to an ADS.
ADR Depositary (JPMorgan)
JPMorgan Chase Bank N.A.
ADS
an American Depositary Share as evidenced by an ADR, being a registered negotiable security, listed on the New York Stock Exchange, representing one ordinary share of 18 318/329pence each of the Company.
AGM
Annual General Meeting of InterContinental Hotels Group PLC.
AMEA
Asia, Middle East and Africa.
Annual Report
The Annual Report and Form 20-F in relation to the years ending 31 December 2016 or 2017 as relevant.
APP
Annual Performance Plan.
Articles
the Articles of Association of the Company for the time being in force.
average daily rate
rooms revenue divided by the number of room nights sold.
basic earnings per ordinary share
profit available for IHG equity holders divided by the weighted average number of ordinary shares in issue during the year.
Board
The Board of Directors of InterContinental Hotels Group PLC.
capital expenditure
purchases of property, plant and equipment, intangible assets, associate and joint venture investments, and other financial assets.
cash-generating units (CGUs)
the smallest identifiable groups of assets that generate cash inflows that are largely independent of the cash inflows from other assets or groups of assets.
Code
UK Corporate Governance Code issued in September 2014 by the Financial Reporting Council in the UK.
Companies Act
the Companies Act 2006, as amended from time to time.
Companyor Parent Company
InterContinental Hotels Group PLC.
comparable RevPAR
a comparison for a grouping of hotels that have traded in all months in financial years being compared. Principally excludes new hotels, hotels closed for major refurbishment and hotels sold in either of the two years.
Compound Annual Growth Rate (CAGR)
the annual growth rate over a period of years, calculated on the basis that each year’s growth is compounded, that is, the amount of growth in each year is included in the following year’s number, which in turn grows further.
constant currency
a current-year value translated using the previous year’s exchange rates.
contingencies
liabilities that are contingent upon the occurrence of one or more uncertain future events.
continuing operations
operations not classified as discontinued.
currency swap
an exchange of a deposit and a borrowing, each denominated in a different currency, for an agreed period of time.
Deferred Compensation Plan
the Defined Contribution Deferred Compensation Plan.
derivatives
financial instruments used to reduce risk, the price of which is derived from an underlying asset, index or rate.
direct channels
methods of booking hotel rooms (both digital and voice) not involving third-party intermediaries.
Director
a director of InterContinental Hotels Group PLC.
DR Policy
Directors’ Remuneration Policy. The revised DR Policy is not included in this year’s report, but can be found on our website. A summary can be found in the Remuneration Report.
EBIT
earnings before interest and tax.
EBITDA
earning before interest, tax, depreciation and amortisation.
Employee Engagement survey
we ask our employees and those who work in our managed hotels (excluding our joint venture hotels) to participate in a survey to measure employee engagement.
EU
the European Union.
euroor€
the currency of the European Economic and Monetary Union.
exceptional items
items that are disclosed separately because of their size or nature.
extended-stay
hotels designed for guests staying for periods of time longer than a few nights and tending to have a higher proportion of suites than normal hotels (Staybridge Suites and Candlewood Suites).
fee business
IHG’s franchise and managed businesses combined.
fee marginor fee-based margin
operating profit as a percentage of revenue, excluding revenue and operating profit from owned and leased hotels, managed leases, Kimpton in 2015 only, and significant liquidated damages.
franchisee
an owner who uses a brand under licence from IHG.
goodwill
the difference between the consideration given for a business and the total of the fair values of the separable assets and liabilities comprising that business.
Group or IHG
the Company and its subsidiaries.
Guest Love
IHG’s guest satisfaction measurement tool used to measure brand preference and guest satisfaction.
Guest Reservation Systemor GRS
our global electronic guest reservation system, currently HOLIDEX, IHG’s proprietary system.
hedging
the reduction of risk, normally in relation to foreign currency or interest rate movements, by making offsetting commitments.
hotel revenue
revenue from all revenue-generating activity undertaken by managed and owned and leased hotels, including room nights, food and beverage sales.
IASB
International Accounting Standards Board.
ICETUS
InterContinental Executive Top-Up Scheme.
IC Plan
InterContinental Hotels UK Pension Plan.
IFRS
International Financial Reporting Standards as adopted by the EU and issued by the IASB.
| 184 | IHG | Annual Report and Form 20-F 2017 |
IHG PLC
InterContinental Hotels Group PLC.
indirect channels
online travel intermediaries and business and leisure travel agents.
interest rate swap
an agreement to exchange fixed for floating interest rate streams (or vice versa) on a notional principal.
liquidated damages
payments received in respect of the early termination of franchise and management contracts.
LTIP
Long Term Incentive Plan.
managed leases
properties structured as operating leases but with the same characteristics as management contracts.
management contract
a contract to operate a hotel on behalf of the hotel owner.
market capitalisation
the value attributed to a listed company by multiplying its share price by the number of shares in issue.
net debt
borrowings less cash and cash equivalents, including the exchange element of the fair value of currency swaps hedging the borrowings.
net rooms supply
net total number of IHG system hotel rooms.
NYSE
New York Stock Exchange.
occupancy rate
rooms occupied by hotel guests, expressed as a percentage of rooms that are available.
ordinary share
from 9 October 2012 until 30 June 2014, the ordinary shares of 14 194/329 pence each in the Company; from 1 July 2014, the ordinary shares of 15265/329 pence each in the Company; and from 9 May 2016 the ordinary shares of 18 318/329 pence each in the Company; and from 8 May 2017 the ordinary shares of 19 17/21 pence each in the Company.
owner
the ultimate owner of a hotel property.
pipeline
hotels/rooms that will enter the IHG System at a future date. A new hotel only enters the pipeline once a contract has been signed and the appropriate fees paid. In rare circumstances, a hotel will not open for reasons such as the financing being withdrawn.
ppt
a percentage point is the unit for the arithmetic difference of two percentages.
revenue management
the employment of pricing and segment strategies to optimise the revenue generated from the sale of room nights.
revenue per available roomor RevPAR
rooms revenue divided by the number of room nights that are available (can be mathematically derived from occupancy rate multiplied by average daily rate).
room count
number of rooms franchised, managed, owned or leased by IHG.
rooms revenue
revenue generated from the sale of room nights.
royalties
fees, based on rooms revenue, that a franchisee pays to the Group.
SEC
US Securities and Exchange Commission.
sterlingorpounds sterling, £, penceorp
the pound sterling, the currency of the United Kingdom.
subsidiary
a company over which the Group exercises control.
System
hotels/rooms operating under franchise and management agreements together with IHG owned and leased hotels/rooms, globally (the IHG System) or on a regional basis, as the context requires.
System contribution to revenue
percentage of rooms revenue delivered through IHG’s direct and indirect systems and channels.
System FundorFund
assessment fees and contributions collected from hotels within the IHG System which fund activities that drive revenue to our hotels including marketing, the IHG Rewards Club loyalty programme and our distribution channels.
technology fee income
income received from hotels under franchise and management agreements for the use of IHG’s Guest Reservation System.
total gross revenue
total rooms revenue from franchised hotels and total hotel revenue from managed, owned and leased hotels. Other than owned and leased hotels, it is not revenue wholly attributable to IHG, as it is mainly derived from hotels owned by third parties.
Total Shareholder Return or TSR
the theoretical growth in value of a shareholding over a period, by reference to the beginning and ending share price, and assuming that dividends, including special dividends, are reinvested to purchase additional units of the equity.
UK
the United Kingdom.
UK GAAP
United Kingdom Generally Accepted Accounting Practice.
underlying fee revenue
Group revenue excluding revenue from owned and leased hotels, managed leases, and significant liquidated damages.
US
the United States of America.
US 401(k) Plan
the Defined Contribution 401(k) plan.
US dollars, US$, $or ¢
the currency of the United States of America.
working capital
the sum of inventories, receivables and payables of a trading nature, excluding financing and taxation items.
| 185 |
Additional Information
UsefulinformationUseful information
Website and electronic communication
As part of IHG’s commitment to reduce the cost and environmental impact of producing and distributing printed documents in large quantities, this Annual Report and Form20-F 2014 2017 has been made available to shareholders through our website atwww.ihgplc.com/investors under financial library.Annual Report.
Shareholders may electronically appoint a proxy to vote on their behalf at the 20152018 AGM. Shareholders who hold their shares through CREST may appoint proxies through the CREST electronic proxy appointment service, by using the procedures described in the CREST Manual.
Shareholder hotel discount
IHG offers discounted hotel stays (subject to availability) for registered shareholders only, through a controlled accesscontrolled-access website. This is not available to shareholders who hold shares through nominee companies, ISAs or ADRs. For further details please contact the Company Secretariat departmentSecretary’s office (see page 180)187).
Responsible Business Report
In line with our commitment to responsible business practices, this year we have decided to produceproduced a broader Responsible Business Report showcasing our approach to responsible business and progress against our corporate responsibility targets. This can be viewed at www.ihgplc.com/responsiblebusiness
| Visitwww.ihgplc.com/responsible-business for details. |
The IHG® Shelter in a StormFoundation
Launched in 2016, the IHG Shelter in a Storm enables IHG to support our hotelsFoundation is an independent charity that sets the foundations for stronger, healthier and localmore prosperous communities employees and guests when a disaster occurs, by providing immediate and vital assistance.around the world.
To make a donation to the programme, visit the secure payment page at www.ihgshelterinastorm.com
| Visitwww.ihgfoundation.com to learn more. |
Registrar
For information on a range of shareholder services, including enquiries concerning individual shareholdings, notification of a shareholder’s change of address and amalgamation of shareholder accounts (in order to avoid duplicate mailing of shareholder communications), shareholders should contact the Company’s Registrar, Equiniti, on 08710371 384 21321,2a (calls from within the UK) or +44 (0) 121 415 7034 (calls from outside the UK).
Dividend services
Dividend Reinvestment Plan (DRIP)
The Company offers a DRIP for shareholders to purchase additional IHG shares with their cash dividends. For further information about the DRIP, please contact our Registrar helpline on 08710371 384 22681,2a. A DRIP application form and information booklet are available at www.shareview.co.uk/products/pages/applyforadrip.aspx
| Seewww.shareview.co.uk/info/drip for a DRIP application form and information booklet. |
Bank mandate
We encourage shareholders to have their dividends paid directly into their UK bank or building society account,accounts, to ensure efficient payment and clearance of funds on the payment date. For further information, please contact our Registrar (see page 180)187).
Overseas payment service
It is also possible for shareholders to have their dividends paid directdirectly to their bank accountaccounts in a local currency. Charges are payable for this service. Further information is available at www.shareview.co.uk/shareholders/pages/
overseaspayments.aspx
| Go towww.shareview.co.uk/info/ops for further information. |
Out-of-date/unclaimed dividends
If you think that you have out-of-date dividend cheques or unclaimed dividend payments, please contact our Registrar (see page 180)187).
Individual Savings Account (ISA)
Equiniti offers a Stocks and Shares ISA that can invest in IHG shares. For further information, please contact Equiniti on 08710371 384 22441,2a.
Share dealing services
Equiniti offers the following share dealing facilities:share-dealing facilities.
Postal dealing
For more information, call 08710371 384 22481,2a.
Telephone dealing
For more information, call 08450345 603 70371,3b.
Internet dealing
ForVisitwww.shareview.co.uk for more information, visit www.shareview.co.ukinformation.
Changes to the base cost of IHG shares
Details of all the changes to the base cost of IHG shares held from April 2003 to December 2014,2017, for UK Capital Gains Tax purposes, may be found on our website atwww.ihgplc.com/investors under shareholder centre/tax information.Shareholder centre in the Tax information section.
‘Gone away’ shareholders
Working with ProSearch (an asset reunification company), we continue to look for shareholders who have not kept their contact details up to date. We have funds waiting to be claimed and are committed to doing what we can to pay these to their rightful owners. For further details, pleasePlease contact ProSearch on 01732 741 411+44 (0) 800 612 8671 or email info@prosearchassets.com for further details.
Shareholder security
Many companies have become aware that their shareholders have received unsolicited telephone calls or correspondence concerning investment matters. These are typically from ‘brokers’ who target UK shareholders, offering to sell them what often turn out to be worthless or high-risk shares in US or UK investments. These operations are commonly known as ‘boiler rooms’. More detailed information on this or similar activity can be found atwww.fca.org.uk/consumerson the Financial Conduct Authority website at www.fca.org.uk/consumers/scams. website.
Details of any share dealing facilities that the Company endorses will be included in Company mailings.
American Depositary Receipts (ADRs)
The Company’s shares are listed on the NYSE in the form of American Depositary Shares, evidenced by ADRs and traded under the symbol ‘IHG’. Each ADR represents one ordinary share. All enquiries regarding ADR holder accounts and payment of dividends should be directed to JPMorgan Chase Bank, N.A., our ADR Depositary bank (contact details shown on page 180)187).
Documents on display
Documents referred to in this Annual Report andForm 20-F that are filed with the SEC can be found at the SEC’s public reference room located at 100 F Street, NE Washington, D.C. 20549, forDC 20549. For further information and copy charges please call the SEC at 1-800-SEC-0330. The Company’s SEC filings since 22 May 2002 are also publicly available through the SEC’s website at www.sec.gov.www.sec.gov Copies of the Company’s Articles can be obtained via the website atwww.ihgplc.com/investors under corporateCorporate governance or from the Company’s registered office on request.
| Lines are open from 8.30am to 5.30pm Monday to Friday, excluding UK public holidays. |
| Lines are open from 8.00am to 4.30pm Monday to Friday, excluding UK public holidays. |
IHG | Annual Report and Form 20-F |
Usefulinformationcontinued
| Dividends | Other dates | |||||||||||
| 2017 | 2017 | |||||||||||
| 2017 Special dividend of 156.4p per ordinary share | Financial year end | 31 December | ||||||||||
| (202.5¢ per ADR) | ||||||||||||
Record date | 5 May | 2018 | ||||||||||
Ex-dividend date | 8 May | Announcement of Preliminary Results for 2017 | 20 February | |||||||||
Payment date | 22 May | Announcement of 2018 First Quarter Interim | 4 May | |||||||||
| 2017 Interim dividend of 24.4p per share | Management Statement | |||||||||||
| (33.0¢ per ADR) | Annual General Meeting | 4 May | ||||||||||
Payment date | 6 October | Announcement of Half-Year Results for 2018 | 7 August | |||||||||
2018 | Announcement of 2018 Third Quarter Interim Management Statement | 19 October | ||||||||||
| 2017 Final dividend of 71.0¢ per ordinary sharea | Financial year end | 31 December | ||||||||||
| Ex-dividend date | 29 March | |||||||||||
| Record date | 3 April | 2019 | ||||||||||
| Payment date | 11 May | Announcement of Preliminary Results for 2018 | February | |||||||||
| a | ||||
Registered office
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Broadwater Park, Denham, Buckinghamshire, UB9 5HR, United Kingdom Telephone: +44 (0) 1895 512 000 Fax: +44 (0) 1895 512 101 www.ihgplc.com For general information about the Group’s business, please contact the Corporate Affairs department at the above address. For all other enquiries, please contact the Company Secretary’s office at the above address. Registrar Equiniti, Aspect House, Spencer Road, Lancing, West Sussex, BN99 6DA, United Kingdom Telephone: 0371 384 2132 (UK calls) +44 (0) 121 415 7034 (non-UK calls) For those with hearing difficulties a text phone is available on 0371 384 2255 for UK callers with compatible equipment. www.shareview.co.uk ADR Depositary JPMorgan Chase Bank N.A., PO Box 64504, St. Paul, MN 55164-0504, United States of America Telephone: +1 800 990 1135 (US calls) (toll-free) +1 651 453 2128 (non-US calls) Email: jpmorgan.adr@wellsfargo.com www.adr.com Auditor Ernst & Young LLP Investment bankers Bank of America Merrill Lynch Goldman Sachs Solicitors Freshfields Bruckhaus Deringer LLP Stockbrokers Bank of America Merrill Lynch Goldman Sachs | IHG® Rewards Club If you wish to enquire about, or join, IHG Rewards Club, visit www.ihg.com/rewardsclub or telephone: 0871 226 1111 +44 20 3349 9033b (Europe and Africa) +1 888 211 9874 +1 800 272 9273
+1 801 975 3013 +971 4 429 0530 + +86 21 2033 4848 +81 3 5767 9325 +63 2 857 8778 +63 2 857 8788
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