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, 20152017
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 | ||||
Great Hotels
The Strategic Report on pages 2 to 51 was approved by the Board on 22 February 2016.
George Turner, Company Secretary
 Quick-read summaries of key information relating to the Group. |
| Additional Information | ||
| Other financial information | |
| 160 | Directors’ Report | |
| Group information | |
| Shareholder information | |
| Exhibits | |
| Form 20-F cross-reference guide | |
| Glossary | |
| Useful information | |
| Forward-looking statements | |
The Strategic Report on pages 2 to 43 was
approved by the Board on 19 February 2018.
George Turner, Company Secretary
| IHG | Annual Report and Form 20-F | 1 |
Our strategy for high-quality growth
We have more than 5,000 hotelsare 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 over 744,000 guest
rooms inrecognising, respecting and understanding people. It extends to our System in nearly 100 countries,guests, owners, colleagues, partners, and have
over 1,300 hotels in our development pipeline.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 are focusedfocus on strengthening our established brands and addressing gaps in our portfolio, of preferred brands,on building and leveraging our
scale, developing lifetime guest relationships, and delivering revenue to our hotels through the 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. To drive future growth,
We execute an asset-light strategy with awe focus on the most attractive, high-growth marketsbuilding brand preference in quality, high-potential industry segments and industry segments. We take ageographies. This approach is supported by disciplined approach to capitalprocesses and targeted allocation investing for the future growth of our brands.
This enablesresources, enabling us to drive sustainable growth in our profitability and deliver superior shareholder returns over the long term.
Our brands
| 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: $61m Revenue per available room (RevPAR) growth +2.7% 2016: +1.8% Underlying fee revenue growth⬛ +5.0% 2016: +4.4% |
⬛Group highlights Use of Non-GAAP measures
Total gross revenueIn addition to performance measures directly observable in IHG’s System ($)a
24bn (+5.3%)
2014: 23bn
Total operating profit before exceptional itemsthe 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 tax ($)a
680m (+4.5%)
2014: 651m
Totalreconciliations to IFRS figures, where they have been adjusted, are on pages 154 and 155.Total underlying operating profit
growth ($)a, b
67m (+11.5%)
2014: 57m
Revenue per available room (RevPAR) growtha
+4.4%
2014: +6.1%
Groupand underlying fee revenue ($)growth are stated at constant currency.
1,803m (-3%)
2014: 1,858m
Full-year dividend (¢/p)
85/58 (+10%)
2014: 77/48.6
Fee revenuea, b
+8%
2014: +7%
Driven by:
4.4% (2014: 6.1%) RevPAR growth; and
4.8% (3.2% excluding the Kimpton acquisition, 2014: 3.4%) net System size growth
Our business model
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.
Franchised hotels (rooms)
4,219 (530,748)
2014: 4,096 (514,984)
Managed hotels (rooms)
806 (211,403)
2014: 735 (192,121)
Owned and leased hotels (rooms)
7 (2,217)
2014: 9 (3,190)
| 2 | IHG | Annual Report and Form 20-F |
1. Holiday Inn Suzhou Taihu Lake, China
2. HUALUXE Xiamen Haicang, China |  |  | ||
| 1. | 2. |
Our scale
We Total hotels (rooms) in 5,348 (798,075) 2016: 5,174 (767,135) Franchised hotels (rooms) 4,433 (552,834) 2016: 4,321 (542,650) Managed hotels (rooms) 907 (242,883) 2016: 845 (222,073) Owned and leased hotels (rooms) 8 (2,358) 2016: 8 (2,412) Total hotels (rooms) in the pipeline 1,655 (244,146) 2016: 1,470 (230,076) | ||||
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Our diverse portfolio of differentiated brands meets
the wide-ranging and ever-evolving needs of our guests,
and means we have a compelling and preferred offer
for our third-party hotel owners.
Underpinned by the IHG® parent brand and
strengthened by IHG® Rewards Club, our
powerful loyalty brand, our portfolio of
12 distinct hotel brands has been designed
to inspire guests all over the world.
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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.
Patrick 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 saw 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.
As a global business operating in nearly 100 countries, 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 |
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| Hotel brands | Hotels open | Rooms open | Hotels in pipeline | Rooms in pipeline | ||||||||||||||
InterContinental Hotels & Resorts | 184 | 62,040 | 52 | 15,676 | ||||||||||||||
Kimpton Hotels & Restaurants | 61 | 10,976 | 18 | 3,366 | ||||||||||||||
Hotel Indigo Hotels | 65 | 7,664 | 63 | 9,208 | ||||||||||||||
EVEN Hotels | 3 | 446 | 8 | 1,262 | ||||||||||||||
HUALUXE Hotels and Resorts | 3 | 798 | 21 | 6,632 | ||||||||||||||
Crowne Plaza Hotels & Resorts | 406 | 113,284 | 84 | 23,181 | ||||||||||||||
Holiday Inn Hotels & Resorts | 1,163 | 211,351 | 242 | 48,656 | ||||||||||||||
Holiday Inn Express Hotels | 2,425 | 236,406 | 602 | 75,605 | ||||||||||||||
Holiday Inn Resort | 47 | 11,518 | 14 | 3,548 | ||||||||||||||
Holiday Inn Club Vacations | 16 | 5,231 | – | – | ||||||||||||||
Staybridge Suites Hotels | 220 | 23,964 | 114 | 12,641 | ||||||||||||||
Candlewood Suites Hotels | 341 | 32,328 | 98 | 8,720 | ||||||||||||||
Other (unbranded) | 98 | 28,362 | 14 | 5,421 | ||||||||||||||
Total | 5,032 | 744,368 | 1,330 | 213,916 | ||||||||||||||
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There have been three particular highlights1. 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 me this year. First, the sale of InterContinental Hong Kong and InterContinental Paris – Le Grand, which signalled the completion of our asset-light strategy. Second, the completion of our acquisition of Kimpton Hotels & Restaurants, which made IHG the clear market leaderBoard in the boutique segment (source: Smith Travel Research). Finally, the work we are doing with Amadeus, the world’s leading provider of advanced technology solutions, to develop a next-generation Guest Reservation System that will help us accelerate our efforts to revolutionise and personalise the guest experience. This2018, alongside ensuring there is a verycontinued 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 piecefactor 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 work2017, 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 IHGthe Americas, joined the Board as an Executive Director. Elie is an excellent addition and will help set us apart from our competitors into the future.offers substantial and highly relevant commercial and hotel development, branding, finance, real estate and operations experience across multiple industries.
Leading shareholderShareholder returns
We are focused on delivering outstanding shareholder value. I am therefore pleased to announce that the Board is recommending a final dividend of 57.571.0 cents (40.3 pence) per ordinary share, an increase of 11 per cent10.9% on the final dividend for 2014, resulting2016. This results in a full-year dividend of 85104.0 cents (58 pence) per share, up 10 per cent10.6% on 2014. The Board has2016.
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 proposedmeeting 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 $1.5 billion special dividend, which will takeresponsible business. I have seen this through the total funds returnedeveryday behaviours of our colleagues, through the work the IHG® Foundation does to shareholders since 2003 to more than $12 billion.
Corporate governance
As a Board, we are committed to maintainingsupport people and communities when they need it most, and through our high standardscorporate responsibility programmes. Thousands of corporate governancepeople have gained valuable skills and I take this commitment very seriously. The Boardemployment experience in our industry through our IHG® Academy programme, while our IHG Green Engage™ system continues to focus not only on whathelp hotels effectively reduce things like carbon, water and energy use. In recognition of our actions, we deliver as a business, but also how we deliver. Ensuring that there is a high level
of cultural integrity ingrained within the way IHG operates is a key part of this, as iswere extremely proud to be ranked first in our ability to drive sustainable performance and meaningful shareholder value.
The Board also spends a great deal of time focusingindustry on the macro perspective and ensuring that we are being as competitive as possible.S&P Dow Jones Sustainability World Index in 2017. We engage in mattersenter this year with new three-year responsible business targets, aligned to the areas where we can add real value and we spend time and attention shaping, agreeing to and monitoring the implementation of IHG’s strategy. In order to do this, we keep the composition of the Board under constant review to ensure that we have the right breadth of skills and expertise to be truly effective and to deliver real and tangible value. Anne Busquet and Jo Harlow have brought their consumer-facing technology experience to the Board, which has significantly improved the quality of discussion on our technology strategy, at a time when new advances are playing a transformative role in our industry.
Board changesgreatest positive impact.
We formally welcomed Anne Busquet to the Board as a Non-Executive Director in March 2015. Anne has brought her impressive breadth of experience in digital commerce, hospitality, finance and marketing to the Board. She sits on the Audit, Nomination and Corporate Responsibility Committees.
In January 2016, we said goodbye to Tracy Robbins, who stepped down from the Board and from her position as Executive Vice President, Human Resources for health reasons. On behalf of IHG, I want to thank Tracy for her long-standing contribution to the business. Her passion for people and strong commitment to developing talent has
played an important role in IHG’s success. We wish her all the best for the future.
In February 2016, we announced that Jennifer Laing and Ying Yeh will be retiring from the Board following the AGM on 6 May 2016. As long-standing members of the Board, Jennifer and Ying have shown real commitment and dedication to IHG. I would like to sincerely thank themall colleagues for the important role they have playedtheir work in IHG’s development over the last decade. Jill McDonald, a Non-Executive Director, will succeed Jennifer as Chairmanwhat has been another year of the Corporate Responsibility Committee.
A winning team
I would like to close by thanking Richard Solomons for his stewardshipstrong progress, and leadership of the business this year, which resulted inHOTELS Magazine naming him 2015 Corporate Hotelier of the World. This is a testament to Richard, to the talented and passionate people who bring IHG’s brands to life for our guests each and every day, and to our owners for their continued confidence in IHG and our business.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
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 |
1. Artist’s impression of avid brand hotel exterior
2. Holiday Inn Express Shanghai Puijang, China
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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 |
Chief Executive Officer’s review
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.
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| IHG | Annual Report and Form 20-F |
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Where the industry is now
The global hotel industryJoy of travel for all
The global hotel industry comprises approximately 15.9 million rooms, broadly segmented into branded (multipleAn iconic brand, Holiday Inn has championed enjoyable travel for millions of guests since 1952. Today we have more new and refreshed hotels underthan ever before, and our guests’ love for the same brand)brand continues to grow right across the globe.
Simple, smart travel
IHG’s largest brand has blazed a trail in defining a simple and independent (non-branded) hotels. Growth in demand is primarily driven by economic growthsmart travel experience, evolving guest room and an increasing trend for domestic and global travel. Over the long term, the lodging industry has grown broadly in line with gross domestic product (GDP). However, in the US, the largest market in terms of room numbers, growth in consumer spend on lodging has exceeded GDP growth by 2.6 percentage points per annumpublic space designs to offer inviting, efficient hotels all over the last 50 years.world.
Feel at ease when you stay with us
There are several industry metrics that are widely recognisedAt Staybridge Suites we offer a sense of community, comfort and used to track performance, including revenue per available room (RevPAR)convenience for guests, providing the best of home and rooms supply growth. Globally, both of these indicators have seen robust growth in the last five years. In the US, our largest market, supply growth in the last five years has been significantly below the long-term average of 2 to 2.1 per cent. This, coupled with strong hotel demand in this market (3.3 per cent year-on-year growth over the past five years), has led to RevPAR growth.for business and leisure travellers alike.
The branded hotel marketjoy of lifetime vacations
Within the global hotel market, branded hotels account for 53 per centFor families investing in a lifetime of total rooms supply. However,memories, we offer exceptional villa accommodation in spite of ongoing consolidation, the market remains fragmented,top leisure destinations, with five of the leading branded hotel companieseasy access to world-class attractions such as mountain adventures, championship golf courses and serene beaches.
(Hilton, Marriott, IHG, AccorThe joy of family holidays
We want families to experience the joy of great holidays. On the beach, or near theme parks and Starwood) accountinggolf 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 36 per cent of total open branded rooms, and 61 per cent of the branded development pipeline (hotels in planning and under construction but not yet opened).
According to Smith Travel Research, branded hotel companies have consistently increased their share of the global hotel market over the past 10 years, in addition to showing an increased resilience through the economic cycles. Larger players are also driving clear revenue outperformance, as well as benefiting from advantages in terms of economies of scale across a broad portfolio of hotels.
The different business models within the hotel industry
Depending on whether a hotel is branded or independent, there are different business models it can adopt. The four models typically seen in the industry are franchised, managed, owned and leased:
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Whilst an owner-operated hotel enables the owner to have full control over hotel operations, it requires high capital investment. In contrast, for hotel-brand owners, a franchised or managed model enables quicker rooms growth due to lower capital investment, but this requires strong relationships with third-party hotel owners.
Global industry RevPAR ($)
Global rooms supply (millions of rooms)
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. | ||||||||||
rewarding relationships Relationships are important to
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information on our rewards club visitwww.ihgplc.com/our-brands under Rewards Club. | |||||||||
| IHG | Annual Report and Form 20-F |
Strategic Report | Where the industry is heading
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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
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 | orFundAssessment fees and contributions collected from hotels within the IHG |
System which fund activities that drive revenue to our hotels including marketing,
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the IHG
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IHG revenue and the System Fund
Third-party hotel owners pay:
(i) fees to IHG in relation to the licensing of our brands and, if applicable, hotel management services; and
(ii) assessments and contributions (other than for Kimpton and InterContinental) which are collected by IHG for specific use within the System Fund.
| 12 | IHG | Annual Report and Form 20-F |
In 2015, over
90%
of our operating profit was generated from our asset-light franchise and management contracts.
In 2015, approximately
85%
of our fee revenue was derived from hotel revenues.
IHG’s fee revenues are derived from payments made by our third-party hotel owners under the terms of their franchise and, where applicable, management agreements with us.
Our asset-light, principally franchised and managed business model:
Disciplined approach to allocation of capital
Our business is highly cash generative (see page 43), and our focus on an asset-light business modelour brands and revenue systems is supportedunderpinned by a disciplined long-term approach to allocatingallocated capital and reducing the asset intensity of the business. During 2015, we completed the disposal of InterContinental Paris – Le Grand for€330 million,maintaining an asset-light business model. We have an efficient balance sheet and sold InterContinental Hong Kong for $928 million (after final working capital adjustments and cash tax). We seek to maintain an efficient balance sheetinvestment grade credit rating. Our priorities for the use of free cash are consistent with an investment-grade credit rating.previous years and comprise of:
Our business is highly cash-generative (see page 49), and we have three primary uses for this cash:
dividend will be 85.0 cents (58.0 pence) per share (subject to shareholder approval of the 2015 final dividend) – up 10.4 per cent on 2014 (see page 48).
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1. | Invest in the business
| 2. | Maintain sustainable growth in the ordinary dividend
| 3. | Return surplus funds
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| 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. | ||||
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Recyclable investments to drive the growth of our brands and our expansion in priority markets |
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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 | ||||
System-Funded capital investments for strategic investment to drive growth at hotel level | The development of tools and systems | |||
hotels use to drive | ||||
| See Chairman’s statement for progress on dividends, page 5. |
| IHG | Annual Report and Form 20-F | 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.
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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 WinningStrategic Model, we focus on value-creation throughby building preferred brands, delivering a superior owner proposition, leveraging scale and deliveringgenerating revenue through the lowest-cost, direct channels. Our Targeted Portfolio,We concentrate on a targeted portfolio that, together with Disciplined Executiondisciplined 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 our shareholders.
We measure our performance with a set of carefully selected key performance indicators (KPIs), which monitor our success in achieving our strategy and delivering high-quality growth.
 | 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 |
IHG’s Winning Model is our framework for delivering superior value-creation through our brands, our people and our systems.
 |
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Having a strong portfolioStrategic Model
The individual components of preferred brands is fundamental to our success. In a highly competitive industry, powerful, well-defined, consistent and well-known brandsIHG’s Strategic Model are influential in ensuring both guests and owners choose an IHG brand over a competitor’s. Our talented people play a critical role in providing consistently high standards of guest service and delivering each brand promise, and our ‘winning culture’ encourages and empowers them to bring each
at the heart of our preferred brandssuccess, and continue to life.align our
Strong brands result in increased RevPAR, through higher occupancy ratesorganisation to focus on the most important strategic
initiatives and guests’ greater willingnessdeliver our commitment to pay a premium to stay at their preferred brand. In turn, higher RevPAR results in better returnsTrue Hospitality.
This approach helps us create value for our owners stakeholders
and fees for IHG. Informed by guest and owner insights, we are focused on driving brand preference for each of our brands.
See pages 20 and 21 for examples of our actions to build preferred brands in 2015.
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Scale provides significant advantages in the hotel industry at the global, national and city level. The size of the IHG System, and our concentration in attractive markets and key gateway cities, allows us to benefit from economies of scale, which lead to higher margins and operating leverage. Scale also enables us to invest in our brands, including the technology required to support their continued growth, and to implement efficient sales and marketing and procurement practices, thereby increasing the advantages an IHG brand brings to owners.
IHG already benefits from substantial scale advantages, having over 744,000 rooms open at the end of 2015, a top-five market share position by rooms in eight out of our 10 priority markets, and System Funds contributed in 2015 totalling $1.6 billion. To achieve further targeted-scale benefits, we focus on deliveringdeliver high-quality growth in the most attractive geographic markets, along with building distribution in global cities that benefit from very large international travel flows, focusing on the luxury segment.
See page 17 for examples of how we maximise the scale and efficiency of our operations and page 38 for details of our key openings in the luxury segment in 2015.
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A portfolio of strong, complementary brands allows us to offer solutions for every guest need, which promotes cross-selling across different hotel brands. This, combined with a strong loyalty programme, increases awareness and recognition of the IHG brand, as well as each of the individual hotel brands, helping us to drive business. Whilst we continue to grow our brands to meet the differentiated needs of our guests, we are also focused on driving long-lasting and deep relationships with guests by recognising and rewarding them for their loyalty. In turn, this is helping to ensure that IHG Rewards Club, which has more than 92 million members worldwide, is one of the largest and most preferred loyalty programmes in the market.
See page 22 for examples of our actions to build a strong brand portfolio and loyalty programme in 2015.
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We drive demand to our hotel brands through strong brand awareness and effective revenue management practices, reducing distribution costs and delivering better returns for our owners. Our direct channels (digital and voice) are less costly to owners than third-party intermediaries and we therefore drive demand for our hotels through these channels and also manage revenue per booking, delivering the highest-quality revenues to IHG hotels at the lowest possible cost.
See page 23 for examples of our actions to build strong channels in 2015.
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A strong owner proposition, preferred brands, effective operational support and long-standing owner relationships play a vital role in making us the brand of choice for owners. We are committed to delivering a compelling and preferred owner offer, and we continually review and enhance our owner proposition in many ways. Specific examples include the following:
See www.ihgplc.com/ihgowners for more information.
| 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 | 15 |
We operate
16 IHG | Annual Report and Form 20-F 2017
IHG | Annual Report and Form 20-F 2017 | Strategic Report | Our Strategic Model in the most attractive markets foraction 17
Strategic Report
Our focus on responsible business is part of
everything we do at IHG, and in
the highest opportunity segments based on guests’ occasion
needs, with an asset-light business model – franchisinghelping create a diverse
and managinginclusive 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.
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Foundation visit
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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).
 | how the Corporate Responsibility Committee have considered Environmental, Social, Community and Human Rights issues during 2017. |
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.
 |
for information about our
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targets
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Disciplined Executioncontinued
Employee engagement
87.3%
The set of survey respondentsbehaviours that define how we interact with our guests and colleagues, are embedded in 2015 were engaged,
an improvementthe way we work, and are a vital component of
30ppt
since 2007. our culture.
Corporate hires
53%
of all positions filled below Executive Committee
level in 2015 have been internal moves.
Awards
15+
received in 2015 for our people practices.
Room to be involved
We communicate with employees on matters relating to the Group’s business and performance, and we share information on people, policies and news across IHG through various channels, including conferences, team meetings and our intranet site. We encourage employees to give regular feedback to ensure IHG meets expectations and delivers on its commitments – this is formally done through the Employee Engagement survey, the results of which are a KPI.
Room to grow
Our people are given access to the required support, experience and training, and are provided with development opportunities.
Room for you
We reward and recognise colleagues for their contributions, and value the significance of their lives beyond work. When our people perform at their best, our business performs at its best.
2. Developing leaders to maximise individual and team performance
We are committed to developing our leaders and launched a number of programmes and tools in 2015 that will ensure that building people capability around leadership becomes an everyday part of working at IHG. One example is the IHG General Manager Development Programme, developed in conjunction with the IHG Owners Association, which develops high-performing General Managers who consistently keep our brand promises, inspire their teams, and deliver great results.
3. Building the right skills in frontline colleagues
As a service business, building the skills of our people to deliver a consistent branded guest experience is crucial. We continue to invest heavily in this area, such as by launching ‘IHG Frontline’ in 2015, our online platform that enables hotel colleagues to build knowledge and skills around brands, service and operations.
4. Building a strong performance culture
We have established a ‘winning culture’ and a framework to drive high performance, where regions and functions are aligned to the internal performance measures that most effectively drive business performance across our global organisation. This ensures that our hotels offer great guest experiences through consistent brands, which enable our brands to win and deliver returns to owners, and that our corporate colleagues focus on what matters most to deliver against our priorities.
This framework, together with our hotel and corporate talent and leadership programmes, is designed to enable our colleagues to respond with speed, agility and a strong focus on driving higher performance, which comprises our ‘winning culture’.
Diversity and inclusion
AsAt IHG, diversity is embedded in our culture. We understand that differing backgrounds and perspectives create a more dynamic and inclusive environment. Our global organisation operatingdiversity and inclusion strategy seeks to ensure diversity in nearly 100 countries around the world, we recogniseour management teams and wider workforce, and recognises the importance and benefit of ensuring our workforce fully representsbusiness representing the communities in which we operateoperate.
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 guests who stayHuman 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 hotels. As at 31 December 2015:
In 2017, we introduced ‘Apply on the Board were female (50 per cent); however, dueGo’, which simplifies the hiring process by enabling candidates to recent changesapply 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 the Board, at 22 February 2016, 5 of the 11 Directors on the Board were female (43 per cent)share best practice, seek advice and after the AGM on 6 May 2016, it is anticipated that 3 of the 9 Directors on the Board will be female (33 per cent);
Please see pages 52 and 65 for more information on Board diversity and succession planning.
More information on our employees can be found on page 153 and the ‘Our people’ section of the Responsible Business Report (see www.ihgplc.com/responsiblebusiness).complete professional development courses.
| 18 | IHG | Annual Report and Form 20-F |
Our Winning Model in action: executing our strategycontinued
1. Building preferred brands
Colleague engagement
Holiday InnWe 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 refurbished since 2007
3,300+
Hotels signed up to adopt next-generationand 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.
Holiday Inn Express hotel designAnti-corruption and anti-bribery
475+
Crowne Plaza roomsWe 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 the pipeline
23,181our Code of Conduct, Anti-Bribery and Gifts and Entertainment policies which apply to all
“Positioned against a differentiated set of guest needsIHG employees and occasions, EVENDirectors, and HUALUXE are clear examples of IHG’s strong commitment to innovation.”
Strengthening our established brands
Holiday Inn brand family enhancements
With over 460,000 rooms, the Holiday Inn brand family is the largest midscale brand internationally. Since 2007, we havemanaged hotels. In 2017, all Board and Executive Committee members completed the industry’s largest ever brand refresh, togetherlatest anti-bribery e-learning module, along with our owners refurbishing over 3,300 hotels, opening 1,500 new hotelsmore than 30,000 colleagues.
Responsible procurement and removing 1,100 existing hotels. We continue to innovate on the guest experience for the Holiday Inn brand family, and, in 2015:
Crowne Plaza growth
With 406 open hotels, Crowne Plaza is one of the largest upscale brands globally (source: Smith Travel Research) and our ambition to make it the preferred choice for the modern-day business traveller remains unchanged. In 2015, we made good progress in fulfilling that ambition. For example, we rolled out complimentary Wi-Fi to all our hotels in The Americas and Europe and have begun offering ‘Energy Essentials’, our new food and beverage concept for guests to stay focused during the day.
We piloted our new ‘WorkLife’ room prototype, a flexible room designed to maximise productivity whilst also catering for all the travel needs of a business professional. In addition, we also made important enhancements to our business-to-business meetings proposition, reinforcing Crowne Plaza’s position as a leading business-meetings brand.
We continue to focus on driving consistency and greater quality across our portfolio, with over 55 per cent of our US estate built or renovated since 2010. These efforts are now delivering better outcomes for Crowne Plaza, such as a 6.1 per cent increase year on year in global RevPAR and a third consecutive year of improvements in guest satisfaction.
Developing our newer brandsdue diligence
Positioned against a differentiated set of guest needs and occasions, EVEN Hotels (targeting wellness-minded travellers) and HUALUXE Hotels and Resorts (targeting the accomplished Chinese business elite) are clear examples of IHG’s strong commitment to innovation. For both of these brands, our focus in 2015 has been on securing distribution in prime locations in order to build equity with guests and owners and to demonstrate the distinct nature of these brands.
EVEN Hotels
Following the opening of our first two EVEN Hotels in Rockville (MD) and Norwalk (CT) in The Americas in 2014, we opened a further property in New York Times Square South in 2015, and completed additional signings in attractive locations, such as Miami and Seattle. These properties, alongside additional pipeline properties in, for example, New York and Omaha, take the total hotel pipeline to eight. Our investment in developing our first two EVEN hotels has allowed us to refine the brand’s proposition and commercial proof of concept, which, in turn, is helping to build momentum in signings.
HUALUXE Hotels and Resorts
In 2015, we openedlaunched 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 three HUALUXE Hotelsin 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 Resorts properties in Haikou, Yangjiangwith our business partners. We support and Nanchang (Greater China), which have been well-received by guests. With a further 21 hotelsdevelop people working in the pipeline in prime cities, including Shanghaihospitality industry, and Beijing, we are focused on building distribution in attractive locations in key cities across Greater China.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
|
IHG hotels in the boutique segment
126
Boutique hotels in the IHG pipeline
81
Building preferred brands We openedListening to and building strong, long-term relationships with our first three HUALUXE Hotelsstakeholders helps focus our priorities and Resorts properties in 2015, in Haikou, Yangjiangstrategies and Nanchang (all in Greater China).
‘China-Ready’ programme
Whilst we continue to deploy brands, such as HUALUXE Hotelscreates loyalty, trust and Resorts, to capture growth opportunities in Greater China, we also recognisecredibility. We take into consideration the importance of the Chinese outbound opportunity. To capture this growing group of potential guests, we have continued in 2015 the roll-outviews of our ‘China-Ready’ programme to 84 hotels in key Chinese outbound destinations across The Americas, Europe and AMEA. Our accredited hotels now have Mandarin-speaking staff and frontline teams who have received cultural training in order to better serve our Chinese guests. ‘China-Ready’ hotels have already seen a 1.5 per cent increase in guest satisfaction, and we expect more hotels to adopt this programme in 2016.
Growing our industry-leading
boutique presence
Together with Hotel Indigo, our recent acquisition of Kimpton Hotels & Restaurants (Kimpton) has given IHG a market-leading position in the boutique segment, with 126 hotels open and 81 hotels in the pipeline (source: Smith Travel Research).
Hotel Indigo
We continue to strengthen the positioning of Hotel Indigo through innovative marketing campaigns such as ‘Flavours of the Neighbourhood’ and ‘Sounds of the Neighbourhood’ – locally inspired food and music programmes for guests and the wider community. These campaigns allow guests to have unique, local experiences and also drive greater awareness of the Hotel Indigo brand.
Kimpton Hotels & Restaurants
This year, we have also been carefully managing the integration of the Kimpton business with IHG to ensure we preserve the uniqueness and ethos of the brand and its people. By maintaining Kimpton’s San Francisco headquarters, we have been able to retain highly talented individuals from across the organisation. In addition, we have also focused on establishing IHG protocols and procedures in relation to our HR, Legal and Finance functions, and putting in place an effective approach to ensure successful integration of commercial platforms (such as mobile and websites).
Powered by IHG’s global scale, digital and mobile platforms and complementary brand portfolio, we see significant growth opportunities for Kimpton in the US and globally in 2016. Whilst we saw the exit of seven Kimpton hotels in San Francisco due to specific issues, these exits have not impacted our broader growth plans for the brand. In 2015, we achieved recordstakeholders at all levels of hotel openings (1,157 rooms) and signings growth (1,532 rooms) for the brand. In January 2016, we also signed our first Kimpton property outside the US, in Amsterdam (the Netherlands).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 | ||||
Our Winning Model in action: executing our strategycontinued
2. Transforming our loyalty proposition
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).
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Making loyalty more customised, tailored and rewarding
By building a strong, complementary brand portfolio, we are able to offer solutions for multiple guest needs, increasing our ability to cross-sell across brands and to establish lifetime relationships with our guests. Guests with increased loyalty to IHG have a higher spend per stay, driving higher RevPAR premiums, lowering distribution costs and consequently strengthening our owner offer. In addition, a strong loyalty programme is also critical to increasing awareness and recognition of the IHG brand portfolio.
Supported by deep consumer insights, including our latest 2016 Trends Report (see box below right), we are enriching our loyalty proposition by taking a more relationship-focused approach. In 2015, we have made important enhancements to IHG Rewards Club, our loyalty programme, enabling us to offer more personal, relevant and rewarding connections across our sizeable membership base.
Introducing a new membership level
Launched in July 2015, our new IHG Rewards Club membership tier, Spire Elite, has been designed to recognise and reward our most loyal guests, building an even deeper relationship with those members who stay with us most frequently.
Through Spire Elite, we are better able to reward members who reach this status, by offering new benefits and choices. For example, these members receive 100 per cent more bonus points on every qualifying stay – an industry first – and, upon reaching Spire Elite status, the choice between receiving 25,000 points or gifting Platinum Elite level status to a friend or family member for a year. We have also restructured qualification requirements for all membership levels in 2015 to make it easier for our members to be rewarded for their loyalty and achieve Gold Elite or Platinum Elite level status.
We also announced that, from May 2016, we will expire all points for IHG Rewards Club members if they have not earned or redeemed any points at all in the previous 12 months, so that we can reward the members who stay with us most often.
More meaningful guest engagement
In 2015, we have enhanced our customer relationship management system, allowing us to offer a more personal experience. Across our hotels, new tools have been introduced to provide hotel staff with more information on arriving guests, including details of previous stay experiences and specific stay preferences. With this information, our hotels are able to provide a more tailored guest experience during the stay.
Through a series of trials with new programme members, we have also refined our communication strategy, to ensure we offer guests the most relevant and timely information across multiple channels, such as mobile, email and web. Also launched in 2015, ‘Accelerate’, our multi-brand promotion, is enabling us to engage with IHG Rewards Club members in more appealing ways, by offering a wide range of relevant rewards that appeal across member levels. This promotion has already seen strong uptake among our members.
Relevant rewards
Strategic promotional partnerships play an important role in enhancing, and improving the visibility of, our loyalty proposition, as well as allowing us to provide unique experiences for our members. Our relationship with Uber (US only), announced in 2015, enables IHG Rewards Club members to request cab rides and set ride reminders through the award-winning IHG App. Likewise, new Uber users in the US now receive 2,000 IHG Rewards Club points and $20 off their first ride with Uber.
Through the launch of IHG Business Rewards in April 2015, an extension of IHG Rewards Club, we have improved our corporate loyalty offer, enabling travel managers to earn IHG
Rewards Club points for their companies’ business in a single global programme. IHG Business Rewards is providing opportunities for us to improve relationships with our corporate accounts.
Finally, we have relaunched our Rewarding Experiences online catalogue, which showcases a wide range of points-redemption options, ranging from electronic products through to air miles, available through IHG Rewards Club for members of all levels. Digital Rewards, for example, appeals to guests who only wish to redeem a few points by giving them the ability to instantly download music, books and movies. Meanwhile, IHG Rewards Club Auctions lets members use their points to bid on exclusive once-in-a-lifetime experiences and prize packages.
The enhancements to our loyalty proposition in 2015 are already exciting guests and leading to stronger commercial outcomes. For example, we have experienced a year-on-year increase of 1.2 per cent in the proportion of revenue contributed by loyalty members, alongside a significant acceleration in enrolments to IHG Rewards Club across all regions.
Meaningful Membership: Transforming Membership in ‘The Age of I’
We have published the fourth in our series of Trends Reports, which focus on consumer insights impacting the hospitality industry and business more broadly.
Our 2016 report challenges brands to engage with consumers in a way that builds loyal membership communities. It unveils a new set of principles for doing this, as consumers increasingly demand inclusivity and individuality at the same time.
See www.ihgplc.com/trends_report for further details on our series of Trends Reports.
| IHG | Annual Report and Form 20-F | 19 |
Strategic Report
3. Making our direct channelsRisk management
Our risk management system continues to evolve; we have an
established process to manage the preferred way to book
risks we face as a business.
Our Strategic Model strategy and risk
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Driving direct, high-quality
revenues for our owners
Our global scale and the strengtheffectiveness of our digital capabilities enable us to offer strong levels of system delivery, with direct and indirect channels delivering 73 per cent of total rooms revenue for our hotels in 2015. We are focused on driving value to our owners through our low-cost direct channels, which, in turn, deliver better owner returns. Enhancements to IHG Rewards Club in 2015 are an important way in which we are driving more profitable, direct bookings to our hotels.
In close collaboration with our owner community, we have also introduced a number of additional initiatives in 2015 (detailed below) which are helping to make our direct channels the preferred way for guests to book their stays with us.
Launching innovative campaigns
In 2015, we piloted our ‘Lowest Price Promise’ campaign for Holiday Inn Express in the UK and Ireland, where we guarantee the lowest rates on our brand.com website for IHG Rewards Club members, providing a clear incentive for guests to become part of IHG Rewards Club and book through IHG’s direct channels. This pilot has driven a material increase in direct bookings, driving a 19 per cent shift to our web channel, and we will be extending this initiative to other markets in 2016.
Embedding revenue management practices
We have delivered revenue management training across each of our regions in 2015, providing hotel staff with insight and guidance on how to optimise the mix of bookings from different sales channels, in order to deliver the most profitable revenues to hotels. In addition, we continue to grow usage of our revenue management service, ‘Revenue Management for Hire’, which provides hotels with dedicated revenue management experts, supported by our proprietary strategic pricing tools, such as ‘Perform with Price Optimisation’.
Improving digital channels anddriving digital innovation
Our direct digital channels (which include our brand.com websites and mobile app) deliver over 20 per cent of our rooms revenue and have now collectively become IHG’s largest channel. During the year, we have continued to invest in developing compelling content and innovative functionality for these channels, in order to drive more profitable direct bookings and to enhance the guest experience. For example, in 2015 we launched content-rich websites for five brands which provide a more engaging booking experience. We also made multiple enhancements to our award-winning mobile app, such as piloting Mobile Folio (allowing guests to view hotel bills in real time) and IHG Guest Request (allowing guests to make in-stay service requests).
Strategic relationship with Amadeus
In April 2015, we announced the second phase of our strategic relationship with Amadeus to develop a next-generation, cloud-based Guest Reservation System (GRS) to replace HOLIDEX, IHG’s proprietary reservation system. The new state-of-the-art guest reservation solution will be a first for the hotel industry, and will enable us to deliver an enhanced and more personalised guest experience across every stage of the ‘Guest Journey’, along with enriched commercial outcomes for owners. The system is currently in development, and a phased roll-out will start in 2017. It will provide our hotels with a robust global platform to manage guest interaction and the personalisation of their experience, and will deliver a standardised, scalable and flexible global technology ecosystem.
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Doing the right thing in the right way allows us to have a positive impact on the lives of all those who interact with IHG.
Corporate responsibility
We are committed to making our communities a better place for all. Our colleagues around the world genuinely care about the well-being of our guests and the impact we have on local communities and businesses. We work to develop new and better ways to assist owners to build and operate IHG-branded hotels, creating sustainable shared value for our brands and our stakeholders, as well as addressing social and environmental challenges. Our five-year corporate responsibility targets, released in September 2013, focus on measuring the positive impact we have, which is part of our commitment to responsible business practices (see box to the right).
Social and community
Each one of our hotels is a central part of its community, from creating jobs and stimulating local economic opportunities, to providing shelter in times of need. Our social and communities agenda focuses on two core programmes:
Environment
We take steps to manage our environmental impact in a responsible way. By delivering more environmentally sustainable hotels, we can drive cost efficiencies for owners as well as meet the expectations of all our stakeholders. We achieve this objective through our core environmental initiative:
Human rights
We focus on those areas of human rights most relevant to our activities, and we work to ensure our values are reflected consistently across our business. Building on our launch of the human rights standard in 2014, in 2015 we launched an e-learning module to raise further awareness of our human rights approach. We are a signatory to the UN Global Compact, aligning our operations and strategies with the 10 universal principles, which 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 report on diversity in our supply chain and set targets to ensure that corporate responsibility criteria, including human rights standards, are integrated into the selection and evaluation process for preferred suppliers. Our Vendor Code of Conduct sets out those standards to which we require our supply-chain operators to adhere.
Our culture of responsible business
In a climate where employees, guests and other stakeholders are seeking confirmation that companies share their values, the things we do to embed a culture of responsible business across the Group contribute to the credibility and value of IHG’s brands. These include:
More details on how we manage these areas in order to enhance and protect IHG’s reputation are provided on pages 25 to 27 and in the Responsible Business Report
(see URL above).
Our robust and effective risk management system continues
to evolve, enabling our business to achieve its strategic
objectives, and deliver sustainable, long-term growth
and a commitment to responsible business practices.
Our Winning Model and risk
The combination of our strategy (see pages 14 and 15) and business model (see pages 12 and 13) creates both opportunities and inherent risks and uncertainties. The Board is ultimately accountable for the effectiveness of the risk management and internal control systems, and is supported by the Audit Committee, the Executive Committee and other delegated committees, which oversee our risk management system and ensure that risks are appropriately identified and managed within IHG’s risk appetite.
Risk appetite
IHG’s risk appetite is reflective of the nature and extent of risk that the Board and IHG are willing to take and manage in pursuit of our strategic and other objectives. This is then cascaded through the goals we set, the strategy we choose, the decisions we make and how we allocate resources. Specific limits and guidelines for risk-taking are reflected in our governance committees and structures, our policies (eg our delegation of authority policy), and the targets we select.
Our risk management system
Our system for managing risk is fully integrated with the way we run the business through our culture, our management controls and our reporting. Our Global Risk Management function is responsible for the support, enhancement and monitoring of the effectiveness of this system, which encompasses the key areas below.
Risk | ||
IHG’s
principal risks. |
Our risk management system is fully integrated with the way we run the business through our culture, our processes and
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Risk managementcontinued
IHG’s principal risks, uncertainties and review process
The external risk environment remains dynamic, with changes in political, economic, social, technological, legal and environmental risks.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 comprised ofcomprising 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.
The Directors
Throughout 2017 the Global Risk team have carried out an assessmentperformed continuous assessments of the principal risks facing the Company,Group, including those thatwhich would threaten its business model, future performance, solvency or liquidity. These risks are formally reviewed formally bywith the Group’s Directors on a biannualbi-annual basis and are considered in more detail through the activities of the Board and Committees (see pages 61 and 62). The table below describesCommittees. 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 uncertainties, which alignalso with the inherent trends and measures we undertake to mitigate other risks to a residual level appropriate to our strategic priorities (see page 14). 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 |
Principal risks are supplemented by a broader description of risk factors set out on pages 156 to 159.descriptions
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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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• The creation of one Global Marketing function will enable us to focus on fully integrated brand, marketing and
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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. | |
| • In 2017, we have enhanced our ability to attract, retain and develop the best talent (see pages 18-19) within the hospitality sector, including GM and senior corporate positions. • Our focus on accelerating growth will increase opportunities for our people and our ambitions will place demands on key leadership and hotel talent. As we begin to redeploy and reprioritise resources, our human resources team are reviewing our performance management framework to promote interdependence and to incentivise team and individual performance. We have
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| • Technology innovation in the hotel industry continues to accelerate, with established and
• Our Commercial and Technology team continues to develop on and above property capabilities and functionality, including responsive website design and mobile check out, while undertaking controlled pilots in more complex areas such as mobile key solutions. In mid-2017 we began to pilot IHG Concerto (see page 17) which, as well as increased functionality, will increase the resilience of our • Changes to accelerate our growth will enable us to prioritise resources and streamline technology governance practices to drive efficiency and pace in our innovation and project delivery. | |||||||
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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. | |
| •
• We are also supported by third -party expertise to enable us to reprioritise resources and sequence activities in the most impactful way across the organisation, whilst mitigating and assuring risk to an acceptable level. • Our focus on accelerating growth involves evolving our risk management system, governance and assurance arrangements to enable effective and agile decision making during the organisational change, in alignment with
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| IHG | Annual Report and Form 20-F | 21 |
Strategic Report
In 2015, we have assessed in further detail the principal risks relating to IHG’s reputation and how we will enable future performance.Risk management continued
Risk description | Trend | Impact | Initiatives to manage these risks | |||||||
| Failure to maintain an effectivesafety and securitysystem and to respond appropriately in the event of an issue could result in an adverse impact to IHG; such as reputational and/or financial damage and undermining stakeholder confidence. |  |
| • The environment in which IHG develops and operates hotels continues to evolve, creating continued inherent challenges to the safety and security expectations of our guests and owners. Although we assess this risk to be stable overall, our Risk team coordinates and monitors a management system designed to provide an appropriate level of control of safety and security in IHG branded hotels and IHG offices. • Our design & engineering, hotel opening and operations teams work together with our operational safety and security experts to evaluate our standards and provide guidance and training to our owners and hotel colleagues. We also have internal and external threat intelligence expertise to monitor potential impacts on IHG from, for example, terrorism. | |||||||
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| • Our regulatory compliance • Our regulatory compliance programme focuses on bribery, sanctions, data privacy and • | |||||||
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| A material breakdown in our financial management andcontrol systemswould lead to increased public scrutiny, regulatory investigation and litigation. | |
| • This risk has not experienced any material change in 2017, however IHG continues to operate a strong set of processes across its financial, operational and compliance processes. See page 42 for details of our approach to taxation, page 56 for details of our approach to internal financial control and pages 126-129 for specific details on financial risk management policies. Our finance team has worked to understand and prepare for changes to revenue recognition reporting under IFRS 15. • We continue to develop a scalable finance operating model, with increasing use of analytical capabilities, to enable us to adapt to future changes in the industry landscape and as we redeploy and refocus resources. | |||||||
| The | |
| • IHG is currently delivering multiple high value and
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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 scenarios included a severe but plausible downturn similar to the financial crisis that occurred from 2008 to 2009 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.
The Directors have determined that the three-year period to 31 December 2018 is an appropriate period to be covered by the viability statement as each year the Group’s annual planning process builds into a robust three-year plan. The detailed three-year plan takes into consideration the principal risks, outlined on pages 26 to 27, the Group’s strategy, and current market conditions. TheThat 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 the business and 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 stated 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 2018,2020, taking account of the Group’s current position, the Group’s strategy and the principal risks documented in the Strategic Report. Based on this assessment, the Directors have a reasonable expectation that the Group will be able to continue in operation and meet its liabilities as they fall due over the period to 31 December 2018.2020.
| 22 | IHG | Annual Report and Form 20-F |
Key performance indicators (KPIs)
Our carefully selected set of KPIs allow us to
We measureeffectively monitor our performance through a set of carefully selected KPIs,by measuring
which monitor our success in achievingdelivering against our strategy,
and the progress of
our Group to deliverin driving high-quality growth. The
Our 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.
KPIs |
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Net rooms supply
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Growth in underlying fee revenuesb 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 | ||||||
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• 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. Other than for owned and leased hotels, it is not revenue wholly attributable to IHG, as it is mainly derived from hotels owned by third
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System contribution to revenue |
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The percentage of room revenue
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| $4.6bn 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 expand the language capabilities of our online channels and call centres across all regions. • Drive greater food and beverage revenue and support brand preference by introducing new food and beverage concepts for our hotels to adopt. | |||||
| 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 | |||||||||
| IHG | Annual Report and Form 20-F | 23 |
Strategic Report
Key performance indicators (KPIs) continued
| 2017 status | 2018 specific priorities | ||||
Strategic Model and targeted portfolio continued | ||||||
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Global RevPAR growth |
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Revenue per available room: rooms revenue divided by the number of room nights that are available.
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 Love over the last three years | • Drive 2018 rollout of IHG Concerto amongst our owners, across the entire estate (see page 17). • Continue to drive adoption of customer relationship management systems in our hotels to help build lifetime relationships with guests. • Progress the • Broaden consistency and quality across our Crowne Plaza portfolio in the US through the now established Crowne Plaza Accelerate programme (see page 32). • Continue to invest in brand innovation, including room design | and finding new ways to use public spaces such as Holiday Inn Open Lobby (see page 32). • Support the recruitment and development of our high-performing General Managers. • Drive adoption of our learning solutions, such as the IHG Frontline online training platform, and brand-orientated services training across all IHG hotels. | |||||
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Disciplined execution
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Key performance indicators (KPIs)continued
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| 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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margin in | • Leverage our increasing scale in operations and systems to drive economies of scale across our portfolio of brands. • Continue to strengthen our delivery capabilities to ensure that critical in-hotel initiatives are embedded on time and on target. • Enhance our supplier management capabilities to drive further efficiencies throughout the business. | |||||
Employee Engagement survey scores Average of our revisedcbi-annual Colleague HeartBeat survey, completed by our corporate and managed hotel colleagues (excluding our joint ventures).
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| 97% 2017 Colleague HeartBeat participation rate | • Improve and simplify performance management processes, in order to focus on • Drive adoption of improvements to our human resources systems, including online colleague training, to further our ability to develop and retain talent. | |||||
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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 deliver consistent, sustained growth in profits and cash flow. • Control capital deployment in line with business priorities. • Continue programme to recycle capital invested in minor equity positions and joint ventures, over time, when conditions are favourable. | |||||
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| b | Use of Non-GAAP measures: In addition to
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| c | In 2017, the employee engagement | |||||
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| 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. |
| IHG | Annual Report and Form 20-F |
| 2017 status | 2018 specific priorities | ||||||||
| Doing business responsibly | ||||||||||
in IHG® Academy programmes
|  | 2,599 IHG Academy programmes across 74 countries | ||||||||
• Continue to provide skills and improved employability to people through IHG Academy (see page 19), ensuring a positive impact for local people, our owners and IHG. • Continue to drive quality growth in the programme, including by increasing engagement with our hotels. | ||||||||||
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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
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Water use per occupied room in water-stressed areas
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reduction in water use per occupied room in water-stressed areas from 2013–2017 on a 2012 baseline | • Continue to reduce water use across our entire estate, with a particular focus on hotels in water-stressed areas. • | |||
| a | Restated. |
 | Please seewww.ihgplc.com/responsible-businessfor full disclosure of our carbon and water data, 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¢.
Dividend policy The Group’s business is highly cash-generative and the Group has three primary uses for its cash; investing to drive growth, maintaining sustainable growth in the ordinary dividend and returning surplus funds to shareholders. These are kept under constant review by the Board. IHG has a progressive dividend policy, which means growing dividend per ordinary share each year. The Group has an excellent track record of returning funds to shareholders through ordinary and special dividends and share buybacks, | with the ordinary dividend seeing 11% CAGR since 2003. This is in addition to special returns of funds detailed on page 178. In determining the dividend, the Group seeks to maintain an efficient balance sheet and investment grade credit rating and aims to maintain a net debt: EBITDA ratio of 2.0–2.5x. The ratio at 31 December 2017 was 2.1x. The Directors will also take into account, and ensure there are sufficient, distributable reserves. For more details on our dividend policy and approach, see pages 5 and 42. |
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| IHG | Annual Report and Form 20-F |
Group resultsKey performance measures (including Non-GAAP measures)
used by management.
| 12 months ended 31 December | ||||||||||||||||||||
| 2015 vs | 2014 vs | |||||||||||||||||||
| 2015 | 2014 | 2014% | 2013 | 2013% | ||||||||||||||||
| $m | $m | change | $m | change | ||||||||||||||||
| Revenue | ||||||||||||||||||||
Americas | 955 | 871 | 9.6 | 916 | (4.9 | ) | ||||||||||||||
Europe | 265 | 374 | (29.1 | ) | 400 | (6.5 | ) | |||||||||||||
AMEA | 241 | 242 | (0.4 | ) | 230 | 5.2 | ||||||||||||||
Greater China | 207 | 242 | (14.5 | ) | 236 | 2.5 | ||||||||||||||
Central | 135 | 129 | 4.7 | 121 | 6.6 | |||||||||||||||
| Total | 1,803 | 1,858 | (3.0 | ) | 1,903 | (2.4 | ) | |||||||||||||
| Operating profit | ||||||||||||||||||||
Americas | 597 | 544 | 9.7 | 550 | (1.1 | ) | ||||||||||||||
Europe | 78 | 89 | (12.4 | ) | 105 | (15.2 | ) | |||||||||||||
AMEA | 86 | 84 | 2.4 | 86 | (2.3 | ) | ||||||||||||||
Greater China | 70 | 89 | (21.3 | ) | 82 | 8.5 | ||||||||||||||
Central | (151 | ) | (155 | ) | 2.6 | (155 | ) | – | ||||||||||||
Operating profit before exceptional items | 680 | 651 | 4.5 | 668 | (2.5 | ) | ||||||||||||||
| Exceptional operating items | 819 | 29 | – | 5 | 480.0 | |||||||||||||||
| 1,499 | 680 | 120.4 | 673 | 1.0 | ||||||||||||||||
| Net financial expenses | (87 | ) | (80 | ) | (8.8 | ) | (73 | ) | (9.6 | ) | ||||||||||
| Profit before tax | 1,412 | 600 | 135.3 | 600 | – | |||||||||||||||
Earnings per ordinary share | ||||||||||||||||||||
| Basic | 520.0 | ¢ | 158.3 | ¢ | 228.5 | 140.9 | ¢ | 12.3 | ||||||||||||
| Adjusted | 174.9 | ¢ | 158.3 | ¢ | 10.5 | 158.3 | ¢ | – | ||||||||||||
| Average US dollar to sterling exchange rate |
| $1: £0.65 |
|
| $1: £0.61 |
| 6.6 |
| $1: £0.64 |
| | (4.7 | ) | |||||||
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.
| Revenue per Available Room (RevPAR) | ||
RevPAR is the primary metric used by management to track hotel performance across regions and brands. RevPAR is also a commonly used performance measure in the hotel industry.
RevPAR comprises IHG System rooms revenue divided by the number of room nights available and can be mathematically derived from occupancy rate multiplied by average daily rate (ADR). Occupancy rate is rooms occupied by hotel guests expressed as a percentage of rooms that are available. ADR is rooms revenue divided by the number of room nights sold. | References to RevPAR, occupancy and average daily rate are presented on a comparable basis comprising groupings of hotels that have traded in all months in both the current and prior year. The principal exclusions in deriving this measure are new hotels, hotels closed for major refurbishment and hotels sold in either of the two years. RevPAR and ADR are quoted at a constant US dollar conversion rate, in order to allow a better understanding of the comparable year-on-year trading performance excluding distortions created by fluctuations in exchange rates. | |
| Total gross revenue∎ | ||
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. 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 hotels owned by third parties. A reconciliation of total gross revenue to the owned and leased revenue included in the Group | |
| 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 | year-on-year trading and thereby allows an assessment of the underlying trends in the Group’s financial performance. These measures also provide consistency with the Group’s internal management reporting. 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 the ongoing operational performance of the Group. For example, total operating profit including exceptional items can be significantly skewed by the profit on disposal of owned assets. In addition, taxes can be influenced by external factors such as legislative changes, and a before tax measure of operating profit is therefore considered more reflective of the Group’s success in executing against its strategy. Adjusted earnings per ordinary share excludes exceptional items, and their related tax impacts, and is reconciled to Underlying earnings per ordinary share is calculated by dividing underlying profit for the period available for IHG equity holders by the weighted average number of ordinary shares, excluding investment in own shares, in issue during the period. | Underlying earnings per ordinary share provides a per share measure based on 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.
Total operating profit both before and after | |
| 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 | |
| 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 20152017
During the year ended 31 December 2015,2017, revenue decreasedincreased by $55m (3.0%$69m (4.0%) to $1,803m$1,784m primarily as a result of the disposal of owned hotels in line with the Group’s asset-light strategy.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 $29m (4.5%$52m (7.4%) to $680m.
On 16 January 2015, the Group completed the acquisition of Kimpton Holding Group LLC (Kimpton) for cash consideration of $430m before working capital adjustments and cash acquired, resulting in the addition of 62 hotels (11,325 rooms) into the IHG System.$759m.
On 20 May 2015, theUnderlyinga Group completed the sale of InterContinental Paris – Le Grand for gross proceeds of€330mrevenue and on 30 September 2015, theunderlyinga Group completed the sale of InterContinental Hong Kong for proceeds of $928m after final working capital adjustments and cash tax.
On an underlyinga basis, revenue and operating profit increased by $113m (8.0%$80m (5.2%) and $67m (11.5%$59m (8.4%) respectively. The underlying results exclude the impact of owned hotel disposals in 2015 and the prior year, the results of managed-lease hotels, Kimpton, and significant liquidated damages receipts (2015: $3m; 2014: $7m).
Comparable Group RevPAR increased by 4.4%2.7% (including an increase in average daily rate of 3.1%1.1%), with growth across all regions.. IHG System size increased by 4.8% (3.2% excluding the Kimpton acquisition)4.0% to 744,368798,075 rooms, whilst Group fee revenuebrevenueb increased by 7.5% (3.0% excluding Kimpton)4.1% (5.0% at constant currency).
AtThe net central operating loss before exceptional items decreased by $18m (14.1%) to $110m and by $15m (11.7%) to $113m at constant currency netdue to an increase in central overheads increased by $5m (3.2%) to $160m compared to 2014 (but at actual currency decreased by $4m (2.6%) to $151m).revenues and the impact of our strategic cost management programme.
Group fee margin was 46.3%50.4%, up 1.6 percentage points (up 1.31.4 percentage points at constant currency) on 2014, after adjusting for owned and leased hotels, managed leases, Kimpton, and significant liquidated damages. Group fee margin benefited from strong growth in IHG’s scale markets, reflecting scale benefits and tight overhead control.
Profit before tax increased by $812m to $1,412m, primarily due to the gain on the sale of InterContinental Paris – Le Grand and InterContinental Hong Kong. Basic earnings per ordinary share increased by 228.5% to 520.0¢, whilst adjusted earnings per ordinary share increased by 10.5% to 174.9¢.
For definitions in this section, please refer to the Glossary
on pages 176 and 177.
Highlights for the year ended 31 December 2014
Revenue decreased by $45m (2.4%) to $1,858m and operating profit before exceptional items decreased by $17m (2.5%) to $651m during the year ended 31 December 2014, due in part to the disposal of owned hotels in line with the Group’s asset-light strategy.
On 27 March 2014, IHG completed the disposal of its freehold interest in InterContinental Mark Hopkins San Francisco for gross proceeds of $120m and a 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.
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 underlyinga basis, revenue and operating profit increased by $94m (6.0%) and $57m (9.6%) 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 increased by 6.1% (including an increase in average daily rate of 2.7%), led by particularly strong growth of 7.4% in The Americas. Group System size increased by 3.4% to 710,295 rooms, whilst Group fee revenueb increased by 6.7%.
At constant currency, net central overheads decreased by $3m (1.9%) to $152m compared to 2013 (but at actual currency remained flat at $155m), helped by continued cost control, as well as additional technology fee income.
Group fee margin was 44.7%, up 1.5 percentage points on 2013,2016, 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 increased by 12.3%57.0% to 158.3¢306.7¢, whilst adjusted earnings per ordinary share remained flat at 158.3¢.
Global total gross revenue
| 12 months ended 31 December | ||||||||||||
| 2015 | 2014 | % | ||||||||||
| $bn | $bn | change | ||||||||||
InterContinental | 4.5 | 4.7 | (4.3 | ) | ||||||||
Kimpton | 1.1 | – | – | |||||||||
Crowne Plaza | 4.2 | 4.2 | – | |||||||||
Hotel Indigo | 0.3 | 0.3 | – | |||||||||
Holiday Inn | 6.2 | 6.4 | (3.1 | ) | ||||||||
Holiday Inn Express | 6.1 | 5.7 | 7.0 | |||||||||
Staybridge Suites | 0.8 | 0.7 | 14.3 | |||||||||
Candlewood Suites | 0.7 | 0.6 | 16.7 | |||||||||
Other | 0.1 | 0.2 | (50.0 | ) | ||||||||
Total | 24.0 | 22.8 | 5.3 | |||||||||
One measure of IHG System performance is the growth in total gross revenue, defined as 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 hotels owned by third parties.
Total gross revenue increased by 5.3% (11.4%20.3% to 244.6¢, reflecting the increase at constant currency) to $24.0bn, driven by IHG System sizein operating profit before tax and comparable RevPAR growth, partially offset by the negative impact of foreign exchange movements.
the share capital reduction as a result of the share consolidation in May 2017.
| a | Underlying excludes the impact of |
| b |
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 page 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 performance 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 110 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 2016
During the year ended 31 December 2016, revenue decreased by $88m (4.9%) to $1,715m primarily as a result of the sale of InterContinental Paris – Le Grand and InterContinental Hong Kong. Operating profit and profit before tax both decreased by $821m to $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 2015. Operating profit before exceptional items increased by $27m (4.0%) to $707m.
Underlyinga Group revenue and underlyinga Group operating profit increased by $69m (4.6%) and $61m (9.5%) respectively.
Comparable Group RevPAR increased by 1.8% (including an increase in average daily rate of 1.2%). IHG System size increased by 3.1% to 767,135 rooms, whilst underlying Group fee revenueb increased by 2.3% (4.4% at constant currency).
At constant currency, the net central operating loss before exceptional items decreased by $12m (7.9%) to $139m compared to 2015 (but at actual currency decreased by $23m (15.2%) to $128m).
Group fee margin was 48.8%, up 3.3 percentage points (up 2.5 percentage points at constant currency) on 2015, 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 decreased by 62.4% to 195.3¢, whilst adjusted earnings per ordinary share increased by 16.2% to 203.3¢, reflecting the increase in operating profit before exceptional items and the impact of the share consolidation in May 2016.
| 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 | |||||||||||||||
Total gross revenue is a Non-GAAP financial measure, see page 26 for additional information.
Total gross revenue increased by 4.9% (5.7% increase at constant currency) to $25.7bn, driven by IHG System size and comparable RevPAR growth.
| 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). |
| c | See note 2 of the Group Financial Statements on page 104. |
| 28 | IHG | Annual Report and Form 20-F |
Performancecontinued
Groupcontinued
GlobalGroup hotel and room count
| Hotels | Rooms | |||||||||||||||||||||||||||||||||||||||||
| Change | Change | Hotels | Rooms | |||||||||||||||||||||||||||||||||||||||
| At 31 December | 2015 | over 2014 | 2015 | over 2014 | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||||||||||||||||
Analysed by brand | ||||||||||||||||||||||||||||||||||||||||||
InterContinental | 184 | 4 | 62,040 | 805 | 194 | 7 | 65,998 | 2,348 | ||||||||||||||||||||||||||||||||||
Kimpton | 61 | 61 | 10,976 | 10,976 | 66 | 5 | 12,516 | 1,278 | ||||||||||||||||||||||||||||||||||
HUALUXE | 3 | 3 | 798 | 798 | 7 | 3 | 2,089 | 993 | ||||||||||||||||||||||||||||||||||
Crowne Plaza | 406 | – | 113,284 | (278 | ) | 414 | 6 | 114,800 | 997 | |||||||||||||||||||||||||||||||||
Hotel Indigo | 65 | 4 | 7,664 | 933 | 85 | 10 | 10,645 | 1,740 | ||||||||||||||||||||||||||||||||||
EVEN Hotels | 3 | 1 | 446 | 150 | 8 | 2 | 1,238 | 228 | ||||||||||||||||||||||||||||||||||
Holiday Inna | 1,226 | 14 | 228,100 | 2,941 | 1,242 | 1 | 232,693 | 937 | ||||||||||||||||||||||||||||||||||
Holiday Inn Express | 2,425 | 60 | 236,406 | 7,296 | 2,600 | 103 | 262,398 | 15,389 | ||||||||||||||||||||||||||||||||||
Staybridge Suites | 220 | 15 | 23,964 | 1,555 | 255 | 19 | 27,745 | 2,135 | ||||||||||||||||||||||||||||||||||
Candlewood Suites | 341 | 19 | 32,328 | 1,620 | 376 | 14 | 35,424 | 1,232 | ||||||||||||||||||||||||||||||||||
Other | 98 | 11 | 28,362 | 7,277 | 101 | 4 | 32,529 | 3,663 | ||||||||||||||||||||||||||||||||||
Total | 5,032 | 192 | 744,368 | 34,073 | 5,348 | 174 | 798,075 | 30,940 | ||||||||||||||||||||||||||||||||||
Analysed by ownership type | ||||||||||||||||||||||||||||||||||||||||||
Franchised | 4,219 | 123 | 530,748 | 15,764 | 4,433 | 112 | 552,834 | 10,184 | ||||||||||||||||||||||||||||||||||
Managed | 806 | 71 | 211,403 | 19,282 | 907 | 62 | 242,883 | 20,810 | ||||||||||||||||||||||||||||||||||
Owned and leased | 7 | (2 | ) | 2,217 | (973 | ) | 8 | – | 2,358 | (54 | ) | |||||||||||||||||||||||||||||||
Total | 5,032 | 192 | 744,368 | 34,073 | 5,348 | 174 | 798,075 | 30,940 | ||||||||||||||||||||||||||||||||||
| a | Includes 47 Holiday Inn Resort properties |
| (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 2015,2017, the global IHG System (the number of hotels and rooms which are franchised, managed, owned or leased by the Group) increased by 192174 hotels (34,073(30,940 rooms) to 5,0325,348 hotels (744,368(798,075 rooms).
Openings of 273285 hotels (44,427(48,817 rooms) were 8.2%20.1% higher than in 2014 and the highest level since 2009.2016. Openings in Thethe Americas included 130124 hotels (14,963(12,949 rooms) in the Holiday Inn brand family and seven Kimptonfamily. 43 hotels (1,157 rooms). 32 hotels (9,380(10,570 rooms) were opened in Greater China in 2015,2017, with the Europe and AMEA regions contributing openings of 3626 hotels (5,493(4,917 rooms) and 2226 hotels (6,612(11,085 rooms) respectively. 143111 hotels (21,679(17,247 rooms) were removedleft the IHG System in 2015, an increase2017, a decrease from the previous year (123(116 hotels, 17,63017,367 rooms), demonstrating our continued commitment to quality..
GlobalTotalnumber of hotels in the pipeline
1,655
Total number of rooms in the pipeline
244,146
| Hotels | Rooms | |||||||||||||||||
| Change | Change | |||||||||||||||||
| At 31 December | 2015 | over 2014 | 2015 | over 2014 | ||||||||||||||
Analysed by brand | ||||||||||||||||||
InterContinental | 52 | 2 | 15,676 | 12 | ||||||||||||||
Kimpton | 18 | 18 | 3,366 | 3,366 | ||||||||||||||
HUALUXE | 21 | (3 | ) | 6,632 | (919 | ) | ||||||||||||
Crowne Plaza | 84 | (8 | ) | 23,181 | (2,155 | ) | ||||||||||||
Hotel Indigo | 63 | – | 9,208 | 112 | ||||||||||||||
EVEN Hotels | 8 | 5 | 1,262 | 678 | ||||||||||||||
Holiday Innb | 256 | (13 | ) | 52,204 | (509 | ) | ||||||||||||
Holiday Inn Express | 602 | 80 | 75,605 | 12,651 | ||||||||||||||
Staybridge Suites | 114 | 15 | 12,641 | 1,733 | ||||||||||||||
Candlewood Suites | 98 | 9 | 8,720 | 1,003 | ||||||||||||||
Other | 14 | 4 | 5,421 | 4,172 | ||||||||||||||
Total | 1,330 | 109 | 213,916 | 20,144 | ||||||||||||||
Analysed by ownership type | ||||||||||||||||||
Franchised | 905 | 62 | 102,169 | 7,439 | ||||||||||||||
Managed | 424 | 47 | 111,545 | 12,707 | ||||||||||||||
Owned and leased | 1 | – | 202 | (2 | ) | |||||||||||||
Total | 1,330 | 109 | 213,916 | 20,144 | ||||||||||||||
At the end of 2015,2017, the global pipeline totalled 1,3301,655 hotels (213,916 rooms) including 18 Kimpton hotels (3,366(244,146 rooms), an increase of 109185 hotels (20,144(14,070 rooms) on 31 December 2014.2016. The IHG pipeline represents hotels where a contract has been signed and the appropriate fees paid. Approximately 90% of the closing pipeline at 31 December 2015 is in our 10 priority markets.
Group signings increased from 463516 hotels (69,696 rooms) in 20142016 to 474605 hotels (78,438 rooms)and rooms increased from 75,812 to 83,481 in 2015, the strongest level since 2008.2017. This included 306391 hotels (47,676(52,592 rooms) signed for the Holiday Inn brand family, up by 4.7% compared to 2014, 27.0%32.1% of which were contributed by Greater China (48(90 hotels, 12,87816,904 rooms).
Active management of the pipeline to remove deals that have become dormant or no longer viable reduced the pipeline by 108135 hotels (17,004(21,224 rooms), compared to 96118 hotels (15,333(19,518 rooms) in 2014.2016.
| 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. |
Americas
Greater China
Asia, Middle East and Africa (AMEA)
Europe
| • | YourRate by IHG Rewards Club has now rolled out to all our European markets except Israel and is having a positive impact on direct bookings. IHG Rewards Club enrolments increased by 16% this year, against 2016. |
| 30 | IHG | Annual Report and Form 20-F 2017 |
| IHG’s regional performance in 2017 |
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.
Industry performance in 2015
In 2015, industry RevPAR in The Americas increased by 6.7%, driven by a 2.3% increase in demand and a 5.5% increase in average daily rate. On the supply side, the number of available rooms increased by 1.3%, the first time in five years that supply growth has exceeded 1%. All industry segments experienced robust RevPAR growth driven by growth in average daily rate. RevPAR in the upper midscale segment,
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 1.8%. US industry RevPAR increased by 3.0%, led by an average daily rate growth of 2.1%. RevPAR in the US Mainstream chain scale, where the Holiday Inn and Holiday Inn Express brands operate, increased by 5.5%, driven by a 4.0% increase in average daily rate.
In the US, the lodging industry demand continued to outpace GDP, which increased 2.4% – the same level as 2014. Industry room demand set records in all months this year apart from August, while supply growth continued to move upwards, reaching 1.1%, (still below the 1.9% per annum historic average). Average daily rate growth of 4.4% drove a 6.3% increase in US RevPAR. US upper midscale RevPAR increased 6.3%, while US upscale RevPAR increased 5.6%. In Canada, industry RevPAR increased by 3.4%, driven by a 4.2% increase in average daily rate, and in Mexico, RevPAR increased by 19.1%, due to an 18.6% increase in average daily rate.
IHG’s regional performance in 2015
IHG’s comparable RevPAR in The Americas increased 4.6%, driven by 3.8% average daily rate growth. The region is predominantly represented by the US, where comparable RevPAR increased 4.7%. RevPAR in our upper midscale brands in the US increased slightly behind the segment, with RevPAR for the Holiday Inn brand increasing 5.0% whilst that for the Holiday Inn Express brand increased by 4.3%, however our absolute occupancy was higher than the industry. Our US upscale brands (Crowne Plaza and Hotel Indigo) performed ahead of the upscale segment, increasing RevPAR by 6.6% and 7.5% respectively. Our US upper upscale brand, Kimpton, saw RevPAR increase by 4.1%. In Canada, our RevPAR increased by 0.9%, and Mexico increased by 10.1%, both behind industry growth.
Strong demand for IHG-branded hotels continued, with 37,655 rooms signed, and the pipeline increasing by 10,189 rooms during 2015. We continued to demonstrate our commitment to quality, with 14,709 rooms leaving the IHG System.
Americas comparable RevPAR movement on previous year
| 12 months ended 31 December 2015 | ||||||||||||
| Franchised | Managed | |||||||||||
Crowne Plaza | 6.7% | InterContinental | 2.4% | |||||||||
Kimpton | 4.1% | |||||||||||
Holiday Inn | 4.6% | Crowne Plaza | 9.6% | |||||||||
Holiday Inn Express | 4.1% | Holiday Inn | 5.7% | |||||||||
All brands | 4.6% | Staybridge Suites | 4.2% | |||||||||
Candlewood Suites | 6.7% | |||||||||||
All brands | 4.7% | |||||||||||
| Owned and leased | ||||||||||||
All brands | 6.7% | |||||||||||
Progress against 2015 regional priorities
IHG’s 2016 regional priorities
In Canada, industry RevPAR increased by 7.7%, driven by a 5.2% increase in average daily rate, and | 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 increasing by 1.9% whilst that for the Holiday Inn Express brand increased by 1.7%. 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 industry, led by average daily rate driven growth in the provinces. In London, RevPAR increased by 4.3% driven by strong demand growth in the first half of the year. Germany achieved growth of 2.1%, and Russia increased by 7.1%, both led by rate growth. Across the rest of Europe, RevPAR achieved strong growth of 7.6%, led by recovery in markets previously impacted by terror attacks. | ||||||
| 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 most countries in the region. Average daily rate was also on the rise, driving up regional RevPAR growth to 3.0%; its highest for the past four years. RevPAR was up in several countries in the region, including Japan (3.0%), Australia (2.8%), India (3.8%) and Thailand (4.2%) with growth in both demand and average daily rate. 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 The two largest sub-regions (North & East) saw RevPAR gains of greater than 5% each, whereas the South and | 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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| 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 |
Performancecontinued
32 IHG | Annual Report and Form 20-F 2017
| 12 months ended 31 December | ||||||||||||||||||||
| 2015 vs | 2014 vs | |||||||||||||||||||
| 2015 | 2014 | 2014% | 2013 | 2013% | ||||||||||||||||
| $m | $m | change | $m | change | ||||||||||||||||
Revenue | ||||||||||||||||||||
Franchised | 661 | 630 | 4.9 | 576 | 9.4 | |||||||||||||||
Managed | 166 | 103 | 61.2 | 128 | (19.5 | ) | ||||||||||||||
Owned and leased | 128 | 138 | (7.2 | ) | 212 | (34.9 | ) | |||||||||||||
Total | 955 | 871 | 9.6 | 916 | (4.9 | ) | ||||||||||||||
| Percentage of Group revenue | 53.0 | 46.9 | 6.1 | 48.1 | (1.2 | ) | ||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||
Franchised | 575 | 544 | 5.7 | 499 | 9.0 | |||||||||||||||
Managed | 64 | 47 | 36.2 | 74 | (36.5 | ) | ||||||||||||||
Owned and leased | 24 | 18 | 33.3 | 30 | (40.0 | ) | ||||||||||||||
| 663 | 609 | 8.9 | 603 | 1.0 | ||||||||||||||||
Regional overheads | (66 | ) | (65 | ) | (1.5 | ) | (53 | ) | (22.6 | ) | ||||||||||
Total | 597 | 544 | 9.7 | 550 | (1.1 | ) | ||||||||||||||
| Percentage of Group operating profit before central overheads and exceptional items | 71.9 | 67.5 | 4.4 | 66.8 | 0.7 | |||||||||||||||
Americas results
| 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 20152017
With 3,8404,029 hotels (479,575(497,460 rooms), Thethe Americas represented 64%62% of the Group’s room count and 72%74% of the Group’s operating profit before central overheads and exceptional operating items for the year ended 31 December 2015.2017. The key profit-producing regionprofit producing market is the US, although the Group is also represented in Latin America, Canada, Mexico and the Caribbean. 88% of rooms in the region are operated under the franchise business model, primarily in the upper midscaleMainstream segment (the(including the Holiday Inn brand family). In the upscaleUpscale segment, Crowne Plaza is predominantly franchised whereas, in the luxuryLuxury segment, InterContinental-branded hotels are operated under both franchise and management agreements.agreements, whilst Kimpton operates under the managed model within the upper upscale segment. 11is managed. 12 of the Group’s 1213 hotel brands are represented in Thethe 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 increased by $84m (9.6%$11m (1.7%) to $955m and by $53m (9.7%) to $597m respectively.$644m. On an underlyinga basis, revenue increased by $71m (8.8%$37m (3.9%), while operating profit increased by $53m (9.9%$16m (2.5%), driven predominantly by strongRevPAR growth in the fee business and an increase in net rooms.
Franchised revenue and operating profit increased by $18m (2.6%) to $703m and by
$6m (1.0%) to $606m respectively. On a constant currency basis, revenue increased by $17m (2.5%) and 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 recognition of a payroll tax credit, the implementation of the previously disclosed Crowne Plaza Accelerate financial incentives, and the annualisation of our investment in the Americas development team. Royalties growth of 3.3% was driven by comparable RevPAR growth of 1.8%, including 1.9% for Holiday Inn and 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 both InterContinental Mark Hopkins San Francisco and InterContinental New York Barclay whilst under IHG ownership,the impact of owned asset disposals, managed leases, Kimpton, and the benefit of significant liquidated damages receipts (2015: $3m; 2014: $7m)(2016: $nil; 2015: $3m).
Franchised revenue and operating profit increased by $31m (4.9%$24m (3.6%) to $661m, including the impact of the $7m liquidated damages receipts in 2014 (7.9% excluding these liquidated damages$685m and on a constant currency basis).by $25m (4.3%) to $600m respectively. Royaltiesb growth of 5.1%2.4% was driven by comparable RevPAR growth of 4.6%1.9%, including 4.6%2.6% for Holiday Inn and 4.1%1.7% for Holiday Inn Express, together with 1.2%2.0% rooms growth. Operating profit increased by $31m (5.7%) to $575m, including an $8m increase in fees associated with the initial franchising and relicensing of hotels. Excluding the benefit of significant liquidated damages (2015: $nil; 2014: $7m), and onOn a constant currency basis, operating profit increased by $47m (8.8%) to $584m.
Managed revenue increased by $63m (61.2%) to $166m, and operating profit increased by $17m (36.2%$29m (4.4%) to $64m. Revenue$690m and by $30m (5.2%) to $605m respectively.
Managed revenue increased by $6m (3.6%) to $172m, whilst operating profit included $38m (2014: $38m) and $nil (2014: $nil) respectively from one managed-lease property. Kimpton contributed $59mstayed flat at $64m due to managed estate revenue and $18m to operating profit, including $3m of significant liquidated damages. Managed operating profit was impacted by costs relating to our 20% interest in InterContinental New York Barclay during its refurbishment (2015: $4m; 2014: $5m). Excluding results for both Kimpton and managed-lease hotels andthe ongoing impact of new supply on a constant currency basis, revenue increased by $9m (13.8%) and operating profit increased by $2m (4.3%).
Owned and leased revenue decreased by $10m (7.2%) to $128m, and operating profit increased by $6m (33.3%) to $24m, following the disposal of two owned hotels (InterContinental Mark Hopkins San Francisco and an 80% interest in InterContinental New York Barclay) during 2014. Excluding these two hotels and on a constant currency basis, owned and leased revenue and operating profit increased by $13m and $5m, respectively, reflecting improved trading at InterContinental Boston and at Holiday Inn Aruba.
Highlights for the year ended 31 December 2014
Revenue and operating profit before exceptional items decreased by $45m (4.9%) to $871m and by $6m (1.1%) to $544m respectively. On an underlyinga basis, revenue increased by $71m (9.7%), while operating profit increased by $39m (7.8%), 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, revenue and operating profit were positively impacted by the benefit of $7m liquidated damages receipts in 2014 in the franchised business relating to two exited hotels, compared to $31m in the managed business in 2013.
Franchised revenue increased by $54m (9.4%) to $630m including the benefit of the $7m liquidated damages receipts (8.2% excluding these liquidated damages). Royalties growth of 7.6% was driven by comparable RevPAR growth of 7.2%, including 7.9% for Holiday Inn and 7.0% for Holiday Inn Express, together with 2.0% rooms growth. Operating profit increased by $45m (9.0%) to $544m.
Managed revenue decreased by $25m (19.5%) to $103m and operating profit decreased by $27m (36.5%) to $47m.York. Revenue and operating profit included $38m (2013: $34m)$34m (2015: $38m) and $nil (2013:(2015: $nil) respectively from one managed-lease property. Excluding results from this managed-lease hotel, as well as the $31mbenefit of significant liquidated damages in 2013 (2014: $nil),receipts (2016: $nil; 2015: $3m) and on a constant currency basis, revenue increased by $3m (4.8%$16m (12.8%) and operating profit increased by $4m (9.3%$5m (8.2%) on a constant currency basis.respectively.
Owned and leased revenue decreasedincreased by $74m (34.9%$8m (6.3%) to $138m and$136m, whilst operating profit decreasedstayed flat at $24m.
Regional overheads increased by $12m (40.0%$11m (16.7%) to $18m. The$55m due to a $10m year-on-year decrease in revenue and operating profit were driven by the disposal of an 80% interest in InterContinental New York Barclay, and the disposal of InterContinental Mark Hopkins San Francisco (combined negative 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.
Americas hotel and room count
| Hotels | Rooms | |||||||||||||||||
| At 31 December | 2015 | Change over 2014 | 2015 | Change over 2014 | ||||||||||||||
Analysed by brand | ||||||||||||||||||
InterContinental | 50 | – | 17,109 | 212 | ||||||||||||||
Kimpton | 61 | 61 | 10,976 | 10,976 | ||||||||||||||
Crowne Plaza | 172 | (9 | ) | 46,316 | (2,050 | ) | ||||||||||||
Hotel Indigo | 40 | 1 | 5,071 | 520 | ||||||||||||||
EVEN Hotels | 3 | 1 | 446 | 150 | ||||||||||||||
Holiday Innc | 772 | 2 | 135,995 | (285 | ) | |||||||||||||
Holiday Inn Express | 2,106 | 46 | 186,972 | 4,371 | ||||||||||||||
Staybridge Suites | 211 | 14 | 22,662 | 1,462 | ||||||||||||||
Candlewood Suites | 341 | 19 | 32,328 | 1,620 | ||||||||||||||
Other | 84 | 6 | 21,700 | 2,582 | ||||||||||||||
Total | 3,840 | 141 | 479,575 | 19,558 | ||||||||||||||
| Analysed by ownership type | ||||||||||||||||||
Franchised | 3,548 | 71 | 422,230 | 5,015 | ||||||||||||||
Managed | 287 | 70 | 55,715 | 14,543 | ||||||||||||||
Owned and leased | 5 | – | 1,630 | – | ||||||||||||||
Total | 3,840 | 141 | 479,575 | 19,558 | ||||||||||||||
| Percentage of Group hotel and room count | 76.3 | (0.1 | ) | 64.4 | (0.4 | ) | ||||||||||||
The Americas System size increased by 141 hotels (19,558 rooms), including the acquisition of 62 Kimpton hotels (11,325 rooms), to 3,840 hotels (479,575 rooms) during 2015. 183 hotels (22,942 rooms) opened in the year, compared to 178 hotels (20,823 rooms) in 2014. Openings included 130 hotels (14,963 rooms) in the Holiday Inn brand family, representing 65.2% of the region’s openings, and seven Kimpton hotels (1,157 rooms).
104 hotels (14,709 rooms) were removed from The Americas System in 2015, demonstrating our continued commitment to quality, compared to 95 hotels (12,230 rooms) in 2014. 44.0% of 2015 room removals were Holiday Inn rooms in the US (31 hotels, 6,466 rooms) compared to 45.0% in 2014 (34 hotels, 5,499 rooms). Eight Kimpton hotels (1,506 rooms) exited The Americas System in 2015.
Americas pipeline
| Hotels | Rooms | |||||||||||||||||
| At 31 December | 2015 | Change over 2014 | 2015 | Change over 2014 | ||||||||||||||
Analysed by brand | ||||||||||||||||||
InterContinental | 4 | (3 | ) | 1,545 | (792 | ) | ||||||||||||
Kimpton | 18 | 18 | 3,366 | 3,366 | ||||||||||||||
Crowne Plaza | 15 | (3 | ) | 2,490 | (716 | ) | ||||||||||||
Hotel Indigo | 30 | (1 | ) | 4,024 | (235 | ) | ||||||||||||
EVEN Hotels | 8 | 5 | 1,262 | 678 | ||||||||||||||
Holiday Innd | 125 | (14 | ) | 18,203 | (1,952 | ) | ||||||||||||
Holiday Inn Express | 449 | 60 | 43,945 | 6,820 | ||||||||||||||
Staybridge Suites | 105 | 15 | 11,230 | 1,636 | ||||||||||||||
Candlewood Suites | 98 | 9 | 8,720 | 1,003 | ||||||||||||||
Other | 13 | 3 | 1,599 | 381 | ||||||||||||||
Total | 865 | 89 | 96,384 | 10,189 | ||||||||||||||
| Analysed by ownership type | ||||||||||||||||||
Franchised | 809 | 69 | 85,863 | 6,883 | ||||||||||||||
Managed | 55 | 20 | 10,319 | 3,308 | ||||||||||||||
Owned and leased | 1 | – | 202 | (2 | ) | |||||||||||||
Total | 865 | 89 | 96,384 | 10,189 | ||||||||||||||
At 31 December 2015, The Americas pipeline totalled 865 hotels (96,384 rooms), including 18 Kimpton hotels (3,366 rooms), representing an increase of 89 hotels (10,189 rooms) over the prior year. Strong signings of 325 hotels (37,655 rooms) were ahead of last year by six hotels, but lower by 453 rooms. The majority of 2015 signings were within the Holiday Inn brand family (208 hotels, 22,826 rooms) but also included 10 Kimpton hotels (1,532 rooms) and 78 hotels (7,607 rooms) for our extended-stay brands, Staybridge Suites and Candlewood Suites.
69 hotels (7,661 rooms) were removed from the pipeline in 2015, up slightly in terms of both hotels and rooms from 2014 (64 hotels, 7,108 rooms).
healthcare costs.
| a | Underlying excludes the impact of |
| b | Royalties are fees, based on rooms revenue, that a franchisee pays to the brand owner for use of the brand name. |
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Performance | 33 |
Strategic Report
Performance continued
Americas continued
Americas hotel and room count
| Hotels | Rooms | |||||||||||||||||||||||
| At 31 December | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||
| InterContinental | 50 | 2 | 17,578 | 1,170 | ||||||||||||||||||||
| Kimpton | 65 | 4 | 12,242 | 1,004 | ||||||||||||||||||||
| Crowne Plaza | 156 | (8 | ) | 41,278 | (2,838 | ) | ||||||||||||||||||
| Hotel Indigo | 51 | 5 | 6,828 | 896 | ||||||||||||||||||||
| EVEN Hotels | 8 | 2 | 1,238 | 228 | ||||||||||||||||||||
| Holiday Inna | 773 | (1 | ) | 135,604 | (1,140 | ) | ||||||||||||||||||
| Holiday Inn Express | 2,217 | 63 | 199,410 | 7,039 | ||||||||||||||||||||
| Staybridge Suites | 244 | 18 | 26,156 | 1,971 | ||||||||||||||||||||
| Candlewood Suites | 376 | 14 | 35,424 | 1,232 | ||||||||||||||||||||
| Other | 89 | 5 | 21,702 | (95 | ) | |||||||||||||||||||
| Total | 4,029 | 104 | 497,460 | 9,467 | ||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||
| Franchised | 3,727 | 94 | 437,292 | 6,426 | ||||||||||||||||||||
| Managed | 296 | 10 | 58,343 | 3,041 | ||||||||||||||||||||
| Owned and leased | 6 | – | 1,825 | – | ||||||||||||||||||||
| Total | 4,029 | 104 | 497,460 | 9,467 | ||||||||||||||||||||
| Percentage of Group hotel and room count | 75.3 | (0.6 | ) | 62.3 | (1.3 | ) | ||||||||||||||||||
| a | Includes 25 Holiday Inn Resort properties (6,787 rooms) and 26 Holiday Inn Club Vacations properties (7,676 rooms) (2016: 25 Holiday Inn Resort properties (6,791 rooms) and 26 Holiday Inn Club Vacations properties (7,601 rooms)). |
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)). |
4,029
Total number of rooms
497,460
Americas System size increased by 104 hotels (9,467 rooms) to 4,029 hotels (497,460 rooms) during 2017. 190 hotels (21,615 rooms) opened in the year, compared to 188 hotels (23,535 rooms) in 2016. Openings included 124 hotels (12,949 rooms) in the Holiday Inn brand family, representing 59.9% of the region’s openings.
86 hotels (12,148 rooms) were removed from the Americas System in 2017, demonstrating our continued commitment to quality, compared to 103 hotels (15,117 rooms) in 2016. 26.3% of 2017 room removals were Holiday Inn rooms in the US (17 hotels, 3,189 rooms) compared to 37.3% in 2016 (30 hotels, 5,638 rooms).
Totalnumber of hotels in the pipeline
1,042
Total number of rooms in the pipeline
109,104
At 31 December 2017, the Americas pipeline totalled 1,042 hotels (109,104 rooms), representing an increase of 97 hotels (6,653 rooms) over the prior year. Strong signings of 365 hotels (37,419 rooms) were ahead of last year by 33 hotels (381 rooms). The majority of 2017 signings were within the Holiday Inn brand family (220 hotels, 21,829 rooms) and our extended-stay brands, Staybridge Suites and Candlewood Suites (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 44 hotels (4,043 rooms).
78 hotels (9,151 rooms) were removed from the pipeline in 2017 compared to 64 hotels (7,436 rooms) in 2016.
| 34 | IHG | Annual Report and Form 20-F |
Performancecontinued
Continue to grow in priority markets and key cities, whilst driving brand preference, focusing on quality and innovation in guest experience, over the next three years.
Industry performance in 2015Europe
The hotel industry in Europe is influenced by the larger markets in the region, in particular the UK and Germany. In 2015, RevPAR increased 7.5% across the region, driven by a 2.8% increase in demand and a 5.4% growth in average daily rate. RevPAR growth in the UK was 4.5%, driven by a 3.9% increase in average daily rate and a 2.3% increase
in demand. In Germany, RevPAR saw strong growth of 6.5%, driven by a 4.3% growth in average daily rate and a 2.8% increase in demand. Russia saw growth of 11.9% driven by a 6.0% increase in average daily rate.
IHG’s regional performance in 2015
IHG’s regional comparable RevPAR increased by 5.4%, driven by average daily rate growth of 3.9%. The UK achieved strong growth of 5.1%, ahead of the industry, led by average daily rate driven growth in both London and the provinces. In Germany, RevPAR increased by 4.4%, and in Russia, RevPAR declined slightly by 1.6% – both behind the market. Across the rest of Europe, our RevPAR increased by mid-single digits, despite challenging trading conditions in Paris in the last quarter of the year.
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Progress against 2015 regional priorities
IHG’s 2016 regional priorities
Source: Smith Travel Research for all of the above industry facts.
Europe results
| 12 months ended 31 December | ||||||||||||||||||||
| 2015 $m | 2014 $m | 2015 vs 2014% change | 2013 $m | 2014 vs 2013% change | ||||||||||||||||
Revenue | ||||||||||||||||||||
Franchised | 104 | 104 | – | 104 | – | |||||||||||||||
Managed | 131 | 159 | (17.6 | ) | 156 | 1.9 | ||||||||||||||
Owned and leased | 30 | 111 | (73.0 | ) | 140 | (20.7 | ) | |||||||||||||
Total | 265 | 374 | (29.1 | ) | 400 | (6.5 | ) | |||||||||||||
| Percentage of Group revenue | 14.7 | 20.1 | (5.4 | ) | 21.0 | (0.9 | ) | |||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||
Franchised | 77 | 78 | (1.3 | ) | 79 | (1.3 | ) | |||||||||||||
Managed | 28 | 30 | (6.7 | ) | 30 | – | ||||||||||||||
Owned and leased | 1 | 14 | (92.9 | ) | 30 | (53.3 | ) | |||||||||||||
| 106 | 122 | (13.1 | ) | 139 | (12.2 | ) | ||||||||||||||
Regional overheads | (28 | ) | (33 | ) | 15.2 | (34 | ) | 2.9 | ||||||||||||
Total | 78 | 89 | (12.4 | ) | 105 | (15.2 | ) | |||||||||||||
| Percentage of Group operating profit before central overheads and exceptional items | 9.4 | 11.0 | (1.6 | ) | 12.8 | (1.8 | ) | |||||||||||||
Europe results
| 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 20152017
Comprising 660692 hotels (106,711(113,415 rooms) at the end of 2015,2017, Europe represented 14% of the Group’s room count and 9%10% of the Group’s operating profit before central overheads and exceptional operating items for the year ended 31 December 2015.2017. 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-branded hotels are operated under management agreements.
Revenue and operating profit before exceptional items decreased by $109m (29.1%) to $265m and by $11m (12.4%) to $78m respectively. This was primarily due to InterContinental Paris – Le Grand becoming a managed property and the negative impact of significant foreign exchange translation movement. On an underlyinga basis, revenue and operating profit increased by $13m (7.5%$14m (6.2%) to $241m and by $9.0m (12.0%) to $84m respectively. Operating profit before exceptional items increased by $11m (14.7%) to $86m. On an underlyinga basis, revenue increased by $15m (10.0%) and $17m (23.3%operating profit increased by $12m (16.4%) respectively,driven by strong trading, 3.0% rooms growth
and effective cost control to maintain overheads in line with the transition of 61 UK managed hotels to franchise contracts driving an increase in underlying franchise fees, and cost efficiencies reducing regional overheads.prior year. Overall, comparable RevPAR in Europe increased by 5.4%6.3%, with the UK and Germany increasing by 5.1%,4.5% and 2.1% respectively. Recovery in markets previously impacted by terror attacks led by rateto RevPAR growth in both Londonthe year of 7.1% in France and the provinces,double digit growth in Belgium and Germany growing by 4.4%.Turkey.
Franchised revenue remained flat at $104m,increased by $7m (6.9%) to $109m, whilst operating profit decreasedincreased by $1m (1.3%$7m (9.0%) to $77m.$85m. On a constant currency basis, revenue and operating profit increased by $15m (14.4%$8m (7.8%) and $11m (14.1%$7m (9.0%) respectively, followingpositively impacted by strong US inbound tourism to the transitionUK in the first half of UK managed hotels to franchise contracts.the year.
Managed revenue decreasedincreased by $28m (17.6%$7m (5.6%) and operating profit decreasedincreased by $2m (6.7%$4m (18.2%). Revenue and operating profit included $75m (2014: $90m)$77m (2016: $77m) and $1m (2014: $2m) respectively from managed leases. Excluding properties operated under this arrangement, and on a constant currency basis, revenue decreased by $2m (2.9%) and operating profit increased by $3m (10.7%), impacted by the transition of UK managed hotels to franchise contracts.
The one remaining hotel in the owned and leased estate,
InterContinental Paris – Le Grand, was sold on 20 May 2015 for gross proceeds of€330m. Owned and leased revenue decreased by $81m (73.0%) to $30m and operating profit decreased by $13m (92.9%) to $1m.
Highlights for the year ended 31 December 2014
Revenue and operating profit before exceptional items decreased by $26m (6.5%) to $374m and by $16m (15.2%) to $89m respectively. On an underlyinga basis, revenue and operating profit increased by $4m (1.4%) and $3m (3.5%) respectively. Overall, comparable RevPAR in Europe increased by 5.1%. 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, increasing 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%) to $78m. Excluding the benefit of a $9m liquidated damages receipt in 2013, revenue and operating profit increased by $8m (8.4%) 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) 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%) and operating profit increased by $5m (25.0%).
Highlights for the year ended
31 December 2016
Revenue decreased by $38m (14.3%) to $227m and operating profit decreased by $178m (70.4%) to $75m, primarily due to the gain on sale of InterContinental Paris – Le Grand during the year ended 31 December 2015. Operating profit before exceptional items decreased by $3.0m (3.8%) to $75m. Underlyinga revenue increased by $1m (0.6%) and underlyinga operating profit stayed flat at $76m. Overall, comparable RevPAR in Europe increased by 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 $102m, whilst operating profit increased by $1m (1.3%) to $78m. On a constant currency basis, revenue and operating profit increased by $6m (5.8%) and $6m (7.8%) respectively.
Managed revenue decreased by $6m (4.6%) and operating profit decreased by $6m (21.4%). Revenue and operating profit included $77m (2015: $75m) and $2m (2015: $1m) respectively from managed leases. Excluding properties operated under this arrangement, and on a constant currency basis, revenue decreased by $5m (8.9%) and operating profit decreased by $6m (22.2%). Performance was flat. Atimpacted 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 endsystem and one of 2014, IHG commencedwhich is undergoing a process to restructure the majority of its UK managed hotels to new franchised contracts.major refurbishment.
InThe last remaining hotel in the owned and leased estate, revenue decreased by $29m (20.7%) to $111m and operating profit decreased by $16m (53.3%) to $14m. At constant currency and excluding the impact 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 ballroomwas sold in the first half of 2014. The hotel delivered2015. Following this, revenue and operating profit of $111m and $15m respectively, a decrease of 5.9% and 34.8% comparedin the estate decreased to 2013, whilst RevPAR decreased by 4.7%.nil.
| a | Underlying excludes the impact of |
| IHG | Annual Report and Form 20-F | ||||
PerformancecontinuedStrategic Report
Performance continued
Europecontinued
Europe hotel and room count
| Hotels | Rooms | Hotels | Rooms | |||||||||||||||||||||||||||||||||||||||
| At 31 December | 2015 | Change over 2014 | 2015 | Change over 2014 | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||||||||||||||||
Analysed by brand | ||||||||||||||||||||||||||||||||||||||||||
InterContinental | 32 | 2 | 9,886 | 514 | 32 | 1 | 9,889 | 165 | ||||||||||||||||||||||||||||||||||
| Kimpton | 1 | 1 | 274 | 274 | ||||||||||||||||||||||||||||||||||||||
Crowne Plaza | 88 | 5 | 20,269 | 874 | 97 | 5 | 22,477 | 1,590 | ||||||||||||||||||||||||||||||||||
Hotel Indigo | 19 | 2 | 1,790 | 222 | 24 | 3 | 2,182 | 272 | ||||||||||||||||||||||||||||||||||
Holiday Inna | 285 | 1 | 46,150 | 428 | 286 | (5 | ) | 46,928 | (901 | ) | ||||||||||||||||||||||||||||||||
Holiday Inn Express | 228 | 2 | 27,525 | 387 | 244 | 10 | 30,508 | 1,930 | ||||||||||||||||||||||||||||||||||
Staybridge Suites | 6 | 1 | 877 | 93 | 7 | – | 1,000 | – | ||||||||||||||||||||||||||||||||||
Other | 2 | – | 214 | (15 | ) | 1 | – | 157 | 16 | |||||||||||||||||||||||||||||||||
Total | 660 | 13 | 106,711 | 2,503 | 692 | 15 | 113,415 | 3,346 | ||||||||||||||||||||||||||||||||||
Analysed by ownership type | Analysed by ownership type |
| ||||||||||||||||||||||||||||||||||||||||
Franchised | 615 | 50 | 94,410 | 10,394 | 636 | 7 | 98,302 | 1,272 | ||||||||||||||||||||||||||||||||||
Managed | 45 | (36 | ) | 12,301 | (7,421 | ) | 56 | 8 | 15,113 | 2,074 | ||||||||||||||||||||||||||||||||
Owned and leased | – | (1 | ) | – | (470 | ) | ||||||||||||||||||||||||||||||||||||
Total | 660 | 13 | 106,711 | 2,503 | 692 | 15 | 113,415 | 3,346 | ||||||||||||||||||||||||||||||||||
| Percentage of Group hotel and room count | 13.1 | (0.3 | ) | 14.3 | (0.4 | ) | 13.0 | (0.1 | ) | 14.2 | (0.2 | ) | ||||||||||||||||||||||||||||||
| a |
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 2015,2017, Europe System size increased by 1315 hotels (2,503(3,346 rooms) to 660692 hotels (106,711(113,415 rooms). The Group opened 3626 hotels (5,493(4,917 rooms) in Europe in 2015,2017, compared to 3524 hotels (5,353(4,188 rooms) in 2014. Openings included the landmark 453-room InterContinental London – The O2 and the 130-room InterContinental Bordeaux – Le Grand.2016. In Germany, we opened a record 11 hotels (2,101 rooms).
2311 hotels (2,990(1,571 rooms) left the Europe System in the period, compared to 17seven hotels (3,211(830 rooms) in the previous year.
EuropeTotal number of hotels in the pipeline
155
| Hotels | Rooms | |||||||||||||||||
| At 31 December | 2015 | Change over 2014 | 2015 | Change over 2014 | ||||||||||||||
Analysed by brand | ||||||||||||||||||
InterContinental | 5 | 2 | 882 | 37 | ||||||||||||||
Crowne Plaza | 11 | (3 | ) | 2,673 | (244 | ) | ||||||||||||
Hotel Indigo | 11 | (1 | ) | 1,403 | 35 | |||||||||||||
Holiday Inn | 37 | – | 7,834 | 890 | ||||||||||||||
Holiday Inn Express | 45 | 1 | 7,198 | 824 | ||||||||||||||
Staybridge Suites | 4 | – | 511 | 97 | ||||||||||||||
Other | – | – | 31 | – | ||||||||||||||
Total | 113 | (1 | ) | 20,532 | 1,639 | |||||||||||||
Analysed by ownership type |
| |||||||||||||||||
Franchised | 88 | (7 | ) | 14,127 | 131 | |||||||||||||
Managed | 25 | 6 | 6,405 | 1,508 | ||||||||||||||
Total | 113 | (1 | ) | 20,532 | 1,639 | |||||||||||||
Total number of rooms in the pipeline
25,988
The Europe pipeline totalled 113155 hotels (20,532(25,988 rooms) at 31 December 2015,2017, representing an increase of 19 hotels (2,276 rooms) over 31 December 2016. Signings of 59 hotels (9,241 rooms), a decrease of one hotel (although an increase of 1,639(313 rooms) over 31 December 2014. New room signings reached their highest level since 2007 with 8,826 rooms, an increase of 1,022 rooms from the prior year, (although number ofincluded 19 hotels remained flat at 48). Signings included 11 hotels (2,444 rooms) in the UK and 14 hotels (2,371(3,690 rooms) in Germany, a record number of signings for the fourth year running, and 14 hotels (1,497 rooms) in the latter country for the second year running.UK.
1314 hotels (1,694(2,048 rooms) were removed from the pipeline in 2015,2017, compared to nine12 hotels (1,337(1,944 rooms) in 2014.2016.
| IHG | Annual Report and Form 20-F |
Asia,Middle East and Africa (AMEA)
Execute our strategic plans to strengthen our brands and increase our revenue share through enhanced guest satisfaction and greater loyalty contribution, over the next three years.
Industry performance in 2015
RevPAR growth in AMEA was 3.6%, driven primarily by a 3.2% gain in average daily rate. In line with improving GDP growth, Japan saw strong RevPAR growth of 14.8% due to both average daily rate, which increased by 13.1%, and demand, which increased by 2.8%. In contrast, Australia saw RevPAR increase 3.2%, composed of a 1.9% growth in average daily rate and a 3.0% increase in demand. Thailand saw RevPAR increase by a strong 13.1%, driven by 15.1% demand growth.
Growth was more modest in India and Saudi Arabia, where RevPAR increased by 5.0% and 0.9% respectively. RevPAR in the United Arab Emirates (UAE) declined by 6.7%, driven by a 6.2% decrease in average daily rate. In Indonesia, RevPAR declined by 6.1% due to a 5.3ppt decrease in occupancy.
IHG’s regional performance in 2015
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 4.5%, driven through both occupancy and average daily rate growth. Performance was led by strong positive trading in the mature market of Japan, where RevPAR increased by 14.6%, marginally below the market. Australia increased ahead of the industry at 4.5%; however the Middle East increased by 0.2%, impacted by declining oil prices. Our RevPAR growth in India and Indonesia was significantly ahead of the industry at 6.4% and 1.3%, respectively.
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AMEA results
| 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 | ) | ||||||||||||||||||||||||||
Progress against 2015 regional priorities
IHG’s 2016 regional priorities
Source: Smith Travel Research for all of the above industry facts.
Performancecontinued
Asia, Middle East and Africa (AMEA)continued
AMEA results
| 12 months ended 31 December | ||||||||||||||||||||
| 2015 $m | 2014 $m | 2015 vs 2014% change | 2013 $m | 2014 vs 2013% change | ||||||||||||||||
Revenue | ||||||||||||||||||||
Franchised | 16 | 16 | – | 16 | – | |||||||||||||||
Managed | 189 | 187 | 1.1 | 170 | 10.0 | |||||||||||||||
Owned and leased | 36 | 39 | (7.7 | ) | 44 | (11.4 | ) | |||||||||||||
Total | 241 | 242 | (0.4 | ) | 230 | 5.2 | ||||||||||||||
| Percentage of Group revenue | 13.3 | 13.0 | 0.3 | 12.1 | 0.9 | |||||||||||||||
Operating profit before exceptional items | ||||||||||||||||||||
Franchised | 12 | 12 | – | 12 | – | |||||||||||||||
Managed | 90 | 88 | 2.3 | 92 | (4.3 | ) | ||||||||||||||
Owned and leased | 3 | 3 | – | 4 | (25.0 | ) | ||||||||||||||
| 105 | 103 | 1.9 | 108 | (4.6 | ) | |||||||||||||||
Regional overheads | (19 | ) | (19 | ) | – | (22 | ) | 13.6 | ||||||||||||
Total | 86 | 84 | 2.4 | 86 | (2.3 | ) | ||||||||||||||
| Percentage of Group operating profit before central overheads and exceptional items | 10.4 | 10.5 | (0.1 | ) | 10.4 | 0.1 | ||||||||||||||
Highlights for the year ended
31 December 20152017
Comprising 267299 hotels (72,573(85,661 rooms) at 31 December 2015,2017, AMEA represented 10%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. 83%The majority of rooms in AMEA are operated under the managed business model.
Revenue decreasedand operating profit increased by $1m (0.4%$7m (3.0%) to $241m, whilst operating$244m and by $3m (3.7%) to $85m respectively. Operating profit before exceptional items increased by $2m (2.4%$5m (6.1%) to $86m, both adversely impacted by foreign exchange translation.$87m. On an underlyingaunderlying basisa, revenue and operating profit increased by $13m (6.5%$9m (4.8%) and $7m (8.7%$9m (11.7%) respectively.
Comparable RevPAR increased 4.5%, driven by growth1.5% primarily due to an increase in both rate and occupancy. Performance was led by strong positive trading in the mature markets of Japan and Australia, which grew by 14.6%,2.7% and Australia, which increased by 4.5%. South East Asia exhibited growth of 5.7%, respectively, however the Middle East increaseddecreased by 0.2%4.1%, impacted by declininglow oil prices.prices and industry wide oversupply.
Franchised revenue andincreased by $1m (6.3%) to $17m, whilst operating profit remained flat at $16m and $12m respectively.increased by $2m (16.7%) to $14m. On a constant currency basis, revenue and operating profit increased by $1m (6.3%) and $1m (8.3%) respectively.
Managed revenue increased by $2m (1.1%) to $189mstayed flat at $16m and operating profit increased by $2m (2.3%(16.7%).
Managed revenue and operating profit increased by $9m (4.9%) to $90m.$193m and $2m (2.2%) to $91m respectively. Comparable RevPAR increased by 5.4%2.1%, with the majority of rooms openingaverage daily rate declines offset by occupancy gains. Australasia benefitted from strong domestic travel, whilst growth in the last quarter of 2015.South East Asia was driven by international arrivals in Indonesia and Thailand. Revenue and operating profit included $46m (2014: $41m)$52m (2016: $51m) and $5m (2014: $4m)$4m (2016: $5m) respectively from one managed-lease property. Excluding results from this hotel and on a constant currency basis, revenue increased by $9m (6.2%$12m (9.0%), to $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 (7.7%(8.1%) to $36m$34m and operating profit remainedstayed flat at $3m. On a constant currency basis, revenue increased by $3m (7.7%) and operating profit increased by $1m (33.3%).$2m.
Highlights for the year ended
31 December 20142016
Revenue increasedand operating profit decreased by $12m (5.2%$4m (1.7%) to $242m whilst operating$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 underlyinga basis,$82m. Underlyinga revenue increasedand underlyinga operating 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-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%$1m (33.3%) to $39m and by $1m (25.0%) to $3m respectively, due to a 6.3% decrease in RevPAR.
AMEA hotel and room count
| Hotels | Rooms | |||||||||||||||||
| At 31 December | 2015 | Change over 2014 | 2015 | Change over 2014 | ||||||||||||||
Analysed by brand | ||||||||||||||||||
InterContinental | 68 | 1 | 21,238 | (186 | ) | |||||||||||||
Crowne Plaza | 71 | 2 | 20,011 | 323 | ||||||||||||||
Hotel Indigo | 1 | 1 | 192 | 192 | ||||||||||||||
Holiday Innb | 91 | 6 | 20,984 | 1,234 | ||||||||||||||
Holiday Inn Express | 27 | 3 | 5,886 | 591 | ||||||||||||||
Staybridge Suites | 3 | – | 425 | – | ||||||||||||||
Other | 6 | 1 | 3,837 | 2,543 | ||||||||||||||
Total | 267 | 14 | 72,573 | 4,697 | ||||||||||||||
Analysed by ownership type |
| |||||||||||||||||
Franchised | 52 | 2 | 11,924 | 355 | ||||||||||||||
Managed | 213 | 12 | 60,062 | 4,342 | ||||||||||||||
Owned and leased | 2 | – | 587 | – | ||||||||||||||
Total | 267 | 14 | 72,573 | 4,697 | ||||||||||||||
| Percentage of Group hotel and room count | 5.3 | 0.1 | 9.8 | 0.3 | ||||||||||||||
The AMEA System size increased by 14 hotels (4,697 rooms) to 267 hotels (72,573 rooms) as at 31 December 2015. Openings increased by three hotels (2,384 rooms) to 22 hotels (6,612 rooms) in 2015, the highest level of room openings in AMEA since 2006. Openings in 2015 included Hotel Indigo Bangkok Wireless Road, the first Hotel Indigo in the region.
Eight hotels (1,915 rooms) were removed from the AMEA System in 2015, compared to 10 hotels (1,190 rooms) in 2014.
AMEA pipeline
| Hotels | Rooms | |||||||||||||||||
| At 31 December | 2015 | Change over 2014 | 2015 | Change over 2014 | ||||||||||||||
Analysed by brand | ||||||||||||||||||
InterContinental | 22 | – | 5,349 | (455 | ) | |||||||||||||
Crowne Plaza | 19 | 3 | 5,301 | 889 | ||||||||||||||
Hotel Indigo | 13 | 3 | 2,281 | 458 | ||||||||||||||
Holiday Innc | 45 | (5 | ) | 11,529 | (1,701 | ) | ||||||||||||
Holiday Inn Express | 43 | 4 | 9,344 | 1,167 | ||||||||||||||
Staybridge Suites | 5 | – | 900 | – | ||||||||||||||
Other | – | – | 3,512 | 3,512 | ||||||||||||||
Total | 147 | 5 | 38,216 | 3,870 | ||||||||||||||
| Analysed by ownership type | ||||||||||||||||||
Franchised | 8 | – | 2,179 | 425 | ||||||||||||||
Managed | 139 | 5 | 36,037 | 3,445 | ||||||||||||||
Total | 147 | 5 | 38,216 | 3,870 | ||||||||||||||
At 31 December 2015, the AMEA pipeline totalled 147 hotels (38,216 rooms) compared to 142 hotels (34,346 rooms) as at 31 December 2014. Room signings in AMEA were at their highest since 2008 with 35 hotels (12,441 rooms), an increase of three hotels (4,411 rooms) from the level seen in 2014. Signings in 2015 included 17 hotels (5,650 rooms) in the Holiday Inn brand family and five InterContinental hotels (833 rooms).
Eight hotels (1,959 rooms) were removed from the pipeline in 2015, compared to eight hotels (1,530 rooms) in 2014.
$2m.
| a | Underlying excludes the impact of |
| IHG | Annual Report and Form 20-F |
PerformancecontinuedStrategic Report
Performance continued
AMEA continued
Further growAMEA hotel and room count
| Hotels | Rooms | |||||||||||||||||||||||||
| At 31 December | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||||
| Analysed by brand | ||||||||||||||||||||||||||
| InterContinental | 72 | 3 | 21,902 | 699 | ||||||||||||||||||||||
| Crowne Plaza | 79 | 6 | 22,097 | 1,348 | ||||||||||||||||||||||
| Hotel Indigo | 3 | 1 | 612 | 289 | ||||||||||||||||||||||
| Holiday Inna | 97 | 4 | 23,502 | 2,190 | ||||||||||||||||||||||
| Holiday Inn Express | 38 | 4 | 8,667 | 1,084 | ||||||||||||||||||||||
| Staybridge Suites | 4 | 1 | 589 | 164 | ||||||||||||||||||||||
| Other | 6 | – | 8,292 | 3,836 | ||||||||||||||||||||||
| Total | 299 | 19 | 85,661 | 9,610 | ||||||||||||||||||||||
| Analysed by ownership type | ||||||||||||||||||||||||||
| Franchised | 59 | 4 | 13,476 | 906 | ||||||||||||||||||||||
| Managed | 238 | 15 | 71,652 | 8,758 | ||||||||||||||||||||||
| Owned and leased | 2 | – | 533 | (54 | ) | |||||||||||||||||||||
| Total | 299 | 19 | 85,661 | 9,610 | ||||||||||||||||||||||
| Percentage of Group hotel and room count | 5.6 | 0.2 | 10.8 | 0.9 | ||||||||||||||||||||||
| a | Includes 15 Holiday Inn Resort properties (3,259 rooms) (2016: 14 Holiday Inn Resort properties (2,953 rooms)). |
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 (1,075 rooms) (2016: five Holiday Inn Resort properties (1,256 rooms)). |
Total number of hotels
299
Total number of rooms
85,661
The AMEA System size particularlyincreased by 19 hotels (9,610 rooms) to 299 hotels (85,661 rooms) as at 31 December 2017. Openings increased by nine hotels (6,612 rooms) to 26 hotels (11,085 rooms) in 2017 including 3,512 rooms in Makkah, Saudi Arabia which relate to the remaining portion of the signing that was announced in 2015.
Seven hotels (1,475 rooms) were removed from the AMEA System in tier 2 and 3 cities and2017, compared to four hotels (995 rooms) in 2016.
Totalnumber of hotels in the growing midscale segment, whilst developingpipeline
164
Totalnumber of rooms in the pipeline
37,370
At 31 December 2017, the AMEA pipeline totalled 164 hotels (37,370 rooms) compared to 150 hotels (39,885 rooms) at 31 December 2016. Hotel signings in AMEA were the highest since 2007 with 63 hotels (12,620 rooms), an increase of 21 hotels (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 (42 hotels, 7,787 rooms) including the rebranding of a strong local talent pipeline for ourportfolio of 14 properties in India to the Holiday Inn Express brand as well as three InterContinental hotels over the next three years.(730 rooms).
Industry performance in 2015
GDP in mainland China increased by 6.9% in 2015, continuing to slow23 hotels (4,050 rooms) were removed from the 2010-2014 average of 8.6%. The decline can be attributedpipeline in 2017, compared to decreased exports caused by slowing global demand and a strong Renminbi; however, private consumption remains solid, which helped to mitigate this trend. Hotel industry RevPAR23 hotels (4,651 rooms) in Greater China declined 3.4% in the year, predominately driven by average daily rate, which declined by 3.3%. Industry rooms supply growth of 4.0% slightly exceeded rooms demand growth of 3.9% in the year, resulting in an occupancy decline. RevPAR in the People’s Republic of China (excluding Taiwan) decreased by 3.5% in 2015, driven by average
daily rate declining by 3.4%. The country’s two largest cities in terms of hotel rooms, Beijing and Shanghai, both increased RevPAR. The former increased on robust demand growth and the latter on growth in both demand and average daily rate. The two other largest markets in the country, the wider East China and South Central China, both saw a decline in RevPAR in the year. RevPAR in Hong Kong and Macau declined by 11.5% and 13.7% respectively, both driven by declines in average daily rate and demand. In Hong Kong, average daily rate and demand decreased by 8.8% and 2.4% respectively, whilst Macau average daily rate and demand decreased by 8.6% and 0.3% respectively.2016.
| 38 | IHG | Annual Report and Form 20-F 2017 |
IHG’s regional performance in 2015
IHG’s regional comparable RevPAR increased 0.3% in 2015, significantly ahead of the industry. Our RevPAR growth was driven by occupancy, which increased by 3.4%, whilst average daily rate decreased by 3.0% – both better than the industry, reflecting our scale and management strength in the region. Trading in mainland tier 1 cities was strongest, up 6.0% whilst trading in the rest of mainlandGreater China showed only marginal increases. Hong Kong and Macau experienced significant trading declines of 9.4% and 12.8% respectively. Total RevPAR was down 2.3% impacted by our strategy of using mainstream brands in less-developed cities.
| ||||
| ||||
| ||||
results
| 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 | ) | ||||||||||||||||||||||||||
Progress against 2015 regional priorities
IHG’s 2016 regional priorities
Source: Smith Travel Research for all of the above industry facts.
Greater China results
| 12 months ended 31 December | ||||||||||||||||||||
| 2015 $m | 2014 $m | 2015 vs 2014% change | 2013 $m | 2014 vs 2013% change | ||||||||||||||||
Revenue | ||||||||||||||||||||
Franchised | 4 | 4 | – | 3 | 33.3 | |||||||||||||||
Managed | 105 | 99 | 6.1 | 92 | 7.6 | |||||||||||||||
Owned and leased | 98 | 139 | (29.5 | ) | 141 | (1.4 | ) | |||||||||||||
Total | 207 | 242 | (14.5 | ) | 236 | 2.5 | ||||||||||||||
| Percentage of Group revenue | 11.5 | 13.0 | (1.5 | ) | 12.4 | 0.6 | ||||||||||||||
| Operating profit before exceptional items | ||||||||||||||||||||
Franchised | 5 | 5 | – | 5 | – | |||||||||||||||
Managed | 59 | 63 | (6.3 | ) | 51 | 23.5 | ||||||||||||||
Owned and leased | 29 | 42 | (31.0 | ) | 47 | (10.6 | ) | |||||||||||||
| 93 | 110 | (15.5 | ) | 103 | 6.8 | |||||||||||||||
Regional overheads | (23 | ) | (21 | ) | (9.5 | ) | (21 | ) | – | |||||||||||
Total | 70 | 89 | (21.3 | ) | 82 | 8.5 | ||||||||||||||
| Percentage of Group operating profit before central overheads and exceptional items | 8.4 | 11.0 | (2.6 | ) | 10.0 | 1.0 | ||||||||||||||
Highlights for the year ended
31 December 20152017
Comprising 265328 hotels (85,509(101,539 rooms) at 31 December 2015,2017, Greater China represented approximately 12%13% of the Group’s room count and contributed approximately 9%6% of the Group’s operating profit before central overheads and exceptional operating items for the year ended 31 December 2015. 97%2017. The majority of rooms in Greater China are operated under the managed business model.
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 $35m (14.5%$25m (35.7%) to $207m$45m. Underlyinga revenue and underlyinga operating profit increased by $14m (12.8%) and by $19m (21.3%$6m (14.6%) to $70m respectively. On an underlyinga basis, revenue increased by $8m (7.8%) due to the addition of over 20,000 rooms into the managed estate over the last two years. Underlying operating profit decreased by $5m (10.6%), impacted by $5m of ongoing investment into building long-term people capability, as well as the year-on-year impact from $5m of previously disclosed one-off upsides in 2014. Overall, the region achieved comparable RevPAR growth of 0.3%, significantly ahead of the industry, reflecting our scale and management strength in the region.2.2%. Trading in mainland tier 1 cities was particularly strong, whilst the rest of mainland China showed marginal increases. Trading in Hong Kongslower growth.
On an actual and Macau significantly declined. Total RevPAR in Greater China decreased by 2.3% as more hotels opened into developing markets.
Franchisedconstant currency basis, franchised revenue and operating profit remained flat at $4mdecreased by $1m (25.0%) and $5mby $2m (40.0%) respectively.
Managed revenue and operating profit increased by $6m (6.1%$9m (8.6%) to $105m, whilst operating profit decreased$114m and by $4m (6.3%$5m (8.5%) to $59m, impacted by the above-mentioned investment in people capability and previously disclosed one-off upsides in 2014.$64m respectively. Comparable RevPAR increased by 1.1%3.0%, whilst the Greater China System size grew by 10.4%9.0%, driving a 4.8%7.0% increase in total gross revenue derived from rooms business. Total gross revenue derived from non-rooms business increased by 7.9%6.8%, primarily due primarily to increased food and beverage revenue. On a constant currency basis, revenue and operating profit increased by $8m (8.1%$15m (14.3%) to $107m, whilst operating profit decreased$120m and by $3m (4.8%$8m (13.6%) to $60m.$67m respectively, with ongoing investment in growth initiatives more than offset by scale efficiencies and strategic cost management.
The onelast remaining hotel in the owned and leased estate, InterContinental Hong Kong, was sold on 30 September 2015 for proceeds of $928m after final working capital adjustments and cash tax. Owned and leased revenue decreased by $41m (29.5%) to $98m and operating profit decreased by $13m (31.0%) to $29m.
Highlights for the year ended 31 December 2014
Revenue and operating profit before exceptional items increased by $6m (2.5%) to $242m and by $7m (8.5%) to $89m respectively. Overall, the region achieved comparable RevPAR growth of 1.6%, slightly stronger than the 1.0% growth achieved 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 macroeconomic conditions, government austerity measures and protests in Hong Kong. Trading was strongest in tier 1 cities, especially Shanghai and Guangzhou, with good levels of transient 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 region decreased by 3.4% as hotels opened in these lower RevPAR markets.
Franchised revenue increased by $1m (33.3%) 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.
Managed revenue increased by $7m (7.6%) to $99m, whilst operating profit increased by $12m (23.5%) to $63m, reflecting improvements in operating margin, net rooms growth, and a small number of one-off items that contributed approximately $5m to the result. Comparable RevPAR increased by 1.3%, whilst the Greater China System size grew by 14.7%, driving a 8.5% increase in total gross revenue derived from rooms business. Total gross revenue derived from non-rooms business increased by 7.8%.
Owned and leased revenue decreased by $2m (1.4%) to $139m, driven by a RevPAR decrease of 1.0% at InterContinental Hong Kong. Operating profit decreased by $5m (10.6%) to $42m. The decrease in2015. Following this, revenue and operating profit atin the hotel was driven primarily by the ongoing development of the area adjacentestate decreased to the hotel and protests in central Hong Kong.
nil.
| a | Underlying excludes the impact of |
| IHG | Annual Report and Form 20-F |
PerformancecontinuedStrategic Report
Performance continued
Greater China continued
Greater China hotel and room count
| Hotels | Rooms | |||||||||||||||||||||||||||||||||||||||||||
| Change | Change | Hotels | Rooms | |||||||||||||||||||||||||||||||||||||||||
| At 31 December | 2015 | over 2014 | 2015 | over 2014 | 2017 | Change over 2016 | 2017 | Change over 2016 | ||||||||||||||||||||||||||||||||||||
Analysed by brand | ||||||||||||||||||||||||||||||||||||||||||||
InterContinental | 34 | 1 | 13,807 | 265 | 40 | 1 | 16,629 | 314 | ||||||||||||||||||||||||||||||||||||
HUALUXE | 3 | 3 | 798 | 798 | 7 | 3 | 2,089 | 993 | ||||||||||||||||||||||||||||||||||||
Crowne Plaza | 75 | 2 | 26,688 | 575 | 82 | 3 | 28,948 | 897 | ||||||||||||||||||||||||||||||||||||
Hotel Indigo | 5 | – | 611 | (1 | ) | 7 | 1 | 1,023 | 283 | |||||||||||||||||||||||||||||||||||
Holiday Inna | 78 | 5 | 24,971 | 1,564 | 86 | 3 | 26,659 | 788 | ||||||||||||||||||||||||||||||||||||
Holiday Inn Express | 64 | 9 | 16,023 | 1,947 | 101 | 26 | 23,813 | 5,336 | ||||||||||||||||||||||||||||||||||||
Other | 6 | 4 | 2,611 | 2,167 | 5 | (1 | ) | 2,378 | (94 | ) | ||||||||||||||||||||||||||||||||||
Total | 265 | 24 | 85,509 | 7,315 | 328 | 36 | 101,539 | 8,517 | ||||||||||||||||||||||||||||||||||||
Analysed by ownership type | Analysed by ownership type |
| ||||||||||||||||||||||||||||||||||||||||||
Franchised | 4 | – | 2,184 | – | 11 | 7 | 3,764 | 1,580 | ||||||||||||||||||||||||||||||||||||
Managed | 261 | 25 | 83,325 | 7,818 | 317 | 29 | 97,775 | 6,937 | ||||||||||||||||||||||||||||||||||||
Owned and leased | – | (1 | ) | – | (503 | ) | ||||||||||||||||||||||||||||||||||||||
Total | 265 | 24 | 85,509 | 7,315 | 328 | 36 | 101,539 | 8,517 | ||||||||||||||||||||||||||||||||||||
| Percentage of Group hotel and room count | 5.3 | 0.3 | 11.5 | 0.5 | 6.1 | 0.5 | 12.7 | 0.6 | ||||||||||||||||||||||||||||||||||||
| a | Includes six Holiday Inn Resort properties (1,820 rooms) (2016: six Holiday Inn Resort properties (1,820 rooms)). |
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 |
Total number of hotels
328
Total number of rooms
101,539
The Greater China System size increased by 2436 hotels (7,315(8,517 rooms) in the year to 265328 hotels (85,509(101,539 rooms). 3243 hotels (9,380(10,570 rooms) opened during 2015, two2017, 14 hotels and 1,2682,632 rooms lowerhigher than 2014.2016. Recent growth in the region has focused on tier 2 and 3 cities, which now represent approximately 68%65% of our open rooms. The first three HUALUXE Hotels and Resorts properties (798 rooms) opened in the year. 1933 Holiday Inn brand family hotels (4,567(7,184 rooms) were also added in the year, compared to 1917 hotels (4,445(3,773 rooms) in 2014.2016 with Holiday Inn Express passing a significant milestone, with more than 100 hotels now open.
EightSeven hotels (2,065(2,053 rooms) were removed in 2015,2017 compared to one hotel (999two hotels (425 rooms) in 2014.
Greater China pipeline2016.
| Hotels | Rooms | |||||||||||||||||
| Change | Change | |||||||||||||||||
| At 31 December | 2015 | over 2014 | 2015 | over 2014 | ||||||||||||||
Analysed by brand | ||||||||||||||||||
InterContinental | 21 | 3 | 7,900 | 1,222 | ||||||||||||||
HUALUXE | 21 | (3 | ) | 6,632 | (919 | ) | ||||||||||||
Crowne Plaza | 39 | (5 | ) | 12,717 | (2,084 | ) | ||||||||||||
Hotel Indigo | 9 | (1 | ) | 1,500 | (146 | ) | ||||||||||||
Holiday Innb | 49 | 6 | 14,638 | 2,254 | ||||||||||||||
Holiday Inn Express | 65 | 15 | 15,118 | 3,840 | ||||||||||||||
Other | 1 | 1 | 279 | 279 | ||||||||||||||
| Total | 205 | 16 | 58,784 | 4,446 | ||||||||||||||
| Analysed by ownership type | ||||||||||||||||||
Managed | 205 | 16 | 58,784 | 4,446 | ||||||||||||||
Total | 205 | 16 | 58,784 | 4,446 | ||||||||||||||
Totalnumber of hotels in the pipeline
294
Totalnumber of rooms in the pipeline
71,684
At 31 December 2015,2017, the Greater China pipeline totalled 205294 hotels (58,784(71,684 rooms) compared to 189239 hotels (54,338(64,028 rooms) at 31 December 2014.2016. Signings (66(118 hotels, 19,51624,201 rooms) were the highest ever in terms of hotel count since 2007 and increasedhighest in terms of rooms since 2008, representing an increase of 29.6% (5,532 rooms) from 64the prior year. 90 hotels (15,754 rooms) in 2014. 48 hotels (12,878(16,904 rooms) were signed for the Holiday Inn brand family, with theincluding 54 franchised Holiday Inn Express pipeline increasing to 65 hotels.
1820 hotels (5,690(5,975 rooms) were removed from the pipeline in 2015,2017, compared to 1519 hotels (5,358(5,487 rooms) in 2014.2016.
| 40 | IHG | Annual Report and Form 20-F 2017 |
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 | |||||||||||||||||||||
Central
Central results
| 12 months ended 31 December | ||||||||||||||||||||
| 2015 vs | 2014 vs | |||||||||||||||||||
| 2015 | 2014 | 2014% | 2013 | 2013% | ||||||||||||||||
| $m | $m | change | $m | change | ||||||||||||||||
Revenue | 135 | 129 | 4.7 | 121 | 6.6 | |||||||||||||||
Gross central costs | (286 | ) | (284 | ) | (0.7 | ) | (276 | ) | (2.9 | ) | ||||||||||
Net central costs | (151 | ) | (155 | ) | 2.6 | (155 | ) | – | ||||||||||||
Highlights for the year ended
31 December 20152017
Net centralThe net operating loss increased by $11m (8.6%) compared to 2016. Central revenue, which mainly comprises technology fee income, increased by $7m (5.0%) to $148m (an increase of $8m (5.7%) at constant currency), driven by increases in both comparable RevPAR (2.7%) and IHG System size (4.0%). At constant currency, gross costs decreased by $4m$7m (2.6%) compared to 20142016 (an $11m or 4.1% 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 $5m$15m or 3.2% increase to $160m11.7% decrease at constant currency).
Highlights for the year ended
31 December 2016
The net operating loss decreased by $34m (21.0%) compared to 2015. Central revenue, which mainly comprises technology fee income, increased by $6m (4.7%(4.4%) to $135m,$141m (an increase of $9m (6.7%) at constant currency), driven by increases in both comparable RevPAR (4.4%(1.8%) and IHG System size (4.8%, 3.2% excluding Kimpton)(3.1%). At constant currency, gross central costs increaseddecreased by $13m (4.6%$3m (1.0%) compared to 20142015 (a $2m$17m or 0.7% increase5.9% decrease at actual currency).
Highlights for the year ended 31 December 2014
Central revenue, which mainly comprises technology fee income, increased driven by $8m (6.6%a continued focus on strategic cost management. Net operating loss before exceptional items decreased by $23m (15.2%) to $129m, driven by increases in both comparable RevPAR (6.1%) and IHG System size (3.4%) in 2014 compared$128m (a $12m or 7.9% decrease to 2013. At$139m at constant currency, gross central costs increased by $4m (1.4%) compared to 2013 (an $8m or 2.9% increase at actual 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 | ||||||||||||||||||||
| 2015 vs | 2014 vs | |||||||||||||||||||
| 2015 | 2014 | 2014% | 2013 | 2013% | ||||||||||||||||
| $m | $m | change | $m | change | ||||||||||||||||
| Assessment fees and contributions received from hotels | 1,351 | 1,271 | 6.3 | 1,154 | 10.1 | |||||||||||||||
| Proceeds from sale of IHG Rewards Club points | 222 | 196 | 13.3 | 153 | 28.1 | |||||||||||||||
Total | 1,573 | 1,467 | 7.2 | 1,307 | 12.2 | |||||||||||||||
In addition to franchise or management 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 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 20152017
In the year to 31 December 2015,2017, System Fund income increased by 7.2%9.5% to $1,573m$1,886m primarily as a result of a 6.3%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 13.3%14.5% increase in proceeds from the sale of IHG Rewards Club points.
Highlights for the year ended
31 December 20142016
In the year to 31 December 2014,2016, System Fund income increased by 12.2%9.5% to $1,467m,$1,722m primarily as a result of a 10.1%6.5% 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%27.5% increase in proceeds from the sale of IHG Rewards Club points.
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Performance | 41 |
Strategic Report
Performance continued
Other financial information
Exceptional items
Exceptional operating items
Exceptional operatingPre-tax exceptional items totalled a net gain of $819m.$4m. (Exceptional tax items are described below). The gain included $871m related primarily to the profit on sale of InterContinental Paris – Le Grand and InterContinental Hong Kong, and $9m related to$73m from the sale of an associate investment.IHG’s 6.29% interest in Avendra, LLC, a North American hospitality procurement services provider, in December 2017. Exceptional charges included $6m reorganisation costs$15m relating to the completioncost of a project to implement more efficient processes and procedures inintegrating Kimpton into the Global Technology function; $5m corporate development costs; $10m Kimpton integration costs; andoperations of the Group, which has now been completed, $36m impairment charges relating to two hotels in The Americasreorganisation costs (see below) and an $18m impairment charge relating to an associate investment in the AMEA region. See note 5 toAmericas region resulting from the Group Financial Statements which provides further detail.currently depressed trading outlook for the New York hotel 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 $87m, reflecting$85m, due to the issueimpact of £300m 3.75% public bondsa weaker pound on translation of sterling interest expense and a reduction in August 2015, that were used to refinance the bridging loan used to acquire Kimpton.average interest rate
payable on bond debt following the 2016 refinancing, offset by higher average net debt levels in 2017.
Financing costs included $2m (2014: $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 20152017 also included $20m (2014: $19m)(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 30% (2014: 31%(2016: 30%). Excluding the impact of prior-year items, the equivalent tax rate would be 36% (2014: 35%31% (2016: 31%). This rate is higher than the average UK statutory rate of 20.25% (2014: 21.5%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 $8m (2014: $29m). In 2015,$28m arising on the charge comprised $56m relating to the disposalsale of InterContinental Hong Kong and InterContinental Paris – Le Grand,Avendra, a current tax credit of $21m$13m on reorganisation costs, a $7m (2016: $6m) deferred tax credit in respect of the 2014 disposal of an 80% interest in InterContinental New York Barclay reflecting the judgement that state tax law changes would now apply to the deferred gain and credits of $27m for current and deferred tax relief on other operating exceptional items of current and prior years. In 2014, theimpairment 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.
Net tax paid in 20152017 totalled $110m (2014: $136m) including $1m (2014: $nil) in respect of disposals.$172m (2016: $130m). Tax paid represents an effective rate of 8% (2014: 23%25% (2016: 22%) on total profits (excluding exceptionals) and is lower than the effective income statement tax rate of 30% (2014: 31%(2016: 30%), primarily due to exceptional accounting gains taxable on a deferred basis, without which the equivalent effective rate would be 20%. The remaining difference is primarily due totiming 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.
Performancecontinued
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 75%80% of its revenues in the form of franchise, management or similar fees, with almost 85%83% of IHG-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 57.5¢ (40.3p)71.0¢. With the interim dividend per ordinary share of 27.5¢ (17.7p)33.0¢, the full-year dividend per ordinary share for 20152017 will total 85.0¢ (58.0p)104.0¢, an increase of 10.4%11% over 2014.2016.
InOn 21 February 2016,2017, the Board proposedGroup announced a $1.5bn$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 on 22 May 2017.
IHG pays its dividends in pounds sterling and US dollars. 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. See page 25 for details of IHG’s dividend policy.
Earnings per ordinary share
Basic earnings per ordinary share increased by 228.5%57.0% to 520.0¢306.7¢ from 158.3¢195.3¢ in 2014.2016. Adjusted earnings per ordinary share increased by 10.5%20.3% to 174.9¢244.6¢ from 158.3¢203.3¢ in 2014.2016.
Share price and market capitalisation
The IHG share price closed at £26.58£47.19 on 31 December 2015,2017, up from £25.95£36.38 on 31 December 2014.2016. The market capitalisation of the Group at the year end was £6.3bn.£9.0bn.
| 42 | IHG | Annual Report and Form 20-F 2017 |
Liquidity and capital resources
Sources of liquidity
The Group successfully refinanced its bank debtis primarily financed by public bonds, £400m of which are repayable on 28 November 2022, £300m repayable on 14 August 2025 and £350m repayable on 24 August 2026. This is in March 2015, putting in placeaddition to a $1.275bn revolving syndicated bank facility which matures in March 2020 (the Syndicated Facility), with two one-year extension options exercisable in 2016 and 2017. The Group also put in place a $75m revolving bilateral facility (the Bilateral facility) in October 2015Facility) which also maturesmature in March 20202022. $264m was drawn under the Syndicated and has two one-year extension options exercisable in 2016 and 2017. The facilities were undrawnBilateral Facilities at 31 December 2015.the year end.
The Syndicated and Bilateral facilitiesFacilities contain the same terms and two financial covenants; interest cover; and net debt divided by earnings before interest, tax, depreciation and 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.
In August 2015, the Group issued £300m of public bonds at a 3.750% coupon rate, the lowest funding rate the Group has achieved in the sterling bond market. The bonds are repayable in 2025, extending the maturity profile of the Group’s debt. This is in addition to £250m of public bonds which are repayable on 9 December 2016 and £400m of public bonds which are repayable on 28 November 2022.
Additional funding is provided by the 99-year finance lease (of which 9088 years remain) on InterContinental Boston and other uncommitted bank facilities (see note 2120 to the Group Financial Statements). In the Group’s opinion, the available facilities are sufficient for the Group’s present liquidity requirements.
Net debt of $529m (2014: $1,533m) is analysed by currency as follows.
| 2015 $m | 2014 $m | |||||||
Borrowings | ||||||||
Sterling | 1,405 | 1,028 | ||||||
US dollar | 253 | 557 | ||||||
Euros | 4 | 103 | ||||||
Other | 4 | 7 | ||||||
Cash and cash equivalents | ||||||||
Sterling | (619 | ) | (21 | ) | ||||
US dollar | (460 | ) | (54 | ) | ||||
Euros | (15 | ) | (25 | ) | ||||
Canadian dollar | (8 | ) | (14 | ) | ||||
Chinese renminbi | (4 | ) | (8 | ) | ||||
Other | (31 | ) | (40 | ) | ||||
Net debt | 529 | 1,533 | ||||||
Average debt level | 1,420 | 1,322 | ||||||
Borrowings included bank overdrafts of $39m (2014: $107m)$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-positive position, with the most significant balances in the US Canada, and Singapore,Canada, and the matching overdrafts are held by the Group’s central treasury company in the UK.
Cash and cash equivalents include $1m (2014: $4m)$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 assetsliabilities of $319m$851m at 31 December 2015, (net liabilities of $717m2017, ($759m at 31 December 2014), with the increase primarily as a result of the profit on disposal of InterContinental Hong Kong. At the end of 2015, the Group was trading significantly within its banking covenants and facilities.2016).
Cash from operating activities
Net cash from operating activities totalled $628m$634m for the year ended 31 December 2015, up $85m2017, down $118m on the previous year (largelylargely due to reduced 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 inflowsoutflows from investing activities totalled $589m, an increase of $466m over 2014. $1,314m of disposal proceeds primarily relatedincreased by $47m to the disposal of InterContinental Paris – Le Grand and InterContinental Hong Kong. Investing expenditure includes $438m, net of working capital adjustments and cash acquired, on the acquisition of Kimpton Hotels & Restaurants. Capital expenditure on property, plant and equipment decreased from $84m in 2014 to $42m, as the prior year included capital expenditure on InterContinental Paris – Le Grand and on the first two hotels under conversion to the Group’s EVEN Hotels brand.$263m.
The Group had committed contractual capital expenditure of $76m$104m at 31 December 2015 (2014: $117m)2017 (2016: $97m).
Cash used in financing activities
Net cash used in financing activities totalled $110m,$446m, which was $626m$1,010m lower than 2014, mainly due to $763m2016, reflecting the difference between the $400m special dividendsdividend paid in May 2017 and $110m shares repurchasedthe $1.5bn special dividend paid in 2014.May 2016. Net cash inflows from borrowings were $279m$100m lower than in 2014.2016.
Overall net debt reducedincreased during the year by $1,004m$345m to $529m$1,851m as at 31 December 2015.2017.
Off-balance sheet arrangements
At 31 December 2015,2017, 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.
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 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 2015.2017. See table below.
| $m | ||||||||||||||||||||||||||||||||||||||||||||||||||
| Total | Less | |||||||||||||||||||||||||||||||||||||||||||||||||
| amounts | than | 1-3 | 3-5 | After 5 | ||||||||||||||||||||||||||||||||||||||||||||||
| committed | 1 year | years | years | years | 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 | 1,407 | 370 | – | – | 1,037 | 1,683 | – | – | 805 | 878 | ||||||||||||||||||||||||||||||||||||||||
| Interest payableb | 343 | 62 | 79 | 79 | 123 | 306 | 47 | 92 | 91 | 76 | ||||||||||||||||||||||||||||||||||||||||
| Derivatives | 3 | 3 | – | – | – | |||||||||||||||||||||||||||||||||||||||||||||
| Finance lease obligationsc | 3,350 | 17 | 33 | 32 | 3,268 | 3,317 | 16 | 32 | 35 | 3,234 | ||||||||||||||||||||||||||||||||||||||||
| Operating lease obligations | 608 | 47 | 84 | 75 | 402 | 534 | 56 | 91 | 90 | 297 | ||||||||||||||||||||||||||||||||||||||||
| Agreed pension scheme contributionsd | 9 | 9 | – | – | – | |||||||||||||||||||||||||||||||||||||||||||||
| Agreed pension scheme contributions | 9 | 9 | – | – | – | |||||||||||||||||||||||||||||||||||||||||||||
| Capital contracts placed | 76 | 76 | – | – | – | 104 | 104 | – | – | – | ||||||||||||||||||||||||||||||||||||||||
Total | 5,796 | 584 | 196 | 186 | 4,830 | 5,953 | 232 | 215 | 1,021 | 4,485 | ||||||||||||||||||||||||||||||||||||||||
| a | Repayment period classified according to the related facility maturity date. |
| b | Excluding bank overdrafts. |
| c | Mainly represents the minimum lease payments related to the 99-year lease (of which |
Contingent liabilities
Contingent liabilities include performance guarantees with possible cash outflows totalling $13m, guarantees over the debt of equity investments of $30m, outstanding letters of credit of $37m, and an indemnity over a $43m bank loan made to an associate. See note 30 to the Group Financial Statements for further details.
| IHG | Annual Report and Form 20-F 2017 | Strategic Report | Performance | 43 |
| 44 | IHG | Annual Report and Form 20-F |
Governance
Quick-read summaries of key information relating to the Group.
| IHG | Annual Report and Form 20-F | 45 |
Governance
 | Good governance is integral to IHG’s success and | built on strong ethics, values and diversity. |
 |
“Our governance framework supports IHG’s values, culture and commitment to doing business responsibly.”
Dear Shareholder
We pride ourselves on our commitmentare committed to maintaining the highest standards of corporate governance. We firmly believe that good corporate governance is about fostering the right behaviours, and that it underpins our long-term success. Our governance framework which is led by the Board, supports IHG’sour culture, values culture and our commitment to conducting business responsibly. We have
Good corporate governance underpins a successful business. The Board oversees the long-term strategic aims of the Group and is responsible for the leadership of the Group and ensuring our actions are in placekeeping with the strong ethics and effective practicesvalues that shape our culture, while also recognising the significance of serving our stakeholders.
Focus areas and policies, and a robust system of governance, to maintain sound and effective controls and internal reporting. This facilitates a strong flow of information and enhanced communication at all levels across the Group.activities
The Board is responsiblehas continued to focus on creating long-term sustainable value for our shareholders and accountablethe wider communities in which we operate. During the year, the Board took full responsibility for the CEO succession to ensure a smooth transition whilst continuing to deliver against our strategy. Further details on the CEO succession can be found on page 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 successstrategic aims of the Group. It leadsThe 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 has provided input and guidance throughout the year. The Board has considered how this agenda reflects our values and purpose, and the performance behaviours required to continue to deliver against our strategy, while ensuring that the Group’s strategic directionrisk appetite is continually taken into account. Further details can be found on pages 52 and long-term objectives57.
Governance framework
The Board delegates certain responsibilities to the Audit, Corporate Responsibility, Nomination and monitors Group performance, riskRemuneration Committees (the Principal Committees) to assist in ensuring that effective corporate governance permeates throughout the business.
The Audit Committee has this year been focused on cybersecurity and internal management controls through effective oversightnew reporting standards, the Corporate Responsibility Committee has overseen the delivery of our five-year Responsible Business targets and review. In doing so,the setting of new measures, the Nomination Committee has been focused on the appointment of a new CEO, and the Remuneration Committee has continued to monitor the changing remuneration landscape as a priority area.
Board culture and composition
We regularly review the composition, diversity and size of the Board considers both whatto ensure that we aimhave the right talent to deliversupport our strategy. As we announced last year, Malina Ngai was appointed as a companyan Independent Non-Executive Director on 1 March 2017, bringing considerable experience in consumer-facing, branded operations and howsignificant insight into the Asian market. In July 2017, Keith Barr was appointed the new CEO following Richard Solomons’ decision to retire after 25 years with the business, including six as CEO. During the year, we deliver it, recognisingalso announced the importanceappointment of instilling a culture of strong values, ethicsElie Maalouf to the Board as an Executive Director with effect from 1 January 2018, bringing considerable experience in hotel development, branding,
finance, real estate and integrity.
The Board’s annual agenda is carefully planned, allowing time to consider and review strategic, operational, financial and performance-related agenda items. See pages 60, 61 and 67 for detailsoperations, across multiple industries. Details of the induction process for new Directors can be found on page 53.
We recognise that diversity and inclusion 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 range of skillsets, experience and cultural perspectives. Details of our approach to succession planning and diversity can be found on page 61.
We are aware that effective meetings depend on the dynamics 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 discussions, helping to develop proposals and deliver against our strategy. Details of items discussed by the Board duringin 2017 can be found on page 52.
Training, development and Board performance review
The training and development needs of each Director are regularly reviewed. During 2017, Directors received training on a variety of topics; further details of which can be found on page 53.
Our external evaluation was carried out in early 2017. This proved a highly informative experience and I am delighted to report that the year, and the information and support provided toreview concluded the Board to ensure meetingsis well-functioning and effective. Further details on these findings are run effectively.set out on page 54.
Compliance and our dual listing
As a dual-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 and an Annual Report ona Form 20-F in the US. To ensure consistency of information provided to both UK and US investors, we have 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 6662 and 67.63. I am pleased to report that, during 2015,2017, we complied fully with all principles and provisions of the Code, with the exception of the provision relating to audit tendering (see page 66), as we believe that it would not be in the best interests of the Group to undertake an audit tender at this time (see pages 62 to 63).
To ensure continued consistency of information provided to both UK and US investors for 2015, we have again produced a combined Annual Report and Form 20-F this year.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 is located on pages 167 and 168.
Governance structure and Board composition
As of 31 December 2015, the Board comprised eight Non-Executive Directors, myself as Chairman, and three Executive Directors,
reflecting 50 per cent female representation. During 2015, we said goodbye to Kirk Kinsell as he departed IHG in February, and, in March, we were delighted to welcome Anne Busquet as a new Non-Executive Director. Anne’s impressive experience, predominantly in the financial, branded and digital-commerce sectors, is a real asset to the Board.
We were also very sorry to lose Tracy Robbins from the Board, as she stepped down from her role as Executive Vice President, Human Resources, on 15 January 2016 for health reasons. Tracy has made a tremendous contribution to the Board over the years, and we wish her all the best for the future.
Jennifer Laing and Ying Yeh will also retire from the Board following the AGM on 6 May 2016. On behalf of IHG I would like to thank both Jennifer and Ying for their invaluable contributions to IHG over the years, having served on the Board for 10 and eight years respectively. Jill McDonald, a Non-Executive Director, will succeed Jennifer as Chairman of the Corporate Responsibility Committee. We wish Jennifer and Ying all the very best for the future.
Further details of our Board structure and composition can be found on pages 53 to 57, and details of our approach to succession planning are located in the Nomination Committee Report on page 65.
Diversity
We are proud to be a diverse company and value the benefits that diversity brings. We approach diversity in its widest sense because we believe that, by ensuring that different genders, backgrounds, ages and nationalities are appropriately represented, both in the composition of the Board and throughout the organisation as a whole, we ensure that corporate decision-making is informed by the widest possible range of knowledge, skills and experience. While recent changes to the Board have reduced the level of female representation, our commitment to diversity is undiminished. Please refer to page 65 for more details.
Training, development and Board performance review
The Board’s training needs are reviewed regularly as part of our agenda-setting and the annual Board performance review process. In 2015, the Directors received training on a variety of topics, including updates on technology, accounting and anti-bribery, in addition to regular briefings on legal and corporate governance developments. Directors who are newly appointed to the Board undergo a full induction programme that is tailored to their personal requirements. Further information about inductions for new Directors, including details of Anne Busquet’s induction programme, and our ongoing training arrangements for all Directors can be found on page 59. In 2015 we conducted an internal assessment176.
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 Board’s performance, supported by an external facilitator. More information onnew governance reforms and will ensure that our ways of working, structures of reporting, systems of control and commitment to conducting business responsibly comply with the Board’s annual effectiveness evaluation, including the process, our performance against our 2014 action plan,revised governance regime and the recommendations made for 2016, is on page 60.
Priorities for 2016
This year, we will continue to drive the execution ofdeliver our strategy with integrity and increase our speed and agility in anticipating and responding to the challenges and opportunities facing us. The Board’s agenda over the coming year will allow continued focus on shaping how we deploy our strategy, including the evolution of our brand portfolio and our emphasis on meaningful and sustainable growth.transparency.
Patrick Cescau
Non-Executive Chairman of the Board
2219 February 20162018
| IHG | Annual Report and Form 20-F |
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Our Board and Committee governance structure
The Board and its Committees
The Board is responsible for ensuring leadership through effective oversight and review of the Group’s activities.
Supported by its principal Committees (the Audit, Corporate Responsibility, Nomination and Remuneration Committees), the Board sets the strategic directionlong-term success of the Group and aims to deliverensures that there are effective risk and internal management controls in place. It leads the strategic direction and long-term objectives of the Group, and monitors its performance. The Board is supported by its Principal Committees in carrying out its functions, overseeing the delivery of the Group’s strategic objectives and driving sustainable shareholder value for the long term.term, whilst considering the interests and impacts on key stakeholders. See pages 60 and 6152 to 53 for details on the Board and how it spent its time during 2015.2017.
The Audit Committee: monitors the effectiveness of the Group’s system of internal controls and risk management framework, the Group’s risk appetite, and the integrity of the Group’s financial reporting, whistleblowing and regulatory compliance. The Audit Committee Report is on pages 62 and 63.Management Committees
The Corporate Responsibility Committee: provides direction, oversight and advice to the Board on the Group’s corporate responsibility objectives and strategy, including its environmental impact, social and community impact, human rights considerations and stakeholder engagement. The Corporate Responsibility Committee Report is on page 64.
The Nomination Committee: reviews and considers the size, structure and composition of the Board and its Committees, giving due regard to ongoing succession planning, and makes recommendations to the Board. The Nomination Committee Report is on page 65.
The Remuneration Committee: reviews all aspects of Executive remuneration, reviewing trends across the industry and setting Executive remuneration policies, which are designed to incentivise and retain talent to support the delivery of our long-term strategy. The Remuneration Committee Chairman’s statement is on pages 68 and 69.
Please see the corporate governance section on the Company’s website at www.ihgplc.com/investors for the schedule of matters reserved forexclusively to the Board which sets out thosewas reviewed at the December 2017 Board meeting and is available on our website. Operational matters, thatroutine business and information disclosure procedures are not delegated by the Board to its Committees, and the terms of reference for each Board Committee, which set out their respective roles and responsibilities in more detail.Management Committees.
Our management Committees
The Executive Committee: has responsibility for implementingCommittee is chaired by the CEO and manages a range of day-to-day strategic and operational decisions. Day-to-day management ofissues facing the business is delegated to the Chief Executive Officer and the Executive Committee. There isGroup, with clear delegation and oversight from the Board to the Executive Committee, which strengthens decision-making across key areas of the business.Board.
The General Purposes Committee:Committee attends to business of a routine nature with parameters setand to the administration of matters, the principles of which have been agreed previously by the Board or an appropriate Committee.
The Disclosure Committee:Committee ensures that proper procedures are in place for information disclosures required pursuant to UK and US accounting, statutory orand listing requirements.requirements and reports to the CEO, the Chief Financial Officer and the Audit Committee.
| More information on our Board and Committees is available on our website atwww.ihgplc.com/investors under Corporate governance. |
| 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 2017 | Governance | Corporate Governance | 47 |
Governance
Corporate Governance continued
Corporate Governancecontinued
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| Meetings | ||||||||||||||||||||||||||||
| Appointment date |
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| Committee appointments |
| Board |
| Audit Committee | a |
| Corporate Responsibility Committee |
b |
| Nomination Committee | c |
| Remuneration Committee | d | ||||||||||
Total meetings held | 8 | 5 | 3 | 3 | 5 | |||||||||||||||||||||||
Chairman | ||||||||||||||||||||||||||||
Patrick Cescau | 01/01/13 |  | 8 | 3 | ||||||||||||||||||||||||
Chief Executive Officer | ||||||||||||||||||||||||||||
Richard Solomons | 10/02/03 |  | 8 | 3 | ||||||||||||||||||||||||
Executive Directors | ||||||||||||||||||||||||||||
Paul Edgecliffe-Johnson | 01/01/14 | 8 | ||||||||||||||||||||||||||
Tracy Robbinse | 09/08/11 | 2 | ||||||||||||||||||||||||||
Kirk Kinsellf | 01/08/10 | 1 | ||||||||||||||||||||||||||
| Senior Independent Non-Executive Director | ||||||||||||||||||||||||||||
Dale Morrisong | 01/06/11 |  | 8 | 5 | 1 | 3 | 4 | |||||||||||||||||||||
Non-Executive Directors | ||||||||||||||||||||||||||||
Anne Busqueth | 01/03/15 |  | 7 | 4 | 2 | 2 | ||||||||||||||||||||||
Ian Dyson | 01/09/13 |  | 8 | 5 | 3 | 5 | ||||||||||||||||||||||
Jo Harlow | 01/09/14 |  | 8 | 5 | 3 | 5 | ||||||||||||||||||||||
Jennifer Laing | 25/08/05 |  | 8 | 5 | 3 | 3 | ||||||||||||||||||||||
Luke Mayhew | 01/07/11 |  | 8 | 3 | 3 | 5 | ||||||||||||||||||||||
Jill McDonaldi | 01/06/13 |  | 8 | 5 | 2 | 3 | ||||||||||||||||||||||
Ying Yehj | 01/12/07 |  | 7 | 3 | 3 | 5 | ||||||||||||||||||||||
Details of changes to the Board and Executive Committee during 2015 and to 22 February 2016 are set out on page 55.
 | Patrick Cescau
Appointed to the Board: 1 January 2013
|
Skills and experience: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 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 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 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 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.
Keith Barr Chief Executive Officer Appointed to the Board: 1 July 2017 | 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. | ||
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 region (prior to the reconfiguration of our operating regions).
Board contribution: Paul is responsible, together with the Board, for overseeing the financial operations of the Group and setting its financial strategy.
 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 region (prior to the reconfiguration of our operating regions).
Other appointments:Currently a Non-Executive Director of Thomas Cook Group plc. | |||
Elie Maalouf Chief Executive Officer, Appointed to the Board: | Skills and experience:Elie was appointed Chief Executive Officer, Americas in February | Board contribution:Elie is responsible for business development and performance of all hotel brands and properties in the Americas region and brings a deep understanding of the global hospitality sector to the Board. 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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Skills and experience: 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 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.
Other appointments: Currently a Non-Executive Director of Marks and Spencer Group plc.
Corporate Governancecontinued
Our Board of Directorscontinued
 | Dale Morrison Senior Independent Non-Executive Director Appointed to the Board: 1 June 2011
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 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 is fundamental to the successful 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. |
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. Dale’s role as Senior Independent Non-Executive Director is fundamental to the successful operation of the Board; more details are provided on page 66.
Other appointments:Currently a Non-Executive Director of International Flavors & Fragrances Inc., and Non-Executive Chairman of Young’s Seafood International Holdings Ltd.
Skills and experience:Anne began her career at Hilton International in Paris, before joining American Express Company 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:Anne is currently the President of AMB Advisors, an independent consulting firm, and Managing Director at Golden Seeds LLC, an angel investment company. She also serves on the boards of Pitney Bowes, MTBC and Provista Diagnostics, Inc. and on the advisory boards of JEGI and SheSpeaks.
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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, 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.
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.
 |
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Skills and experience: Jennifer was Associate Dean, External Relations at London Business School until 2007, and is a fellow of the Marketing Society and of the Institute of Practitioners in Advertising. She spent 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.
Board contribution: Jennifer has over 30 years’ experience in marketing and advertising and is Chairman of the Corporate Responsibility Committee, responsible for corporate responsibility objectives and strategy and approach to sustainable development.
Other appointments: Currently a Non-Executive Director and Chairman of the Remuneration Committee of Premier Foods plc.
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, a Director of Tate Enterprises Ltd, 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. Jill was previously 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.
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 of Halfords Group plc.
Skills and experience: Until 2014, Ying was a member of the board of AB Volvo, Sweden. She also occupied senior positions at Nalco Company, including Chairman, Greater China Region, and Vice President. Previously, she acted as Chairman and Vice President, North Asia Region at Eastman Kodak, as well as Vice President at the same company. Ying acted as a foreign diplomat with the US Foreign Service in Hong Kong and Beijing for 15 years, 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 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 PLC, where he held a number of key positions including Deputy Company Secretary and Senior Legal Counsel.
Key responsibilities: These include corporate governance, risk management, insurance, regulatory, internal audit, legal, corporate responsibility, public affairs and hotel standards.
Corporate Governancecontinued
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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 Officer, Greater China until May 2013. Keith is currently a member of The 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.
Skills and experience:Angela has over 25 years’ experience in the hospitality industry, including hotel operations, franchise relations and technology solutions. She 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 Officer, 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, with over 14 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.
Skills and experience: Kenneth joined IHG as Chief Executive Officer, Greater China in April 2013. Prior to joining the Group, he worked for Diageo plc for nearly 20 years and 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.
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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.
Skills and experience: Jan has more than 30 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 Officer, Asia, Middle East and Africa in April 2011.
Key responsibilities: These include business development and performance of all the hotel brands and properties in Asia, Middle East and Africa.
Director induction, training and development
New Director inductions
All new Directors undergo a comprehensive and formal induction programme which is tailored to meet their individual needs. We believe this is crucial in ensuring our Directors have an in-depth understanding of the Group’s business and our business model, our principal activities, and our strategy, which is key in enabling all Directors to contribute to the Board effectively with their knowledge, skills, experience and expertise.
The Company Secretary develops an induction programme in consultation with each new Director, the Chairman and the Chief Executive Officer, and the induction is led by the Chairman in accordance with best-practice principles.
Our inductions provide new Directors with the information necessary to familiarise them with the Group’s governance framework, their duties as Directors, and the Group’s business, including our operations and KPIs, as well as our approach to internal controls and risk management. New Directors are also equipped with a full understanding of our history, brands, regional structures and the IHG Owners Association.
Meetings take place with members of the Board and the Executive Committee, senior executives and regional and central management from various functions across the Group, including but not limited to Business Reputation and Responsibility; Human Resources; Corporate Affairs; Global Strategy; Global Internal Audit and Group Finance, and the external Auditor. In addition, Directors have the opportunity to visit our global corporate offices and hotels to provide further insight into our business.
Ongoing Director training and development
We believe that updating skills and knowledge via ongoing training and development to understand the Group’s business and its operations is of great importance. At IHG, this is a progressive exercise. The Chairman regularly reviews and agrees any training and development needs with each Director and the Board is made aware of training opportunities. Additional information is provided as necessary to enable the Board to keep up to date with, and enhance their knowledge of, the business, and to keep abreast of any regulatory and corporate governance developments.
Board and Committee meetings are regularly used to keep Directors formally up to date on developments in the environment in which the business operates, with in-depth discussion and presentations provided by senior management on key topical areas as required.
Board meetings are intentionally held at IHG hotels in different locations to provide first-hand experience of the different brands across our portfolio, to broaden the Board’s exposure to the geographical markets in which we operate and to provide opportunities to meet frontline staff and other colleagues. In 2015, Board members attended meetings held at various IHG hotels in London, including InterContinental London Park Lane and Crowne Plaza Kensington, in addition to meetings held at the Group’s head offices in Denham, UK and Atlanta, US. As part of our annual two-day strategy meeting, Board members attended meetings at InterContinental Shenzhen and Crowne Plaza Guangzhou City Centre, China, and received a presentation from the General Manager of HUALUXE Yangjiang City Centre, Vincent Liang.
The Company Secretary regularly updates the Board on regulatory and legal matters, or relevant changes, as part of meetings, and Directors are encouraged to visit hotels across our brands, both formally as part of meetings and informally.
Anne Busquet’s induction
Anne’s induction provided her with an understanding of IHG and our business to enable her to contribute her knowledge, skills and experience effectively to the Board, and a recap of her responsibilities as a director of a public limited company. The key areas included:
As Anne’s corporate governance exposure at the time of her appointment focused on US rules and requirements, her induction also included a face-to-face session with the Company Secretary on the key differences in corporate governance standards followed by US companies and companies operating in the UK regulatory environment.
Corporate Governancecontinued
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. The objective of these evaluations is to create a truly effective Board that is not only fit for purpose but that adds real value to the Group.
Progress against our 2014 evaluation
In 2014, we conducted an internal evaluation as detailed in our 2014 Annual Report. Our progress in 2015 against the actions identified is set out below.
Our 2015 evaluation process
Our 2015 evaluation was also conducted internally, with support from an independent external facilitator with no connection to IHG. Each member of the Board was invited to complete an effectiveness questionnaire, which centred both on the progress against actions identified in our 2014 Board effectiveness evaluation, and questions on other topics to draw out additional suggestions and comments. Key areas included Board working processes, the Board’s areas of focus and engagement, and Board dynamics. 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 2016 meeting.
Internal performance evaluations of Directors were also undertaken, as follows.
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Outcome
The evaluation 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 a strong commitment to the role.
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The role of the Board
The Board leads the Group’s strategic direction and long-term objectives and monitors Group performance, and risk and internal management controls, through effective oversight and review.
There are a number of key decisions and matters that are reserved for the Board’s approval and these include matters relating to Group business and commercial strategy; significant investment proposals; maintenance of oversight and control of the Group’s operating and financial performance; monitoring the Group’s overall systems of internal controls; risk management and appetite; and governance and compliance.
As part of general monitoring and oversight of Group performance and compliance within the governance framework, certain matters are routinely considered and addressed at Board meetings. Meetings begin with an update from the Chairman and Chief Executive Officer and include finance updates from the Chief Financial Officer (which include a financial review of the Group). Executive Committee
members and other senior management present deep dives on each region and function throughout the year.
In addition to the routine financial and operating reports and updates that the Board considers, substantial time is also spent considering Group strategy, performance and oversight, including a dedicated annual strategy meeting, which is a minimum two-day event each year.
The Board held eight scheduled meetings during the year, and individual attendance is set out on page 54. Sufficient time is provided at the start and end of each meeting for the Chairman to meet privately with the Senior Independent Non-Executive Director and Non-Executive Directors to discuss any matters arising.
So that the Board makes the best possible use of its time at meetings, all Directors are provided with detailed briefing papers (available electronically) generally at least one week in advance of every meeting to ensure that discussions are focused and relevant.
Regular Board meetings in 2015
The matters of strategic and operational importance considered by the Board in 2015 included:
In addition, the Board reviewed the following routine business matters.
Governance
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Investor relations and communications
Annual strategy meeting 2015
This year, we held our strategy meeting in China, one of our priority markets, giving the Board the opportunity to see first-hand the growing Chinese market and the progress we are making in building brand awareness. While China has experienced some short-term macroeconomic challenges, there is still a growing appetite for domestic and international travel observed in this region. This is mainly being driven by an increase in disposable income, a trend that is set to continue in the future. More details of this and more key trends affecting our industry can be found on pages 10 and 11.
The Board members each received a full briefing in advance of the visit to familiarise them with the cities and hotels that they were
visiting and the specifics of, and recent developments in, the Chinese market, including an overview of the key macroeconomic figures, trends (including technology), and our key international competitors’ business in Greater China.
The Board spent time in both Guangzhou and Shenzhen to learn about Chinese consumers, hospitality players and industry trends. Together with senior executives in the region, the Board met with market experts and advisors and visited IHG and competitor hotels.
Following these meetings, the Board spent time discussing their observations and the opportunities and challenges that we face in the current market, as well as considering the broader strategic agenda.
Board engagement with shareholders
The Board takes its responsibility to represent and promote the interests of its shareholders seriously and believes in the importance of shareholder engagement. 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’s engagement with shareholders in 2015 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 2016 AGM will be held at 11:00am on Friday 6 May 2016. The notice convening this meeting will be sent to shareholders and will be available at www.ihgplc.com/investors under financial library.
Corporate Governancecontinued
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“By ensuring that high standards of governance are embedded throughout the business, we support the long-term success of the Group.”
The Board has overall responsibility for the management of business risk. The Audit Committee plays a crucial role in assisting the Board to discharge that duty by monitoring, reviewing and challenging the effectiveness of the Group’s systems of control and processes concerning financial reporting; fraud, bribery and corruption detection; whistleblowing; business continuity; and risk management, thereby ensuring that robust systems and procedures are in place to aid the long-term success of the Group as a whole. The Committee also monitors and reviews the appointment of the Group’s external Auditor (including the nature and scope of the audit), the Auditor’s independence and effectiveness, audit fees and the provision of non-audit services.
Governance
Details of our role and responsibilities are set out in our terms of reference (ToR), which are reviewed annually and updated accordingly. The ToR are available on the Company’s website at www.ihgplc.com/investors under corporate governance/committees. Anne Busquet was appointed to the Committee on 1 March 2015, and all members are Independent Non-Executive Directors, as required under the ToR.
System of risk management and internal controls
Internal controls and risk management
The Committee supports the Board in reviewing the effectiveness of the Group’s internal control and risk management systems, having oversight of the risk and control activities in operation across the Group. In support of this, the Audit Committee regularly reviews the principal risks and the operation of the risk management systems, seeking assurance that the principal risks faced by the Group are being identified, assessed, prioritised, evaluated and appropriately managed and mitigated, having regard to the Group’s risk appetite.
The Committee’s review is supported by the Global Internal Audit (GIA) plan, which is discussed in December each year. The Committee approves the nature and scope of the plan, and is responsible for reviewing and monitoring the activities of the GIA department in line with the agreed plan. In 2015, the agreed schedule of audits included reviews of System Fund controls, the IHG Rewards Club points redemption processes, the Kimpton integration, and project and programme management.
The Committee also considered in 2015 the Group’s biannual reports on significant incidents of fraud and matters raised through the Group’s confidential disclosure channel and any related investigations, and the
Code of Conduct and related policies (including a report on the progress of training and awareness efforts). The Head of Information Security provided an update on our approach to, and the activities planned to mitigate against, information security risks. In addition, the Committee considered the requirements for, and approach to the preparation of, the viability statement, together with the other requirements of the 2014 UK Corporate Governance Code and other relevant regulatory changes. See pages 25 to 27 for further details.
Financial reporting and controls
During the year the Committee reviewed the interim and annual financial statements (considering the relevant accounting and reporting matters) and the Group’s treasury policies and financing strategy. The Committee also received a presentation from the head of the Group’s offshore, centralised accounting service, the Business Service Centre, given the significant role the Centre plays in the Group’s financial controls and reporting. The key financial controls across the business continue to be monitored and tested to ensure that an appropriate framework exists and to ensure compliance with our US obligations arising from the Sarbanes-Oxley Act 2002 (SOX). The Committee assesses the approach to SOX compliance each year and the Committee regularly reviews reports on the progress of the SOX programme, which has enabled representations regarding the effectiveness of internal financial controls to be made, noting that there are no material weaknesses in the control environment. An external review of current SOX control processes was conducted in 2015 and the findings were presented to the Audit Committee in July. The review concluded that the Group has a clear framework for reviewing SOX compliance and is committed to effective internal controls. Opportunities were identified to further enhance the Group’s framework and the Group is addressing these on an ongoing basis.
The Committee continues to conclude that the Group has in place an effective system of risk management and internal controls, and, through its review, has not identified any significant failings or weaknesses.
Global Internal Audit (GIA) effectiveness
An effectiveness review of GIA is undertaken annually and reported to the Committee. In 2015, GIA undertook a self-assessment against the categories identified in the last external review: GIA’s positioning within the business, the appropriateness of staffing and the adequacy of GIA’s processes. The Committee concluded that GIA continues to operate effectively.
External Auditor – Ernst & Young LLP (EY)
The Committee considers the appointment of its Auditor annually after assessing EY’s performance (including its independence, effectiveness and objectivity) and considering the requirements for putting an audit out to tender as set out in the Code and EU and Competition and Markets Authority legislation. EY has been our Auditor since IHG’s listing in April 2003.
Having reviewed the effectiveness of the audit, we concluded that it would not be in the best interests of the Group to undertake an audit tender at this time, but we will continue to monitor the performance of the Auditors and an audit tender will be undertaken when appropriate and, in any event, when required by the current legislation.
As part of its annual review, the Committee reviews the effectiveness of the relationship between EY and the Group’s management (including the responses to questionnaires on EY’s audit process completed by more than 30 senior IHG employees who work with EY), and receives reports from EY on its independence. 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
Significant matters in the 2015 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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place, which are explained in a Transparency Report issued by EY on an annual basis. To ensure EY’s independence is safeguarded, lead audit partners rotate every five years. This is the fifth year that the current audit partner has been in place and a new audit partner is being appointed for 2016 onwards.
The Committee continually reviews, and is 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.
Non-audit services
EY provides 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 2015, 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 2015, see page 106.
Annual Report – fair, balanced and understandable
A separate sub-committee meeting was held in February 2016 to consider whether the Annual Report and Form 20-F 2015 provided a fair, balanced and understandable view of the Group with the necessary information for shareholders to assess the Group’s position and performance, business model and strategy. Audit Committee members provided comments on the content and 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, Risk and Legal; and (ii) a report from the Chair of the Disclosure Committee, which also reviews the processes for preparing and verifying the Annual Report. The Committee also considered management’s analysis of how the content benchmarked against the ‘fair, balanced and understandable’ communication principles.
Effectiveness of the Committee
The effectiveness of the Committee is monitored and assessed annually through evaluation questionnaires and interviews and, in 2015, we continued to conclude that it is operating effectively.
Our priorities for 2016
During 2016, the Committee will continue to focus on the integrity of the internal financial controls and risk management systems, IHG’s information security arrangements and, in particular, the implementation of technology projects.
Ian Dyson
Audit Committee ChairmanIndependent Non-Executive Director
22 February 2016
Corporate Governancecontinued
Corporate Responsibility Committee ReportSkills and experience:
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“The Corporate Responsibility Committee is focused on delivering positive change 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 communitiesbusiness. 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 which we operate.”
The Committee advisesvarious senior finance roles, predominantly in the Board on the Group’s corporate responsibility objectivesretail, leisure and strategy and its approach to sustainable development, and ensures that IHG’s corporate responsibility priorities deliver against our core purpose: Great Hotels Guests Love.
Governance
Details of our role and responsibilities are set out in our terms of reference (ToR) which are reviewed annually and updated accordingly. In 2015, they were updated to include accountability to review and advise the Board on the Group’s approach to social and human rights issues and the annual Slavery and Human Trafficking Statement. The ToR are available on the Company’s website at www.ihgplc.com/investors under corporate governance/committees.
On 1 March 2015, Anne Busquet was appointed to the Committee and, on 19 March 2015, we welcomed Jill McDonald to the Committee, as Dale Morrison stood down to take up a new role on the Remuneration Committee. I will be stepping down ashospitality sectors. Ian became Chairman of the Audit Committee on 6 May 2016,1 April 2014, and, Jill McDonald will take over as Chair with effect from that date.
Our corporate responsibility strategy in action The Committee, along with our Corporate Responsibility team and the rest of the Board, took part in a walk to raise awareness of our disaster relief programme.
Targets and core programmes
The Committee continually monitors its progress against IHG’s five-year targets (2013-2017) – see pages 30 and 31 and www.ihgplc.com/responsiblebusinesssuch, is responsible for details.
Its activities included receiving progress updates on the key achievements in 2015 across the core corporate responsibility programmes: the IHG Green Engage system, IHG Academy and the Group’s disaster relief and preparedness programme. The Committee also considered a detailed review of the progress and implementation of the core programmes in the Greater China and AMEA regions.
Other key issues reviewed by the Committee
The Committee also undertook a review of IHG’s approach to responsible procurement and human rights, and reviewed the requirements of the Modern Slavery Act.
Finally,leading the Committee considered the establishment of the IHG Foundation, an independent charitable trust founded to help local communities address the key social, economic and environmental challenges affecting them. The IHG Foundation was launched on 3 February 2016, and it is anticipated that it will be the focus of the Group’s employee and community fundraising efforts going forward.
Communication and awareness
In 2015, the Committee evaluated the Corporate Responsibility Communication Plan and the results of the Employee Engagement survey. Responsible business activities continue to drive very high levels of pride in our employees: over 93 per cent of respondents said they felt more positive about IHG as a result of our corporate responsibility programmes. More information on our responsible business programmes is on page 24.
We continue to receive good feedback from our investor and media breakfast, which we held again in 2015. It’s an opportunity for us to discuss our approach to corporate responsibility as part of our wider responsible business agenda in detail, and to answer questions.
The Committee also spent time providing feedback on the 2015 Responsible Business Report, visit www.ihgplc.com/responsiblebusiness to view the report.
Our priorities for 2016
During 2016, our priorities will be to: (i) continue to drive meaningful progress on our five-year corporate responsibility targets, and consider and determine targets for the period beyond 2017; (ii) further enhance our efforts to reduce water use in our operations through developing our water stewardship strategy; (iii) accelerate the roll-out of IHG Academy across our global hotel estate and to deliver a positive impact on participants and our hotels; (iv) continue to enhance disaster preparedness efforts in IHG hotels and local communities to deliver greater community resilience; (v) continue to increase awareness of human rights, embed the human rights standard and leveragee-learning courses and other training; and (vi) continue to deliver the stakeholder engagement plan, with a focus on guest engagement.
I am incredibly proud of the progress we have already made, and I know the Committee will remain focused on delivering positive change in the communities in which we operate, and will continue to seek opportunities to make these communities better places to be for all.
Jennifer Laing
Corporate Responsibility Committee Chairman
22 February 2016
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“We acknowledge that a Board that is diverse in its skills, experience, knowledge, gender and background is a stronger Board.”
The Nomination Committee regularly 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 in line with our strategy. It is also responsible for reviewing the Group’s senior leadership needs.
Governance
Our role and responsibilities are set out in our terms of reference (ToR), which are reviewed and updated annually as appropriate. The ToR are available on the Company’s website at www.ihgplc.com/investors under corporate governance/committees.
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. On 1 March 2015, Anne Busquet was appointed to the Committee. When the Committee considers matters relating to my position, Dale Morrison, the Senior Independent Non-Executive Director, acts as Chairman of the Committee.
Board and Committee composition and appointments
The Committee continually keeps under review the tenure and qualifications of the Non-Executive Directors to ensure the Board has an appropriate and diverse mix of skills, experience, knowledge and diversity.
The Committee also concentrates on strengthening the Board’s existing capabilities. In 2015, the Committee recommended to the Board that Anne Busquet be appointed as a Non-Executive Director due to her impressive experience in finance, brands and digital commerce. Neither an external search consultancy nor open advertising was used for Anne’s appointment, as she was recommended to the Board as a potential candidate during the search that led to Jo Harlow’s appointment. Anne was subject to a rigorous selection process that included interviews with members of the Board and Executive Committee, including the Chairman and the Chief Executive Officer. On the Committee’s recommendation, the Board considered Anne’s experience and knowledge, and approved Anne’s appointment with effect from 1 March 2015. Following Anne’s appointment, the Committee considered the membership of other Board Committees, which resulted in the appointment of Dale Morrison to the Remuneration Committee and the appointment, in Dale’s place, of Jill McDonald to the Corporate Responsibility Committee.
Succession planning
The Committee has reviewed Executive Committee succession plans, to ensure we have a strong leadership pipeline.
Over the last 12 months, the majority of appointments to regional and functional leadership roles have been internal, and we have also attracted high performers from global, blue-chip organisations to improve the strength of our talent pipeline. We have also taken steps to improve the rigour of our talent management framework processes, including the introduction of a globally consistent framework for differentiating how we invest in high performers and those with great potential, a consistent model for identifying potential and a more regular and robust talent governance process.
In January 2016, Tracy Robbins stepped down from the Board and her role as Executive Vice President, Human Resources at IHG due to health reasons. Lori Gaytan, Senior Vice President of Human Resources for The Americas, is covering the role on an interim basis.
Independence and tenure
Jennifer Laing has served on the Board for 10 years, and Ying Yeh has served on the Board for eight years, and both will be stepping down following the Company’s AGM to be held on Friday 6 May 2016. Jill McDonald will take up the role of Chairman of the Corporate Responsibility Committee with effect from that date. All other Directors have served for less than six years, see pages 55 to 57.
Diversity
We recognise the value of diversity in its broadest sense and, while all appointments to the Board are made on the basis of merit, experience and performance, we strongly believe that our leadership should reflect the diversity of our employees, our guests and the local communities in which we operate. We seek to ensure the Board maintains an effective balance through having the broad range of skills, experience, and knowledge that comes with a diverse mix of people. With regard to gender diversity, we are committed to maintaining a level of at least 25 per cent female Directors on the Board over the short to medium term, a record which we have sustained since 2012. While recent changes to the Board have meant that the 50 per cent female representation we had at 31 December 2015 dropped to 45 per cent as at 22 February 2016 and will be 33 per cent following the AGM on 6 May 2016, we continue to explore opportunities to redress this. The Board has made great progress in recent years to broaden the diversity of its members and senior management, and we review our policies regularly to ensure that they continue to drive the benefits of having a diverse Board and a diverse workforce across the Group (see page 18).
Our priorities for 2016
During 2016, the Committee will continue to: (i) keep in review the structure, size and composition of the Board, in line with our priorities; and (ii) ensure that the Board and its Committees has, and continues to have, the right balance of skills, knowledge, experience and diversity to meet the needs of the business.
Patrick Cescau
Nomination Committee Chairman
22 February 2016
Corporate Governancecontinued
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 UK Corporate Governance Code as published in 2014 (the Code). This should be read in conjunction with the corporate governance statement on pages 52 to 65 and the Directors’ Remuneration Report as a whole. The Code is available to view in full on the Financial Reporting Council (FRC) 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 2015 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 and the current Auditor’s performance (further details are provided on pages 62 and 63).
A. Leadership
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 resourcessystems are in place for the Group to meet its objectives.
The Board is responsible for the overall leadership and long-term strategic aims of the Group. Details of those matters reserved for the Board and not delegated to management are available on our website at www.ihgplc.com/investors under corporate governance. Directors’ biographies and the Board and Committee composition are set out on pages 53 to 58.
The Board meets formally eight times each year, with additional meetings scheduled as necessary. One of the meetings includes a strategy meeting. Details of 2015 Board meetings are set out on pages 60 and 61. The attendance by Committee members at Committee meetings can be found on page 54.
All Directors are covered by the Group’s directors’ and officers’ liability insurance policy (see page 152).place.
The separate roles of the Chairman and Chief Executive Officer are clearly established.
Chief Executive OfficerOther appointments:
As Chief Executive Officer, Richard Solomons leads the development of the Company’s strategic directionCurrently a Non-Executive Director 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.
As well as building and maintaining an effective Board, Patrick Cescau, as Chairman of the Board, leads the operation and governanceAudit Committee of the Board and its Committees. This includes setting the Board’s agenda and 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.
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
AsSSP Group plc, Senior Independent Non-Executive Director Dale Morrison is available to liaise with shareholders who have concerns that they feel have not been addressed through the normal channelsand Chairman of the Chairman, Chief Executive OfficerAudit Committee of ASOS plc and other Executive Directors. He also leadsSenior Independent Non-Executive Director of Paddy Power Betfair plc.
Jo Harlow
Independent Non-Executive Director
Appointed to the annual performance reviewBoard: 1 September 2014
Skills and experience:Jo most recently held the position of Corporate Vice President of the Chairman with the other Non-Executive Directors, and as necessary provides advice and judgement to the Chairman, and serves as an intermediary for other Directors when necessary.
After each Board meeting, our Non-Executive Directors and the Chairman meet withoutPhones Business Unit at Microsoft Corporation. She was previously Executive Directors being present. During the year, if any Director has unresolved concerns about the runningVice President 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 websiteSmart Devices at www.ihgplc.com/investors under corporate governance.
B. Effectiveness
The size and composition of the Board and its Committees is regularly reviewed for the appropriate balance of skills, experience, independence and knowledge to ensure they can carry out their duties and responsibilities effectively.
Potential conflicts of interest are reviewed annually and the Board’s current composition meets the requirement under the Code for at least half of the Board, excluding the Chairman, to be Independent Non-Executive Directors (see page 54). Further details of the composition of the Board and its Committees are available on pages 53 to 58.
Jennifer Laing has served on the Board for over nine years and will be stepping downNokia Corporation, following the Company’s AGM to be held on Friday 6 May 2016. The Nomination Committee has 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.
The Board has delegated a number of responsibilitiessenior management roles at Nokia from 2003. Prior to the Nomination Committee. The Nomination Committee leads the appointment of new Directorsthat, she held marketing, sales and management roles at Reebok International Limited from 1992 to the 2003 and at Procter & Gamble Company from 1984 to 1992.
Board andcontribution:Jo has over 25 years’ experience working in various senior executives in accordance with its terms of reference (available on our website at www.ihgplc.com/investors under corporate governance/committees 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 2015, including details of the appointment process of Directors, are set outroles, predominantly in the Nomination Committee Report on page 65. The overall process of appointmentbranded and removal of Directors is overseen by the Board as a whole.
Both Jennifer Laing and Ying Yeh have served on the Board for over six years and will be stepping down following the Company’s AGM. In the interim, their appointments will continue to be subject to review and scrutiny by the Nomination Committee and the Board.
The terms of appointment of our Non-Executive Directors outline 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 55 to 57. Richard Solomons has one non-executive directorship (see page 55).
Details of Directors’ service contracts and appointment terms are set out on pages 73, 77 and 159.
Thetechnology sectors. Jo became 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 60), and is satisfied that their other duties and time commitments do not conflict with those as Directors.
A full, formal and tailored induction is developed for new Directors (see page 59).
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 59). All Directors are encouraged to request further information as they consider necessary to fulfil their role.
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 Directors receive the administrative and logistical support of a full-time board executive assistant to ensure that each meeting is well organised. The Company Secretary also ensures that all Directors and Board Committees have access to independent advice and sufficient resources, at the expense of the Group when requested, and where it is necessary to discharge their responsibilities and statutory duties as Directors.
The role of the Company Secretary
George Turner, as Company Secretary, ensures a good flow of timely 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 all Directors 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.
The Board undertakes either an internal or external annual Board effectiveness evaluation to inform further enhancements to our Board processes. It was last carried out externally in 2013 and, in 2015, it was carried out internally with external support. Performance evaluations of all Directors, including the Chairman, are also carried out and the Board considers the effectiveness of each of its Committees. See page 60 for further details.
The Company’s amended Articles of Association, approved by our shareholders on 28 May 2010 (see page 152), provide that each Director is subject to election at the first 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, the Directors retire and seek election or re-election at each AGM. All of the Directors (biographies set out on pages 55 to 57) will retire and seek election or (other than Jennifer Laing and Ying Yeh) re-election at the 2016 AGM.
C. Accountability
Our 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 155. 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 49.
The statement from our Auditor, Ernst & Young LLP, about its reporting responsibilities is set out on pages 81 to 86.
The Board has ultimate responsibility for determining the nature and extent of the risk the organisation is willing to take in achieving its strategic objectives.
The Directors have carried out a robust assessment of the principal risks facing the Group, including those that would threaten its business model, future performance, solvency or liquidity (see pages 26 and 27 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 the effectiveness of the Group’s system of internal controls and risk management. 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.
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 2015 and up to 22 February 2016; (iii) they are regularly reviewed by the Board and Audit Committee; and (iv) the systems accord with the FRC guidance on risk management, internal control and related financial and business reporting. Further details are set out in the Strategic Report on pages 25 to 27, and also in the Audit Committee Report on pages 62 and 63.
Details of the Directors’ assessment of the prospects of the Group are set out on pages 27.
The Board has delegated a number of responsibilities to the Audit Committee. The Committee comprises entirely Independent Non-Executive Directors, with at least one member having recent and relevant financial experience. The Committee reviews the effectiveness and independence of the relationship between Ernst & Young LLP and the Group annually and monitors and reviews the effectiveness of the Global Internal Audit function. Further details of its role, responsibilities and activities in 2015 are set out in the Audit Committee Report on pages 62 and 63. The Audit Committee’s terms of reference are available on our website at www.ihgplc.com/investors under corporate governance/committees.
Ernst & Young LLP has expressed its willingness to continue in office as Auditor of the Company and its reappointment will be put to shareholders at the AGM. Further details can be found in the Audit Committee Report on pages 62 and 63.
D. Remuneration
The activities of the Remuneration Committee during 2015,on 1 October 2017, and the Annual Report on Directors’ Remuneration and Implementation of the Directors’ Remuneration Policy, are set out in the Directors’ Remuneration Report on pages 68 to 77. The Directors’ Remuneration Policy approved at our 2014 AGM is available at www.ihgplc.com/investors under corporate governance.
The Board has delegated a number of responsibilities to the Remuneration Committee including developing policy on executive remuneration and fixing the remuneration packages of individual Directors. Further information can be found in the Directors’ Remuneration Report (see pages 68 to 77) and the corporate governance statement (see page 53).
The terms of reference of the Remuneration Committee can be found on our website at www.ihgplc.com/investors under corporate governance/committees.
During 2015, no individual Director was present when his or her own remuneration was discussed.
E. Relations with shareholders
The Board as a wholesuch she is responsible for ensuringsetting the remuneration policy.
Other appointments:Currently a satisfactory dialogue takes place with all shareholdersNon-Executive Director of Halma plc and J Sainsbury plc and a member of the Company to promote mutual understandingSupervisory Board of objectives. Further details of the Board’s approach to relations with our shareholders are set out on page 61.
The next AGM will take place on Friday 6 May 2016 and will provide an opportunity for shareholders to vote on certain aspects of Group business. The Notice of Meeting will be sent to shareholders and will be available at www.ihgplc.com/investors under financial library.
The Chairman ensures where possible that all Board members, particularly the chairmen of each of the Board Committees, attend the AGM and are available to answer questions from shareholders.
Directors’ Remuneration Report
Remuneration Committee Chairman’s statementCeconomy AG.
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“We are continuing our Directors’ Remuneration Policy review in light of the completion of our major asset-disposal programme and the changing, global, competitive landscape, bringing it to a vote of all shareholders in 2017.”
Table of Contents
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Quick-read summaries of key information relating to the Group.
Dear Shareholder
Remuneration and business strategy
We have consistently looked to remunerate our executives in a way which is fair to them, competitive in the market, and encourages and rewards the behaviours and outcomes which will deliver shareholder returns. To achieve this, we pay a fixed salary and link the bulk of their potential remuneration to delivery of our annual targets and long-term business strategy. We set challenging targets and monitor performance against them closely.
The measures in the IHG 2015 Annual Performance Plan (APP) and 2013/15 Long Term Incentive Plan (LTIP) reflect our business strategy and shareholder interests:
2015 saw a good EBIT outcome, very strong relative TSR performance and excellent results in Guest HeartBeat and Employee Engagement, both already at industry-leading levels. The business just missed out on its three-year relative net rooms supply and global RevPAR growth targets.
Directors’ Remuneration Policy
In my introduction to the 2014 Directors’ Remuneration Report, I said that the Remuneration Committee would revisit all aspects of the APP and LTIP during 2015. I also said that we would bring forward the Directors’ Remuneration Policy (DR Policy) to a shareholder vote in 2016.
In 2015, we commenced a thorough review of the APP and LTIP measures and their relationship to our business strategy. We concluded that there is no urgent business need for any material change to the structure of the APP and LTIP awards to be made in 2016. However, we are continuing our review in light of the effective completion of our major asset-disposal programme and the changing, global, competitive landscape. We will complete our next DR Policy review in good time to consult formally with major shareholders again, and bring it to a vote of all shareholders in 2017.
Changes to Directors’ remuneration
Whilst there are no changes to the DR Policy itself for 2016, we are making a few small adjustments in Policy implementation.
The APP targets for 2013 to 2015 related to EBIT (70%), Guest HeartBeat (20%) and Employee Engagement (10%). For 2016, Employee Engagement will be replaced with IHG’s personal performance measure – Overall Performance Rating (OPR) – which measures an individual’s contribution to the business and the results. Employee Engagement will remain an important measure within personal performance and operational teams’ targets. Going forward, we have also decided to limit the grant of LTIP awards to the most senior IHG executives – currently 49 employees in total.
Changes to the Board – Tracy Robbins
As announced on 14 January 2016, Tracy Robbins stepped down from the role of Executive Vice President, Human Resources, and from the Board, on 15 January 2016 due to health reasons. Tracy has made a substantial contribution to IHG over the years, playing an important role in IHG’s development and successes.
Tracy’s remuneration will be in line with her contract and within the approved DR Policy. Tracy will be treated as a good leaver and the arrangements reflect her circumstances. We have included an overview of these arrangements on pages 76 and 77. Details of payments made to Tracy in 2016 and following years, and the related financial effect of applying the agreed discretion, will be disclosed in full in the relevant future reports.
Kirk Kinsell left the Board and IHG on 13 February 2015. Full details were disclosed in last year’s report.
About this report
To simplify and shorten this report, we have included an introductory ‘At a glance’ section to give a snapshot of key aspects of Directors’ remuneration for 2015 and its link to business performance and strategy. The Annual Report on Directors’ Remuneration contains the detailed disclosures which are prescribed by legislation or regulation. The full DR Policy is available at www.ihgplc.com/investors under corporate governance and was approved at the AGM on 2 May 2014.
Conclusion
The Annual Report on Directors’ Remuneration and the Remuneration Committee Chairman’s statement are subject to an advisory vote at the 2016 AGM.
This Directors’ Remuneration Report was approved by the Board on 22 February 2016.
The Board recommends this Directors’ Remuneration Report to shareholders.
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 Officer of the Halfords Group plc.
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 served as the Commercial | 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. |
| IHG | Annual Report and Form 20-F 2017 | Governance | Corporate Governance | 51 |
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 Group’s culture, behaviours and drivers of performance. | |||||||
| 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 review process of the Annual Report and Form 20-F can be found on page 57. | |||||||
| Board effectiveness evaluation | Details of the process and outputs of the external Board effectiveness review can be found on page 54. | |||||||
| 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 Board can be found on our website. | |||||||
| Investor relations and communications | Updates on investor perceptions and shareholder relations, consideration of analysts’ reports and media updates | The Board receives a regular report outlining relative share price performance, share register movement and Investor Relations activity and engagement with shareholders. | ||||||
| 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 2018 AGM can be found on page 55. | |||||||
| 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 transition to a new CEO and the implications for the Board and Company culture | 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 full engagement and support from the Board. Regular updates are planned during the year, led by the Chief Human Resources Officer. | |||
| A rapidly changing competitive landscape demanding even more agility and speed | 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 matters relating to internal control, risk management and financial reporting. |
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 Committees section. |
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 and Form 20-F 2017 |
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.
| IHG | Annual Report and Form 20-F 2017 | Governance | Corporate Governance | 57 |
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 part of the Kimpton transaction. The impairment recorded in the year for the Barclay associate (note 14 on page 120) was discussed in detail. The Committee agreed with the conclusions reached on impairment. | ||
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 Group exercises judgement in presenting exceptional items. The Committee reviews and challenges the classification of items as exceptional based on their materiality or nature. | 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 significant investment developing a strong technology platform. The Committee reviews the appropriateness of capitalising the investment and the strength of the control environment. | 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 Committees section. |
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
| 60 | IHG | Annual Report and Form 20-F 2017 |
 | 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 reporting |
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 Auditor |
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.
D. Remuneration
| D.1 | The level and components of 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.
| D.2 | Procedure |
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
| E.1 | Dialogue 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.
| E.2 | Constructive use of the AGM |
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.
| IHG | Annual Report and Form 20-F 2017 | Governance | Corporate Governance | 63 |
Governance
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
∎ Pension benefit
∎ Shareholding | AUDITED Audited information Content contained within a tinted panel highlighted with an ‘Audited’ tab indicates that all the information within the panel is audited. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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 APP (112%) and 50% of maximum LTIP vesting | |
 | Minimum = Fixed pay |
| IHG | Annual Report and Form 20-F 2017 | Governance | Directors’ Remuneration Report | 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 • A range of strategic metrics is set each year for our senior management and hotel teams, which can reduce annual incentive payouts if minimum conditions are not met. • 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 performance conditions only reward employees for the • Individual performance is measured by reference to the day-to-day application of the values and behaviours expected at each employee’s position in the organisation. • 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 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 | IHG | Annual Report and Form 20-F 2017 |
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.
| 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 full DR Policy, which was approved by shareholders at the 2017 Annual General Meeting is available on the Company’s website at www.ihgplc.com/investors under Corporate governance. |
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 implemented in 2017 | |
Annual Performance Plan (APP) ∎ | 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 keep up the current improvement trajectory and that it was appropriate to reduce the incremental improvements target compared to those set under the APP last year. The Committee decided in this transition year to reduce the level of award for achieving threshold and target Guest Love performance from 11.5% to 10%, and from 23% to 20% of salary respectively for Executive Directors. The remaining APP measures and their respective level of award remains as per 2016. This reduced the overall APP target payout from 115% to 112% of salary. A proportionate reduction also applied for the remainder of the Executive Committee. | |
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 | |
| Richard Solomons left the Board and his role as Chief Executive Officer effective as of 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. | ||
Salary, benefits and pension ∎∎∎ | Richard continued to receive his base salary, benefits and pension contributions as normal for the period up to 30 August 2017. In addition, healthcare cover continued to 31 December 2017. | |
Annual Performance Plan (APP) Cash ∎ | Richard was eligible 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 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.
| Remuneration component | How this was implemented in 2017 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Keith Barr was appointed to the Board as Chief Executive Officer of InterContinental Hotels Group PLC on 1 July 2017. His remuneration is in line with the DR Policy. | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Salary, benefits and ∎∎∎ | Upon appointment, Keith’s salary was £775,000 per annum and
Prior to his appointment to the Board, Keith was on international assignment from the US to the UK and therefore in receipt of certain | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Annual Performance Plan (APP) ∎ | Keith participates in the | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Long Term Incentive Plan (LTIP) ∎ | Keith participates in the LTIP on | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Non-Executive Directors
Annual Report on Directors’ Remuneration
This Annual Report on Directors’ Remuneration explains how the Directors’ Remuneration Policy (DR Policy)How this was implemented in 20152017
| 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.
Single total figure of remuneration – Executive Directors
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| Fixed pay | Variable pay | |||||||||||||||||||||||||||||||||||||||||||||||
 Salary |  Benefits |  Pension benefit |   APP |  LTIP |  Total | |||||||||||||||||||||||||||||||||||||||||||
| Executive Directors | 2015 £000 | 2014 £000 | 2015 £000 | 2014 £000 | 2015 £000 | 2014 £000 | 2015 £000 | 2014 £000 | 2013/15 cycle (value of shares) £000 | 2012/14 cycle (value of shares) £000 | 2015 £000 | 2014 £000 | ||||||||||||||||||||||||||||||||||||
| Richard Solomons | 785 | 759 | 31 | 30 | 236 | 3,186 | 1,187 | 1,128 | 960 | 1,508 | 3,199 | 6,611 | ||||||||||||||||||||||||||||||||||||
| Paul Edgecliffe-Johnson | 450 | 420 | 23 | 28 | 135 | 126 | 690 | 619 | 349 | 426 | 1,647 | 1,619 | ||||||||||||||||||||||||||||||||||||
| Kirk Kinsell | 64 | 479 | 16 | 27 | 30 | 111 | 0 | 365 | 463 | 996 | 573 | 1,978 | ||||||||||||||||||||||||||||||||||||
| Tracy Robbins | 445 | 434 | 30 | 20 | 134 | 130 | 672 | 644 | 551 | 862 | 1,832 | 2,090 | ||||||||||||||||||||||||||||||||||||
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 the period 1 July to 31 December 2017. |
| b | 2017 figures (excluding LTIP) for Richard Solomons relate to the period 1 January to 30 June 2017. Further information can be found on page 68. |
| 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. ∎ ∎Pension benefit:for current Executive Directors, in line with DR Policy, the value of IHG contributions to pension plans and any cash allowances, The Executive Directors did not participate in any IHG pension plan in 2017 and instead all received cash allowances and life assurance cover. 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: The threshold award was subject to a global EBIT affordability gate and Overall Performance Rating (OPR) such that: AUDITED 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: Operating profit before exceptional items (at actual exchange rates) 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. Salary as at Award of salary ∎ 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: Executive Director Maximum of shares) a Pensions 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. equalling 30% of salary, paid in lieu of pension contributions. 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 period 1 July to 31 December 2017. b In respect of the period 1 January to 30 June 2017. 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).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%; andIf OPR was 2.5, EBIT and Guest Love awards were reduced by 25%.70 IHG | Annual Report and Form 20-F 2017 
Performance Achievement Weighting Weighted
achievementEBIT: performance relative to target Threshold $648.5m 50.0% Target $720.5m 100.0% 70.0% 94.5% Actual $746.0m 135.0% Maximum $792.6m 200.0% Guest Love: improvement in guest survey score from prior year’s baseline score of 80.61% Threshold +0.17ppt 50.0% Actual +0.25ppt 67.4% 20.0% 13.5% Target +0.40ppt 100.0% Maximum +1.0ppt 200.0% $ 758.7m Net benefit of unbudgeted items ($ 9.1m ) Difference due to exchange rates ($ 3.6m ) Operating profit before exceptional items, after adjustments (at 2017 budget exchange rates) $ 746.0m Executive Director
31 December
2017
as% Total value
of award
£000 Keith Barr 775 70.3 a 545 Richard Solomons 836 b 66.3 c 554 Paul Edgecliffe-Johnson 536 139.4 747 a In respect of period 1 July to 31 December 2017. b Salary as at 30 June 2017. The 2014 figure for Richard Solomons included an amount of £2.958m inc In respect of a one-off cash payment relatingperiod 1 January to pension entitlements30 June 2017.
IHG | Annual Report and was fully explained in the 2014 report.Richard Solomons did not participate in any IHG pension plan in 2015 and instead received a cash allowance of 30% of salary equal to £235,575. Mr Solomons also received life assurance cover of six times salary.Form 20-F 2017 | Governance | Directors’ Remuneration ReportNeither Paul Edgecliffe-Johnson nor Tracy Robbins participated in any IHG pension plan in 2015 and instead they both received a cash allowance of 30% of salary equal to £135,000 and £133,575 respectively. They both also received life assurance cover of four times pensionable salary.71 Kirk Kinsell participated in the US 401(k) Plan and the US Deferred Compensation Plan. The US 401(k) Plan is a tax qualified plan providing benefits on a defined contribution basis, with the member and relevant company both contributing. The US Deferred Compensation Plan is a non-tax qualified plan, providing benefits on a defined contribution basis, with the member and the relevant company both contributing.Contributions made by, and in respect of, Kirk Kinsell in these plans, up to his date of leaving on 13 February 2015, were:AUDITED Performance Vesting achievement Weighting Weighted
achievement Total Shareholder Return: three-year growth relative to average of competitors Threshold 20 % Actual 82.1 % 50 % 41.1 % Maximum 100 % Net rooms supply: three-year growth relative to average of competitors Threshold 20 % Actual 20 % 25 % 5 % Maximum 100 % RevPAR: three-year growth relative to average of competitors Actual 0 % Threshold 20 % 25 % 0 % Maximum 100 % Total achievement (% of maximum opportunity vested) 46.1 %
opportunity
at grant
(number % of
maximum
opportunity
vested Outcome
(number
of shares
awarded
at vest) Total value
of award
£000 Keith Barra 29,157 46.1 13,441 580 Richard Solomons 54,051 b 46.1 24,917 1,075 Paul Edgecliffe- Johnson 35,318 46.1 16,281 702 £aDirector’s contributions to US Deferred Compensation Plan1,389Director’s contributions to US 401(k) Plan6,943Company’s contributions to US Deferred Compensation Plan27,177Company’s contributions to US 401(k) Plan2,777Age at 31 December 201560Sterling values have been calculated using an exchange rate of $1=£0.65.Granted prior to appointment as CEO. Variable Payb 2015 APP (cash and deferred shares)Originally awarded 60,808 shares,pro-ratedOperationAward levels were determined based to 32 months. Further information can be found on page 68.
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.
| Executive Director | Award date | Maximum shares awarded | Market £ | Face value of award at grant £000 | Number of shares if minimum | |||||||||||||||||||||||||||
| 2016/18 cycle | ||||||||||||||||||||||||||||||||
| Keith Barra | | 5 April 2016 | | 29,367 | 28.54 | 838 | 5,873 | |||||||||||||||||||||||||
Richard Solomons | | 5 April 2016 | | 32,552 | b | 28.54 | 929 | 6,510 | ||||||||||||||||||||||||
Paul Edgecliffe-Johnson | | 5 April 2016 | | 36,841 | 28.54 | 1,051 | 7,368 | |||||||||||||||||||||||||
| a | Granted prior to appointment as |
| b | Originally awarded 58,595 shares,pro-rated to 20 months. Further information can be found on |
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.
AUDITED
|
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.
| Executive Director | Award date | Maximum shares awarded | Market price per share at grant £ | Face value of award at grant £000 | Number of shares received if minimum performance achieved | |||||||||||||||||||||||||||
| 2017/19 cycle | ||||||||||||||||||||||||||||||||
| Keith Barra | 9 August 2017 | 12,481 | 43.14 | 538 | 2,496 | |||||||||||||||||||||||||||
| Paul Edgecliffe-Johnson | 22 May 2017 | 25,811 | 42.57 | 1,099 | 5,162 | |||||||||||||||||||||||||||
The threshold
| a | Keith Barr received an increased award,
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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.
| Executive Director | Maximum opportunity at grant (number of shares) | % of maximum opportunity vested | Outcome of shares | Total value of award £000 | ||||||||||||
| Richard Solomons | 76,319 | 50 | 38,159 | 960 | ||||||||||||
| Paul Edgecliffe- Johnson | 27,776 | 50 | 13,888 | 349 | ||||||||||||
| Kirk Kinsell | 53,049 | 50 | 18,419 | 463 | ||||||||||||
| Tracy Robbins | 43,819 | 50 | 21,909 | 551 | ||||||||||||
Net rooms supply and RevPAR growth were measured by reference to the three years ending 30 September 2015; TSR was measured by reference to the three years ending 31 December 2015. The measures and outcomes are set out on page 70.
Tracy Robbins
Tracy Robbins was absent for health reasons for a portion of the year, during which time any payments and awards made to her were in line with the DR Policy and her contract of employment.
Other information relating to Directors’ remuneration
Non-executive directorships of other companies
The Company recognises that its Executive Directors may be invited to become Non-Executive Directors of other companies and that such duties can broaden their experience and knowledge, and benefit the Company. IHG therefore permits its Executive Directors to accept one non-executive appointment (in addition to any positions where the Director is appointed as the Group’s representative), subject to Board approval, as long as this is not, in the reasonable opinion of the Board, likely to lead to a conflict of interest. Any fees from such appointments may be retained by the individual Executive Director.
From 13 April 2015, Richard Solomons, Chief Executive Officer, served as a Non-Executive Director of Marks and Spencer PLC and received fees of £70,000 accordingly.
No other current Executive Director holds any non-executive director appointments at any other company.
Service contracts and notice periods for Executive Directors
All Executive Directors have rolling service contracts with a notice period of 12 months. All new appointments will have 12-month notice periods, unless, on an exceptional basis to complete an external recruitment successfully, a longer initial period reducing to 12 months is used. This is in accordance with the UK Corporate Governance Code.
All Directors are subject to election and annual re-election by shareholders at the AGM.
Dividends paid to Executive Directors
An interim dividend of 17.7p per ordinary share (27.5¢ per ADR) was paid on 2 October 2015 to shareholders on the Register of members at the close of business on 28 August 2015.
Pensions entitlements
Richard Solomons built up Defined Benefit pension entitlements in the InterContinental Hotels UK Pension Plan (IC Plan) and IC Executive Top-Up Scheme (ICETUS) as a member of both plans, during his service as an Executive Director prior to the closure of both plans to future accrual of pension on 30 June 2013. As disclosed in the 2014 | Annual Report his ICETUS pension was cashed out and his IC Plan pension was transferred to an insurance company as part of the buy-out of that plan. Following the buy-out, the insurance company is responsible for the payment of pensions and any annual indexation.
The value of his IC Plan pension at the time of the completion of the buy-out was approximately £72,500 per annum and was payable at a Normal Retirement Age of 60. According to the rules of the IC Plan in place immediately prior to the completion of the buy-out, his accrued pension is to be increased each
year by the insurance company prior to payment broadly in line with Retail Prices Index inflation, up to a limit of 5% a year. On this basis, the approximate value of his pension accrued in the IC Plan as at 31 December 2015 would be £74,980 per annum.
As disclosed in the 2014 Annual Report, the Company’s Enhanced Early Retirement Facility (EERF), under which Mr Solomons was previously eligible to retire with no reduction to his IC Plan pension from age 55, is in the process of being phased out. As a result, Mr Solomons could retire, with no reduction to his Defined Benefit pension, from approximately age 58 and no earlier. The terms of the EERF require an executive to obtain Company consent and would also require the payment by the Group of an additional insurance premium to secure the benefit entitlement for that executive.
Scheme interests awarded during 2015
During 2015, awards were granted under the 2015/17 LTIP cycle. Awards were made to each Executive Director over shares with a maximum value of 205% of salary using the closing mid-market share price of 2,670p at the date of grant on 30 March 2015. These are in the form of conditional awards over IHG shares and do not carry the right to dividends or dividend equivalents during the vesting period.
| Executive Director | Award date | Maximum shares awarded | Market price £ | Face value of award at grant £000 | Number of shares if minimum performance | |||||||||||||||
| 2015/17 cycle | ||||||||||||||||||||
| Richard Solomons | 31 March 2015 | 60,808 | 26.70 | 1,624 | 12,162 | |||||||||||||||
| Paul Edgecliffe- Johnson | 31 March 2015 | 35,318 | 26.70 | 943 | 7,064 | |||||||||||||||
| Tracy Robbins | 31 March 2015 | 34,397 | 26.70 | 918 | 6,879 | |||||||||||||||
The vesting date for these awards is the day after the announcement of our Annual 2017 Preliminary Results in February 2018. These awards will vest and shares will be transferred to the award-holder in February 2018, to the extent performance targets are met. The performance measures are the same for the 2013/15 cycle as shown on page 70. Relative growth in net rooms supply and RevPAR will be measured by reference to the three years ending 30 September 2017; TSR will be measured by reference to the three years ending 31 December 2017. Minimum performance is equal to 20% of the maximum award.
Other outstanding awards
During 2014, awards were granted under the 2014/16 LTIP cycle (shown below) on the same basis as the 2015/17 LTIP cycle. Share price was the closing mid-market share price of 1,908p at the date of grant on 7 April 2014. These awards will vest in February 2017 to the extent performance targets are met.
| Executive Director | Award date | Maximum shares awarded | Market price £ | Face value of award at grant £000 | Number of shares if minimum | |||||||||||||||
| 2014/16 cycle | ||||||||||||||||||||
| Richard Solomons | 8 April 2014 | 82,193 | 19.08 | 1,568 | 16,439 | |||||||||||||||
| Paul Edgecliffe- Johnson | 8 April 2014 | 45,125 | 19.08 | 861 | 9,025 | |||||||||||||||
| Kirk Kinsell | 8 April 2014 | 18,570 | 19.08 | 981 | 3,714 | |||||||||||||||
| Tracy Robbins | 8 April 2014 | 46,952 | 19.08 | 896 | 9,390 | |||||||||||||||
The vesting date for these awards is the day after the announcement of our Annual 2016 Preliminary Results in February 2017. The performance measures are the same for the 2013/15 cycle as shown on page 70. Relative growth in net rooms supply and RevPAR will be measured by reference to the three years ending 30 September 2016; TSR will be measured by reference to the three years ending 31 December 2016.
Following Kirk Kinsell’s resignation with effect from 13 February 2015, his award will vest in line with the LTIP rules. Mr Kinsell’s initial maximum award of 51,426 has been reduced accordingly on a pro-rated basis for the proportion of the performance period in which he remained employed, as determined by the Committee. The pro-rated award is shown in the table above. Vesting will not be accelerated.
Current position on outstanding awards
Details of the performance measures and potential vesting outcomes for outstanding awards as at 31 December 2015 are as follows:
Performance measure | Threshold performance | Maximum performance | Threshold/ maximum vesting | Weighting | Maximum award (% of salary) | Potential vesting outcome | ||||||||
| 2015/17 cycle | 2014/16 cycle | |||||||||||||
| Net rooms supply growth | Average of the comparator group | First in the comparator group | 20%/100% | 25% | 51.25% | Between threshold and maximum based on current performance | Improved performance needed to achieve threshold | |||||||
RevPAR growth | Average of the comparator group | First in the comparator group | 20%/100% | 25% | 51.25% | Improved performance needed to achieve threshold | Threshold achievement if current performance maintained | |||||||
Relative TSR | Growth equal to the global hotels index | Growth exceeds the index by 8% per year or more | 20%/100% | 50% | 102.5% | Between threshold and maximum based on current performance | Maximum vesting if current performance maintained | |||||||
| AUDITED |
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.
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 others, and are expected to hold all shares (net of share sales required to meet tax) until this is achieved. The number of shares held outright includes all Directors’ beneficial interests and those held by their spouses and other connected persons. 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 70. We do not consider it necessary at this time to require a further holding period. Percentages are calculated using the number of shares held outright and the 31 December 2015 share price of 2,658p.
Shares 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 Corporate Responsibility, Nomination and Remuneration Committees. Jo Harlow was appointed as Chairman of the Remuneration Committee and Luke Mayhew was appointed as a member of the Audit Committee, both with effect from 1 October 2017. All of their terms are in line with the policy for Non-Executive Directors. | ||
| 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 appointment and notice period | Malina, Luke and Jo’s respective letters of appointment are available from the Company Secretary’s office and their reappointment is subject to election and annual re-election by shareholders at the AGM. | |
| 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 awards heldthe 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 the period 1 July to 31 December 2017. |
| b | 2017 figures (excluding LTIP) for Richard Solomons relate to the period 1 January to 30 June 2017. Further information can be found on page 68. |
| 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 period 1 July to 31 December 2017. |
| b | In respect of the period 1 January to 30 June 2017. |
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 2015: %2017 on a straight-line basis between threshold and target, and target and maximum, and are based on achievement vs target under each measure:
The threshold award was subject to a global EBIT affordability gate and Overall Performance Rating (OPR) such that:
| 70 | IHG | Annual Report and Form 20-F 2017 |
Shares and awards held by Executive Directors as at
31 December 2015: number of shares
| Executive Director | Number of shares | APP deferred share awards | LTIP share awards (unvested) | Total number of shares and awards held | ||||||||||||||||||||||||||||
| 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | |||||||||||||||||||||||||
| Richard Solomons | 365,625 | 382,533 | 71,552 | 81,240 | 219,320 | 262,234 | 656,497 | 726,007 | ||||||||||||||||||||||||
| Paul Edgecliffe- Johnson | 22,014 | 10,583 | 19,821 | 12,860 | 108,219 | 102,223 | 150,054 | 125,666 | ||||||||||||||||||||||||
| Kirk Kinsell | 117,640a | 117,640b | 49,580 | 49,580 | 172,938 | 172,938 | 340,158 | 340,158 | ||||||||||||||||||||||||
| Tracy Robbins | 37,726 | 51,418 | 41,808 | 48,932 | 125,168 | 150,041 | 204,702 | 250,391 | ||||||||||||||||||||||||
AUDITED |
Chief Executive Officer’s remunerationOutcome 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 the Chief Executive Officer’s single figure of total remunerationthreshold, target and maximum opportunity, as well as weighting and actual 2017 achievement for the seven years to 31 December 2015. For Richard Solomons, the 2014 figure includes a one-off cash payment in respect of pension entitlements which was fully explained in last year’s report.EBIT and Guest Love performance measures:
| Single figure £000 | Annual incentive received (% of maximum) | Shares received under the LTIP (% of maximum) | ||||||||||||
2015 | Richard Solomons | 3,199 | 75.0 | 50.0 | ||||||||||
2014 | Richard Solomons | 6,528 | 74.0 | 56.1 | ||||||||||
2013 | Richard Solomons | 3,149 | 74.0 | 59.0 | ||||||||||
2012 | Richard Solomons | 4,881 | 68.0 | 100.0 | ||||||||||
2011 | Richard Solomons Andrew Cosslett |
| 4,724 3,770 |
|
| 83.0 43.0 |
|
| 73.9 61.6 |
| ||||
2010 | Andrew Cosslett | 5,430 | 100.0 | 73.8 | ||||||||||
2009 | Andrew Cosslett | 1,953 | 0 | 46.0 | ||||||||||
Percentage change in remuneration of Chief Executive OfficerAPP
The table below shows
| Performance | Achievement | Weighting | Weighted achievement | |||||||||||||||
| EBIT: performance relative to target | ||||||||||||||||||
| Threshold | $648.5m | 50.0% | ||||||||||||||||
| Target | $720.5m | 100.0% | 70.0% | 94.5% | ||||||||||||||
| Actual | $746.0m | 135.0% | ||||||||||||||||
| Maximum | $792.6m | 200.0% | ||||||||||||||||
| Guest Love: improvement in guest survey score from prior year’s baseline score of 80.61% | ||||||||||||||||||
| Threshold | +0.17ppt | 50.0% | ||||||||||||||||
| Actual | +0.25ppt | 67.4% | 20.0% | 13.5% | ||||||||||||||
| Target | +0.40ppt | 100.0% | ||||||||||||||||
| Maximum | +1.0ppt | 200.0% | ||||||||||||||||
EBIT is operating profit before exceptional items. However, in determining EBIT for APP purposes, budgeted exchange rates for the percentage changeyear 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 remunerationAPP EBIT target set at the start of the Chief Executive Officer compared with UK employees between 2014 and 2015. We believe that a group comprised of UK-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 the UK-based Chief Executive Officer. Therefore, the same UK market dynamics will apply to salary movements providing for a better like-for-like comparison.
The salary figure for the UK employee population has been calculated using the 2015 budget for the annual pay review taking into account any promotions/marked adjustments made during the year. The taxable benefits figure is based on P11D taxable benefits for tax year ending 5 April in the relevant year. For the UK employee population, this increase was due to a significant increase in the cost of healthcare cover during the year.
For the annual incentive, a group of global executives, who sit directly below Executive Committee level, is used as a comparator group as they are subject to the same performance measures as the Chief Executive Officer.year:
Operating profit before exceptional items (at actual exchange rates) | $ | 758.7m | ||||
| Net benefit of unbudgeted items | ($ | 9.1m | ) | |||
| Difference due to exchange rates | ($ | 3.6m | ) | |||
| Operating profit before exceptional items, after adjustments (at 2017 budget exchange rates) | $ | 746.0m |
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.
| Executive Director | Salary as at | Award of salary | Total value of award £000 | |||||||||||||||
| Keith Barr | 775 | 70.3 | a | 545 | ||||||||||||||
| Richard Solomons | 836 | b | 66.3 | c | 554 | |||||||||||||
| Paul Edgecliffe-Johnson | 536 | 139.4 | 747 | |||||||||||||||
| a | In respect of period 1 July to 31 December 2017. |
| b | Salary as at 30 June 2017. |
| c | In respect of period 1 January to 30 June 2017. |
∎ 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.
| IHG | Annual Report and Form 20-F 2017 | Governance | Directors’ Remuneration Report | 71 |
Governance
Directors’ Remuneration Report continued
Annual Report on Directors’ Remuneration continued
| AUDITED |
LTIP
| Performance | Vesting achievement | Weighting | Weighted achievement | |||||||||||||||||
| Total Shareholder Return: three-year growth relative to average of | ||||||||||||||||||||
| competitors | ||||||||||||||||||||
| Threshold | 20 | % | ||||||||||||||||||
| Actual | 82.1 | % | 50 | % | 41.1 | % | ||||||||||||||
| Maximum | 100 | % | ||||||||||||||||||
| Net rooms supply: three-year growth relative to average | ||||||||||||||||||||
| of competitors | ||||||||||||||||||||
| Threshold | 20 | % | ||||||||||||||||||
| Actual | 20 | % | 25 | % | 5 | % | ||||||||||||||
| Maximum | 100 | % | ||||||||||||||||||
| RevPAR: three-year growth relative to average | ||||||||||||||||||||
| of competitors | ||||||||||||||||||||
| Actual | 0 | % | ||||||||||||||||||
| Threshold | 20 | % | 25 | % | 0 | % | ||||||||||||||
| Maximum | 100 | % | ||||||||||||||||||
| Total achievement (% of maximum opportunity vested) | 46.1 | % | ||||||||||||||||||
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:
Executive Director | Maximum of shares) | % of maximum opportunity vested | Outcome (number of shares awarded at vest) | Total value of award £000 | ||||||||||||||||||||||
| Keith Barra | 29,157 | 46.1 | 13,441 | 580 | ||||||||||||||||||||||
| Richard | ||||||||||||||||||||||||||
| Solomons | 54,051 | b | 46.1 | 24,917 | 1,075 | |||||||||||||||||||||
| Paul Edgecliffe- | ||||||||||||||||||||||||||
| Johnson | 35,318 | 46.1 | 16,281 | 702 | ||||||||||||||||||||||
| a | Granted prior to appointment as CEO. |
| b | Originally awarded 60,808 shares,pro-rated to 32 months. Further information can be found on page 68. |
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.
| Executive Director | Award date | Maximum shares awarded | Market £ | Face value of award at grant £000 | Number of shares if minimum | |||||||||||||||||||||||||||
| 2016/18 cycle | ||||||||||||||||||||||||||||||||
| Keith Barra | | 5 April 2016 | | 29,367 | 28.54 | 838 | 5,873 | |||||||||||||||||||||||||
Richard Solomons | | 5 April 2016 | | 32,552 | b | 28.54 | 929 | 6,510 | ||||||||||||||||||||||||
Paul Edgecliffe-Johnson | | 5 April 2016 | | 36,841 | 28.54 | 1,051 | 7,368 | |||||||||||||||||||||||||
| a | Granted prior to appointment as CEO. |
| b | Originally awarded 58,595 shares,pro-rated to 20 months. Further information can be found on page 68. |
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.
AUDITED |
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.
| Executive Director | Award date | Maximum shares awarded | Market price per share at grant £ | Face value of award at grant £000 | Number of shares received if minimum performance achieved | |||||||||||||||||||||||||||
| 2017/19 cycle | ||||||||||||||||||||||||||||||||
| Keith Barra | 9 August 2017 | 12,481 | 43.14 | 538 | 2,496 | |||||||||||||||||||||||||||
| Paul Edgecliffe-Johnson | 22 May 2017 | 25,811 | 42.57 | 1,099 | 5,162 | |||||||||||||||||||||||||||
| a | Keith Barr received an increased award,pro-rated from 1 July 2017, for the 2017/19 LTIP in accordance with the DR Policy as a result of his appointment to the Board. Prior to this, he was granted 17,822 shares and 2,160 restricted stock units on 22 May 2017 with a market price of £42.57 per share. |
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.
| 72 | ||||||||
| ||||||||
| ||||||||
| Annual | Report and Form 20-F 2017 | |||||||
Relative performance graph
For LTIP purposes, a TSR comparator group of a global hotels index was used. IHG was 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 2015, assuming dividends are reinvested, compared with the TSR performance achieved by the FTSE 100 and global hotels indices. All indices are shown in sterling. This data is sourced directly from Thomson Datastream for IHG.
TSR: the Company vs FTSE 100 and global hotels index
Relative importance of spend on pay
The table below sets out the actual expenditure of the Group in 2015 and 2014 on corporate employee remuneration and distributions to shareholders and shows the difference in spend between those years. For 2014, total distributions included a special dividend and share buyback, neither of which were applicable in 2015.
| AUDITED |
Directors’ Remuneration Reportcontinued
Payments to past Directors – benefitsStatement of Directors’ shareholdings and share interests
Sir Ian Prosser, who retired as a Director on 31 December 2003, had an ongoing healthcare benefit of £1,832 during the year.
Payments for loss of office
No payments were made to anyThe Committee believes that share ownership by Executive Directors during 2015and 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 lossthe Chief Executive Officer and 200% for any other Executive Directors within five years of office.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.
Single total figure of remuneration: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.
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 Corporate Responsibility, Nomination and Remuneration Committees. Jo Harlow was appointed as Chairman of the Remuneration Committee and Luke Mayhew was appointed as a member of the Audit Committee, both with effect from 1 October 2017. All of their terms are in line with the policy for Non-Executive Directors. | ||
| 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 appointment and notice period | Malina, Luke and Jo’s respective letters of appointment are available from the Company Secretary’s office and their reappointment is subject to election and annual re-election by shareholders at the AGM. | |
Fees (£000) | Taxable (£000) | Total (£000) | ||||||||||||||||||||||||||
| Non- | Date of | |||||||||||||||||||||||||||
| Executive | Committee | original | ||||||||||||||||||||||||||
| Director | appointmentsa | appointment | 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | ||||||||||||||||||||
| Patrick Cescau | | 1 January 2013 | 412 | 412 | 34 | 15 | 446 | 427 | ||||||||||||||||||||
| Anne Busquet | | 1 March 2015 | 61 | n/a | 5 | n/a | 66 | n/a | ||||||||||||||||||||
| Ian Dyson | | 1 September 2013 | 97 | 88 | 3 | 2 | 100 | 90 | ||||||||||||||||||||
| Jo Harlow | | 1 September 2014 | 73 | 23 | 3 | 0 | 76 | 23 | ||||||||||||||||||||
| Jennifer Laing | | 25 August 2005 | 85 | 83 | 2 | 3 | 87 | 86 | ||||||||||||||||||||
| Luke Mayhew | | 1 July 2011 | 97 | 94 | 1 | 3 | 98 | 97 | ||||||||||||||||||||
| Jill McDonald | | 1 June 2013 | 73 | 71 | 4 | 2 | 77 | 73 | ||||||||||||||||||||
| Dale Morrison | | 1 June 2011 | 97 | 84 | 14 | 22 | 111 | 106 | ||||||||||||||||||||
| Ying Yeh | | 1 December 2007 | 73 | 71 | 83 | 72 | 156 | 143 | ||||||||||||||||||||
| David Kappler | n/a | 21 June 2004 | n/a | 47 | n/a | 1 | n/a | 48 | ||||||||||||||||||||
| Jonathan Linen | n/a | 1 December 2005 | n/a | 71 | n/a | 81 | n/a | 152 | ||||||||||||||||||||
| 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 |
| b | 2017 figures (excluding LTIP) for Richard Solomons relate to the period 1 January to 30 June 2017. Further information can be found on page 68. |
| c | Figures for 2014/16 LTIP cycle have been restated using actual share price on date of vesting. |
Fees: for Non-Executive Directors, these may be pro-rated accordingNotes to their start date or date of role change where appropriate.single figure table
Fixed pay
∎Benefits: Salary:salary paid for Non-Executive Directors, benefits include taxable travel and accommodation expensesthe 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 attend Board meetings away31 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 designated home location; under concessionary HM Revenue & Customs rules, non-UK-based Non-Executive Directors are not subject to taxrole of Chief Executive Officer and from the Board on travel expenses for30 June 2017, and retired from the first five years. This is reflected in the taxable benefits figures for Jonathan Linen, Dale Morrison and Ying Yeh.
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.
Company on 30 August 2017. Further details on changes to the Boardinformation can be found on page 54.68. The 2017 figure in the table above is for the period 1 January to 30 June 2017.
Shares held by Non-Executive∎ 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 period 1 July to 31 December 2017. |
| b | In respect of the period 1 January to 30 June 2017. |
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 2015:2017 on a straight-line basis between threshold and target, and target and maximum, and are based on achievement vs target under each measure:
The threshold award was subject to a global EBIT affordability gate and Overall Performance Rating (OPR) such that:
| 70 | IHG | Annual Report and Form 20-F 2017 |
AUDITED |
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
| Performance | Achievement | Weighting | Weighted achievement | |||||||||||||||
| EBIT: performance relative to target | ||||||||||||||||||
| Threshold | $648.5m | 50.0% | ||||||||||||||||
| Target | $720.5m | 100.0% | 70.0% | 94.5% | ||||||||||||||
| Actual | $746.0m | 135.0% | ||||||||||||||||
| Maximum | $792.6m | 200.0% | ||||||||||||||||
| Guest Love: improvement in guest survey score from prior year’s baseline score of 80.61% | ||||||||||||||||||
| Threshold | +0.17ppt | 50.0% | ||||||||||||||||
| Actual | +0.25ppt | 67.4% | 20.0% | 13.5% | ||||||||||||||
| Target | +0.40ppt | 100.0% | ||||||||||||||||
| Maximum | +1.0ppt | 200.0% | ||||||||||||||||
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:
Operating profit before exceptional items (at actual exchange rates) | $ | 758.7m | ||||
| Net benefit of unbudgeted items | ($ | 9.1m | ) | |||
| Difference due to exchange rates | ($ | 3.6m | ) | |||
| Operating profit before exceptional items, after adjustments (at 2017 budget exchange rates) | $ | 746.0m |
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.
| Executive Director | Salary as at | Award of salary | Total value of award £000 | |||||||||||||||
| Keith Barr | 775 | 70.3 | a | 545 | ||||||||||||||
| Richard Solomons | 836 | b | 66.3 | c | 554 | |||||||||||||
| Paul Edgecliffe-Johnson | 536 | 139.4 | 747 | |||||||||||||||
| a | In respect of period 1 July to 31 December 2017. |
| b | Salary as at 30 June 2017. |
| c | In respect of period 1 January to 30 June 2017. |
∎ 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.
| IHG | Annual Report and Form 20-F 2017 | Governance | Directors’ Remuneration Report | 71 |
Governance
Directors’ Remuneration Report continued
Annual Report on Directors’ Remuneration continued
| AUDITED |
LTIP
| Performance | Vesting achievement | Weighting | Weighted achievement | |||||||||||||||||
| Total Shareholder Return: three-year growth relative to average of | ||||||||||||||||||||
| competitors | ||||||||||||||||||||
| Threshold | 20 | % | ||||||||||||||||||
| Actual | 82.1 | % | 50 | % | 41.1 | % | ||||||||||||||
| Maximum | 100 | % | ||||||||||||||||||
| Net rooms supply: three-year growth relative to average | ||||||||||||||||||||
| of competitors | ||||||||||||||||||||
| Threshold | 20 | % | ||||||||||||||||||
| Actual | 20 | % | 25 | % | 5 | % | ||||||||||||||
| Maximum | 100 | % | ||||||||||||||||||
| RevPAR: three-year growth relative to average | ||||||||||||||||||||
| of competitors | ||||||||||||||||||||
| Actual | 0 | % | ||||||||||||||||||
| Threshold | 20 | % | 25 | % | 0 | % | ||||||||||||||
| Maximum | 100 | % | ||||||||||||||||||
| Total achievement (% of maximum opportunity vested) | 46.1 | % | ||||||||||||||||||
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:
Executive Director | Maximum of shares) | % of maximum opportunity vested | Outcome (number of shares awarded at vest) | Total value of award £000 | ||||||||||||||||||||||
| Keith Barra | 29,157 | 46.1 | 13,441 | 580 | ||||||||||||||||||||||
| Richard | ||||||||||||||||||||||||||
| Solomons | 54,051 | b | 46.1 | 24,917 | 1,075 | |||||||||||||||||||||
| Paul Edgecliffe- | ||||||||||||||||||||||||||
| Johnson | 35,318 | 46.1 | 16,281 | 702 | ||||||||||||||||||||||
| a | Granted prior to appointment as CEO. |
| b | Originally awarded 60,808 shares,pro-rated to 32 months. Further information can be found on page 68. |
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.
| Executive Director | Award date | Maximum shares awarded | Market £ | Face value of award at grant £000 | Number of shares if minimum | |||||||||||||||||||||||||||
| 2016/18 cycle | ||||||||||||||||||||||||||||||||
| Keith Barra | | 5 April 2016 | | 29,367 | 28.54 | 838 | 5,873 | |||||||||||||||||||||||||
Richard Solomons | | 5 April 2016 | | 32,552 | b | 28.54 | 929 | 6,510 | ||||||||||||||||||||||||
Paul Edgecliffe-Johnson | | 5 April 2016 | | 36,841 | 28.54 | 1,051 | 7,368 | |||||||||||||||||||||||||
| a | Granted prior to appointment as CEO. |
| b | Originally awarded 58,595 shares,pro-rated to 20 months. Further information can be found on page 68. |
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.
AUDITED |
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.
| Executive Director | Award date | Maximum shares awarded | Market price per share at grant £ | Face value of award at grant £000 | Number of shares received if minimum performance achieved | |||||||||||||||||||||||||||
| 2017/19 cycle | ||||||||||||||||||||||||||||||||
| Keith Barra | 9 August 2017 | 12,481 | 43.14 | 538 | 2,496 | |||||||||||||||||||||||||||
| Paul Edgecliffe-Johnson | 22 May 2017 | 25,811 | 42.57 | 1,099 | 5,162 | |||||||||||||||||||||||||||
| a | Keith Barr received an increased award,pro-rated from 1 July 2017, for the 2017/19 LTIP in accordance with the DR Policy as a result of his appointment to the Board. Prior to this, he was granted 17,822 shares and 2,160 restricted stock units on 22 May 2017 with a market price of £42.57 per share. |
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.
| 72 | IHG | Annual Report and Form 20-F 2017 |
| AUDITED |
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
| a | In line with Policy, Keith Barr’s shareholding requirement will be 300% of salary, and he is required to meet this within five years of appointment. Keith is expected to hold all shares earned (net of any share sales required to meet tax liabilities), until the shareholding requirement is achieved. |
Shares and awards held by Executive Directors as at 31 December 2017: number of shares
Number of shares held outright | APP deferred share awards | LTIP share awards (unvested) | Total number of shares and awards held | |||||||||||||||||||||||||||||||||||||||||||||||
| 2017 | 2016 | 2017 | 2016 | 2017 | 2016 | 2017 | 2016 | |||||||||||||||||||||||||||||||||||||||||||
| Keith Barr | 31,116 | – | 24,586 | – | 90,987 | – | 146,689 | – | ||||||||||||||||||||||||||||||||||||||||||
| Richard Solomonsa | 614 | 211,594 | 49,067 | 59,032 | 119,403 | 201,596 | 169,084 | 472,222 | ||||||||||||||||||||||||||||||||||||||||||
| Paul Edgecliffe-Johnson | 27,443 | 26,034 | 28,384 | 24,621 | 97,970 | 117,284 | 153,797 | 167,939 | ||||||||||||||||||||||||||||||||||||||||||
| a | As at 30 June 2017. |
AUDITED |
Payments for loss of office
The only Non-Executiveinformation 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 held sharesretired 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 listedpermitted under the DR Policy and the amounts are not included in the single figure table below.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
A final dividend for 2016 of 49.4p per ordinary share (64.0¢ per ADR) was paid on 22 May 2017 to shareholders on the Register of members at the close of business on 5 May 2017. A special dividend of 156.4p per ordinary share (202.5¢ per ADR) was paid on 22 May 2017 to shareholders on the Register of members at the close of business on 5 May 2017.
The 2017 special dividend was accompanied by a share consolidation to maintain comparability (as far as possible) of the share price before and after the payment of the special dividend. LTIP award-holders were not entitled to receive the special dividend. Executive Directors holding forfeitable shares under annual incentive awards received the special dividend, and their share awards were subject to the share consolidation.
An interim dividend of 24.4p per ordinary share (33.0¢ per ADR) was paid on 6 October 2017 to shareholders on the Register of members at the close of business on 1 September 2017.
| Shares held outright | ||||||||
Non-Executive Director | 2015 | 2014 | ||||||
Jennifer Laing | 2,905 | 2,905 | ||||||
Luke Mayhew | 1,722 | 1,722 | ||||||
Dale Morrison | 3,907 | 3,907 | ||||||
| IHG | Annual Report and Form 20-F 2017 | Governance | Directors’ Remuneration Report | 73 |
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 reinvested, compared with the TSR performance achieved by the FTSE 100 and global hotels indices.
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.
| Single figure | CEO | 2009 | 2010 | 2011 | 2012 | 2013 | 2014 | 2015 | 2016 | 2017 | ||||||||||||||||||||||||||||||||||||||||||||||||
Single figure of remuneration £000 | Keith Barr | 2,127 | a | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Richard Solomons | 4,724 | 4,881 | 3,131 | 6,611 | b | 3,197 | 3,662 | 2,179 | c | |||||||||||||||||||||||||||||||||||||||||||||||||
| Andrew Cosslett | 1,953 | 5,430 | 3,770 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
Annual incentive received (% of maximum) | Keith Barr | 69.7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Richard Solomons | 83.0 | 68.0 | 74.0 | 74.0 | 75.0 | 63.9 | 66.8 | |||||||||||||||||||||||||||||||||||||||||||||||||||
| Andrew Cosslett | 0.0 | 100.0 | 43.3 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
Shares received under the LTIP (% of maximum) | Keith Barr | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Richard Solomons | 73.9 | 100.0 | 59.0 | 56.1 | 50.0 | 49.4 | 46.1 | |||||||||||||||||||||||||||||||||||||||||||||||||||
| Andrew Cosslett | 46.0 | 73.8 | 61.6 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| a | For Keith Barr, the 2017 figure, in respect of the period 1 July to 31 December 2017, includes aone-off cash payment for relocation costs in lieu of benefits received whilst on international assignment prior to CEO position, as detailed on page 69. |
| b | For Richard Solomons, the 2014 figure includes aone-off cash payment in respect of pension entitlements which was fully explained in the 2014 report. |
| c | In respect of period 1 January to 30 June 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 remuneration of the Chief Executive Officer compared with UK employees between 2016 and 2017 and therefore relates to Richard Solomons. The salary figure for the UK employee population has been calculated using the 2017 budget for the annual pay review, taking into account any promotions/market adjustments made during the year. The taxable benefits figure is based on P11D taxable benefits for year ending 5 April 2017. For Richard, the only taxable benefit was healthcare.
For the annual incentive, a group of executives, who sit directly below Executive Committee level, is used as a comparator group as they are subject to the same performance measures as the Chief Executive Officer. To ensure consistency of the comparison, an annual incentive percentage change is also calculated for Richard.
| Chief Executive Officer (% change) | UK employees (% change) | |||||||
| Salary | +2.5 | +2.7 | ||||||
| Taxable benefits | +11.0 | +7.2 | ||||||
| Annual incentive | +7.3 | +16.7 |
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.
| 74 | IHG | Annual Report and Form 20-F 2017 |
Implementation of Directors’ Remuneration Policy in 20162018
This section explains how the DR Policy will be applied in 2016. It is subject to an advisory vote by shareholders at the 2016 AGM.2018.
Salary: Executive Directors
Directors’ salaries are agreed annually in line with the DR Policy. The following salaries will apply from 1 April 2016:2018.
| Executive Director | % increase | 2016 £ | 2015 £ | Increase % | 2018 £ | 2017 £ | ||||||||||||||||||||||||
Richard Solomons | 3 | 815,706 | 792,000 | |||||||||||||||||||||||||||
| Keith Barr | 3.0 | 798,250 | 775,000 | a | ||||||||||||||||||||||||||
Paul Edgecliffe-Johnson | 11.5 | 512,900 | 460,000 | 4.5 | 560,200 | 536,000 | ||||||||||||||||||||||||
Tracy Robbins | 2 | 456,960 | 448,000 | |||||||||||||||||||||||||||
Paul Edgecliffe-Johnson was appointed on 1 January 2014 on a salary significantly below benchmark
| a | Per annum salary on appointment to CEO on 1 July 2017. |
In line with policy, level. The DR Policy provides that salary increases for newly appointed or promotedthe Executive Directors may be higher than thatare consistent with the range of increases applying to the corporate UK and US employee population, untilincluding for Paul Edgecliffe-Johnson where the target positioning is achieved. Followingincrease reflects very strong individual performance again this year, an increase of 11.5% has been agreed by the Remuneration Committee for 2016 in order to bring the salary level closerduring 2017.
Elie Maalouf was appointed to the target policy level. The overall targeted averageBoard with effect from 1 January 2018 as detailed on page 46. Elie’s remuneration on appointment is in line with the DR Policy and a salary increase for 2016 for UK and US corporate employees is 3%.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.
LTIP and APP performance measures and targets
From 2016, we will be limitingLTIP
The measures for the 2018/20 LTIP awards tocycle are as per the top levels of executives, currently 49 employees2017/19 cycle and the Directors’ Remuneration Policy available on the Company website,www.ihgplc.com/investors under Corporate governance. The performance measures and weightings, together with the full cash flow target disclosures for the 2017/19 cycle as referenced in total. Other less senior executives who currently receive LTIP awards will move to smaller, restricted stock units with a three-year time vesting. 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 executives and awards impacted2018 APP measures are not covered by the DR Policy. This move will bring us more in line with the marketapproved DR Policy and help recruitmentwill be 70% based on EBIT achievement vs target, 15% based on net System size growth and retention15% based on other key strategic measures that are reviewed annually and set in key marketsline 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 US. Itnext year, so this will also allow our further reviewmake up 15% of the LTIP during 20162018 APP. The remaining 15% will be made up of other key objectives for the year, based on strategic initiatives being implemented to focus on what is appropriate for our most senior employees.support IHG’s future growth. Further detail and rationale in respect of the key strategic objectives will be disclosed in the 2018 remuneration report.
The APPCommittee has determined that the targets for 2015 related tounder the EBIT, (70%), Guest HeartBeat (20%)net System size growth and Employee Engagement (10%). For 2016, Employee Engagementother strategic measures are commercially sensitive at this time. However, the targets set and the outcomes against those targets will be replaced with OPR – the measure of an individual’s performance for the year. Employee Engagement will remain a key measure within the personal performance measure and operational teams’ targets. The business is refining the way it measures overall guest satisfaction from 2016, and this will be reflecteddisclosed in full in the way it is measured for the purposes of the APP. The measures will, therefore, be:
Both incentive plans remain are in line with the current DR Policy and detailsPolicy.
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 the 2016 measures for each plan are included in the ‘At a glance’ section on page 70. Targets are determined by the Board to be commercially sensitive and will be disclosed at the end of the performance period.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 | – | ||||||||||||||||||||||||||||||||||||||||||
Tracy Robbins
 | See page 47 for Board and Committee membership key and attendance. |
Ms RobbinsFees: Luke Mayhew stepped down as Executive Vice President, Human ResourcesChairman 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 Boarddesignated home location. Under concessionary HM Revenue and Customs rules,non-UK basedNon-Executive Directors are not subject to tax on 15 January 2016 due to health reasons. In line with her contract, Ms Robbins will remain an employee oftravel expenses for the Group until 31 March 2016, at which point she will continue employment on noticefirst five years; this is reflected in the taxable benefits for 12 monthsAnne Busquet and Malina Ngai, and for the period up to 31 March 2017, when she will cease employment with the Group. The remuneration arrangements will be as follows:
Incentive awards:Non-Executive Directors are not eligible for the purposes of the APP and LTIP under the ill-health provisions as set out in the DR Policy.
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. |
TheNon-Executive Directors who held shares are listed in the table below:
| 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. |
Full details of remuneration payments made to Ms Robbins in 2016 and following years will be disclosed in full in the relevant Annual Report on Directors’ Remuneration.
Fees:Non-Executive Directors
The fees forNon-Executive Directors are reviewed and agreed annually in line with the DR Policy. All of theNon-Executive Directors waived any fee increase for 2016.2018. The fee levels for 20162018 will therefore remain unchanged from 20152017 as follows:
| Non-Executive Director | Role | 2016 £ | 2015 £ | Role | 2018 £000 | 2017 £000 | ||||||||||||||||||
Patrick Cescau | Chairman of the Board | 412,000 | 412,000 | Chairman of the Board | 422 | 422 | ||||||||||||||||||
Anne Busquet | Non-Executive Director | 72,600 | 60,500a | Non-Executive Director | 74 | 74 | ||||||||||||||||||
Ian Dyson | Chairman of Audit Committee | 96,550 | 96,550 | Chairman of Audit Committee | 99 | 99 | ||||||||||||||||||
Jo Harlow | Non-Executive Director | 72,600 | 72,600 | Chairman of Remuneration Committee | 99 | 74 | a | |||||||||||||||||
Jennifer Laing | Chairman of Corporate Responsibility Committee | 85,000 | 85,000 | |||||||||||||||||||||
Luke Mayhew | Chairman of Remuneration Committee | 96,550 | 96,550 | Non-Executive Director | 74 | 99 | b | |||||||||||||||||
Jill McDonald | Non-Executive Director | 72,600 | 72,600 | Chairman of Corporate Responsibility Committee | 87 | 87 | ||||||||||||||||||
Dale Morrison | Senior Independent Non-Executive Director | 96,550 | 96,550 | Senior IndependentNon-Executive Director | 107 | 107 | ||||||||||||||||||
Ying Yeh | Non-Executive Director | 72,600 | 72,600 | |||||||||||||||||||||
| Malina Ngai | Non-Executive Director | 74 | 62 | c | ||||||||||||||||||||
| a | Jo Harlow’s 2017 fee relates toNon-Executive Director position prior to new role of Chairman of Remuneration Committee. |
| b | Luke Mayhew’s 2017 fee relates to his position as Chairman of Remuneration Committee. |
| c | Malina Ngai’s annual fee for 2017 ispro-rated to her start date of 1 March 2017. |
a Anne Busquet’sNon-Executive Directors’ letters of appointment and notice periods
Non-Executive Directors have letters of appointment, which are available upon request from the Company Secretary’s office.
Patrick Cescau,Non-Executive Chairman, is subject to 12 months’ notice. No otherNon-Executive Directors are subject to notice periods. AllNon-Executive Directors are subject to election and annual fee for 2015 was pro-rated to her start date.re-election by shareholders at the AGM.
| 76 | IHG | Annual Report and Form 20-F 2017 |
Remuneration Committee details
Key objectives and governancesummary of responsibilities
Roles and 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 otherthe senior executives who have a significant influence over the Company’sGroup’s ability to meet its strategic objectives.
The Committee’s role and responsibilities are set out in its Terms of Reference (ToR). These, 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 Company’s websiteCommittee 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 www.ihgplc.com/investors under corporate governance/committees.Committee meetings. Papers and minutes for each meeting are also circulated to all Board members for review and comment.
GovernanceShareholder 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 Independent independentNon-Executive Directors, as required under the ToR. All members have the necessary experience and expertise to meet the Committee’s responsibilities. On 19 March 2015, we welcomed Dale Morrison toThe effectiveness of the Committee. DetailsCommittee 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 attendance can be found on page 54.using a guide prepared by PwC. This guide covers both the Committee’s behaviours and its processes.
Non-Executive Directors’ letters of appointmentOther focus areas and notice periods
Non-Executive Directors have letters of appointment, which are available upon request from the Company Secretary’s office. Patrick Cescau, Non-Executive Chairman, is subject to 12 months’ notice. No other Non-Executive Directors are subject to notice periods. All Non-Executive Directors’ are subject to election and annual re-election by shareholders at the AGM.
Committee considerations in 2015activities
The Committee’s main consideration in 2015 was to undertake a full incentives plan review. This review was undertaken in consultation with major shareholdersfocus areas and shareholder organisations, relevant IHG managementactivities discussed by the Committee during 2017 were: Review and external advisers. The review covered all aspectsapproval of short-performance outcomes and long-term incentivesset targets for 2017; Executive Committee changes and their suitability for different levels of senior executives. This also included consideration of:
Some key initial outcomes of this review are detailed in the Implementation of Directors Remuneration Policy in 2016 on page 76 and we will continue the review into 2016. The following key matters were also discussed:
Remuneration advisers
The Committee continued to retain PricewaterhouseCoopers LLP (PwC) throughout 20152017 as independent advisers. Fees of £165,785£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. PwC also provided tax and other consulting services to the Group during 2015. The terms of engagement for PwC are available from the Company Secretary’s office on request.
PwC was appointed following a competitive tender process.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 Committee is satisfied thatperiod of work commenced before the advice received from PwC was objective and independent, as appointment of the Chief Human Resources Officer.
PwC is a member of the Remuneration Consultants Group. Members of this group adhere to a voluntaryGroup and as such, voluntarily operates under the code of conduct that sets out the role ofin relation to executive remuneration consultantsconsulting 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 wasis no binding vote in respect of the DR Policy at the 20152018 AGM as it remainedremains unchanged from 2014. There will be a binding vote in respect of the new DR Policy in 2017.
The outcome of the binding votevotes in respect of the DR Policy voted on at theand Report for 2014 AGM isto 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 | 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 | 15,483,775 | 906,025 | 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 | |||||||||||||||||||||||||||
| (90.94%) | (9.06%) | |||||||||||||||||||||||||||||||||||
At the Company’s most recent AGMs, the annual advisory vote in respect of the Directors’ Remuneration Report was as follows:
|
| |||||||||||||||||||||||||||||||||||
| AGM | Votes for | Votes against | Abstentions | |||||||||||||||||||||||||||||||||
2015 | 149,415,662 | 4,633,208 | 3,642,496 | |||||||||||||||||||||||||||||||||
| (96.99%) | (3.01%) | |||||||||||||||||||||||||||||||||||
2014 | 158,131,479 | 10,076,027 | 3,623,200 | |||||||||||||||||||||||||||||||||
| (94.01%) | (5.99%) | |||||||||||||||||||||||||||||||||||
Luke MayhewJo Harlow
Chairman of the Remuneration Committee
2219 February 2016
Group Financial Statements2018
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Group Financial Statements
Group Financial
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Crowne Plaza London – Kings Cross, United Kingdom
| 78 | IHG | Annual Report and Form 20-F |
IHG | Annual Report and Form 20-F 2017 | Group Financial Statements 79
Statement of 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 20152017 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 20152017 the Group’s internal control over financial reporting was effective.
During the period covered by this document there were no 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 2015,2017, 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 86.87.
For and on behalf of the Board
Keith Barr |  | |
Paul Edgecliffe-Johnson | ||
| Chief Executive Officer | Chief Financial Officer | |
| 80 | IHG | Annual Report and Form 20-F |
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| IHG | Annual Report and Form 20-F | 81 |
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Independent Auditor’s US Report
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 2015,2017, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 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 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 2015, 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 2015 Consolidated Financial Statements of InterContinental Hotels Group PLC, and our report dated 22 February 2016 expressed an unqualified opinion thereon.
ERNST & YOUNG LLP
London, England
2219 February 20162018
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 20152017 and 2014,2016, and the related Group statements of income, comprehensive income, changes in equity and cash flows for each of the three years in the period ended 31 December 2015. 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 20152017 and 2014,2016, and the consolidated results of its operations and its cash flows for each of the three years in the period ended 31 December 2015,2017, 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 2015,2017, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework), and our report dated 2219 February 20162018 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
2219 February 20162018
Notes:
| IHG | Annual Report and Form 20-F |
Group Financial Statements | Group Financial Statements
| 2015 | 2014 | 2013 | ||||||||||||||||||||||||||||||||||||||||||
| Before | Exceptional | Before | Exceptional | Before | Exceptional | |||||||||||||||||||||||||||||||||||||||
| exceptional | items | exceptional | items | exceptional | items | |||||||||||||||||||||||||||||||||||||||
| For the year ended | items | (note 5) | Total | items | (note 5) | Total | items | (note 5) | Total | |||||||||||||||||||||||||||||||||||
| 31 December 2015 | Note | $m | $m | $m | $m | $m | $m | $m | $m | $m | ||||||||||||||||||||||||||||||||||
| Revenue | 2 | 1,803 | – | 1,803 | 1,858 | – | 1,858 | 1,903 | – | 1,903 | ||||||||||||||||||||||||||||||||||
| Cost of sales | (640 | ) | – | (640 | ) | (741 | ) | – | (741 | ) | (784 | ) | – | (784 | ) | |||||||||||||||||||||||||||||
| Administrative expenses | (395 | ) | (25 | ) | (420 | ) | (382 | ) | (101 | ) | (483 | ) | (374 | ) | (167 | ) | (541 | ) | ||||||||||||||||||||||||||
| Share of (losses)/profits of associates and joint ventures | 2 | (3 | ) | – | (3 | ) | (4 | ) | – | (4 | ) | 2 | 6 | 8 | ||||||||||||||||||||||||||||||
| Other operating income and expenses | 11 | 880 | 891 | 16 | 130 | 146 | 6 | 166 | 172 | |||||||||||||||||||||||||||||||||||
| 776 | 855 | 1,631 | 747 | 29 | 776 | 753 | 5 | 758 | ||||||||||||||||||||||||||||||||||||
| Depreciation and amortisation | 2 | (96 | ) | – | (96 | ) | (96 | ) | – | (96 | ) | (85 | ) | – | (85 | ) | ||||||||||||||||||||||||||||
| Impairment charges | 2 | – | (36 | ) | (36 | ) | – | – | – | – | – | – | ||||||||||||||||||||||||||||||||
| Operating profit | 2 | 680 | 819 | 1,499 | 651 | 29 | 680 | 668 | 5 | 673 | ||||||||||||||||||||||||||||||||||
| Financial income | 6 | 5 | – | 5 | 3 | – | 3 | 5 | – | 5 | ||||||||||||||||||||||||||||||||||
| Financial expenses | 6 | (92 | ) | – | (92 | ) | (83 | ) | – | (83 | ) | (78 | ) | – | (78 | ) | ||||||||||||||||||||||||||||
| Profit before tax | 593 | 819 | 1,412 | 571 | 29 | 600 | 595 | 5 | 600 | |||||||||||||||||||||||||||||||||||
| Tax | 7 | (180 | ) | (8 | ) | (188 | ) | (179 | ) | (29 | ) | (208 | ) | (175 | ) | (51 | ) | (226 | ) | |||||||||||||||||||||||||
| Profit for the year from continuing operations | 413 | 811 | 1,224 | 392 | – | 392 | 420 | (46 | ) | 374 | ||||||||||||||||||||||||||||||||||
| Attributable to: | ||||||||||||||||||||||||||||||||||||||||||||
| Equity holders of the parent | 411 | 811 | 1,222 | 391 | – | 391 | 418 | (46 | ) | 372 | ||||||||||||||||||||||||||||||||||
| Non-controlling interest | 2 | – | 2 | 1 | – | 1 | 2 | – | 2 | |||||||||||||||||||||||||||||||||||
| 413 | 811 | 1,224 | 392 | – | 392 | 420 | (46 | ) | 374 | |||||||||||||||||||||||||||||||||||
| Earnings per ordinary share | 9 | |||||||||||||||||||||||||||||||||||||||||||
| Continuing and total operations: | ||||||||||||||||||||||||||||||||||||||||||||
| Basic | 520.0¢ | 158.3¢ | 140.9¢ | |||||||||||||||||||||||||||||||||||||||||
| Diluted | 513.4¢ | 156.4¢ | 139.3¢ | |||||||||||||||||||||||||||||||||||||||||
Notes on pages 94 to 141 form an integral part of these Financial Statements.
| 87 |
Group Financial Statements
continuedGroup Financial Statements
Group income statement of comprehensive income
| For the year ended 31 December 2015 | 2015 $m | 2014 $m | 2013 $m | |||||||||
Profit for the year | 1,224 | 392 | 374 | |||||||||
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 $nil (2014: $1m, 2013: $nil) | 2 | 11 | 28 | |||||||||
Exchange (losses)/gains on retranslation of foreign operations, including related tax charge of $1m (2014: credit of $1m, 2013: credit of $2m) | (2 | ) | 42 | (35 | ) | |||||||
Exchange losses reclassified to profit on hotel disposal | 2 | – | 46 | |||||||||
| 2 | 53 | 39 | ||||||||||
Items that will not be reclassified to profit or loss: | ||||||||||||
Re-measurement gains/(losses) on defined benefit plans, net of related tax charge of $4m (2014: credit of $7m, 2013: charge of $20m) | 9 | (18 | ) | 20 | ||||||||
Tax related to pension contributions | 7 | 2 | – | |||||||||
| 16 | (16 | ) | 20 | |||||||||
Total other comprehensive income for the year | 18 | 37 | 59 | |||||||||
Total comprehensive income for the year | 1,242 | 429 | 433 | |||||||||
Attributable to: | ||||||||||||
Equity holders of the parent | 1,240 | 428 | 433 | |||||||||
Non-controlling interest | 2 | 1 | – | |||||||||
| 1,242 | 429 | 433 | ||||||||||
Notes on pages 94 to 141 form an integral part of these 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 |
Group statement of comprehensive income
| 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 2017 | Group Financial Statements | Group Financial Statements | 89 |
Group Financial Statements
Group Financial Statements continued
Group statement of changes in equity
| Shares | 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 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| held by | Unrealised | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity | Capital | employee | gains and | Currency | IHG share- | Non- | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| share | redemption | share | Other | losses | translation | Retained | holders’ | controlling | Total | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| capital | reserve | trusts | reserves | reserve | reserve | earnings | equity | interest | equity | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| $m | $m | $m | $m | $m | $m | $m | $m | $m | $m | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
At 1 January 2015 | 178 | 12 | (35 | ) | (2,896 | ) | 111 | 269 | 1,636 | (725 | ) | 8 | (717 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| At 1 January 2017 | 141 | 9 | (11 | ) | (2,860 | ) | 111 | 451 | 1,392 | (767 | ) | 8 | (759 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Profit for the year | – | – | – | – | – | – | 1,222 | 1,222 | 2 | 1,224 | – | – | – | – | – | – | 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 | – | – | – | – | 2 | – | – | 2 | – | 2 | – | – | – | – | 41 | – | – | 41 | – | 41 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Exchange differences on retranslation of foreign operations | – | – | – | – | – | (2 | ) | – | (2 | ) | – | (2 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Exchange losses reclassified to profit on hotel disposal | – | – | – | – | – | 2 | – | 2 | – | 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| – | – | – | – | 2 | – | – | 2 | – | 2 | – | – | – | – | (32 | ) | (78 | ) | – | (110 | ) | 1 | (109 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Re-measurement losses on defined benefit plans | – | – | – | – | – | – | (4 | ) | (4 | ) | – | (4 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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 | – | – | – | – | 2 | – | 16 | 18 | – | 18 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Total other comprehensive (loss)/income for the year | – | – | – | – | (32 | ) | (78 | ) | (15 | ) | (125 | ) | 1 | (124 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Total comprehensive income for the year | – | – | – | – | 2 | – | 1,238 | 1,240 | 2 | 1,242 | – | – | – | – | (32 | ) | (78 | ) | 577 | 467 | 2 | 469 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Transfer of treasury shares to employee share trusts | – | – | (20 | ) | – | – | – | 20 | – | – | – | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Purchase of own shares by employee share trusts | – | – | (47 | ) | – | – | – | – | (47 | ) | – | (47 | ) | – | – | (3 | ) | – | – | – | – | (3 | ) | – | (3 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Release of own shares by employee share trusts | – | – | 62 | – | – | – | (62 | ) | – | – | – | – | – | 29 | – | – | – | (29 | ) | – | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity-settled share-based cost | – | – | – | – | – | – | 24 | 24 | – | 24 | – | – | – | – | – | – | 29 | 29 | – | 29 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Tax related to share schemes | – | – | – | – | – | – | 5 | 5 | – | 5 | – | – | – | – | – | – | 9 | 9 | – | 9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Equity dividends paid | – | – | – | – | – | – | (188 | ) | (188 | ) | – | (188 | ) | – | – | – | – | – | – | (593 | ) | (593 | ) | (3 | ) | (596 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Exchange adjustments | (9 | ) | (1 | ) | 2 | 8 | – | – | – | – | – | – | 13 | 1 | – | (14 | ) | – | – | – | – | – | – | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
At 31 December 2015 | 169 | 11 | (18 | ) | (2,888 | ) | 113 | 269 | 2,653 | 309 | 10 | 319 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 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 94 to 141 form an integral part of these Financial Statements.
| Notes on pages 95 to 143 form an integral part of these Financial Statements. |
Group Financial Statementscontinued
Group statement of changes in equitycontinued
| Shares | ||||||||||||||||||||||||||||||||||||||||
| held by | Unrealised | |||||||||||||||||||||||||||||||||||||||
| Equity | Capital | employee | gains and | Currency | IHG share- | Non- | ||||||||||||||||||||||||||||||||||
| share | redemption | share | Other | losses | translation | Retained | holders’ | controlling | Total | |||||||||||||||||||||||||||||||
| capital | reserve | trusts | reserves | reserve | reserve | earnings | equity | interest | equity | |||||||||||||||||||||||||||||||
| $m | $m | $m | $m | $m | $m | $m | $m | $m | $m | |||||||||||||||||||||||||||||||
At 1 January 2014 | 189 | 12 | (38 | ) | (2,906 | ) | 100 | 227 | 2,334 | (82 | ) | 8 | (74 | ) | ||||||||||||||||||||||||||
Profit for the year | – | – | – | – | – | – | 391 | 391 | 1 | 392 | ||||||||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||||||||
Exchange differences on retranslation of foreign operations | – | – | – | – | – | 42 | – | 42 | – | 42 | ||||||||||||||||||||||||||||||
| – | – | – | – | 11 | 42 | – | 53 | – | 53 | |||||||||||||||||||||||||||||||
| Items that will not be reclassified to profit or loss: | ||||||||||||||||||||||||||||||||||||||||
Re-measurement losses on defined benefit plans | – | – | – | – | – | – | (18 | ) | (18 | ) | – | (18 | ) | |||||||||||||||||||||||||||
Tax related to pension contributions | – | – | – | – | – | – | 2 | 2 | – | 2 | ||||||||||||||||||||||||||||||
| – | – | – | – | – | – | (16 | ) | (16 | ) | – | (16 | ) | ||||||||||||||||||||||||||||
| Total other comprehensive income | – | – | – | – | 11 | 42 | (16 | ) | 37 | – | 37 | |||||||||||||||||||||||||||||
| Total comprehensive income for the year | – | – | – | – | 11 | 42 | 375 | 428 | 1 | 429 | ||||||||||||||||||||||||||||||
Repurchase of shares | – | – | – | – | – | – | (110 | ) | (110 | ) | – | (110 | ) | |||||||||||||||||||||||||||
| Transaction costs relating to shareholder returns | – | – | – | – | – | – | (1 | ) | (1 | ) | – | (1 | ) | |||||||||||||||||||||||||||
| Purchase of own shares by employee share trusts | – | – | (58 | ) | – | – | – | – | (58 | ) | – | (58 | ) | |||||||||||||||||||||||||||
| Release of own shares by employee share trusts | – | – | 60 | – | – | – | (60 | ) | – | – | – | |||||||||||||||||||||||||||||
| Equity-settled share-based cost | – | – | – | – | – | – | 28 | 28 | – | 28 | ||||||||||||||||||||||||||||||
Tax related to share schemes | – | – | – | – | – | – | 12 | 12 | – | 12 | ||||||||||||||||||||||||||||||
Equity dividends paid | – | – | – | – | – | – | (942 | ) | (942 | ) | (1 | ) | (943 | ) | ||||||||||||||||||||||||||
Exchange adjustments | (11 | ) | – | 1 | 10 | – | – | – | – | – | – | |||||||||||||||||||||||||||||
At 31 December 2014 | 178 | 12 | (35 | ) | (2,896 | ) | 111 | 269 | 1,636 | (725 | ) | 8 | (717 | ) | ||||||||||||||||||||||||||
All items above are shown net of tax.
Notes on pages 94 to 141 form an integral part of these Financial Statements.
| 90 | IHG | Annual Report and Form 20-F |
Group statement of changes in equitycontinued
| Shares | ||||||||||||||||||||||||||||||||||||||||
| held by | Unrealised | |||||||||||||||||||||||||||||||||||||||
| Equity | Capital | employee | gains and | Currency | IHG share- | Non- | ||||||||||||||||||||||||||||||||||
| share | redemption | share | Other | losses | translation | Retained | holders’ | controlling | Total | |||||||||||||||||||||||||||||||
| capital | reserve | trusts | reserves | reserve | reserve | earnings | equity | interest | equity | |||||||||||||||||||||||||||||||
| $m | $m | $m | $m | $m | $m | $m | $m | $m | $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 94 to 141 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 |
Group Financial Statementscontinued
Group Financial Statements continued
Group statement of financial positionchanges in equity continued
| 2015 | 2014 | |||||||||||
| 31 December 2015 | Note | $m | $m | |||||||||
ASSETS | ||||||||||||
Property, plant and equipment | 12 | 428 | 741 | |||||||||
Goodwill and other intangible assets | 13 | 1,226 | 643 | |||||||||
Investment in associates and joint ventures | 14 | 136 | 116 | |||||||||
Trade and other receivables | 16 | 3 | 3 | |||||||||
Retirement benefit assets | 25 | – | 8 | |||||||||
Other financial assets | 15 | 284 | 252 | |||||||||
Non-current tax receivable | 37 | 34 | ||||||||||
Deferred tax assets | 7 | 49 | 87 | |||||||||
Total non-current assets | 2,163 | 1,884 | ||||||||||
Inventories | 3 | 3 | ||||||||||
Trade and other receivables | 16 | 462 | 448 | |||||||||
Current tax receivable | 4 | 4 | ||||||||||
Derivative financial instruments | – | 2 | ||||||||||
Other financial assets | 15 | – | 5 | |||||||||
Cash and cash equivalents | 17 | 1,137 | 162 | |||||||||
Total current assets | 1,606 | 624 | ||||||||||
Assets classified as held for sale | 11 | – | 310 | |||||||||
Total assets | 2 | 3,769 | 2,818 | |||||||||
LIABILITIES | ||||||||||||
Loans and other borrowings | 21 | (427 | ) | (126 | ) | |||||||
Derivative financial instruments | (3 | ) | – | |||||||||
Trade and other payables | 18 | (839 | ) | (769 | ) | |||||||
Provisions | 19 | (15 | ) | (1 | ) | |||||||
Current tax payable | (85 | ) | (47 | ) | ||||||||
Total current liabilities | (1,369 | ) | (943 | ) | ||||||||
Loans and other borrowings | 21 | (1,239 | ) | (1,569 | ) | |||||||
Retirement benefit obligations | 25 | (129 | ) | (146 | ) | |||||||
Trade and other payables | 18 | (578 | ) | (627 | ) | |||||||
Provisions | 19 | – | (9 | ) | ||||||||
Deferred tax liabilities | 7 | (135 | ) | (147 | ) | |||||||
Total non-current liabilities | (2,081 | ) | (2,498 | ) | ||||||||
Liabilities classified as held for sale | 11 | – | (94 | ) | ||||||||
Total liabilities | 2 | (3,450 | ) | (3,535 | ) | |||||||
Net assets/(liabilities) | 319 | (717 | ) | |||||||||
EQUITY | ||||||||||||
Equity share capital | 27 | 169 | 178 | |||||||||
Capital redemption reserve | 27 | 11 | 12 | |||||||||
Shares held by employee share trusts | 27 | (18 | ) | (35 | ) | |||||||
Other reserves | 27 | (2,888 | ) | (2,896 | ) | |||||||
Unrealised gains and losses reserve | 27 | 113 | 111 | |||||||||
Currency translation reserve | 27 | 269 | 269 | |||||||||
Retained earnings | 2,653 | 1,636 | ||||||||||
IHG shareholders’ equity | 309 | (725 | ) | |||||||||
Non-controlling interest | 27 | 10 | 8 | |||||||||
Total equity | 319 | (717 | ) | |||||||||
| 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 | ||||||||||||||||||||||||||||||||
Signed on behalfAll items above are shown net of the Board
Paul Edgecliffe-Johnson
22 February 2016
Notes on pages 94 to 141 form an integral part of these Financial Statements.
| Notes on pages 95 to 143 form an integral part of these Financial Statements. |
| 92 | IHG | Annual Report and Form 20-F |
Group statement of cash flowsfinancial position
| 2015 | 2014 | 2013 | ||||||||||||||
| For the year ended 31 December 2015 | Note | $m | $m | $m | ||||||||||||
Profit for the year | 1,224 | 392 | 374 | |||||||||||||
Adjustments reconciling profit for the year to cash flow from operations | 22 | (414 | ) | 361 | 414 | |||||||||||
Cash flow from operations | 22 | 810 | 753 | 788 | ||||||||||||
Interest paid | (75 | ) | (76 | ) | (74 | ) | ||||||||||
Interest received | 2 | 2 | 2 | |||||||||||||
Tax paid on operating activities | 7 | (109 | ) | (136 | ) | (92 | ) | |||||||||
Net cash from operating activities | 628 | 543 | 624 | |||||||||||||
Cash flow from investing activities | ||||||||||||||||
Purchase of property, plant and equipment | (42 | ) | (84 | ) | (159 | ) | ||||||||||
Purchase of intangible assets | (157 | ) | (162 | ) | (86 | ) | ||||||||||
Investment in other financial assets | (28 | ) | (5 | ) | (154 | ) | ||||||||||
Investment in associates and joint ventures | (30 | ) | (15 | ) | (10 | ) | ||||||||||
Loan advances to associates and joint ventures | (25 | ) | (3 | ) | – | |||||||||||
Acquisition of business, net of cash acquired | 10 | (438 | ) | – | – | |||||||||||
Capitalised interest paid | (4 | ) | (2 | ) | – | |||||||||||
Disposal of hotel assets, net of costs and cash disposed | 11 | 1,277 | 345 | 460 | ||||||||||||
Proceeds from other financial assets | 6 | 49 | 109 | |||||||||||||
Loan repayments by associates and joint ventures | 22 | – | – | |||||||||||||
Distribution from associate on sale of hotel | – | – | 17 | |||||||||||||
Proceeds from disposal of associates and joint ventures | 9 | – | 3 | |||||||||||||
Tax paid on disposals | 7 | (1 | ) | – | (5 | ) | ||||||||||
Net cash from investing activities | 589 | 123 | 175 | |||||||||||||
Cash flow from financing activities | ||||||||||||||||
Proceeds from the issue of share capital | – | – | 5 | |||||||||||||
Purchase of own shares | – | (110 | ) | (283 | ) | |||||||||||
Purchase of own shares by employee share trusts | (47 | ) | (68 | ) | (44 | ) | ||||||||||
Dividends paid to shareholders | 8 | (188 | ) | (942 | ) | (533 | ) | |||||||||
Dividend paid to non-controlling interest | – | (1 | ) | (1 | ) | |||||||||||
Transaction costs relating to shareholder returns | – | (1 | ) | – | ||||||||||||
Issue of long-term bonds | 458 | – | – | |||||||||||||
Other new borrowings | 400 | – | – | |||||||||||||
New borrowings repaid | (400 | ) | – | – | ||||||||||||
(Decrease)/increase in other borrowings | (355 | ) | 382 | (1 | ) | |||||||||||
Proceeds from foreign exchange swaps | 22 | – | – | |||||||||||||
Close-out of currency swaps | – | 4 | – | |||||||||||||
Net cash from financing activities | (110 | ) | (736 | ) | (857 | ) | ||||||||||
Net movement in cash and cash equivalents in the year | 1,107 | (70 | ) | (58 | ) | |||||||||||
Cash and cash equivalents at beginning of the year | 17 | 55 | 134 | 195 | ||||||||||||
Exchange rate effects | (64 | ) | (9 | ) | (3 | ) | ||||||||||
Cash and cash equivalents at end of the year | 17 | 1,098 | 55 | 134 | ||||||||||||
| 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 | ) | ||||||||||||||
NotesSigned on pages 94 to 141 form an integral partbehalf of these Financial Statements.the Board
19 February 2018
| Notes on pages 95 to 143 form an integral part of these Financial Statements. |
| IHG | Annual Report and Form 20-F | 93 |
Group Financial Statements
Group Financial Statements continued
| 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 | IHG | Annual Report and Form 20-F 2017 |
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.
The Consolidated Financial Statements of InterContinental Hotels Group PLC (the Group or IHG) for the year ended 31 December 20152017 were authorised for issue in accordance with a resolution of the Directors on 2219 February 2016.2018. InterContinental Hotels Group PLC (the Company) is incorporated and domiciled in Great Britain and registered in England and Wales.
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 2015,2017, the Group has adopted adopted:
The Group adopted ‘Offsetting Financial Assets and Liabilities’
(
Presentational currency
The Consolidated Financial Statements are presented in millions of US dollars reflecting the profile of the Group’s revenue and operating profit which are primarily generated in US dollars or US dollar-linked currencies.
In the Consolidated 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 companyParent 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 2015,2017, the trust had assets with a fair value of $148m (2014 $148m)$197m (2016: $161m).
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 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’.
Business combinations and goodwill
On 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 acquisition is as described in the general principles detailed within the ‘Taxes’ accounting policy note on page 9698 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 difference between the fair value of the consideration and the fair value of net assets acquired. Following initial recognition, goodwill is measured at cost less any accumulated impairment 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.
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.
Intangible assets are reviewed for impairment when events or changes in circumstances indicate that the carrying value may not be recoverable.
Borrowing costs
| 96 | IHG | Annual Report and Form 20-F 2017 |
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.
Accounting policiescontinued
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 these 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.
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 ‘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 carried out on 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.
Accounting policiescontinued
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 2017 | Group Financial Statements | Accounting policies | 99 |
Group Financial Statements
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.
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 purchase price is recognised in the share premium reserve.
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 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 value of intangible assets acquired in business combinations, the loyalty programme liability, 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 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 | IHG | Annual Report and Form 20-F 2017 |
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 formulae 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.
TheAt 31 December 2017, the future redemption liability which is included in trade and other payables, was $649m at 31 December 2015.$760m (2016: $685m). Based on the conditions existing at the balance sheet date, a one percentage point decrease in the breakage estimate would increase this liability by approximately $10m.
Kimpton acquisition – The Group acquired Kimpton Hotel and Restaurant Group, LLC (Kimpton) on 16 January 2015 and has recognised the identifiable assets and liabilities acquired at fair value, with the difference between the fair value of net assets acquired and the fair value of consideration paid as goodwill. The most significant assets acquired were intangible assets and the Group engaged an independent valuation specialist to assist with their identification and valuation. The Group assessed the competence, capabilities and objectivity of the specialist, as well as the reasonableness of their conclusions having regard to the key assumptions including forecast cash flows, discount rates, royalty rates and long-term growth rates. As a result of the valuation exercise, management contract assets of $71m, brand assets of $193m and goodwill of $167m were recognised. The management contracts were valued using an excess earnings approach and the brands using the relief-from-royalty method. A 10% reduction in the EBITDA margin applied to forecast management contract fees would have reduced the management contract valuation by $17m and a 0.5 percentage point increase in the assumed royalty rate would have increased the brand valuation by $97m, with corresponding adjustments to the amount of goodwill recognised.
For the reasons set out in note 13 to the accounts, the brands have been deemed to have an indefinite life.
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 and 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 2015,2017, the Group had goodwill of $233m$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.
TheAt 31 December 2017, the Group also had property, plant and equipment, and other intangible assets and investments in associates and joint ventures with a net book value of $428m$425m, $1,037m and $800m respectively at 31 December 2015. An$141m (2016: $419m, $867m and $111m) respectively. In 2017, an impairment charge of $27m$18m (2016: $16m) was recognised during the year in relation to two hotel propertiesan associate investment as described in North America.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 a further impairment charge of $6m.$13m.
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’sGroup Financial Statements.
From 1 January 2016, the Group will apply the amendments to existing standards arising from the Annual Improvements to IFRSs 2012–2014 cycle.
From 1 January 2016, the Group will apply Amendments to IAS 16 and IAS 38 ‘Clarification of Acceptable Methods of Depreciation and Amortisation’, Amendments to IFRS 11 ‘Accounting for Acquisition of Interests in Joint Operations’, and Amendments to IAS 1 ‘Disclosure Initiative’.
The Group will also apply Amendments to IFRS 10 and IAS 28 ‘Sale or Contribution of Assets between an Investor and its Associate or Joint Venture’ on the effective date of these amendments, which have been deferred indefinitely.
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 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’ was issued as a final standard in July 2014 and is effective
IFRS 9, which will be adopted by the Group with effect from 1 January 2018. The standard2018, 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 designated effective hedging relationships will continue to qualify for hedge accounting under IFRS 9. As IFRS 9 does not change the general principles of how an entity accounts for effective hedges, applying the hedging requirements of IFRS 9 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’ was issued in January 2016 and is effective
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. 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 liabilities in respect ofa lease liability representing the minimum lease payment for all leases with a termleases. Depreciation of more than 12 months, and show depreciation of leased‘right-of-use’ assets and interest on lease liabilities separately inwill be charged to the income statement.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 apply the full retrospective method of application. Management are currently quantifying the impact of adopting IFRS 16 which is currently assessingexpected 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 impactsGroup will apply Amendments to IFRS 2 ‘Classification and Measurement of IFRS 15, Share-Based Payment Transactions’. The amendments address the effects of vesting conditions on the 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 required effective dates.Group’s reported financial performance or position.
| IHG | Annual Report and Form 20-F |
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=£0.65 (2014:0.78 (2016: $1=£0.61, 2013:0.74, 2015: $1=£0.64)0.65). In the case of the euro, the translation rate is $1=€0.90 (2014:0.89 (2016: $1=€0.75, 2013:0.90, 2015: $1=€0.75)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=£0.68 (2014:0.74 (2016: $1=£0.64, 2013:0.81, 2015: $1=£0.60)0.68). In the case of the euro, the translation rate is $1=€0.92 (2014:0.83 (2016: $1=€0.82, 2013:0.95, 2015: $1=€0.73)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 2015 | Americas $m | Europe $m | AMEA $m | Greater China $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 China $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 operating 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 operating 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.
| Year ended 31 December 2017 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||
| Revenue | ||||||||||||||||||||
| Franchised | 703 | 109 | 17 | 4 | – | 833 | ||||||||||||||
| Managed | 172 | 132 | 193 | 122 | – | 619 | ||||||||||||||
| Owned and leased | 150 | – | 34 | – | – | 184 | ||||||||||||||
| Central | – | – | – | – | 148 | 148 | ||||||||||||||
| 1,025 | 241 | 244 | 126 | 148 | 1,784 | |||||||||||||||
| | Americas $m | | Europe $m | | AMEA $m | |
Greater China $m | | Central $m | | Group $m | |||||||||
| Segmental result | ||||||||||||||||||||
| Franchised | 606 | 85 | 14 | 2 | – | 707 | ||||||||||||||
| Managed | 65 | 26 | 91 | 73 | – | 255 | ||||||||||||||
| Owned and leased | 29 | – | 2 | – | – | 31 | ||||||||||||||
| Regional and central | (56 | ) | (25) | (20 | ) | (23) | (110 | ) | (234) | |||||||||||
| Reportable segments’ operating profit | 644 | 86 | 87 | 52 | (110 | ) | 759 | |||||||||||||
| Exceptional items (note 5) | 37 | (2) | (2 | ) | – | (29 | ) | 4 | ||||||||||||
| Operating profit | 681 | 84 | 85 | 52 | (139 | ) | 763 | |||||||||||||
2. Segmental informationcontinued
| 31 December 2015 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
Assets and liabilities | ||||||||||||||||||||||||
Segment assets | 1,355 | 383 | 260 | 148 | 396 | 2,542 | ||||||||||||||||||
Unallocated assets: | ||||||||||||||||||||||||
Non-current tax receivable | 37 | |||||||||||||||||||||||
Deferred tax assets | 49 | |||||||||||||||||||||||
Current tax receivable | 4 | |||||||||||||||||||||||
Cash and cash equivalents | 1,137 | |||||||||||||||||||||||
Total assets | 3,769 | |||||||||||||||||||||||
Segment liabilities | (449 | ) | (156 | ) | (76 | ) | (46 | ) | (834 | ) | (1,561 | ) | ||||||||||||
Unallocated liabilities: | ||||||||||||||||||||||||
Current tax payable | (85 | ) | ||||||||||||||||||||||
Deferred tax liabilities | (135 | ) | ||||||||||||||||||||||
Derivative financial instruments | (3 | ) | ||||||||||||||||||||||
Loans and other borrowings | (1,666 | ) | ||||||||||||||||||||||
Total liabilities | (3,450 | ) | ||||||||||||||||||||||
| Year ended 31 December 2015 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
Other segmental information | ||||||||||||||||||||||||
Capital expenditure (see below) | 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/(profits) of associates and joint ventures | 5 | – | (2 | ) | – | – | 3 | |||||||||||||||||
Impairment charges | 27 | – | 9 | – | – | 36 | ||||||||||||||||||
a Included in the $96m of depreciation and amortisation is $50m relating to administrative expenses and $46m 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 | 87 | 45 | 8 | 4 | 118 | 262 | ||||||||||||||||||
Management contracts acquired on disposal of hotels | – | 33 | – | 64 | – | 97 | ||||||||||||||||||
Timing differences and other adjustments | (5 | ) | – | – | – | – | (5 | ) | ||||||||||||||||
Additions per the Financial Statements | 82 | 78 | 8 | 68 | 118 | 354 | ||||||||||||||||||
Comprising additions to: | ||||||||||||||||||||||||
Property, plant and equipment | 19 | – | 1 | 1 | 21 | 42 | ||||||||||||||||||
Assets classified as held for sale | – | – | – | 2 | – | 2 | ||||||||||||||||||
Intangible assets | 25 | 64 | 4 | 65 | 97 | 255 | ||||||||||||||||||
Investment in associates and joint ventures | 30 | – | – | – | – | 30 | ||||||||||||||||||
Other financial assets | 8 | 14 | 3 | – | – | 25 | ||||||||||||||||||
| 82 | 78 | 8 | 68 | 118 | 354 | |||||||||||||||||||
| Group $m | ||||
| Reportable segments’ operating profit | ||||
| Exceptional items (note 5) | 4 | |||
| Operating profit | 763 | |||
| Net finance costs | (85) | |||
| Profit before tax | 678 | |||
| Tax | (85) | |||
| Profit for the year | 593 |
Notes to the Group Financial Statementscontinued
2. Segmental informationcontinued
| Year ended 31 December 2014 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
Revenue | ||||||||||||||||||||||||
Franchised | 630 | 104 | 16 | 4 | – | 754 | ||||||||||||||||||
Managed | 103 | 159 | 187 | 99 | – | 548 | ||||||||||||||||||
Owned and leased | 138 | 111 | 39 | 139 | – | 427 | ||||||||||||||||||
Central | – | – | – | – | 129 | 129 | ||||||||||||||||||
| 871 | 374 | 242 | 242 | 129 | 1,858 | |||||||||||||||||||
| Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | |||||||||||||||||||
Segmental result | ||||||||||||||||||||||||
Franchised | 544 | 78 | 12 | 5 | – | 639 | ||||||||||||||||||
Managed | 47 | 30 | 88 | 63 | – | 228 | ||||||||||||||||||
Owned and leased | 18 | 14 | 3 | 42 | – | 77 | ||||||||||||||||||
Regional and central | (65 | ) | (33 | ) | (19 | ) | (21 | ) | (155 | ) | (293 | ) | ||||||||||||
Reportable segments’ operating profit | 544 | 89 | 84 | 89 | (155 | ) | 651 | |||||||||||||||||
Exceptional operating items (note 5) | 110 | (56 | ) | – | – | (25 | ) | 29 | ||||||||||||||||
Operating profit | 654 | 33 | 84 | 89 | (180 | ) | 680 | |||||||||||||||||
| 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 | |||||||||||||||||||||||
All items above relate to continuing operations.
2. Segmental informationcontinued
| 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 amortisationa | 22 | 18 | 8 | 15 | 33 | 96 | ||||||||||||||||||
Share-based payments cost | – | – | – | – | 21 | 21 | ||||||||||||||||||
Share of losses/(profits) of associates and joint ventures | 6 | – | (2 | ) | – | – | 4 | |||||||||||||||||
a 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 and other adjustments | – | – | – | (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 | |||||||||||||||||||
Notes to the Group Financial Statementscontinued
2. Segmental informationcontinued
| 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 to continuing operations.
|
| |||||||||||||||||||||||
| Year ended 31 December 2013 | Americas $m | Europe $m | AMEA $m | Greater China $m | Central $m | Group $m | ||||||||||||||||||
Other segmental information | ||||||||||||||||||||||||
Capital expenditure | 116 | 37 | 17 | 8 | 91 | 269 | ||||||||||||||||||
Non-cash items: | ||||||||||||||||||||||||
Depreciation and amortisationa | 19 | 18 | 10 | 15 | 23 | 85 | ||||||||||||||||||
Share-based payments cost | – | – | – | – | 22 | 22 | ||||||||||||||||||
Share of profits of associates and joint ventures | 5 | – | 3 | – | – | 8 | ||||||||||||||||||
| 104 | IHG | Annual Report and Form 20-F |
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
| Geographical information | Year ended $m | Year ended $m | Year ended $m | |||||||||
Revenue | ||||||||||||
United Kingdom | 67 | 75 | 90 | |||||||||
United States | 876 | 786 | 843 | |||||||||
People’s Republic of China (including Hong Kong) | 223 | 254 | 247 | |||||||||
Rest of World | 637 | 743 | 723 | |||||||||
| 1,803 | 1,858 | 1,903 | ||||||||||
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 | |||||||||||
Non-current assets | ||||||||||||
United Kingdom | 126 | 136 | ||||||||||
United States | 1,265 | 811 | ||||||||||
People’s Republic of China (including Hong Kong) | 83 | 318 | ||||||||||
Rest of World | 319 | 238 | ||||||||||
| 1,793 | 1,503 | |||||||||||
| 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.
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 107 |
Group Financial Statements
Notes to 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 | ||||||||||||||||||||
| a | Included in the $96m of depreciation and amortisation is $50m relating to administrative expenses and $46m relating to cost of sales. |
| Geographical information | Year ended $m | Year ended $m | Year ended $m | |||||||||||||||||||
| Revenue | ||||||||||||||||||||||
| United Kingdom | 68 | 66 | 67 | |||||||||||||||||||
| United States | 948 | 923 | 876 | |||||||||||||||||||
| China | 141 | 133 | 223 | |||||||||||||||||||
| Rest of World | 627 | 593 | 637 | |||||||||||||||||||
| 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 $m | 31 $m | |||||||||||
| Non-current assets | ||||||||||||
| United Kingdom | 108 | 105 | ||||||||||
| United States | 1,511 | 1,343 | ||||||||||
| Rest of World | 414 | 382 | ||||||||||
| 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.
| 108 | IHG | Annual Report and Form 20-F |
Notes to the Group Financial Statementscontinued
3. Staff costs and Directors’ emoluments
| 2015 $m | 2014 $m | 2013 $m | ||||||||||
Staff | ||||||||||||
Costs: | ||||||||||||
Wages and salaries | 562 | 577 | 580 | |||||||||
Social security costs | 33 | 42 | 41 | |||||||||
Pension and other post-retirement benefits: | ||||||||||||
Defined benefit plans (note 25) | 5 | 10 | 10 | |||||||||
Defined contribution plans | 28 | 28 | 25 | |||||||||
| 628 | 657 | 656 | ||||||||||
| 2015 | 2014 | 2013 | ||||||||||
Average number of employees, including part-time employees: | ||||||||||||
Americas | 2,082 | 2,191 | 2,548 | |||||||||
Europe | 1,041 | 1,557 | 1,602 | |||||||||
Asia, Middle East and Africa | 1,658 | 1,451 | 1,545 | |||||||||
Greater China | 865 | 1,092 | 1,083 | |||||||||
Central | 1,665 | 1,506 | 1,401 | |||||||||
| 7,311 | 7,797 | 8,179 | ||||||||||
The costs of the above employees are borne by IHG. Of these, 90% were employed on a full-time basis and 10% 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 706 (2014: 602, 2013: 578) General Managers who work in the managed hotels and whose total costs of $154m (2014: $142m, 2013: $135m) are borne by those hotels and, in the US predominantly, there are 19,746 (2014: 11,848, 2013: 10,834) other hotel workers in the managed hotels who have contracts or letters of service with IHG whose total costs of $782m (2014: $449m, 2013: $383m) are borne by those hotels.
|
| |||||||||||
| 2015 $m | 2014 $m | 2013 $m | ||||||||||
Directors’ emoluments | ||||||||||||
Base salaries, fees, performance payments and benefitsa | 7.9 | 9.0 | 8.5 | |||||||||
Pension benefits under defined contribution plans | – | 0.2 | 0.4 | |||||||||
a In 2014, excludes ICETUS cash-out payment of £9.4m.
More detailed information on the emoluments, pensions, share awards and shareholdings for each Director is shown in the Directors’ Remuneration Report on pages 68 to 77.
4. Auditor’s remuneration paid to Ernst & Young LLP
|
| |||||||||||
| 2015 $m | 2014 $m | 2013 $m | ||||||||||
Audit of the Financial Statements | 2.5 | 2.4 | 2.0 | |||||||||
Audit of subsidiaries | 2.1 | 2.0 | 1.4 | |||||||||
Audit-related assurance services | 0.2 | 0.2 | 0.5 | |||||||||
Other assurance services | 0.9 | 0.9 | 1.2 | |||||||||
Tax compliance | 0.2 | 0.2 | 0.2 | |||||||||
Tax advisory | 0.1 | 0.3 | 0.4 | |||||||||
Other non-audit services not covered by the above | 0.4 | 0.1 | 0.1 | |||||||||
| 6.4 | 6.1 | 5.8 | ||||||||||
| 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 | ||||||||||||||||
| a | Includes $13m (2016: $1m, 2015: $3m) classified as exceptional. |
The costs of the above employees are borne by IHG. Of these, 91% were employed on a full-time basis and 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 General Managers and, in the US predominantly, other hotel workers who work in the managed hotels and who have contracts or letters of service with IHG. The total number of these employees is 22,577 (2016: 22,002, 2015: 20,452) and their costs of $1,056m (2016: $1,002m, 2015: $936m) are borne by those hotels.
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Directors’ emoluments | ||||||||||||||||||||||
| Base salaries, fees, performance payments and benefits | 4.9 | 6.1 | 7.9 | |||||||||||||||||||
 | 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 | ||||||||||||||||||||
| 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.
| IHG | Annual Report and Form 20-F | 109 |
Group Financial Statements
Notes to the Group Financial Statements continued
5. Exceptional items
| Note | 2015 $m | 2014 $m | 2013 $m | |||||||||||||
Exceptional operating items | ||||||||||||||||
Administrative expenses: | ||||||||||||||||
Venezuelan currency losses | a | (4 | ) | (14 | ) | – | ||||||||||
Reorganisation costs | b | (6 | ) | (29 | ) | – | ||||||||||
Corporate development costs | c | (5 | ) | – | – | |||||||||||
Kimpton acquisition costs | d | – | (7 | ) | – | |||||||||||
Kimpton integration costs | e | (10 | ) | – | – | |||||||||||
Pension settlement cost | f | – | (6 | ) | (147 | ) | ||||||||||
UK portfolio restructuring | g | – | (45 | ) | – | |||||||||||
Litigation | h | – | – | (10 | ) | |||||||||||
Loyalty programme rebranding costs | i | – | – | (10 | ) | |||||||||||
| (25 | ) | (101 | ) | (167 | ) | |||||||||||
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 on disposal of hotels (note 11) | 871 | 130 | 166 | |||||||||||||
Gain on disposal of investment in associate (note 14) | 9 | – | – | |||||||||||||
| 880 | 130 | 166 | ||||||||||||||
Impairment charges: | ||||||||||||||||
Property, plant and equipment (note 12) | (27 | ) | – | – | ||||||||||||
Associates (note 14) | (9 | ) | – | – | ||||||||||||
| (36 | ) | – | – | |||||||||||||
| 819 | 29 | 5 | ||||||||||||||
Tax | ||||||||||||||||
Tax on exceptional operating items | j | (8 | ) | (29 | ) | (6 | ) | |||||||||
Exceptional tax | k | – | – | (45 | ) | |||||||||||
| (8 | ) | (29 | ) | (51 | ) | |||||||||||
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 98.
| 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 |
| 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 segments. The programme is expected to be completed in 2019. Included in the $36m cost are consultancy fees of $24m and severance costs of $8m. An additional $9m has been charged to the System Fund. |
| c | Arose from changes to the Venezuelan exchange rate mechanisms and the adoption of the SIMADI exchange rate in 2015, |
| Primarily legal costs related to development opportunities. |
| e |
| In |
| other items. In 2015, |
| f | Includes $108m relating to the |
Notes to the Group Financial Statementscontinued
6. Finance costs
2015 $m | 2014 $m | 2013 $m | ||||||||||||||
Financial income | ||||||||||||||||
Interest income on deposits | 2 | 2 | 4 | |||||||||||||
Interest income on loans and receivables | 3 | 1 | 1 | |||||||||||||
| 5 | 3 | 5 | ||||||||||||||
Financial expenses | ||||||||||||||||
Interest expense on borrowings | 74 | 66 | 59 | |||||||||||||
Finance charge payable under finance leases | 20 | 19 | 19 | |||||||||||||
Capitalised interest | (2 | ) | (2 | ) | – | |||||||||||
| 92 | 83 | 78 | ||||||||||||||
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 (2014: $2m, 2013: $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 3.4% (2014: 4.4%).
7. Tax Tax on profit
|
| |||||||||||||||
| Note | 2015 $m | 2014 $m | 2013 $m | |||||||||||||
Income tax | ||||||||||||||||
UK corporation tax at 20.25% (2014: 21.50%, 2013: 23.25%): | ||||||||||||||||
Current period | 7 | 5 | 62 | |||||||||||||
Benefit of tax reliefs on which no deferred tax previously recognised | a | – | – | (49 | ) | |||||||||||
Adjustments in respect of prior periods | (17 | ) | 2 | – | ||||||||||||
| (10 | ) | 7 | 13 | |||||||||||||
Foreign tax: | b | |||||||||||||||
Current period | 196 | 156 | 184 | |||||||||||||
Benefit of tax reliefs on which no deferred tax previously recognised | (1 | ) | (2 | ) | (42 | ) | ||||||||||
Adjustments in respect of prior periods | (27 | ) | (26 | ) | (17 | ) | ||||||||||
| 168 | 128 | 125 | ||||||||||||||
Total current tax | 158 | 135 | 138 | |||||||||||||
Deferred tax: | ||||||||||||||||
Origination and reversal of temporary differences | 60 | 68 | 122 | |||||||||||||
Changes in tax rates and tax laws | c | (21 | ) | 2 | (1 | ) | ||||||||||
Adjustments to estimated recoverable deferred tax assets | (13 | ) | 1 | (39 | ) | |||||||||||
Adjustments in respect of prior periods | 4 | 2 | 6 | |||||||||||||
Total deferred tax | 30 | 73 | 88 | |||||||||||||
Total income tax charge for the year | 188 | 208 | 226 | |||||||||||||
Further analysed as tax relating to: | ||||||||||||||||
Profit before exceptional items | 180 | 179 | 175 | |||||||||||||
Exceptional items: | ||||||||||||||||
Exceptional operating items (note 5) | 8 | 29 | 6 | |||||||||||||
Exceptional tax (note 5) | – | – | 45 | |||||||||||||
| 188 | 208 | 226 | ||||||||||||||
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 100. |
| 110 | IHG | Annual Report and Form 20-F 2017 |
6. Finance costs
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Financial income | ||||||||||||||||||||||
| Interest income on deposits | 1 | 3 | 2 | |||||||||||||||||||
| Interest income on loans and receivables | 3 | 3 | 3 | |||||||||||||||||||
| 4 | 6 | 5 | ||||||||||||||||||||
| Financial expenses | ||||||||||||||||||||||
| Interest expense on borrowings | 69 | 74 | 74 | |||||||||||||||||||
| Finance charge payable under finance leases | 20 | 20 | 20 | |||||||||||||||||||
| Capitalised interest | – | (1 | ) | (2 | ) | |||||||||||||||||
| 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 $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 3.0% (2016: 3.8%, 2015: 3.4%).
7. Tax
Tax on profit
| 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||
| Income tax | ||||||||||||||||||||||
| UK corporation tax at 19.25% (2016: 20.00%, 2015: 20.25%): | ||||||||||||||||||||||
Current period | 10 | 10 | 7 | |||||||||||||||||||
Benefit of tax reliefs on which no deferred tax previously recognised | – | (7 | ) | – | ||||||||||||||||||
Adjustments in respect of prior periods | (2 | ) | (1 | ) | (17 | ) | ||||||||||||||||
| 8 | 2 | (10 | ) | |||||||||||||||||||
| Foreign tax: | �� | |||||||||||||||||||||
Current period | 210 | 151 | 196 | |||||||||||||||||||
Benefit of tax reliefs on which no deferred tax previously recognised | (13 | ) | – | (1 | ) | |||||||||||||||||
Adjustments in respect of prior periodsa | 2 | (97 | ) | (27 | ) | |||||||||||||||||
| 199 | 54 | 168 | ||||||||||||||||||||
| Total current tax | 207 | 56 | 158 | |||||||||||||||||||
| Deferred tax: | ||||||||||||||||||||||
Origination and reversal of temporary differences | (10 | ) | 55 | 60 | ||||||||||||||||||
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 | (122 | ) | 118 | 30 | ||||||||||||||||||
| Total income tax charge for the year | 85 | 174 | 188 | |||||||||||||||||||
| Further analysed as tax relating to: | ||||||||||||||||||||||
Profit before exceptional itemsd | 201 | 186 | 180 | |||||||||||||||||||
Exceptional items: | ||||||||||||||||||||||
Tax on exceptional items (note 5) | 2 | (12 | ) | 8 | ||||||||||||||||||
Exceptional tax (note 5) | (118 | ) | – | – | ||||||||||||||||||
| 85 | 174 | 188 | ||||||||||||||||||||
| a | In |
| b |
| tax reforms. In 2015, predominantly |
| 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.
| IHG | Annual Report and Form 20-F | 111 |
Group Financial Statements
Notes to the Group Financial Statements continued
7. Taxcontinued
| Totala | Before exceptional itemsb | Totala | Before exceptional itemsb | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2015 | 2014 | 2013 | 2015 | 2014 | 2013 | 2017 % | 2016 % | 2015 % | 2017 % | 2016 % | 2015 % | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| % | % | % | % | % | % | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Reconciliation of tax charge, including gain on disposal of assets | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Reconciliation of tax charge | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
UK corporation tax at standard rate | 20.3 | 21.5 | 23.3 | 20.3 | 21.5 | 23.3 | 19.3 | 20.0 | 20.3 | 19.3 | 20.0 | 20.3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Non-deductible expenditure and non-taxable incomec | (8.9 | ) | 4.9 | 16.6 | 1.6 | 1.0 | 1.9 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 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 | 0.1 | 0.4 | 1.2 | 0.3 | 0.4 | 1.2 | 0.3 | 0.7 | 0.1 | 0.3 | 0.7 | 0.3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Net effect of different rates of tax in overseas businesses | 7.1 | 11.5 | 11.6 | 15.3 | 12.8 | 11.9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Effect of changes in tax rates and tax lawsd | (1.5 | ) | 0.3 | (0.1 | ) | 0.1 | 0.1 | (0.1 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 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 | (0.1 | ) | (0.4 | ) | (15.0 | ) | (0.1 | ) | (0.3 | ) | (1.1 | ) | (1.9 | ) | (1.2 | ) | (0.1 | ) | (1.9 | ) | (1.1 | ) | (0.1 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||
Effect of adjustments to estimated recoverable deferred tax assets | (0.9 | ) | 0.2 | (6.4 | ) | (1.7 | ) | (0.2 | ) | (4.9 | ) | (1.3 | ) | (4.3 | ) | (0.9 | ) | (1.3 | ) | (4.1 | ) | (1.7 | ) | |||||||||||||||||||||||||||||||||||||||||||||||||
Adjustment to tax charge in respect of prior periods | (2.8 | ) | (3.7 | ) | (2.2 | ) | (5.4 | ) | (3.9 | ) | (2.1 | ) | (2.5 | ) | (1.3 | ) | (2.8 | ) | (1.1 | ) | (1.1 | ) | (5.4 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||
Deferred tax provision on unremitted earnings | – | – | 10.5 | – | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Other | 0.1 | – | (1.8 | ) | – | – | (0.6 | ) | – | – | 0.1 | – | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 13.4 | 34.7 | 37.7 | 30.4 | 31.4 | 29.5 | 12.5 | 29.4 | 13.4 | 29.8 | 30.0 | 30.4 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| a | Calculated in relation to total profits including exceptional items. |
| b | Calculated in relation to profits excluding exceptional items. |
| c |
| d | In 2015, total of (1.5)% predominantly |
The UK statutory tax rate will reduce to 18% on 1 April 2020. The Group does not anticipate this change having a material effect.
Tax paid
Total net tax paid during the year of $110m (2014: $136m, 2013: $97m)$172m (2016: $130m, 2015: $110m) comprises $109m (2014: $136m, 2013: $92m)$147m (2016: $130m, 2015: $109m) paid in respect of operating activities and $1m (2014:$25m (2016: $nil, 2013: $5m)2015: $1m) paid in respect of investing activities. A reconciliation of tax paid to the total tax charge in the income statement follows:
Tax paid represents an effective
| 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 8% (2014: 23%, 2013: 16%) on total profits andfor 2015 is lower than the effective income statement tax rate of 30% (2014: 31%, 2013: 29%) primarily duelow owing to the impact of exceptional accounting gains taxable on a deferred basis, without which the equivalent effective rate would behave been 20%. The remaining difference and thus broadly consistent with the cash tax rates for 2016 and 2017.
Current tax
Within current tax payable is primarily due to deferred taxes (including the realisation of assets such as tax losses), the receipt of refunds$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 2015many 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.
Deferred taxGroup Financial Statements. This may involve consideration of some or all of the following factors:
| 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 2014 | 240 | 107 | – | (186 | ) | (37 | ) | 34 | 66 | (157 | ) | 67 | ||||||||||||||||||||||||
Income statement | (55 | ) | – | 108 | 17 | 3 | 22 | (19 | ) | (3 | ) | 73 | ||||||||||||||||||||||||
Statement of comprehensive income | – | – | – | – | (8 | ) | – | – | 1 | (7 | ) | |||||||||||||||||||||||||
Statement of changes in equity | – | – | – | – | – | – | – | (3 | ) | (3 | ) | |||||||||||||||||||||||||
Exchange and other adjustments | (11 | ) | (2 | ) | – | 15 | 1 | (4 | ) | (3 | ) | – | (4 | ) | ||||||||||||||||||||||
At 31 December 2014 | 174 | 105 | 108 | (154 | ) | (41 | ) | 52 | 44 | (162 | ) | 126 | ||||||||||||||||||||||||
Income statement | 18 | (50 | ) | (21 | ) | 62 | 6 | 22 | 29 | (36 | ) | 30 | ||||||||||||||||||||||||
Statement of comprehensive income | – | – | – | – | (2 | ) | – | – | – | (2 | ) | |||||||||||||||||||||||||
Statement of changes in equity | – | – | – | – | – | – | – | 3 | 3 | |||||||||||||||||||||||||||
Assets of business sold | (88 | ) | – | – | 21 | 1 | – | – | – | (66 | ) | |||||||||||||||||||||||||
Exchange and other adjustments | (5 | ) | – | – | 4 | 4 | (4 | ) | (3 | ) | (1 | ) | (5 | ) | ||||||||||||||||||||||
At 31 December 2015 | 99 | 55 | 87 | (67 | ) | (32 | ) | 70 | 70 | (196 | ) | 86 | ||||||||||||||||||||||||
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 differencesa $m | Total $m | ||||||||||||||||||||||||||||||
| At 1 January 2016 | 99 | 55 | 87 | (67 | ) | (32 | ) | 70 | 70 | (196 | ) | 86 | ||||||||||||||||||||||||||
| Income statement | 22 | (3 | ) | (9 | ) | 19 | (3 | ) | (7 | ) | – | 99 | 118 | |||||||||||||||||||||||||
| Statement of comprehensive income | – | – | – | – | 12 | – | – | (1 | ) | 11 | ||||||||||||||||||||||||||||
| Statement of changes in equity | – | – | – | – | – | – | – | (3 | ) | (3 | ) | |||||||||||||||||||||||||||
| Exchange and other adjustments | (1 | ) | – | – | 4 | (4 | ) | (3 | ) | (11 | ) | 6 | (9 | ) | ||||||||||||||||||||||||
| 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 | – | – | – | – | 10 | – | (1 | ) | 4 | 13 | ||||||||||||||||||||||||||||
| Statement of changes in equity | – | – | – | – | – | – | – | 3 | 3 | |||||||||||||||||||||||||||||
| Exchange and other adjustments | – | – | – | 3 | 1 | 2 | 3 | (5 | ) | 4 | ||||||||||||||||||||||||||||
| At 31 December 2017 | 98 | 34 | 54 | (40 | ) | (20 | ) | 58 | – | (83 | ) | 101 | ||||||||||||||||||||||||||
| a | Primarily relates to provisions, accruals, amortisation and share-based payments. |
| 2015 $m | 2014 $m | |||||||
Analysed as: | ||||||||
Deferred tax assets | (49 | ) | (87 | ) | ||||
Deferred tax liabilities | 135 | 147 | ||||||
Liabilities held for sale | – | 66 | ||||||
| 86 | 126 | |||||||
Notes to the Group Financial Statements continued
7. Taxcontinued
Deferred gains on loan notes includes $55m (2014: $55m) which is expected to fall due for payment in 2025 (2014: 2016).
The deferred tax asset recognised in respect of losses of $67m (2014: $154m) includes $nil (2014: $50m) in respect of capital losses available to be utilised against the realisation of capital gains which are recognised as a deferred tax liability and $67m (2014: $104m) in respect of revenue tax losses. Deferred tax assets of $nil (2014: $20m) are recognised in relation to legal entities which suffered a tax loss in the current or preceding period. Deferred gains on investments represent taxable gainstax which would crystallise upon a sale of a related joint venture, associate or other equity investment.
The Group has unrecognisedreleased its deferred tax assets as follows:
| 2015 $m | 2014 $m | |||||||
Revenue losses | 47 | 126 | ||||||
Capital losses | 114 | 130 | ||||||
Total lossesa | 161 | 256 | ||||||
Employee benefits | 5 | 5 | ||||||
Otherb | 28 | 58 | ||||||
Total | 194 | 319 | ||||||
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 (2014: $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 pages 47the Group’s 2017 position and are detailed in note 5. The Group continues to 48.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
| 2015 cents per share | 2014 cents per share | 2013 cents per share | 2015 $m | 2014 $m | 2013 $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) | 52.0 | 47.0 | 43.0 | 125 | 122 | 115 | 64.0 | 57.5 | 52.0 | 127 | 137 | 125 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Interim | 27.5 | 25.0 | 23.0 | 63 | 57 | 63 | 33.0 | 30.0 | 27.5 | 62 | 56 | 63 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Special (note 27) | – | 293.0 | 133.0 | – | 763 | 355 | 202.5 | 632.9 | – | 404 | 1,500 | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 79.5 | 365.0 | 199.0 | 188 | 942 | 533 | 299.5 | 720.4 | 79.5 | 593 | 1,693 | 188 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Proposed (not recognised as a liability at 31 December): | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Final | 57.5 | 52.0 | 47.0 | 135 | 122 | 121 | 71.0 | 64.0 | 57.5 | 135 | 126 | 135 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
The final dividend of 40.3p (57.5¢ converted at the closing exchange rate on 19 February 2016)71.0¢ per ordinary share is proposed for approval at the Annual General Meeting (AGM) on 64 May 20162018 and is payable on the shares in issue at 13 April 2016.
In February 2016, the Board proposed a $1.5bn return of funds to shareholders by way of a special dividend of 632.9¢ per ordinary share, together with a share consolidation.
| IHG | Annual Report and Form 20-F |
9. Earnings per ordinary share
Basic earnings per ordinary share is calculated by dividing the profit for the year available for IHG equity holders by the weighted average number of ordinary shares, excluding investment in own shares, in issue during the year.
Diluted earnings per ordinary share is calculated by adjusting basic earnings per ordinary share to reflect the notional exercise of the weighted average number of dilutive ordinary share awards outstanding during the year.
Adjusted earnings per ordinary share is disclosed in order to show performance undistorted by exceptional items, to give a more meaningful comparison of the Group’s performance.
| Continuing and total operations | 2015 | 2014 | 2013 | |||||||||
Basic earnings per ordinary share | ||||||||||||
Profit available for equity holders ($m) | 1,222 | 391 | 372 | |||||||||
Basic weighted average number of ordinary shares (millions) | 235 | 247 | 264 | |||||||||
Basic earnings per ordinary share (cents) | 520.0 | 158.3 | 140.9 | |||||||||
Diluted earnings per ordinary share | ||||||||||||
Profit available for equity holders ($m) | 1,222 | 391 | 372 | |||||||||
Diluted weighted average number of ordinary shares (millions) | 238 | 250 | 267 | |||||||||
Diluted earnings per ordinary share (cents) | 513.4 | 156.4 | 139.3 | |||||||||
Adjusted earnings per ordinary share | ||||||||||||
Profit available for equity holders ($m) | 1,222 | 391 | 372 | |||||||||
Adjusting items (note 5): | ||||||||||||
Exceptional operating items ($m) | (819 | ) | (29 | ) | (5 | ) | ||||||
Tax on exceptional operating items ($m) | 8 | 29 | 6 | |||||||||
Exceptional tax ($m) | – | – | 45 | |||||||||
Adjusted earnings ($m) | 411 | 391 | 418 | |||||||||
Basic weighted average number of ordinary shares (millions) | 235 | 247 | 264 | |||||||||
Adjusted earnings per ordinary share (cents) | 174.9 | 158.3 | 158.3 | |||||||||
Adjusted diluted earnings per ordinary share | ||||||||||||
Adjusted earnings ($m) | 411 | 391 | 418 | |||||||||
Diluted weighted average number of ordinary shares (millions) | 238 | 250 | 267 | |||||||||
Adjusted diluted earnings per ordinary share (cents) | 172.7 | 156.4 | 156.6 | |||||||||
| 2015 millions | 2014 millions | 2013 millions | ||||||||||
Diluted weighted average number of ordinary shares is calculated as: | ||||||||||||
Basic weighted average number of ordinary shares | 235 | 247 | 264 | |||||||||
Dilutive potential ordinary shares | 3 | 3 | 3 | |||||||||
| 238 | 250 | 267 | ||||||||||
| Information concerning non-GAAP measures can be found in the Strategic Report |
Notes to the Group Financial Statementscontinued
| Continuing and total operations | 2017 | 2016 | 2015 | |||||||||||||||||||
| Basic earnings per ordinary share | ||||||||||||||||||||||
| Profit available for equity holders ($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% ownership interest in Kimpton Hotel & Restaurant Group, LLC (Kimpton), an unlisted company based in the US. Kimpton isUS, for cash consideration of $438m, net of $3m cash acquired. The fair value of the world’s largest independent boutique hotel operatornet 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 makes IHG the market leader in the boutique segment.
Thedate fair values of the identifiablenet assets and liabilities of Kimpton at the date of acquisition were as follows:acquired.
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The goodwill is mainly attributable to the growth opportunities identified for the acquired business, both in the US and globally, plus cost synergies expected to arise. The amount of goodwill that is expected to be deductible for income tax purposes is $164m.
Included in trade and other receivables are trade receivables with a gross contractual value of $26m, which are expected to be collectable in full. The fair value of trade receivables approximates the book value of $26m.
No contingent liabilities were recognised as a result of the acquisition.
Kimpton contributed revenue of $59m and operating profit of $18m for the period between the date of acquisition and the balance sheet date. The results of Kimpton are included in the Americas managed business segment.
If the acquisition had taken place at 1 January 2015, there would have been no material difference to reported Group revenue and operating profit for the year ended 31 December 2015.
Integration costs of $10m were charged to exceptional administrative expenses in the year ended 31 December 2015. Acquisition transaction costs of $7m were charged to exceptional administrative expenses in the year ended 31 December 2014.
11. Assets sold and held for sale
Assets soldThe 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.
Principal 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 2014 were the sale of InterContinental Mark Hopkins San Francisco on 27 March 2014 and the disposal of an 80.1% interest in 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, InterContinental London Park Lane.
| 2015 $m | 2014 $m | 2013 $m | ||||||||||
Consideration | ||||||||||||
Current year disposals: | ||||||||||||
Cash consideration, net of costs paid | 1,289 | 345 | 460 | |||||||||
Other financial assetsa | – | 52 | – | |||||||||
Intangible assets – management contracts | 97 | 50 | 40 | |||||||||
Investment in associate | – | 22 | – | |||||||||
Accrued disposal costs | (3 | ) | – | – | ||||||||
| 1,383 | 469 | 500 | ||||||||||
Net assets disposed: | ||||||||||||
Property, plant and equipment | (6 | ) | (110 | ) | – | |||||||
Non-current assets held for sale | (577 | ) | (228 | ) | (294 | ) | ||||||
Other financial asset | – | (5 | ) | – | ||||||||
Other assets held for sale, including cash and cash equivalents | (43 | ) | – | – | ||||||||
Net current liabilities | – | 4 | 6 | |||||||||
Borrowings | 2 | – | – | |||||||||
Deferred tax liability held for sale | 66 | – | – | |||||||||
Other liabilities held for sale | 48 | – | – | |||||||||
| (510 | ) | (339 | ) | (288 | ) | |||||||
Exchange losses reclassified from currency translation reserve | (2 | ) | – | (46 | ) | |||||||
Gain on disposal of hotels from continuing operations | 871 | 130 | 166 | |||||||||
Net cash inflow arising on disposalsb | ||||||||||||
Disposal of hotel assets, net of costs and cash disposed | ||||||||||||
Cash consideration, net of costs paid | 1,289 | 345 | 460 | |||||||||
Less: cash and cash equivalents disposed | (11 | ) | – | – | ||||||||
Costs paid – prior year disposals | (1 | ) | – | – | ||||||||
| 1,277 | 345 | 460 | ||||||||||
| Distribution from associate on sale of hotel | – | – | 17 | |||||||||
| Tax paid on disposals | (1 | ) | – | (5 | ) | |||||||
| 1,276 | 345 | 472 | ||||||||||
Assets held for sale
There were no assets held for sale at 31 December 2015. InterContinental Paris – Le Grand was held for sale at 31 December 2014.
| 2015 $m | 2014 $m | |||||||
Assets and liabilities held for sale | ||||||||
Assets classified as held for sale: | ||||||||
Property, plant and equipment | – | 306 | ||||||
Other assets | – | 4 | ||||||
| – | 310 | |||||||
Liabilities classified as held for sale: | ||||||||
Deferred tax (note 7) | – | (66 | ) | |||||
Other liabilities | – | (28 | ) | |||||
| – | (94 | ) | ||||||
| IHG | Annual Report and Form 20-F |
Group Financial Statements
Notes to the Group Financial Statementscontinued
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 2014 | 1,101 | 871 | 1,972 | |||||||||||||||||||||||
| At 1 January 2016 | 377 | 576 | 953 | |||||||||||||||||||||||
Additions | 27 | 52 | 79 | 2 | 27 | 29 | ||||||||||||||||||||
Transfers to non-current assets classified as held for sale | (276 | ) | (171 | ) | (447 | ) | ||||||||||||||||||||
| Capitalised interest | 1 | – | 1 | |||||||||||||||||||||||
| Fully depreciated assets written off | – | (162 | ) | (162 | ) | |||||||||||||||||||||
Disposals | (144 | ) | (61 | ) | (205 | ) | – | (3 | ) | (3 | ) | |||||||||||||||
Exchange and other adjustments | (8 | ) | (20 | ) | (28 | ) | (2 | ) | (9 | ) | (11 | ) | ||||||||||||||
At 31 December 2014 | 700 | 671 | 1,371 | |||||||||||||||||||||||
| At 31 December 2016 | 378 | 429 | 807 | |||||||||||||||||||||||
Additions | 13 | 29 | 42 | 9 | 35 | 44 | ||||||||||||||||||||
Capitalised interest | 2 | – | 2 | |||||||||||||||||||||||
Acquisition of business (note 10) | – | 3 | 3 | |||||||||||||||||||||||
Transfers to non-current assets classified as held for sale | (329 | ) | (120 | ) | (449 | ) | ||||||||||||||||||||
Reclassification from intangible assets | – | 7 | 7 | |||||||||||||||||||||||
| Fully depreciated assets written off | – | (19 | ) | (19 | ) | |||||||||||||||||||||
Disposals | (9 | ) | (3 | ) | (12 | ) | – | (4 | ) | (4 | ) | |||||||||||||||
Exchange and other adjustments | – | (11 | ) | (11 | ) | 1 | 8 | 9 | ||||||||||||||||||
At 31 December 2015 | 377 | 576 | 953 | |||||||||||||||||||||||
| At 31 December 2017 | 388 | 449 | 837 | |||||||||||||||||||||||
Depreciation and impairment | ||||||||||||||||||||||||||
At 1 January 2014 | (156 | ) | (647 | ) | (803 | ) | ||||||||||||||||||||
| At 1 January 2016 | (74 | ) | (451 | ) | (525 | ) | ||||||||||||||||||||
Provided | (11 | ) | (32 | ) | (43 | ) | (5 | ) | (25 | ) | (30 | ) | ||||||||||||||
System Fund expense | – | (4 | ) | (4 | ) | – | (5 | ) | (5 | ) | ||||||||||||||||
Transfers to non-current assets classified as held for sale | 8 | 107 | 115 | |||||||||||||||||||||||
| Fully depreciated assets written off | – | 162 | 162 | |||||||||||||||||||||||
Disposals | 37 | 58 | 95 | – | 2 | 2 | ||||||||||||||||||||
Exchange and other adjustments | – | 10 | 10 | 1 | 7 | 8 | ||||||||||||||||||||
At 31 December 2014 | (122 | ) | (508 | ) | (630 | ) | ||||||||||||||||||||
| At 31 December 2016 | (78 | ) | (310 | ) | (388 | ) | ||||||||||||||||||||
Provided | (8 | ) | (27 | ) | (35 | ) | (7 | ) | (28 | ) | (35 | ) | ||||||||||||||
System Fund expense | – | (3 | ) | (3 | ) | – | (6 | ) | (6 | ) | ||||||||||||||||
Transfers to non-current assets classified as held for sale | 79 | 78 | 157 | |||||||||||||||||||||||
Impairment charges | (27 | ) | – | (27 | ) | |||||||||||||||||||||
| Fully depreciated assets written off | – | 19 | 19 | |||||||||||||||||||||||
Disposals | 3 | 3 | 6 | – | 3 | 3 | ||||||||||||||||||||
Exchange and other adjustments | 1 | 6 | 7 | (1 | ) | (4 | ) | (5 | ) | |||||||||||||||||
At 31 December 2015 | (74 | ) | (451 | ) | (525 | ) | ||||||||||||||||||||
| At 31 December 2017 | (86 | ) | (326 | ) | (412 | ) | ||||||||||||||||||||
Net book value | ||||||||||||||||||||||||||
At 31 December 2015 | 303 | 125 | 428 | |||||||||||||||||||||||
At 31 December 2014 | 578 | 163 | 741 | |||||||||||||||||||||||
At 1 January 2014 | 945 | 224 | 1,169 | |||||||||||||||||||||||
| 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 classified as held for sale at 31 December 2014 (see note 11). Following the hotel disposals during the year, 43% (2014: 75%(2016: 44%) of the net book value relates to the largest (2014: three largest) owned and leased hotel(s)hotel, of a total of eight open hotels (2014: 10(2016: eight open hotels), seven of which are open (2014: nine open). At 31 December 2015,2017 and 31 December 2016, there was one hotel (2014: one hotel) with a net book value of $53m (2014: $36m) 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 20152017 was $184m (2014: $186m)$181m (2016: $182m).
Including assets classified as held for sale, 22% (2014: 40%26% (2016: 25%) of hotel properties by net book value were directly owned, with 59% (2014: 22%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 has beenwas recognised during the year2015 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 are included within ‘impairment charges’ on the face of the Group income statement.
There are no charges over the Group’s property, plant and equipment.
12. Property, plant and equipmentcontinued
The table below analyses the net book value of the Group’s property, plant and equipment by operating segment at 31 December 2015:2017:
| Americas $m | Europe $m | AMEA $m | Greater $m | Central $m | Total $m | |||||||||||||||||||
Land and buildings | 288 | – | – | – | 15 | 303 | ||||||||||||||||||
Fixtures, fittings and equipment | 40 | – | 10 | – | 75 | 125 | ||||||||||||||||||
| 328 | – | 10 | – | 90 | 428 | |||||||||||||||||||
13. Goodwill and other intangible assets
| ||||||||||||||||||||||||
| Goodwill $m | Brands $m | Software $m | Management contracts $m | Other intangibles $m | Total $m | |||||||||||||||||||
Cost | ||||||||||||||||||||||||
At 1 January 2014 | 221 | – | 395 | 277 | 159 | 1,052 | ||||||||||||||||||
Additions | – | – | 108 | 50 | 55 | 213 | ||||||||||||||||||
Disposals | – | – | (31 | ) | – | (5 | ) | (36 | ) | |||||||||||||||
Exchange and other adjustments | (6 | ) | – | (1 | ) | (17 | ) | (2 | ) | (26 | ) | |||||||||||||
At 31 December 2014 | 215 | – | 471 | 310 | 207 | 1,203 | ||||||||||||||||||
Additions | – | – | 94 | 97 | 64 | 255 | ||||||||||||||||||
Capitalised interest | – | – | 2 | – | – | 2 | ||||||||||||||||||
Acquisition of business (note 10) | 167 | 193 | 2 | 71 | – | 433 | ||||||||||||||||||
Reclassification to property, plant and equipment | – | – | (7 | ) | – | – | (7 | ) | ||||||||||||||||
Disposals | – | – | (62 | ) | – | (4 | ) | (66 | ) | |||||||||||||||
Exchange and other adjustments | (11 | ) | – | (2 | ) | (13 | ) | (4 | ) | (30 | ) | |||||||||||||
At 31 December 2015 | 371 | 193 | 498 | 465 | 263 | 1,790 | ||||||||||||||||||
Amortisation and impairment | ||||||||||||||||||||||||
At 1 January 2014 | (141 | ) | – | (189 | ) | (131 | ) | (73 | ) | (534 | ) | |||||||||||||
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 | (141 | ) | – | (207 | ) | (134 | ) | (78 | ) | (560 | ) | |||||||||||||
Provided | – | – | (40 | ) | (10 | ) | (11 | ) | (61 | ) | ||||||||||||||
System Fund expense | – | – | (18 | ) | – | – | (18 | ) | ||||||||||||||||
Disposals | – | – | 62 | – | 3 | 65 | ||||||||||||||||||
Exchange and other adjustments | 3 | – | 1 | 5 | 1 | 10 | ||||||||||||||||||
At 31 December 2015 | (138 | ) | – | (202 | ) | (139 | ) | (85 | ) | (564 | ) | |||||||||||||
Net book value | ||||||||||||||||||||||||
At 31 December 2015 | 233 | 193 | 296 | 326 | 178 | 1,226 | ||||||||||||||||||
At 31 December 2014 | 74 | – | 264 | 176 | 129 | 643 | ||||||||||||||||||
At 1 January 2014 | 80 | – | 206 | 146 | 86 | 518 | ||||||||||||||||||
| 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 | IHG | Annual Report and Form 20-F |
Notes to the Group Financial Statementscontinued
13. Goodwill and other intangible assetscontinued
| 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 the year,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 indicators 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:
| 2015 | 2014 | 2017 | 2016 | |||||||||||||||||||||||||||||||||
Goodwill $m | Brands $m | Goodwill $m | Goodwill $m | Brands $m | Goodwill $m | Brands $m | ||||||||||||||||||||||||||||||
CGU | ||||||||||||||||||||||||||||||||||||
Americas Managed | 63 | 193 | – | 63 | 193 | 63 | 193 | |||||||||||||||||||||||||||||
Americas Franchised | 37 | – | – | 37 | – | 37 | – | |||||||||||||||||||||||||||||
Europe Managed | 21 | – | – | 21 | – | 21 | – | |||||||||||||||||||||||||||||
Europe Franchised | 10 | – | – | 10 | – | 10 | – | |||||||||||||||||||||||||||||
AMEA Managed and Franchised | 102 | – | 74 | 106 | – | 101 | – | |||||||||||||||||||||||||||||
| 233 | 193 | 74 | 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 coverinclude a five-yearthree-year period using pre-tax cash flow forecasts derived from the most recent financial budgets and strategic plans approved by management, incorporating growth rates based on management’s past experience and industry growth forecasts. AThe key assumptions that underpin the financial budgets are RevPAR growth and net System size growth. Cash flows beyond the three-year period are extrapolated using terminal value is added using growth rates that do not exceed the average long-term growth rates for the relevant markets. TheA 10% contingency factor is applied to reduce all cash flows areflow projections before being discounted using pre-tax rates that are 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, in the impairment testswhich are considered to be key assumptions, are as follows:
| Terminal growth rate | Discount rate | Terminal growth rate | Discount rate | |||||||||||||||||||||||||||||||||||||||||||
| 2015 % | 2014 % | 2015 % | 2014 % | 2017 % | 2016 % | 2017 % | 2016 % | |||||||||||||||||||||||||||||||||||||||
Americas Managed | 2.5 | n/a | 10.2 | n/a | 2.0 | 2.0 | 10.4 | 9.8 | ||||||||||||||||||||||||||||||||||||||
Americas Franchised | 2.5 | n/a | 9.2 | n/a | 2.0 | 2.0 | 9.4 | 8.8 | ||||||||||||||||||||||||||||||||||||||
Europe Managed | 2.5 | n/a | 9.9 | n/a | 2.0 | 2.0 | 10.8 | 9.3 | ||||||||||||||||||||||||||||||||||||||
Europe Franchised | 2.5 | n/a | 8.9 | n/a | 2.0 | 2.0 | 9.8 | 8.4 | ||||||||||||||||||||||||||||||||||||||
AMEA Managed and Franchised | 3.5 | 3.5 | 12.5 | 13.7 | 3.5 | 3.5 | 14.1 | 13.0 | ||||||||||||||||||||||||||||||||||||||
Impairment was not required at either 31 December 20152017 or 31 December 2014. In each case2016.
Given the valuations indicate sufficient headroom suchcontingency 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 aimpairment charges would not arise from reasonably possible change tochanges in the key assumptions is unlikely to result in an impairment of the related goodwill.assumptions.
Software
Software includes $85m$234m relating to the development of the next-generation Guest Reservation System with Amadeus. ThisThe asset was not amortised during the year as the roll-out to hotels is not yetexpected to commence in use and therefore not being amortised.2018.
Substantially all software additions are internally developed.
Management contracts
In addition to the management contracts acquired with the Kimpton acquisition additions toin 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 2015,2017, the net book value and remaining amortisation period of the principal management contracts waswere as follows:
| 2017 | 2016 | |||||||||||||||||||||||||||||||||||||
| Net book value $m | Remaining amortisation period Years | Net book value $m | Remaining amortisation period Years | Net book value $m | Remaining amortisation period Years | |||||||||||||||||||||||||||||||||
Hotel | ||||||||||||||||||||||||||||||||||||||
InterContinental Hong Kong | 64 | 37 | 61 | 35 | 62 | 36 | ||||||||||||||||||||||||||||||||
InterContinental New York Barclay | 39 | 48 | 37 | 46 | 38 | 47 | ||||||||||||||||||||||||||||||||
InterContinental London Park Lane | 36 | 47 | 31 | 45 | 29 | 46 | ||||||||||||||||||||||||||||||||
InterContinental Paris – Le Grand | 32 | 49 | 34 | 47 | 31 | 48 | ||||||||||||||||||||||||||||||||
The weighted average remaining amortisation period for all management contracts is 3230 years (2014: 30(2016: 31 years).
| IHG | Annual Report and Form 20-F |
14. Investment in associates and joint ventures
| Associates $m | Joint ventures $m | Total $m | Associates $m | Joint ventures $m | Total $m | |||||||||||||||||||||
Cost | ||||||||||||||||||||||||||
At 1 January 2014 | 61 | 27 | 88 | |||||||||||||||||||||||
Initial retained interest in Barclay associate (note 11) | 22 | – | 22 | |||||||||||||||||||||||
| At 1 January 2016 | 121 | 27 | 148 | |||||||||||||||||||||||
Additions | 15 | – | 15 | 14 | – | 14 | ||||||||||||||||||||
Share of (losses)/profits | (4 | ) | – | (4 | ) | (3 | ) | 1 | (2 | ) | ||||||||||||||||
| Capital return | – | (2 | ) | (2 | ) | |||||||||||||||||||||
| Transfer of financial assets | (14 | ) | – | (14 | ) | |||||||||||||||||||||
Dividends | (2 | ) | – | (2 | ) | (5 | ) | – | (5 | ) | ||||||||||||||||
At 31 December 2014 | 92 | 27 | 119 | |||||||||||||||||||||||
| At 31 December 2016 | 113 | 26 | 139 | |||||||||||||||||||||||
Additions | 29 | 1 | 30 | 47 | – | 47 | ||||||||||||||||||||
Share of (losses)/profits | (2 | ) | (1 | ) | (3 | ) | ||||||||||||||||||||
Capitalisation of a receivable | 10 | – | 10 | |||||||||||||||||||||||
| Share of profits/(losses) | 2 | 1 | 3 | |||||||||||||||||||||||
| Disposals | (9 | ) | – | (9 | ) | |||||||||||||||||||||
Dividends | (5 | ) | – | (5 | ) | (4 | ) | – | (4 | ) | ||||||||||||||||
Exchange and other adjustments | (3 | ) | – | (3 | ) | 2 | – | 2 | ||||||||||||||||||
At 31 December 2015 | 121 | 27 | 148 | |||||||||||||||||||||||
| At 31 December 2017 | 151 | 27 | 178 | |||||||||||||||||||||||
Impairment | ||||||||||||||||||||||||||
At 1 January 2013 and 31 December 2014 | (3 | ) | – | (3 | ) | |||||||||||||||||||||
| At 1 January 2016 | (12 | ) | – | (12 | ) | |||||||||||||||||||||
Charge for the year | (9 | ) | – | (9 | ) | (16 | ) | – | (16 | ) | ||||||||||||||||
At 31 December 2015 | (12 | ) | – | (12 | ) | |||||||||||||||||||||
| 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 2015 | 109 | 27 | 136 | |||||||||||||||||||||||
At 31 December 2014 | 89 | 27 | 116 | |||||||||||||||||||||||
At 1 January 2014 | 58 | 27 | 85 | |||||||||||||||||||||||
| 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.
Due
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 119 |
Group Financial Statements
Notes to localised adverse market conditions, an impairment charge of $9m has been recognised during the year relating to an associate investmentGroup Financial Statements continued
14. 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%.associates and joint venturescontinued
Barclay associate
The Group held one material associate investment at 31 December 2015,2017, a 19.9% interest in 111 East 48th48th Street Holdings, LLC (the Barclay associate) which owns 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:
31 December 2015 $m | 31 December 2014 $m | |||||||
Non-current assets | 480 | 339 | ||||||
Net current (liabilities)/assets | (7 | ) | 2 | |||||
Non-current liabilities | (226 | ) | (182 | ) | ||||
Net assets | 247 | 159 | ||||||
Group share of reported net assets at 19.9% | 49 | 32 | ||||||
Adjustments to reflect additional rights and obligations under the shareholder agreement | 10 | – | ||||||
Carrying amount | 59 | 32 | ||||||
12 months to 2015 $m | 9 months to $m | |||||||
Revenue | – | 24 | ||||||
Loss for the period | (21 | ) | (26 | ) | ||||
Group’s share of loss for the period | (4 | ) | (5 | ) | ||||
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 | ) | ||||||||
Notes to the Group Financial Statementscontinued
14. Investment in associates and joint venturescontinued
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 | ||||||||||||||||||||||||||||||||||||||
| 2015 $m | 2014 $m | 2013 $m | 2015 $m | 2014 $m | 2013 $m | 2015 $m | 2014 $m | 2013 $m | ||||||||||||||||||||||||||||||||
Share of profits/(losses) | ||||||||||||||||||||||||||||||||||||||||
| Operating profits/(losses) before exceptional items | 3 | 1 | 2 | (1 | ) | – | – | 2 | 1 | 2 | ||||||||||||||||||||||||||||||
Exceptional items | – | – | 6 | – | – | – | – | – | 6 | |||||||||||||||||||||||||||||||
| 3 | 1 | 8 | (1 | ) | – | – | 2 | 1 | 8 | |||||||||||||||||||||||||||||||
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 | ||||||||||||||||||||||||||||||||||||||||||||
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.
| 120 | IHG | Annual Report and Form 20-F 2017 |
15. Other financial assets
| 2015 $m | 2014 $m | 2017 $m | 2016 $m | |||||||||||||||||
Equity securities available-for-sale: | ||||||||||||||||||||
| Equity securities available-for-sale | ||||||||||||||||||||
Quoted equity shares | 14 | 16 | 10 | 14 | ||||||||||||||||
Unquoted equity shares | 136 | 128 | 117 | 142 | ||||||||||||||||
| 150 | 144 | 127 | 156 | |||||||||||||||||
Loans and receivables: | ||||||||||||||||||||
| Loans and receivables | ||||||||||||||||||||
Trade deposits and loans | 54 | 43 | 43 | 43 | ||||||||||||||||
Restricted funds | 34 | 21 | 32 | 31 | ||||||||||||||||
Bank accounts pledged as security | 46 | 49 | 42 | 38 | ||||||||||||||||
| 134 | 113 | 117 | 112 | |||||||||||||||||
Total other financial assets | 284 | 257 | 244 | 268 | ||||||||||||||||
Analysed as: | ||||||||||||||||||||
Current | – | 5 | 16 | 20 | ||||||||||||||||
Non-current | 284 | 252 | 228 | 248 | ||||||||||||||||
| 284 | 257 | 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 $102m (2014: $94m)$93m (2016: $121m), Hong Kong dollars $28m (2014: $34m)$25m (2016: $24m) and other currencies $20m (2014: $16m)$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 $9m (2014: $10m)$10m (2016: $7m) is reported as ‘other operating income and expenses’ 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 $14m (2014: $13m)$28m (2016: $19m); the discount unwinds to the income statement within ‘financial income’ over the period to repayment.
Restricted funds comprise 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:
| 2015 $m | 2014 $m | 2017 $m | 2016 $m | |||||||||||||||||
At 1 January | (28 | ) | (25 | ) | (22 | ) | (28 | ) | ||||||||||||
Exchange and other adjustments | – | (3 | ) | |||||||||||||||||
| Disposals | 4 | 6 | ||||||||||||||||||
At 31 December | (28 | ) | (28 | ) | (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
16. Trade and other receivables
| 2015 $m | 2014 $m | 2017 $m | 2016 $m | |||||||||||||||||
Current | ||||||||||||||||||||
Trade receivables | 354 | 327 | 452 | 368 | ||||||||||||||||
Other receivables | 28 | 47 | 23 | 25 | ||||||||||||||||
Prepayments | 74 | 63 | 74 | 77 | ||||||||||||||||
Loans to and receivables from associates | 6 | 11 | 2 | 2 | ||||||||||||||||
| 462 | 448 | 551 | 472 | |||||||||||||||||
Non-current | ||||||||||||||||||||
Loans to associates | 3 | 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:
| 2015 $m | 2014 $m | 2017 $m | 2016 $m | |||||||||||||||||
Americas | 233 | 221 | 305 | 256 | ||||||||||||||||
Europe | 54 | 76 | 51 | 43 | ||||||||||||||||
Asia, Middle East and Africa | 66 | 53 | ||||||||||||||||||
| AMEA | 71 | 61 | ||||||||||||||||||
Greater China | 38 | 38 | 50 | 43 | ||||||||||||||||
| 391 | 388 | 477 | 403 | |||||||||||||||||
The ageing of trade and other receivables, excluding prepayments, at the end of the reporting period is:
| 2015 | 2014 | 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 | 280 | (1 | ) | 279 | 275 | – | 275 | 333 | (1) | 332 | 289 | (1) | 288 | |||||||||||||||||||||||||||||||||||||
Past due 1 to 30 days | 64 | (3 | ) | 61 | 57 | (3 | ) | 54 | 68 | (2) | 66 | 58 | (3) | 55 | ||||||||||||||||||||||||||||||||||||
Past due 31 to 180 days | 52 | (5 | ) | 47 | 57 | (3 | ) | 54 | 82 | (7) | 75 | 64 | (7) | 57 | ||||||||||||||||||||||||||||||||||||
Past due more than 180 days | 51 | (47 | ) | 4 | 46 | (41 | ) | 5 | 71 | (67) | 4 | 61 | (58) | 3 | ||||||||||||||||||||||||||||||||||||
| 447 | (56 | ) | 391 | 435 | (47 | ) | 388 | 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:
| 2015 $m | 2014 $m | 2013 $m | ||||||||||
At 1 January | (47 | ) | (43 | ) | (47 | ) | ||||||
Provided | (28 | ) | (22 | ) | (18 | ) | ||||||
Amounts written back | 12 | 9 | 14 | |||||||||
Amounts written off | 7 | 9 | 8 | |||||||||
At 31 December | (56 | ) | (47 | ) | (43 | ) | ||||||
| 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 | IHG | Annual Report and Form 20-F |
Notes to the Group Financial Statementscontinued
17. Cash and cash equivalents
| 2015 $m | 2014 $m | 2013a $m | ||||||||||
Cash at bank and in hand | 145 | 157 | 177 | |||||||||
Short-term deposits | 703 | 5 | 71 | |||||||||
Repurchase agreements | 289 | – | – | |||||||||
| 1,137 | 162 | 248 | ||||||||||
| 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 $41m (2014: $108m, 2013: $114m)$116m (2016: $91m) which are matched by bank overdrafts of $39m (2014: $107m, 2013: $114m)$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:
| 2015 $m | 2014 $m | 2013a $m | ||||||||||
Cash at bank and in hand | 145 | 157 | 177 | |||||||||
Short-term deposits | 703 | 5 | 71 | |||||||||
Repurchase agreements | 289 | – | – | |||||||||
| 1,137 | 162 | 248 | ||||||||||
Bank overdrafts (note 21) | (39 | ) | (107 | ) | (114 | ) | ||||||
| 1,098 | 55 | 134 | ||||||||||
| 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 and repurchase agreements are highly liquid investments with an original maturity of three months or less (see note 20).less.
Cash and cash equivalents includes $1m (2014: $4m, 2013: $12m) that is not available for general use by the Group due to local exchange controls in Venezuela and Argentina.
18. Trade and other payables
| 2015 $m | 2014 $m | 2017 $m | 2016 $m | |||||||||||||||||
Current | ||||||||||||||||||||
Trade payables | 87 | 88 | 81 | 94 | ||||||||||||||||
Other tax and social security payable | 45 | 49 | 48 | 38 | ||||||||||||||||
| Deferred revenue | 49 | 37 | ||||||||||||||||||
Other payables | 400 | 317 | 230 | 206 | ||||||||||||||||
Accruals | 307 | 315 | 360 | 306 | ||||||||||||||||
| 839 | 769 | 768 | 681 | |||||||||||||||||
Non-current | ||||||||||||||||||||
| Deferred revenue | 85 | 78 | ||||||||||||||||||
Other payables | 578 | 627 | 36 | 122 | ||||||||||||||||
| 121 | 200 | |||||||||||||||||||
Trade payables are non-interest-bearing and are normally settled within an average of 45 days.
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 123 |
Group Financial Statements
Other payables include $649m (2014: $725m) relating
Notes to the future redemption liability of the Group’s loyalty programme, of which $223m (2014: $132m) is classified as current and $426m (2014: $593m) as non-current.Group Financial Statements continued
19. Provisions
Onerous $m | Litigation $m | Total $m | Security Incidents $m | Litigation $m | Total $m | |||||||||||||||||||||||||||
At 1 January 2014 | 1 | 2 | 3 | |||||||||||||||||||||||||||||
| At 1 January 2016 | – | 15 | 15 | |||||||||||||||||||||||||||||
Provided | – | 9 | 9 | 5 | – | 5 | ||||||||||||||||||||||||||
Utilised | (1 | ) | (1 | ) | (2 | ) | – | (12 | ) | (12 | ) | |||||||||||||||||||||
At 31 December 2014 | – | 10 | 10 | |||||||||||||||||||||||||||||
Provided | – | 5 | 5 | |||||||||||||||||||||||||||||
At 31 December 2015 | – | 15 | 15 | |||||||||||||||||||||||||||||
| At 31 December 2016 and 31 December 2017 | 5 | 3 | 8 | |||||||||||||||||||||||||||||
2015 $m | 2014 $m | 2017 $m | 2016 $m | |||||||||||||||||||||||||||||
Analysed as: | ||||||||||||||||||||||||||||||||
Current | 15 | 1 | 3 | 3 | ||||||||||||||||||||||||||||
Non-current | – | 9 | 5 | 5 | ||||||||||||||||||||||||||||
| 15 | 10 | 8 | 8 | |||||||||||||||||||||||||||||
| See note 30 for a description of and further information on the Security Incidents provision. |
The onerous management contracts provision related toamount provided in 2016 in respect of the unavoidable net cash outflows that were 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 largely relates to actions brought against the Group in Thethe Americas region, includingregion. In relation to the $12m relating to System Fund activity. Insurance recoveriessettled during 2016, an insurance recovery of $8m are disclosed as a contingent asset and are expected to be receivedwas also recorded by the System Fund following settlementFund.
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 litigation claim.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.
| IHG | Annual Report and Form 20-F |
Group Financial Statements
Notes to the Group Financial Statements continued
continued21. 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. |
20.22. 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
Foreign exchange risk management policy is to mitigate the adverse impact of movements in interest rates and foreign exchange rates.
Market 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 hedgeThe most significant exposures of the Group are in currencies that are freely convertible. The Group’s reported debt has an exposure to 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 exposure, whereverrisk. 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.
| 126 | IHG | Annual Report and Form 20-F 2017 |
22. Financial risk managementcontinued
Interest rate exposurerisk
The Group is managed, usingexposed to interest rate swaps if appropriate, within set parameters depending on the term of the debt, withrisk in relation to its fixed and floating rate borrowings. The Group’s policy requires a minimum of 50% fixed proportionrate debt over the next 12 months. With the exception of 25%overdrafts, 86% of borrowings for each major currency. 100% of borrowings in major currencies were fixed rate debt at 31 December 2015, with2017 (2016: 93%).
Interest rate hedging
If required, the exception of overdrafts.Group uses interest rate swaps to manage the exposure. The Group designates interest rate swaps as cash flow hedges. No interest rate swaps were used during 2015, 20142017, 2016 or 2013.2015.
MarketInterest 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 assets,liabilities, and the impact of a rise in US dollar, euro and sterling interest rates on the Group’s profit before tax.
| 2015 $m | 2014 $m | 2013 $m | 2017 $m | 2016 $m | 2015 $m | |||||||||||||||||||||||||||||||
Increase/(decrease) in profit before tax | Increase/(decrease) in profit before tax | |||||||||||||||||||||||||||||||||||
Sterling: US dollar exchange rate | 5¢ fall | 4.8 | 4.5 | 4.1 | 5¢ fall | 4.0 | 5.2 | 4.8 | ||||||||||||||||||||||||||||
Euro: US dollar exchange rate | 5¢ fall | (1.9 | ) | (2.2 | ) | (2.6 | ) | 5¢ fall | (2.1 | ) | (2.2 | ) | (1.9 | ) | ||||||||||||||||||||||
US dollar interest rates | 1% increase | (0.9 | ) | (6.7 | ) | – | 1% increase | (2.9 | ) | (1.8 | ) | (0.9 | ) | |||||||||||||||||||||||
Euro interest rates | 1% increase | – | (0.9 | ) | – | |||||||||||||||||||||||||||||||
Sterling interest rates | 1% increase | 7.9 | 0.7 | – | 1% increase | 0.3 | 1.3 | 7.9 | ||||||||||||||||||||||||||||
Increase/(decrease) in net assets | ||||||||||||||||||||||||||||||||||||
| Decrease/(increase) in net liabilities | ||||||||||||||||||||||||||||||||||||
Sterling: US dollar exchange rate | 5¢ fall | 23.7 | 29.1 | 16.0 | 5¢ fall | 44.1 | 47.2 | 23.7 | ||||||||||||||||||||||||||||
Euro: US dollar exchange rate | 5¢ fall | (7.6 | ) | (10.9 | ) | (14.8 | ) | 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, in 2014, the $400m bilateral term loan drawn in 2015 to finance the Kimpton acquisition (see note 21).
20. Financial risk managementcontinued
Liquidity risk
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 committed bank facilities and bonds as detailed in note 20. Short-term borrowing requirements aremay be met from drawings under uncommitted overdrafts and facilities. Medium- and long-term borrowing requirements are met through the following facilities and instruments:
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The Syndicated and Bilateral facilitiesFacilities 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,
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 127 |
Group Financial Statements
Notes to the Group had cash of $1,137m which is predominantly held in short-term deposits, repurchase agreements, and cash funds which allow daily withdrawals of cash. The Group also had overdrafts of $39m as part of cash pooling arrangements (see note 17). Most of the Group’s funds are held in the UK or US, although $1m (2014: $4m) is held in countries where repatriation is restricted as a result of foreign exchange regulations.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 1 and 2 years $m | Between 2 and 5 years | More than $m | Total $m | Less than $m | Between $m | Between $m | More than $m | Total $m | |||||||||||||||||||||||||||||
31 December 2015 | ||||||||||||||||||||||||||||||||||||||
Non-derivative financial liabilities: | ||||||||||||||||||||||||||||||||||||||
Bank overdrafts | 39 | – | – | – | 39 | |||||||||||||||||||||||||||||||||
£250m 6% bonds 2016 | 393 | – | – | – | 393 | |||||||||||||||||||||||||||||||||
£400m 3.875% bonds 2022 | 23 | 23 | 69 | 638 | 753 | |||||||||||||||||||||||||||||||||
£300m 3.75% bonds 2025 | 17 | 17 | 50 | 521 | 605 | |||||||||||||||||||||||||||||||||
Finance lease obligations | 17 | 17 | 48 | 3,268 | 3,350 | |||||||||||||||||||||||||||||||||
Trade and other payables | 839 | 178 | 263 | 192 | 1,472 | |||||||||||||||||||||||||||||||||
Provisions | 15 | – | – | – | 15 | |||||||||||||||||||||||||||||||||
Derivative financial liabilities: | ||||||||||||||||||||||||||||||||||||||
Forward foreign exchange contracts | 3 | – | – | – | 3 | |||||||||||||||||||||||||||||||||
31 December 2014 | ||||||||||||||||||||||||||||||||||||||
| 31 December 2017 | ||||||||||||||||||||||||||||||||||||||
Non-derivative financial liabilities: | ||||||||||||||||||||||||||||||||||||||
Bank overdrafts | 107 | – | – | – | 107 | 110 | – | – | – | 110 | ||||||||||||||||||||||||||||
Unsecured bank loans | 361 | – | – | – | 361 | 264 | – | – | – | 264 | ||||||||||||||||||||||||||||
Secured bank loans | 3 | – | – | – | 3 | |||||||||||||||||||||||||||||||||
£250m 6% bonds 2016 | 23 | 414 | – | – | 437 | |||||||||||||||||||||||||||||||||
£400m 3.875% bonds 2022 | 24 | 24 | 73 | 697 | 818 | 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 | 48 | 3,284 | 3,364 | 16 | 16 | 51 | 3,234 | 3,317 | ||||||||||||||||||||||||||||
Trade and other payables | 769 | 174 | 194 | 345 | 1,482 | |||||||||||||||||||||||||||||||||
Trade and other payables, excluding deferred revenue | 719 | 138 | 189 | 176 | 1,222 | |||||||||||||||||||||||||||||||||
Provisions | 1 | 9 | – | – | 10 | 3 | 5 | – | – | 8 | ||||||||||||||||||||||||||||
Derivative financial liabilities: | ||||||||||||||||||||||||||||||||||||||
Forward foreign exchange contracts | (2 | ) | – | – | – | (2 | ) | |||||||||||||||||||||||||||||||
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.
Notes to the Group Financial Statementscontinued
20. Financial risk managementcontinued
Credit risk
Credit risk on treasury transactions is minimised by operating a policy on the investment of surplus cash that generally restricts counterparties to those with a 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. During the year, the policy was amended from a minimum A credit rating to reflect current market conditions.
Short-term deposits
The table below analyses the Group’s short-term deposits at 31 December 2015 by counterparty credit rating.
| AAA | AA- | A+ | A | BBB+ | Total | |||||||||||||||||||
Short-term deposits | 497 | 82 | 30 | 79 | 15 | 703 | ||||||||||||||||||
Repurchase agreements
The Group invests in repurchase agreements, which are fully collateralised investments, with a maturity of three months or less. The Group accepts only government or supranational bonds where the lowest credit rating is AA- or better as collateral. In the event of default, ownership of these securities would revert to the Group. The securities held as collateral are valued at a discount of 2% to market value to protect against market volatility in the event of a default by the counterparty. The table below contains information about the collateral held as security at 31 December 2015.
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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.
2015 $m | 2014 $m | |||||||
Cash and cash equivalents | 1,137 | 162 | ||||||
Equity securities available-for-sale | 150 | 144 | ||||||
Derivative financial instruments | – | 2 | ||||||
Loans and receivables: | ||||||||
Other financial assets | 134 | 113 | ||||||
Trade and other receivables, excluding prepayments | 391 | 388 | ||||||
| 1,812 | 809 | |||||||
| 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 | |||||||||||||||||||||||
| IHG | Annual Report and Form 20-F |
20.22. 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 $838m$993m at 31 December 2015 (2014: $808m)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.
Derivative financial instruments
At 31 December 2015, the Group held short dated foreign exchange swaps with principals of€nil (2014:€220m) and $481m (2014: $31m). The swaps are used to manage sterling surplus cash and reduce euro and US dollar borrowings whilst maintaining operational flexibility.
The fair value of these derivative financial instruments at 31 December 2015 was a $3m liability (2014: $2m asset).
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 2015 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 2015 or 31 December 2014.
Hedge of net investment in foreign operations
Where hedge accounting is applied, 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 risk for loans and short dated derivatives. The interest on these financial instruments is taken through financial income or expense.
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 $nil (2014: $415m) and short dated foreign exchange swaps with principals of€285m (2014:€220m) and $315m (2014: $165m).
Hedge effectiveness is measured at calendar quarter ends. No ineffectiveness arose in respect of the Group’s net investment hedges during the current or prior year.
Notes to the Group Financial Statementscontinued
21. Loans and other borrowings
| 2015 | 2014 | |||||||||||||||||||||||||
| Current Non-current | Total | Current Non-current | Total | |||||||||||||||||||||||
| $m | $m | $m | $m | $m | $m | |||||||||||||||||||||
Bank overdrafts | 39 | – | 39 | 107 | – | 107 | ||||||||||||||||||||
Unsecured bank loans | – | – | – | – | 359 | 359 | ||||||||||||||||||||
Secured bank loan | – | – | – | 3 | – | 3 | ||||||||||||||||||||
Finance lease obligations | 17 | 207 | 224 | 16 | 202 | 218 | ||||||||||||||||||||
£250m 6% bonds 2016 | 371 | – | 371 | – | 390 | 390 | ||||||||||||||||||||
£400m 3.875% bonds 2022 | – | 588 | 588 | – | 618 | 618 | ||||||||||||||||||||
£300m 3.75% bonds 2025 | – | 444 | 444 | – | – | – | ||||||||||||||||||||
Total borrowings | 427 | 1,239 | 1,666 | 126 | 1,569 | 1,695 | ||||||||||||||||||||
| Denominated in the following currencies: | ||||||||||||||||||||||||||
Sterling | 373 | 1,032 | 1,405 | 20 | 1,008 | 1,028 | ||||||||||||||||||||
US dollars | 46 | 207 | 253 | 87 | 470 | 557 | ||||||||||||||||||||
Euros | 4 | – | 4 | 12 | 91 | 103 | ||||||||||||||||||||
Other | 4 | – | 4 | 7 | – | 7 | ||||||||||||||||||||
| 427 | 1,239 | 1,666 | 126 | 1,569 | 1,695 | |||||||||||||||||||||
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 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 2020, with two one-year extension options exercisable in 2016 and 2017. This replaced the $1.07bn five-year revolving facility (maturing in November 2016) following a successful refinancing of the facility in March 2015, which resulted in a reduction in the interest margin payable.
The Bilateral Facility comprises a $75m revolving credit facility maturing in March 2020, with two one-year extension options exercisable in 2016 and 2017. 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 were undrawn at 31 December 2015.
Secured bank loan
The secured bank loan related to a New Zealand dollar mortgage which was secured on the related hotel property and was repayable by instalments. The interest in the hotel was disposed of in 2015.
Finance lease obligations
Finance lease obligations, which relate primarily to the 99-year lease (of which 90 years remain) on the InterContinental Boston hotel, are payable as follows:
| 2015 | 2014 | |||||||||||||||||
Minimum lease payments $m | Present value of payments $m | Minimum lease payments $m | Present value of payments $m | |||||||||||||||
Less than one year | 17 | 17 | 16 | 16 | ||||||||||||||
Between one and five years | 65 | 49 | 64 | 48 | ||||||||||||||
More than five years | 3,268 | 158 | 3,284 | 154 | ||||||||||||||
| 3,350 | 224 | 3,364 | 218 | |||||||||||||||
Less: amount representing finance charges | (3,126 | ) | – | (3,146 | ) | – | ||||||||||||
| 224 | 224 | 218 | 218 | |||||||||||||||
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%.
21. Loans and other borrowingscontinued
£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 each year. 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.
£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 each year. 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 each year. The bonds were initially priced at 99.014% of face value and are unsecured.
Facilities provided by banks
| 2015 | 2014 | |||||||||||||||||||||||||
| Utilised $m | Unutilised $m | Total $m | Utilised $m | Unutilised $m | Total $m | |||||||||||||||||||||
Committed | – | 1,350 | 1,350 | 364 | 709 | 1,073 | ||||||||||||||||||||
Uncommitted | – | 64 | 64 | 4 | 62 | 66 | ||||||||||||||||||||
| – | 1,414 | 1,414 | 368 | 771 | 1,139 | |||||||||||||||||||||
2015 $m | 2014 $m | |||||||||||||||||||||||||
Unutilised facilities expire: | ||||||||||||||||||||||||||
Within one year | 64 | 62 | ||||||||||||||||||||||||
After two but before five years | 1,350 | 709 | ||||||||||||||||||||||||
| 1,414 | 771 | |||||||||||||||||||||||||
Utilised facilities are calculated based on actual drawings and may not agree to the carrying value of loans held at amortised cost.
Kimpton acquisition
In January 2015, a $400m bilateral term loan was drawn down to finance the acquisition of Kimpton (see note 10). The loan had a term of six months plus two six-month extension periods, one of which was exercised in June 2015. A variable rate of interest was payable on the loan which had identical covenants to the Syndicated Facility. The loan was repaid in full and the facility cancelled in August 2015.
22. Reconciliation of profit for the year to cash flow from operations
| For the year ended 31 December 2015 | Note | 2015 $m | 2014 $m | 2013 $m | ||||||||||||
Profit for the year | 1,224 | 392 | 374 | |||||||||||||
Adjustments for: | ||||||||||||||||
Net financial expenses | 87 | 80 | 73 | |||||||||||||
Income tax charge | 7 | 188 | 208 | 226 | ||||||||||||
Depreciation and amortisation | 96 | 96 | 85 | |||||||||||||
Impairment | 36 | – | – | |||||||||||||
Other exceptional operating items | (855 | ) | (29 | ) | (5 | ) | ||||||||||
Equity-settled share-based cost | 26 | 19 | 21 | 22 | ||||||||||||
Dividends from associates and joint ventures | 14 | 5 | 2 | 5 | ||||||||||||
Other items | 6 | 4 | 2 | |||||||||||||
Decrease/(increase) in trade and other receivables | 3 | (18 | ) | (9 | ) | |||||||||||
Net change in loyalty programme liability and System Fund surplus | 32 | 42 | 58 | 61 | ||||||||||||
Increase in other trade and other payables | 8 | 61 | 8 | |||||||||||||
Utilisation of provisions | 19 | – | (2 | ) | (3 | ) | ||||||||||
Retirement benefit contributions, net of costs | (4 | ) | (6 | ) | (18 | ) | ||||||||||
Cash flows relating to exceptional operating items | (45 | ) | (114 | ) | (33 | ) | ||||||||||
Total adjustments | (414 | ) | 361 | 414 | ||||||||||||
Cash flow from operations | 810 | 753 | 788 | |||||||||||||
Notes to the Group Financial Statementscontinued
23. Fair value measurement
Fair values
The following table compares carrying amounts and fair values of the Group’s financial assets and liabilities:
| 2015 | 2014 | 2017 | 2016 | |||||||||||||||||||||||||||||||||||||||||||||||
| Note | Carrying value | Fair value $m | Carrying value $m | Fair value $m | Note | Carrying value $m | Fair value $m | Carrying value $m | Fair value $m | |||||||||||||||||||||||||||||||||||||||||
Financial assets | ||||||||||||||||||||||||||||||||||||||||||||||||||
Cash and cash equivalents | 17 | 1,137 | 1,137 | 162 | 162 | 17 | 168 | 168 | 206 | 206 | ||||||||||||||||||||||||||||||||||||||||
Equity securities available-for-salea | 15 | 150 | 150 | 144 | 144 | 15 | 127 | 127 | 156 | 156 | ||||||||||||||||||||||||||||||||||||||||
Loans and receivables: | ||||||||||||||||||||||||||||||||||||||||||||||||||
Other financial assets | 15 | 134 | 134 | 113 | 113 | 15 | 117 | 117 | 112 | 112 | ||||||||||||||||||||||||||||||||||||||||
Trade and other financial receivables, excluding prepayments | 16 | 391 | 391 | 388 | 388 | |||||||||||||||||||||||||||||||||||||||||||||
Derivativesa | – | – | 2 | 2 | ||||||||||||||||||||||||||||||||||||||||||||||
Trade and other receivables, excluding prepayments | 16 | 477 | 477 | 403 | 403 | |||||||||||||||||||||||||||||||||||||||||||||
| 1,812 | 1,812 | 809 | 809 | 889 | 889 | 877 | 877 | |||||||||||||||||||||||||||||||||||||||||||
Financial liabilities | ||||||||||||||||||||||||||||||||||||||||||||||||||
£250m 6% bonds 2016 | 21 | (371 | ) | (386 | ) | (390 | ) | (423 | ) | |||||||||||||||||||||||||||||||||||||||||
£400m 3.875% bonds 2022 | 21 | (588 | ) | (608 | ) | (618 | ) | (659 | ) | 20 | (538 | ) | (593 | ) | (489 | ) | (541 | ) | ||||||||||||||||||||||||||||||||
£300m 3.75% bonds 2025 | 21 | (444 | ) | (443 | ) | – | – | 20 | (406 | ) | (441 | ) | (370 | ) | (408 | ) | ||||||||||||||||||||||||||||||||||
| £350m 2.125% bonds 2026 | 20 | (472 | ) | (454 | ) | (430 | ) | (411 | ) | |||||||||||||||||||||||||||||||||||||||||
Finance lease obligations | 21 | (224 | ) | (305 | ) | (218 | ) | (277 | ) | 20 | (231 | ) | (318 | ) | (227 | ) | (297 | ) | ||||||||||||||||||||||||||||||||
Unsecured bank loans | 21 | – | – | (359 | ) | (359 | ) | 20 | (262 | ) | (262 | ) | (107 | ) | (107 | ) | ||||||||||||||||||||||||||||||||||
Secured bank loan | 21 | – | – | (3 | ) | (3 | ) | |||||||||||||||||||||||||||||||||||||||||||
Bank overdrafts | 21 | (39 | ) | (39 | ) | (107 | ) | (107 | ) | 20 | (110 | ) | (110 | ) | (89 | ) | (89 | ) | ||||||||||||||||||||||||||||||||
| Loyalty programme liability | 32 | (760 | ) | (760 | ) | (685 | ) | (685 | ) | |||||||||||||||||||||||||||||||||||||||||
Trade and other payables | 18 | (1,417 | ) | (1,417 | ) | (1,396 | ) | (1,396 | ) | 18 | (889 | ) | (889 | ) | (881 | ) | (881 | ) | ||||||||||||||||||||||||||||||||
Derivativesa | (3 | ) | (3 | ) | – | – | – | – | (3 | ) | (3 | ) | ||||||||||||||||||||||||||||||||||||||
Provisions | 19 | (15 | ) | (15 | ) | (10 | ) | (10 | ) | 19 | (8 | ) | (8 | ) | (8 | ) | (8 | ) | ||||||||||||||||||||||||||||||||
| (3,101 | ) | (3,216 | ) | (3,101 | ) | (3,234 | ) | (3,676 | ) | (3,835 | ) | (3,289 | ) | (3,430 | ) | |||||||||||||||||||||||||||||||||||
a 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.
| 2015 | 2014 | |||||||||||||||||||||||||||||||||
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 | 14 | – | – | 14 | 16 | – | – | 16 | ||||||||||||||||||||||||||
Unquoted equity shares | – | – | 136 | 136 | – | – | 128 | 128 | ||||||||||||||||||||||||||
Derivatives | – | – | – | – | – | 2 | – | 2 | ||||||||||||||||||||||||||
Liabilities | ||||||||||||||||||||||||||||||||||
£250m 6% bonds 2016 | (386 | ) | – | – | (386 | ) | (423 | ) | – | – | (423 | ) | ||||||||||||||||||||||
£400m 3.875% bonds 2022 | (608 | ) | – | – | (608 | ) | (659 | ) | – | – | (659 | ) | ||||||||||||||||||||||
£300m 3.75% bonds 2025 | (443 | ) | – | – | (443 | ) | – | – | – | – | ||||||||||||||||||||||||
Finance lease obligations | – | (305 | ) | – | (305 | ) | – | (277 | ) | – | (277 | ) | ||||||||||||||||||||||
Derivatives | – | (3 | ) | – | (3 | ) | – | – | – | – | ||||||||||||||||||||||||
23. Fair value measurementcontinued
| 2017 | 2016 | |||||||||||||||||||||||||||||
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 | 10 | – | – | 10 | 14 | – | – | 14 | ||||||||||||||||||||||
Unquoted equity shares | – | – | 117 | 117 | – | – | 142 | 142 | ||||||||||||||||||||||
| Liabilities | ||||||||||||||||||||||||||||||
| £400m 3.875% bonds 2022 | (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 | – | (318) | – | (318) | – | (297 | ) | – | (297 | ) | ||||||||||||||||||||
| Derivatives | – | – | – | – | – | (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.
Finance lease obligations relate primarily to the lease of InterContinental Boston, which 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 20152017 was 7.0% (2014: 7.4%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 21.9 (2014: 24.0)30.7 (2016: 24.5) and a non-marketability factor of 30% (2014:(2016: 30%) is applied. A 10% increase in the average P/E ratio would result in a $3m$2m increase (2014: $3m)(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 (2014: $3m)(2016: $2m) in the fair value of the investments. A 10% increase in net assets would result in a $8m$7m increase (2014:(2016: $7m) in the fair value of the investments and a 10% decrease in net assets would result in a $8m$7m decrease (2014:(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:
2015 $m | 2014 $m | |||||||
At 1 January | 128 | 127 | ||||||
Additions | 5 | 5 | ||||||
Repaid | – | (8 | ) | |||||
Valuation gains recognised in other comprehensive income | 4 | 7 | ||||||
Exchange and other adjustments | (1 | ) | (3 | ) | ||||
At 31 December | 136 | 128 | ||||||
24. Net debt
|
| |||||||
2015 $m | 2014 $m | |||||||
Cash and cash equivalents | 1,137 | 162 | ||||||
Loans and other borrowings – current | (427 | ) | (126 | ) | ||||
– non-current | (1,239 | ) | (1,569 | ) | ||||
Net debt | (529 | ) | (1,533 | ) | ||||
Movement in net debt | ||||||||
Net increase/(decrease) in cash and cash equivalents, net of overdrafts | 1,107 | (70 | ) | |||||
Add back cash flows in respect of other components of net debt: | ||||||||
Issue of long-term bonds | (458 | ) | – | |||||
Other new borrowings | (400 | ) | – | |||||
New borrowings repaid | 400 | – | ||||||
Decrease/(increase) in other borrowings | 355 | (382 | ) | |||||
Close-out of currency swaps | – | (4 | ) | |||||
Decrease/(increase) in net debt arising from cash flows | 1,004 | (456 | ) | |||||
Non-cash movements: | ||||||||
Finance lease obligations | (6 | ) | (3 | ) | ||||
Increase in accrued interest | (7 | ) | – | |||||
Exchange and other adjustments | 13 | 79 | ||||||
Decrease/(increase) in net debt | 1,004 | (380 | ) | |||||
Net debt at beginning of the year | (1,533 | ) | (1,153 | ) | ||||
Net debt at end of the year | (529 | ) | (1,533 | ) | ||||
| 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 |
Notes24. Reconciliation of profit for the year to the Group Financial Statementscontinuedcash 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
Since 6 August 2014, UK retirement and death in service benefits are provided for eligible employees by the IHG UK Defined Contribution Pension Plan. 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. The plan is HM Revenue &and Customs registered and governed by an independent trustee, assisted by professional advisers as and when required. The overall operation of the plan is subject to the oversight of The Pensions Regulator.
The former defined benefit plan, the InterContinental Hotels UK Pension 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.
Residual defined benefit obligations remain in respect of additional benefits 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 and a cash-out offer in 2014 resulted in the extinguishment of 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 20152017 (see note 15) is currently held as security on behalf of the remaining members.
US and other
The Group also maintains the following US-based defined benefit 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. At 31 December 2015, over 80%termination and distribution of the assets from the Plan in 2018. This will involve certain members being offered lump-sum payments with remaining plan assets were held in liability-matching assets.interests subject to the expected purchase of annuity contracts.
During the year,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’, are:
| Pension plans | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Post-employment | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| UK | US and other | benefits | Total | |||||||||||||||||||||||||||||||||||||||||||||||||||
| 2015 $m | 2014 $m | 2013 $m | 2015 $m | 2014 $m | 2013 $m | 2015 $m | 2014 $m | 2013 $m | 2015 $m | 2014 $m | 2013 $m | |||||||||||||||||||||||||||||||||||||||||||
Current service cost | – | – | 2 | – | 1 | 1 | – | – | – | – | 1 | 3 | ||||||||||||||||||||||||||||||||||||||||||
Past service cost | – | – | – | – | – | 1 | – | – | – | – | – | 1 | ||||||||||||||||||||||||||||||||||||||||||
Net interest expense | 1 | 2 | – | 3 | 3 | 3 | 1 | 1 | 1 | 5 | 6 | 4 | ||||||||||||||||||||||||||||||||||||||||||
Administration costs | 1 | 3 | 1 | 1 | – | 1 | – | – | – | 2 | 3 | 2 | ||||||||||||||||||||||||||||||||||||||||||
Settlement gain | – | – | – | (2 | ) | – | – | – | – | – | (2 | ) | – | – | ||||||||||||||||||||||||||||||||||||||||
Operating profit before exceptional items | 2 | 5 | 3 | 2 | 4 | 6 | 1 | 1 | 1 | 5 | 10 | 10 | ||||||||||||||||||||||||||||||||||||||||||
Exceptional items: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
Settlement cost | – | 6 | 147 | – | – | – | – | – | – | – | 6 | 147 | ||||||||||||||||||||||||||||||||||||||||||
| 2 | 11 | 150 | 2 | 4 | 6 | 1 | 1 | 1 | 5 | 16 | 157 | |||||||||||||||||||||||||||||||||||||||||||
| 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 gain in 2015 resultsresulted from the partial cash-out of the US Inter-Continental Hotels Pension Plan and comprisescomprised the difference between the accounting value of the liabilities extinguished and the amount of the lump sum payments.
The settlement cost in 2014 resulted from the partial cash-out of the UK unfunded pension arrangements and comprised transaction and related social security costs of $9m, offset by the $3m difference between the accounting value of the liabilities extinguished and the amount of the committed cash-out 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 that preceded the full buy-out of the defined benefit arrangements 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.
25. Retirement benefitscontinued
Re-measurement gains and losses recognised in the Group statement of comprehensive income are:
| 2015 | 2014 | 2013 | 2017 | 2016 | 2015 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Plan assets | Plan obligations | Total $m | Plan assets $m | Plan obligations $m | Total $m | Plan assets $m | Plan obligations $m | Total $m | 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) | (7 | ) | – | (7 | ) | 88 | – | 88 | 2 | – | 2 | 9 | – | 9 | – | – | – | (7 | ) | – | (7 | ) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Actuarial gains and losses arising from changes in: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Demographic assumptions | – | 5 | 5 | – | (3 | ) | (3 | ) | – | 12 | 12 | – | 1 | 1 | – | 6 | 6 | – | 5 | 5 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Financial assumptions | – | 10 | 10 | – | (113 | ) | (113 | ) | – | (57 | ) | (57 | ) | – | (9 | ) | (9 | ) | – | (11 | ) | (11 | ) | – | 10 | 10 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
Experience adjustments | – | 2 | 2 | – | 4 | 4 | – | (6 | ) | (6 | ) | – | (2 | ) | (2 | ) | – | 1 | 1 | – | 2 | 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Change in asset restriction (excluding amounts included in interest) | 3 | – | 3 | (1 | ) | – | (1 | ) | 89 | – | 89 | (3 | ) | – | (3 | ) | – | – | – | 3 | – | 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Other comprehensive income | (4 | ) | 17 | 13 | 87 | (112 | ) | (25 | ) | 91 | (51 | ) | 40 | 6 | (10 | ) | (4 | ) | – | (4 | ) | (4 | ) | (4 | ) | 17 | 13 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
The assets and liabilities of the schemes and the amounts recognised in the Group statement of financial position are:
| Pension plans | ||||||||||||||||||||||||||||||||||||||
| Post-employment | ||||||||||||||||||||||||||||||||||||||
| UK | US and other | benefits | Total | |||||||||||||||||||||||||||||||||||
| 2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | |||||||||||||||||||||||||||||||
Retirement benefit assets | ||||||||||||||||||||||||||||||||||||||
Fair value of plan assets | – | 8 | – | 16 | – | – | – | 24 | ||||||||||||||||||||||||||||||
Present value of benefit obligations | – | – | – | (13 | ) | – | – | – | (13 | ) | ||||||||||||||||||||||||||||
Surplus in schemes | – | 8 | – | 3 | – | – | – | 11 | ||||||||||||||||||||||||||||||
Asset restriction | – | (3 | ) | – | – | – | – | – | (3 | ) | ||||||||||||||||||||||||||||
Total retirement benefit assets | – | 5 | – | 3 | – | – | – | 8 | ||||||||||||||||||||||||||||||
Retirement benefit obligations | ||||||||||||||||||||||||||||||||||||||
Fair value of plan assets | – | – | 121 | 151 | – | – | 121 | 151 | ||||||||||||||||||||||||||||||
Present value of benefit obligations | (27 | ) | (31 | ) | (202 | ) | (242 | ) | (21 | ) | (24 | ) | (250 | ) | (297 | ) | ||||||||||||||||||||||
Total retirement benefit obligations | (27 | ) | (31 | ) | (81 | ) | (91 | ) | (21 | ) | (24 | ) | (129 | ) | (146 | ) | ||||||||||||||||||||||
Total fair value of plan assets | – | 8 | 121 | 167 | – | – | 121 | 175 | ||||||||||||||||||||||||||||||
Total present value of benefit obligations | (27 | ) | (31 | ) | (202 | ) | (255 | ) | (21 | ) | (24 | ) | (250 | ) | (310 | ) | ||||||||||||||||||||||
At 1 January 2015, ‘US and other’ included a surplus of $3m in respect of a defined benefit pension plan in Hong Kong and a deficit of $1m in respect of a defined benefit pension plan in the Netherlands. During the year, the Hong Kong plan was transferred to the new owner of InterContinental Hong Kong (see note 11) and the Dutch pension obligations became fully insured resulting in the cessation of defined benefit accounting.
| 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 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Post-employment | Pension plans | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| UK | US | benefits | UK | US | US Post-employment benefits | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2015 % | 2014 % | 2013 % | 2015 % | 2014 % | 2013 % | 2015 % | 2014 % | 2013 % | 2017 % | 2016 % | 2015 % | 2017 % | 2016 % | 2015 % | 2017 % | 2016 % | 2015 % | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Pensions increases | 3.2 | 3.3 | 3.6 | – | – | – | – | – | – | 3.2 | 3.3 | 3.2 | – | – | – | – | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Discount rate | 4.0 | 3.7 | 4.6 | 3.9 | 3.6 | 4.5 | 3.9 | 3.7 | 4.6 | 2.6 | 2.7 | 4.0 | 3.3 | 3.7 | 3.9 | 3.3 | 3.8 | 3.9 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Inflation rate | 3.2 | 3.3 | 3.6 | – | – | – | – | – | – | 3.2 | 3.3 | 3.2 | – | – | – | – | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Healthcare cost trend rate assumed for next year: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Pre 65 (ultimate rate reached in 2022) | 7.5 | 8.0 | 8.5 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Post 65 (ultimate rate reached in 2024) | 9.0 | 12.5 | 17.5 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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 | 4.5 | 5.0 | 5.2 | 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-2015MP-2017 mortality tables.
In both the UK and US, the assumption hasassumptions have been revised during the year to reflect reduced life expectancy at retirement age as follows:
| Pension plans | ||||||||||||||||||||||||||||
| UK | US | |||||||||||||||||||||||||||
| 2015 Years | 2014 Years | 2013 Years | 2015 Years | 2014 Years | 2013 Years | |||||||||||||||||||||||
Current pensioners at 65a | – male | 26 | 26 | 24 | 21 | 22 | 21 | |||||||||||||||||||||
| – female | 29 | 29 | 27 | 23 | 24 | 23 | ||||||||||||||||||||||
Future pensioners at 65b | – male | 28 | 28 | 27 | 23 | 23 | 22 | |||||||||||||||||||||
| – female | 31 | 31 | 30 | 25 | 25 | 25 | ||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||||||||
| a | Relates to assumptions based on longevity (in years) following retirement at the end of the reporting period. |
| b | 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/ $m | Higher/ pension cost $m | Increase/ (decrease) in liabilities | Higher/ $m | Increase/ (decrease) in liabilities $m | Higher/ $m | Increase/ (decrease) in liabilities $m | |||||||||||||||||||||||||||||||||||||||||||||||
Pensions increases | – 0.25% decrease | – | (1.2 | ) | – | – | – 0.25% decrease | (0.1 | ) | (1.1 | ) | – | – | |||||||||||||||||||||||||||||||||||||||||
| – 0.25% increase | – | 1.2 | – | – | – 0.25% increase | – | 1.4 | – | – | |||||||||||||||||||||||||||||||||||||||||||||
Discount rate | – 0.25% decrease | – | 1.3 | – | 5.9 | – 0.25% decrease | (0.1 | ) | 1.5 | (0.1 | ) | 2.9 | ||||||||||||||||||||||||||||||||||||||||||
| – 0.25% increase | – | (1.2 | ) | – | (5.7 | ) | – 0.25% increase | – | (1.4 | ) | – | (2.7 | ) | |||||||||||||||||||||||||||||||||||||||||
Inflation rate | – 0.25% increase | – | 1.2 | – | – | – 0.25% increase | – | 1.4 | – | – | ||||||||||||||||||||||||||||||||||||||||||||
| – 0.25% decrease | – | (1.2 | ) | – | – | – 0.25% decrease | (0.1 | ) | (1.1 | ) | – | – | ||||||||||||||||||||||||||||||||||||||||||
Mortality rate | – one year increase | – | 0.6 | 0.3 | 8.7 | – 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 20152017 by $2.0m (2014: $2.4m, 2013: $2.8m)$1.9m (2016: $1.9m, 2015: $2.0m) and a one percentage point decrease would decrease the obligations by $1.8m (2014: $2.2m, 2013: $2.3m)(2016: $1.7m, 2015: $1.8m).
| IHG | Annual Report and Form 20-F |
25. Retirement benefitscontinued
Movement in benefit obligation
| Pension plans | ||||||||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||||||||
2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | |||||||||||||||||||||||||||||||
Benefit obligation at 1 January | 31 | 659 | 255 | 233 | 24 | 24 | 310 | 916 | ||||||||||||||||||||||||||||||
Current service cost | – | – | – | 1 | – | – | – | 1 | ||||||||||||||||||||||||||||||
Interest expense | 1 | 24 | 8 | 10 | 1 | 1 | 10 | 35 | ||||||||||||||||||||||||||||||
Settlement gain before costs | – | (3 | ) | (2 | ) | – | – | – | (2 | ) | (3 | ) | ||||||||||||||||||||||||||
Benefits paid | – | (18 | ) | (14 | ) | (14 | ) | (1 | ) | (1 | ) | (15 | ) | (33 | ) | |||||||||||||||||||||||
Committed cash-out payments | – | (57 | ) | (11 | ) | – | – | – | (11 | ) | (57 | ) | ||||||||||||||||||||||||||
Re-measurement (gains)/losses | (4 | ) | 86 | (10 | ) | 26 | (3 | ) | – | (17 | ) | 112 | ||||||||||||||||||||||||||
Derecognised on buy-out | – | (640 | ) | (11 | ) | – | – | – | (11 | ) | (640 | ) | ||||||||||||||||||||||||||
Transfers to non-current assets classified as held for sale | – | – | (12 | ) | – | – | – | (12 | ) | – | ||||||||||||||||||||||||||||
Exchange adjustments | (1 | ) | (20 | ) | (1 | ) | (1 | ) | – | – | (2 | ) | (21 | ) | ||||||||||||||||||||||||
Benefit obligation at 31 December | 27 | 31 | 202 | 255 | 21 | 24 | 250 | 310 | ||||||||||||||||||||||||||||||
Comprising: | ||||||||||||||||||||||||||||||||||||||
Funded plans | – | – | 150 | 199 | – | – | 150 | 199 | ||||||||||||||||||||||||||||||
Unfunded plans | 27 | 31 | 52 | 56 | 21 | 24 | 100 | 111 | ||||||||||||||||||||||||||||||
| 27 | 31 | 202 | 255 | 21 | 24 | 250 | 310 | |||||||||||||||||||||||||||||||
| Movement in plan assets | ||||||||||||||||||||||||||||||||||||||
| Pension plans | ||||||||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||||||||
2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | |||||||||||||||||||||||||||||||
Fair value of plan assets at 1 January | 8 | 582 | 167 | 159 | – | – | 175 | 741 | ||||||||||||||||||||||||||||||
Company contributions | – | 3 | 8 | 11 | 1 | 1 | 9 | 15 | ||||||||||||||||||||||||||||||
Benefits paid | – | (18 | ) | (14 | ) | (14 | ) | (1 | ) | (1 | ) | (15 | ) | (33 | ) | |||||||||||||||||||||||
Interest income | – | 22 | 5 | 7 | – | – | 5 | 29 | ||||||||||||||||||||||||||||||
Re-measurement gains/(losses) | – | 83 | (7 | ) | 5 | – | – | (7 | ) | 88 | ||||||||||||||||||||||||||||
Administration costs | (1 | ) | (3 | ) | (1 | ) | – | – | – | (2 | ) | (3 | ) | |||||||||||||||||||||||||
Derecognised on buy-out | – | (640 | ) | (22 | ) | – | – | – | (22 | ) | (640 | ) | ||||||||||||||||||||||||||
Transfer to defined contribution plan | (7 | ) | – | – | – | – | – | (7 | ) | – | ||||||||||||||||||||||||||||
Transfers to non-current assets classified as held for sale | – | – | (15 | ) | – | – | – | (15 | ) | – | ||||||||||||||||||||||||||||
Exchange adjustments | – | (21 | ) | – | (1 | ) | – | – | – | (22 | ) | |||||||||||||||||||||||||||
Fair value of plan assets at 31 December | – | 8 | 121 | 167 | – | – | 121 | 175 | ||||||||||||||||||||||||||||||
| Company contributions are expected to be $9m in 2016. | ||||||||||||||||||||||||||||||||||||||
| The plan assets are measured at fair value and comprise the following: | ||||||||||||||||||||||||||||||||||||||
| UK | US and other | |||||||||||||||||||||||||||||||||||||
| 2015 $m | 2014 $m | 2015 $m | 2014 $m | |||||||||||||||||||||||||||||||||||
Investments quoted in active markets | ||||||||||||||||||||||||||||||||||||||
Investment funds: | �� | |||||||||||||||||||||||||||||||||||||
Global equities | – | – | 17 | 21 | ||||||||||||||||||||||||||||||||||
Corporate bonds | – | – | 101 | 131 | ||||||||||||||||||||||||||||||||||
Property | – | – | 2 | 2 | ||||||||||||||||||||||||||||||||||
Unquoted investments | ||||||||||||||||||||||||||||||||||||||
Qualifying insurance policy | – | – | – | 11 | ||||||||||||||||||||||||||||||||||
Cash and other | – | 8 | 1 | 2 | ||||||||||||||||||||||||||||||||||
| – | 8 | 121 | 167 | |||||||||||||||||||||||||||||||||||
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.
| 133 |
Group Financial Statements
Notes to the Group Financial Statementscontinued
25. Retirement benefitscontinued
Movement in benefit obligation
| Pension plans | ||||||||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||||||||
| Movement in asset restriction | 2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | ||||||||||||||||||||||||||||||
Balance at 1 January | 3 | 2 | – | – | – | – | 3 | 2 | ||||||||||||||||||||||||||||||
Re-measurement (gains)/losses | (3 | ) | 1 | – | – | – | – | (3 | ) | 1 | ||||||||||||||||||||||||||||
Balance at 31 December | – | 3 | – | – | – | – | – | 3 | ||||||||||||||||||||||||||||||
| Estimated future benefit payments | ||||||||||||||||||||||||||||||||||||||
| Pension plans | ||||||||||||||||||||||||||||||||||||||
| UK | US and other | Post-employment benefits | Total | |||||||||||||||||||||||||||||||||||
| 2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | 2015 $m | 2014 $m | |||||||||||||||||||||||||||||||
Within one year | – | – | 14 | 15 | 1 | 1 | 15 | 16 | ||||||||||||||||||||||||||||||
Between one and five years | 2 | 2 | 54 | 58 | 5 | 5 | 61 | 65 | ||||||||||||||||||||||||||||||
After five years | 16 | 11 | 65 | 78 | 7 | 7 | 88 | 96 | ||||||||||||||||||||||||||||||
| 18 | 13 | 133 | 151 | 13 | 13 | 164 | 177 | |||||||||||||||||||||||||||||||
Average duration of obligation (years) | 22.0 | 22.0 | 10.1 | 11.9 | 10.5 | 11.9 | ||||||||||||||||||||||||||||||||
| 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 payments are expected to be $9m in 2018.
The plan assets are measured at fair value and comprise the following:
| 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 2017 |
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), 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 265,285 (2014: 305,345, 2013: 318,911)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 apply to awards made in respect of the 2015 and subsequent financial years. The new plan rules contain substantially the same terms as the superseded 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 68
Restricted stock units: Awards to 77. 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 eligible employees. During the year, conditional rights over 1,803,308 (2014: 2,171,390, 2013: 2,227,293) 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 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 superseded plan rules.
Executive Share Option Plan
The plan was not operated during 2015 and no options were granted in the year under the plan, neither will any further options be granted under the plan. All options were exercised or lapsed before 31 December 2014.
| 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 | 135 |
Group Financial Statements
Notes to the Group Financial Statements continued
26. Share-based paymentscontinued
The Group recognised a cost of $19m (2014: $21m 2013: $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 the year was $nil (2014: $nil, 2013: $5m).2017, 2016 or 2015.
The following table sets forth awards granted during 2015:
| APP | LTIP | |||||||
Number of shares awarded in 2015 | 265,285 | 1,803,308 | ||||||
The Group uses separate option pricing models and assumptions depending on the plan. The following table sets out information about awards granted in 2015, 20142017, 2016 and 2013:2015:
| APP | LTIP | APP | LTIP | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Binomial valuation model | Monte Carlo Simulation and Binomial valuation model | Binomial valuation model | Monte Carlo Simulation and Binomial valuation model | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2015 | 2014 | 2013 | 2015 | 2014 | 2013 | 2017 | 2016 | 2015 | 2017 | 2016 | 2015 | |||||||||||||||||||||||||||||||||||||||||||||||||||
Weighted average share price | 2,565.0p | 1,925.0p | 1,928.0p | 2,634.0p | 1,916.0p | 1,913.0p | 3,781.0p | 2,725.0p | 2,565.0p | 4,300.0p | 2,846.0p | 2,634.0p | ||||||||||||||||||||||||||||||||||||||||||||||||||
Expected dividend yield | n/a | n/a | 2.63% | 2.34% | 2.55% | 2.59% | n/a | n/a | n/a | 2.05% | 2.55% | 2.34% | ||||||||||||||||||||||||||||||||||||||||||||||||||
Risk-free interest rate | 0.59% | 1.29% | 0.27% | 0.10% | 0.36% | 0.59% | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Volatilitya | 22% | 28% | 28% | 24% | 24% | 22% | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Term (years) | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | 3.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||
| a | 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 outstanding under the schemes are as follows:
APP Number of shares thousands | LTIP Number of shares thousands | APP | LTIP | |||||||||||||||||||||||
Outstanding at 1 January 2013 | 622 | 7,160 | ||||||||||||||||||||||||
| 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 | 319 | 2,227 | 265 | 1,803 | – | |||||||||||||||||||||
Vested | (72 | ) | (2,206 | ) | (307 | ) | (1,278 | ) | – | |||||||||||||||||
Lapsed or cancelled | (29 | ) | (406 | ) | (37 | ) | (1,370 | ) | – | |||||||||||||||||
Outstanding at 31 December 2013 | 840 | 6,775 | ||||||||||||||||||||||||
| Outstanding at 31 December 2015 | 689 | 5,275 | – | |||||||||||||||||||||||
Granted | 305 | 2,171 | 336 | 889 | 467 | |||||||||||||||||||||
Vested | (310 | ) | (1,447 | ) | (229 | ) | (915 | ) | – | |||||||||||||||||
Share capital consolidation | (38 | ) | – | (104 | ) | – | – | |||||||||||||||||||
Lapsed or cancelled | (29 | ) | (1,379 | ) | (7 | ) | (1,048 | ) | (18 | ) | ||||||||||||||||
Outstanding at 31 December 2014 | 768 | 6,120 | ||||||||||||||||||||||||
| Outstanding at 31 December 2016 | 685 | 4,201 | 449 | |||||||||||||||||||||||
Granted | 265 | 1,803 | 235 | 280 | 525 | |||||||||||||||||||||
Vested | (307 | ) | (1,278 | ) | (263 | ) | (928 | ) | – | |||||||||||||||||
| Share capital consolidation | (21 | ) | – | – | ||||||||||||||||||||||
Lapsed or cancelled | (37 | ) | (1,370 | ) | (20 | ) | (1,160 | ) | (58 | ) | ||||||||||||||||
Outstanding at 31 December 2015 | 689 | 5,275 | ||||||||||||||||||||||||
| Outstanding at 31 December 2017 | 616 | 2,393 | 916 | |||||||||||||||||||||||
| Fair value of awards granted during the year (cents) | APP | LTIP | ||||||||||||||||||||||||
| 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 | 3,874.5 | 1,734.5 | – | |||||||||||||||||||||
2014 | 3,134.6 | 1,202.1 | ||||||||||||||||||||||||
2013 | 2,873.4 | 1,127.9 | ||||||||||||||||||||||||
| Weighted average remaining contract life (years) | APP | LTIP | ||||||||||||||||||||||||
| 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 | 1.2 | 1.1 | – | |||||||||||||||||||||
At 31 December 2014 | 1.1 | 1.1 | ||||||||||||||||||||||||
At 31 December 2013 | 1.1 | 1.1 | ||||||||||||||||||||||||
The above awards do not vest until the performance and service conditions have been met.
Notes to the Group Financial Statementscontinued
26. Share-based paymentscontinued
Number of shares thousands | Range of option prices pence | Weighted average option price pence | ||||||||||
Executive Share Option Plan | ||||||||||||
Outstanding at 1 January 2013 | 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 and 31 December 2015 | – | n/a | – | |||||||||
Options exercisable | ||||||||||||
At 31 December 2014 and 31 December 2015 | – | n/a | n/a | |||||||||
At 31 December 2013 | 60 | 494.2–619.8 | 541.3 | |||||||||
The weighted average share price at the date of exercise for share awards vested during the year was 2,592.1p (2014: 1,966.5p)3,804.7p (2016: 2,511.1p). The closing share price on 31 December 20152017 was 2,658.0p4,719.0p and the range during the year was 2,209.0p3,655.4p to 2,880.0p4,719.0p per share.
| 136 | IHG | Annual Report and Form 20-F 2017 |
27. Equity
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 2013 (ordinary shares of 14194/329p 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 14194/329p 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 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 | ||||||||||||
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) shares were repurchased for a consideration of $110m (2013: $283m), increasing the total amount repurchased to $500m and completing the programme. Of the 3.4m (2013: 9.8m) shares repurchased in 2014, 2.7m (2013: 9.8m) are held as treasury shares and 0.7m (2013: nil) were cancelled. The cost of treasury shares was 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 Annual General MeetingAGM held on 85 May 20152017 to purchase its own shares was still valid at 31 December 2015.2017. A resolution to renew the authority will be put to shareholders at the Annual General MeetingAGM on 64 May 2016.2018.
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.
27. Equitycontinued
The nature and purpose of the other reserves shown in the Group statement of changes in equity on pages 8990 to 9192 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 $18.3m (2014: $34.5m, 2013: $37.6m)$5.4m (2016: $10.5m, 2015: $18.3m) in respect of 0.5m (2014: 0.9m, 2013: 1.2m)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 20152017 of $19.8m (2014: $38.2m, 2013: $39.8m)$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, this reserve also includes exchange differences arising on 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 $nil as permitted by IFRS 1.
The fair value of derivative instruments designated as hedges of net investments in foreign operations outstanding at 31 December 20152017 was a$nil (2016: $3m net liability, (2014: $2m net asset, 2013: $10m2015: $3m net liability).
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 2015, 11.5m2017, 7.6m shares (2014: 11.5m, 2013: 9.8m)(2016: 8.9m, 2015: 11.5m) with a nominal value of $2.7m (2014: $2.8m, 2013: $2.4m)$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.
| IHG | Annual Report and Form 20-F 2017 | Group FinancialStatements| Notes | 137 |
Group Financial Statements
Notes to the Group Financial Statements continued
28. Operating leases
During the year ended 31 December 2015, $77m (2014: $72m, 2013: $67m)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 $29m (2014: $27m, 2013: $24m)$32m (2016: $32m, 2015: $29m). $3m (2014: $4m, 2013: $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:
| 2015 $m | 2014 $m | 2017 $m | 2016 $m | |||||||||||||||||
Due within one year | 47 | 40 | 56 | 53 | ||||||||||||||||
One to two years | 42 | 34 | 46 | 49 | ||||||||||||||||
Two to three years | 42 | 28 | 45 | 43 | ||||||||||||||||
Three to four years | 38 | 27 | 60 | 41 | ||||||||||||||||
Four to five years | 37 | 20 | 30 | 58 | ||||||||||||||||
More than five years | 402 | 200 | 297 | 346 | ||||||||||||||||
| 608 | 349 | 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 (2014:(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 $5m (2014: $8m)$4m (2016: $4m).
Notes to the Group Financial Statementscontinued
29. Capital and other commitments
| 2015 $m | 2014 $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 | 29 | 70 | 18 | 11 | ||||||||||||||||
Intangible assets | 47 | 47 | 86 | 86 | ||||||||||||||||
| 76 | 117 | 104 | 97 | |||||||||||||||||
The Group has also committed to invest in a number of its associates, with an estimated outstanding commitment of $45m$33m at 31 December 2015 (2014: $89m)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 2015,2017, 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 (2014: $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 2015,2017, the amount provided in the Financial Statements was $1m (2014: $2m)$6m (2016: $5m) and the maximum unprovided exposure under such guarantees was $13m (2014: $29m)$31m (2016: $14m).
At 31 December 2015,2017, the Group had outstanding letters of credit of $37m (2014: $40m)$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 2015,2017, there were guarantees of $30m$54m in place (2014: $20m)(2016: $33m).
In connection with the Barclay associate (see note 14), the Group has provided an indemnity to its joint venture partner for 100% of the obligations related to a $43m supplemental bank loan made to the Barclay associate on 31 December 2015.
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 and a class action lawsuit in the US (seeclaims listed under ‘Legal proceedings’ on page 164).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.
At 31 December 2017, the Group had no other contingent liabilities (2016: $nil).
| IHG | Annual Report and Form 20-F 2017 | Group Financial Statements | Notes | 139 |
Group Financial Statements
Notes to the Group Financial Statements continued
31. Related party disclosures
| 2015 $m | 2014 $m | 2013 $m | ||||||||||
Total compensation of key management personnela | ||||||||||||
Short-term employment benefits | 19.5 | 21.5 | 20.7 | |||||||||
Contributions to defined contribution pension plans | 0.7 | 0.7 | 0.8 | |||||||||
Equity compensation benefits | 6.2 | 7.9 | 8.1 | |||||||||
| 26.4 | 30.1 | 29.6 | ||||||||||
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 2015, 20142017, 2016 or 2013.2015.
Key management personnel comprises the Board and Executive Committee.
Related party disclosures for associates and joint ventures are as follows:
| Associates | Joint ventures | Total | ||||||||||||||||||||||||||||||||||||||
| 2015 $m | 2014 $m | 2013 $m | 2015 $m | 2014 $m | 2013 $m | 2015 $m | 2014 $m | 2013 $m | ||||||||||||||||||||||||||||||||
Revenue from associates and joint ventures | 3 | 4 | 4 | – | – | – | 3 | 4 | 4 | |||||||||||||||||||||||||||||||
Loans to associates | 7 | 3 | – | – | – | – | 7 | 3 | – | |||||||||||||||||||||||||||||||
| Other amounts owed by associates and joint ventures | 2 | 11 | 2 | – | – | – | 2 | 11 | 2 | |||||||||||||||||||||||||||||||
During the year, short-term advances of $22m were made to the Barclay associate which were repaid on 31 December 2015.
| Associates | Joint ventures | Total | ||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2017 $m | 2016 $m | 2015 $m | 2017 $m | 2016 $m | 2015 $m | 2017 $m | 2016 $m | 2015 $m | ||||||||||||||||||||||||||||||||||||||||||||||
| Revenue from associates and joint ventures | 8 | 5 | 3 | 1 | 1 | – | 9 | 6 | 3 | |||||||||||||||||||||||||||||||||||||||||||||
| Loans to associates | – | 9 | 7 | – | – | – | – | 9 | 7 | |||||||||||||||||||||||||||||||||||||||||||||
| Other amounts owed by associates and joint ventures | 2 | 1 | 2 | – | – | – | 2 | 1 | 2 | |||||||||||||||||||||||||||||||||||||||||||||
In addition, loans both to and from the Barclay associate of $237m (2014:(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 1.7%2.0% in 2015 (2014: 1.8%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 Guest Reservation System. The Fund and loyalty programme are accounted for in accordance with the accounting policies set out on page 98100 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.liability in 2015. The amount released was based on the advice of an external actuary who usedusing 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 iswas also recorded in the Group statement of financial position.
The following information is relevant to the operation of the Fund:
| 2015 $m | 2014 $m | 2013 $m | 2017 $m | 2016 $m | 2015 $m | |||||||||||||||||||||||
Incomea: | ||||||||||||||||||||||||||||
Assessment fees and contributions received from hotels | 1,351 | 1,271 | 1,154 | 1,562 | 1,439 | 1,351 | ||||||||||||||||||||||
Proceeds from sale of IHG Rewards Club points | 222 | 196 | 153 | 324 | 283 | 222 | ||||||||||||||||||||||
Key elements of expenditurea: | ||||||||||||||||||||||||||||
Marketing | 308 | 267 | 245 | 321 | 335 | 308 | ||||||||||||||||||||||
IHG Rewards Club | 345 | 296 | 219 | 452 | 360 | 345 | ||||||||||||||||||||||
Payroll costs | 295 | 267 | 239 | 339 | 311 | 295 | ||||||||||||||||||||||
Net surplus/(deficit) for the yeara | 118 | (18 | ) | 35 | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||||
| a |
The payroll costs above relate to 5,416 (2014: 4,975, 2013: 4,615) employees whose costs are borne by the Fund.
The following liabilities relating to the Fund are included in the Group statement of financial position:
| 2015 $m | 2014 $m | 2013 $m | ||||||||||
System Fund surplus | 186 | 68 | 86 | |||||||||
Loyalty programme future redemption liability | 649 | 725 | 649 | |||||||||
| 835 | 793 | 735 | ||||||||||
| 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 $42m (2014: $58m, 2013: $61m)$8m (2016: $65m, 2015: $42m) to the Group’s cash flow from operations.
| 140 | IHG | Annual Report and Form 20-F |
Notes to the Group Financial Statementscontinued
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 country of incorporationregistered office and effective percentage of equity owned as at 31 December 20152017 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 (Serbia)(j)
36th24th Street Operator Sub, LLC (g) (k)
36th Street IHG Sub, LLC (US) (vii)(g) (k)
426 Main Ave LLC (US) (vii)(g) (k)
46 Nevins Street Associates, LLC (US) (vii)(g) (k)
831 6th Avenue Associates,2250 Blake Street Hotel, LLC (US) (vii)(g) (k)
Allegro Management LLC (US) (vii)(g) (k)
Alpha Kimball Hotel LLC (g) (k)
American Commonwealth Assurance Co. Ltd.
(Bermuda)Ltd. (m)
Asia Pacific Holdings Limited (England)(n)
Barclay Operating Corp. (US)(k)
BHMC Canada Inc. (Canada)(o)
BHR Holdings B.V. (The Netherlands)(p)
BHR Luxembourg SARL (Luxembourg)(q)
BHR Pacific Holdings, Inc. (US)(k)
BHTC Canada Inc. (Canada)(o)
BOC Barclay Sub LLC (US) (vii)(g) (cj)
Bristol Oakbrook Tenant Company (US)(k)
Café Biarritz (US)(n)
Cambridge Lodging LLC (US) (vii)(g) (k)
Capital Lodging LLC (US) (vii)(g) (k)
Compañia Inter-Continental De Hoteles
El Salvador SA (El Salvador)(n)
Crowne Plaza Amsterdam (Management)
B.V. (The Netherlands)(r)
Crowne Plaza LLC (US) (vii)(g) (k)
Cumberland Akers Hotel LLC (g) (k)
Dunwoody Operations, Inc. (US)(k)
Edinburgh IC Limited (Scotland)(s)
EVEN Real Estate Holding LLC (US) (vii)
First NY Hospitality LLC (US) (vii)(g) (k)
General Innkeeping Acceptance
Corporation (US) (ii)(b) (l)
Guangzhou SC Hotels Services Ltd. (China)(t)
H.I. (Ireland) Limited (Ireland)(u)
HI Sugarloaf, LLC (US) (vii)(g) (ci)
Hale International Ltd. (British Virgin Islands)(v)
HC International Holdings, Inc. (US)(w)
HH France Holdings SAS (France)(x)
HH Hotels (EMEA) B.V. (The Netherlands)(p)
HH Hotels (Romania) SRL (Romania)(y)
HIM (Aruba) NV (Aruba)(z)
Hoft Properties LLC (US) (vii)(g) (k)
Holiday Hospitality Franchising, LLC (US) (vii)
Holiday Inn Cairns Pty. Ltd (Australia)(g) (k)
Holiday Inn Mexicana S.A. de C.V. (Mexico)(ab)
Holiday Inns (China) Ltd (Hong Kong)(ac)
Holiday Inns (Chongqing), Inc. (US)(l)
Holiday Inns (Courtalin) Holdings SAS (France)(x)
Holiday Inns (Courtalin) SAS (France) (ii)(b) (x)
Holiday Inns (England) Ltd. (England)(n)
Holiday Inns (Germany), LLC (US) (vii)(g) (l)
Holiday Inns (Guangzhou), Inc. (US)(l)
Holiday Inns (Jamaica) Inc. (US)
Holiday Inns (Macau) Ltd. (Hong Kong)(l)
Holiday Inns (Malaysia) Ltd. (Hong Kong)(ac)
Holiday Inns (Middle East) Ltd. (Hong Kong)(ac)
Holiday Inns (Philippines), Inc. (US)(l)
Holiday Inns (Saudi Arabia), Inc. (US)(l)
Holiday Inns (South East Asia) Inc. (US)(l)
Holiday Inns (Thailand) Ltd. (Hong Kong)(ac)
Holiday Inns (UK), Inc. (US)(l)
Holiday Inns Crowne Plaza (Hong Kong),
Inc. (US)(l)
Holiday Inns Holdings (Australia) Pty Ltd. (Australia)Ltd (aa)
Holiday Inns Inc. (US)(k)
Holiday Inns Investment (Nepal) Ltd. (Hong Kong)(ac)
Holiday Inns of America (UK) Ltd. (England)(n)
Holiday Inns of Belgium N.V. (Belgium)(ad)
Holiday Pacific Equity Corporation (US)(k)
Holiday Pacific LLC (US) (vii)(g) (k)
Holiday Pacific Partners, LP (US)(k)
Hotel InterContinental London (Holdings) Limited
(England)Limited (n)
Hotel Inter-Continental London Limited (England)(n)
Hoteles Y Turismo HIH SRL (Venezuela)(n)
IC Hotelbetriebsfuhrungs GmbH (Austria)(ae)
IC Hotels Management (Portugal) Unipessoal,
Lda (Portugal)(af)
IC International Hotels Limited Liability Company
(Russia)Company (ag)
IHC (Thailand) Limited (Thailand)(ah)
IHC Buckhead, LLC (US) (vii)(g) (ci)
IHC Edinburgh (Holdings) (England)(n)
IHC Hopkins (Holdings) Corp. (US)(k)
IHC Hotel Limited (England)(n)
IHC Inter-Continental (Holdings) Corp. (US)(k)
IHC London (Holdings) (England)(n)
IHC May Fair (Holdings) Limited (England)(n)
IHC May Fair Hotel Limited (England)(n)
IHC M-H (Holdings) Corp. (US)(k)
IHC Overseas (U.K.) Limited (England)(n)
IHC UK (Holdings) Limited (England)(n)
IHC United States (Holdings) Corp. (US) (ii)(b) (k)
IHC Willard (Holdings) Corp. (US)(k)
IHG (Australasia) Limited (Singapore) (iv)(d) (ai)
IHG (Marseille) SAS (France)(x)
IHG (Thailand) Limited (Thailand)(aj)
IHG Bangkok Ltd (British Virgin Islands)(v)
IHG Brasil Administracao de Hoteis e Servicos
Ltda (Brazil)(ak)
IHG Commission Services SRL (co)
IHG Community Development, LLC (US) (vii)(g) (ci)
IHG Cyprus Limited (Cyprus)(bw)
IHG de Argentina SA (Argentina)(al)
IHG ECS (Barbados) SRL (Barbados)(co)
IHG Franchising Brasil Ltda (Brazil)(bd)
IHG Franchising DR Corporation (US)(k)
IHG Franchising, LLC (US) (vii)(g) (k)
IHG Hotels (New Zealand) Limited (New Zealand)(an)
IHG Hotels Limited (England)(n)
IHG Hotels Management (Australia) Pty Limited
(Australia) (iv)Limited (d) (aa)
IHG Hotels Nigeria Limited (Nigeria)(ao)
IHG Hotels South Africa (Pty) Ltd (South Africa)(ap)
IHG International Partnership (England)(n)
IHG Istanbul Otel Yönetim Limited Sirketi (Turkey)
IHG IT Services (India) Private Limited (India)(bx)
IHG Japan (Management) LLC (Japan)(ar)
IHG Japan (Osaka) LLC (Japan)(ar)
IHG Management (Maryland) LLC (US) (vii)(g) (as)
IHG Management (Netherlands) B.V. (The
Netherlands)(p)
IHG Management MD Barclay Sub LLC (US) (vii)(g) (cj)
IHG Management SL d.o.o (bo)
IHG Orchard Street Member, LLC (US) (vii)(g) (k)
IHG PS Nominees Limited (England)(n)
IHG Systems Pty Ltd (Australia) (iv)(d) (aa)
IHG Szalloda Budapest Szolgaltato Kft. (Hungary)(at)
IND East Village SD Holdings, LLC (US) (vii)(g) (k)
InterContinental Berlin Service Company
GmbH (au)
InterContinental (Branston) 1 Limited (England) (iii)(c) (n)
InterContinental (PB) 1 (England)(n)
InterContinental (PB) 2 Limited (England)(ay)
InterContinental (PB) 3 Limited (England)(n)
InterContinental Brasil Administracao
de Hoteis Ltda (Brazil)(ak)
Inter-Continental D.C. Operating Corp. (US)(k)
Inter-Continental Florida Investment Corp. (US)(k)
Inter-Continental Florida Partner Corp. (US)(k)
InterContinental Gestion Hotelera S.L. (Spain)(by)
Inter-Continental Hospitality Corporation (US)(k)
InterContinental Hotel Berlin GmbH (Germany)(au)
InterContinental Hotel Düsseldorf GmbH
(Germany) (av)
Inter-Continental Hoteleira Limitada (Brazil)(aw)
Inter-Continental Hotels (Montreal) Operating Corp.
(Canada)Corp. (ax)
Inter-Continental Hotels (Montreal) Owning Corp.
(Canada)
Inter-Continental Hotels (Overseas) Limited
(England)Corp. (ax)
InterContinental Hotels (Puerto Rico) Inc.
(Puerto Rico) (az)
Inter-Continental Hotels (Singapore) Pte. Ltd.
(Singapore)Ltd. (ai)
Inter-Continental Hotels Corporation (US)(k)
Inter-Continental Hotels Corporation de Venezuela
Venezuela C.A. (Venezuela)(ba)
Intercontinental Hotels Corporation Limited
(Bermuda) (iv)Limited (d) (m)
InterContinental Hotels Group (Asia Pacific)
Pte Ltd (Singapore)(ai)
InterContinental Hotels Group (Australia) Pty Limited
(Australia)Limited (aa)
InterContinental Hotels Group (Canada) Inc. (Canada)(o)
InterContinental Hotels Group (España)
SA (Spain)(by)
InterContinental Hotels Group (Greater China)
Limited (Hong Kong)(ac)
InterContinental Hotels Group (India) Pvt.
Ltd (India)(aq)
InterContinental Hotels Group (Japan) Inc. (US)(l)
InterContinental Hotels Group (New Zealand) Limited
(New Zealand)Limited (an)
InterContinental Hotels Group (Shanghai)
Ltd. (China)(bb)
InterContinental Hotels Group Customer Services
Ltd. (England)(n)
InterContinental Hotels Group do Brasil Limitada
(Brazil)Limitada (bc)
InterContinental Hotels Group Healthcare Trustee
Limited (England)(n)
InterContinental Hotels Group Operating Corp.
(US) (v)Corp. (e) (k)
InterContinental Hotels Group Resources
Inc. (US) (ii)(b) (k)
InterContinental Hotels Group Services Company
(England)Company (n)
InterContinental Hotels Italia, S.r.L. (Italy)(be)
InterContinental Hotels Limited (England) (i)(a) (n)
InterContinental Hotels Management GmbH
(Germany)GmbH (bf)
InterContinental Hotels Nevada
Corporation (US)(ck)
Inter-Continental Hotels of San Francisco
Inc. (US)(k)
Inter-Continental IOHC (Mauritius) Limited
(Mauritius) (bg)
Inter-Continental Management (Australia) Pty
Pty Limited (Australia)(aa)
InterContinental Management AM LLC (cm)
InterContinental Management Bulgaria
EOOD (bp)
InterContinental Management France SAS (France)(x)
InterContinental Management Poland sp.
z.o.o (cn)
InterContinental Overseas Holding
Corporation (US)
KG Benefits LLC (US) (vii)
KG Gift Card Inc. (US)
KG Liability LLC (US) (vii)
KG Technology, LLC (US) (vii)
KHP Washington Operator LLC (US) (vii)
KHRG 11th Avenue Hotel LLC (US) (vii)
KHRG 851 LLC (US) (vii)
KHRG Alexandria LLC (US) (vii)
KHRG Alexis, LLC (US) (vii)(k)
| IHG | Annual Report and Form 20-F | 141 |
Group Financial Statements
Notes to the Group Financial Statements continued
33. Group companiescontinued
Fully owned subsidiaries (continued)continued
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 (US) (vii)(g) (k)
KHRG Argyle, LLC (g) (k)
KHRG Austin Beverage Company, LLC (US) (vii)(g) (k)
KHRG Baltimore, LLC (US) (vii)(g) (k)
KHRG Born LLC (g) (k)
KHRG Boston Hotel, LLC (US) (vii)(g) (k)
KHRG Canary LLC (US) (vii)(g) (k)
KHRG Cayman LLC (US) (vii)(g) (k)
KHRG Cayman Employer Ltd. (Cayman Islands)
KHRG Cypress, LLC (US) (vii)(k)
KHRG DC 1731 LLC (US) (vii)(g) (k)
KHRG DC 2505 LLC (US) (vii)(g) (k)
KHRG Donovan LLC (US) (vii)(g) (k)
KHRG Employer, LLC (US) (vii)
KHRG Fourth Street LLC (US) (vii)(g) (k)
KHRG Goleta LLC (US) (vii)
KHRG Grant Street LLC (US) (vii)(g) (k)
KHRG Gray LLC (US) (vii)(g) (k)
KHRG Gray U2 LLC (US) (vii)(g) (k)
KHRG Hillcrest, LLC (US) (vii)(g) (k)
KHRG Huntington Beach LLC (US) (vii)(g) (k)
KHRG King Street, LLC (US) (vii)(g) (k)
KHRG La Peer LLC (US) (vii)(g) (k)
KHRG Miami Beach LLC (US) (vii)
KHRG Monaco SF, LLC (US) (vii)(g) (k)
KHRG Muse LLC (US) (vii)(g) (k)
KHRG NYC BroadwayNPC LLC (US) (vii)
KHRG NYC Broadway U2 LLC (US) (vii)(g) (k)
KHRG Onyx LLC (US) (vii)(g) (k)
KHRG Palladian LLC (US) (vii)(g) (k)
KHRG Palomar Phoenix LLC (US) (vii)(g) (k)
KHRG Philly Monaco LLC (US) (vii)(g) (k)
KHRG Pittsburgh LLC (US) (vii)
KHRG Post Street LLC (US) (vii)(g) (k)
KHRG Reynolds LLC (US) (vii)(g) (k)
KHRG Riverplace LLC (US) (vii)(g) (k)
KHRG SA RiverwalkSacramento LLC (US) (vii)(g) (k)
KHRG Savannah LLC (US) (vii)(g) (k)
KHRG Schofield LLC (US) (vii)(g) (k)
KHRG Sedona LLC (US) (vii)(g) (k)
KHRG SFD LLC (US) (vii)(g) (k)
KHRG State Street LLC (US) (vii)
KHRG Steuart Street LLC (US) (vii)(g) (k)
KHRG Sutter LLC (US) (vii)(g) (k)
KHRG Sutter Union LLC (US) (vii)(g) (k)
KHRG Taconic LLC (US) (vii)(g) (k)
KHRG Tariff LLC (g) (k)
KHRG Texas Hospitality, LLC (US) (vii)(g) (k)
KHRG Texas Operations, LLC (US) (vii)(g) (k)
KHRG Tryon LLC (g) (k)
KHRG Vero Beach, LLC (US) (vii)(g) (k)
KHRG Vintage Park LLC (US) (vii)(g) (k)
KHRG VZ Austin LLC (US) (vii)(g) (k)
KHRG Wabash LLC (g) (k)
KHRG Westwood, LLC (US) (vii)(g) (k)
KHRG Wilshire LLC (US) (vii)(g) (k)
KHRG WPB LLC (US) (vii)(g) (k)
KHRG Zamora LLC (US) (vii)
Kimpton Arizona Licenses Holdings
LLC (US) (vii)(g) (k)
Kimpton Hollywood Licenses LLC (US) (vii)(g) (k)
Kimpton Hotel & Restaurant Group, LLC (US) (vii)(g) (k)
Kimpton Phoenix Licenses Holdings LLC (US) (vii)(g) (k)
Kimpton Sedona Licenses LLC (US) (vii)(g) (k)
Louisiana Acquisitions Corp. (US)(k)
Mercer Fairview Holdings LLC (US) (vii)(g) (k)
MH Lodging LLC (US) (vii)(g) (k)
PML Services LLC (US) (vii)(g) (as)
Pollstrong Limited (England)(n)
Powell Pine, Inc. (US)(k)
Priscilla Holiday of Texas, Inc. (US)(cl)
PT SC Hotels & Resorts Indonesia (Indonesia)(bh)
Resort Services International (Cayo Largo)
L.P. (US)(ci)
RM Lodging LLC (US) (vii)(g) (k)
SBS Maryland Beverage Company LLC (US) (vii)(g) (as)
SC Cellars Limited (England)(ay)
SC Hotels International Services, Inc. (US)(k)
SC Leisure Group Limited (England)
SC Luxembourg Investments SARL (Luxembourg)(n)
SC NAS 2 Limited (England)
SC NAS 3 (England)(n)
SC Quest Limited (England)(n)
SC Reservations (Philippines) Inc. (US)(l)
SCH Insurance Company (US)
SCIH Branston 2 (England)(bi)
SCIH Branston 3 (England)(n)
Semiramis for training of Hotel Personnel
and Hotel Management SAE (ch)
SF MH Acquisition LLC (US) (vii)(g) (k)
Six Continents Corporate Services (England)(ay)
Six Continents Holdings Limited (England)(n)
Six Continents Hotels de Colombia SA (Colombia)(bj)
Six Continents Hotels International Limited (England)(n)
Six Continents Hotels, Inc. (US)(k)
Six Continents International Holdings B.V.
(The Netherlands) (p)
Six Continents Investments Limited (England) (vi)(f) (n)
Six Continents Limited (England)(n)
Six Continents Overseas Holdings Limited (England)(n)
Six Continents Restaurants Limited (England)(n)
SixCo North America, Inc. (US)(w)
Solamar Lodging LLC (US) (vii)(g) (k)
Southern Pacific Hotel Corporation (BVI) Ltd.
(British Virgin Islands) (v)
Southern Pacific Hotels Properties Limited
(British Virgin Islands) (v)
SPHC Group Pty Ltd. (Australia)(aa)
SPHC Management Ltd. (Papua New Guinea)(bq)
Universal de Hoteles SA (Colombia)(bj)
White Shield Insurance Company Limited (Gibraltar)(bk)
Subsidiaries where the effective interest
is less than 100%
H.I. Soaltee Management Company Ltd
(Hong Kong, 76.5% (76.5%) (ac)
IHG ANA Hotels Group Japan LLC (Japan, 74.66%(74.66%) (ar)
IHG ANA Hotels Holdings Co., Ltd. (Japan, 66%(66%) (ar)
World Trade Centre Montreal Hotel Corporation
(Canada, 74.11%(74.11%) (bl)
Associates and joint ventures
111 East 48th48th Street Holdings LLC (US, 19.9%)
(vii) (viii)(19.9%) (g) (h) (k)
Alkoer, S. de R.L. de C.V. (Mexico, 50%(50%) (viii)
Arabian Hotel Management Co. LLC (Oman, 49%)(h) (cg)
BCRE IHG 180 Orchard Holdings LLC (US, 49%
(49%) (vii)(g) (cf)
Beijing Orient Express Hotel Co., Ltd. (China, 16.24%
(16.24%) (bm)
Blue Blood (Tianjin) Equity Investment Management
Management Co., Limited (China, 30.05%(30.05%) (bn)
Carr Clark SWW Subventure, LLC (US, 26.67%
(26.67%) (vii)(g) (ca)
Carr Waterfront Hotel, LLC (US, 11.46%(11.46%) (vii) (viii)(g) (h) (ca)
China Hotel Investment Limited (Barbados, 30.05%Limited(30.05%) (i) (am)
D.I.H. (Cyprus) SPV (No.2) Limited (Cyprus, 24%)Desarrollo Alkoer Irapuato S. de R.L. de C.V.
D.I.H. (Cyprus) SPV (No.4) Limited (Cyprus, 24%(50%) (cg)
D.I.H. (Cyprus) SPV (No.6) Limited (Cyprus, 24%)Desarrollo Alkoer Silao S. de R.L. de C.V.
D.I.H. (Cyprus) SPV (No.7) Limited (Cyprus, 24%(50%)
D.I.H. (Cyprus) SPV (No.12) Limited (Cyprus, 24%)
Duet India Hotels (Ahmedabad) Private Ltd
(India, 24%)
Duet India Hotels (Bangalore) Private Ltd (India, 24%)
Duet India Hotels (Chennai OMR) Private Ltd
(India, 24%)
Duet India Hotels (Chennai) Private Ltd (India, 24%)
Duet India Hotels (Hyderabad) Private Ltd (India, 24%)
Duet India Hotels (Mumbai) Private Ltd (India, 24%)
Duet India Hotels (Nagpur) Private Ltd (India, 24%)
Duet India Hotels (Navi Mumbai) Private Ltd
(India, 24%)
Duet Smart Hotels (India) Limited (Cyprus, 24%)
Duet Smart Hotels (India) SPV (No. 1) Limited
(India, 24%)
Duet Smart Hotels (India) SPV (No. 3) Limited
(India, 24%) (cg)
Gestion Hotelera Gestel, C.A. (Venezuela, 50%(50%)
(iii) (viii) (c) (h) (ba)
H.I. Soaltee Hotel Company Private Ltd
(Nepal, 33.4%(33.4%) (br)
Hotel JV Services LLC (US, 16.67%(16.67%) (iii) (vii)(c) (g) (cb)
Inter-Continental Hotels Saudi Arabia Limited
(Saudi Arabia, 40%(40%)
Maya Baiduri Sdn Bhd (Malaysia, 49%) (bs)
NF III Seattle, LLC (US, 25%(25%) (vii)(g) (cc)
Nuevas Fronteras S.A. (Argentina, 23.66%(23.66%) (cd)
Panacon (US, 33.33%(33.33%) (ce)
President Hotel & Tower Co Ltd. (Thailand, 30%(30%) (bu)
Tianjin ICBCI IHG Equity Investment Fund
Management Co., Limited (China, 21.04%(21.04%) (bv)
| 142 | IHG | Annual Report and Form 20-F 2017 |
33. Group companiescontinued
Key | ||
| (a) | Directly owned by InterContinental Hotels Group PLC | |
| Ordinary shares and preference shares |
| Ordinary A and |
| Ordinary shares and redeemable preference shares |
| 1/4 vote |
| Ordinary shares, 5% cumulative preference shares and 7% cumulative preference shares |
| The entities do not have share capital and are governed by an operating agreement |
| 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) | 24, Rusakovskaya Str., Moscow 107014, Russian Federation | |
| (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 7H, Ploenchit Road, Khwaeng Lumpini, Khet Pathumwan, Bangkok Metropolis, 10330, Thailand | |
| (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 |
| (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 |
| IHG | Annual Report and Form 20-F |
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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 | IHG | Annual Report and Form 20-F 2017 |
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
Much of the information previously provided as part of the Directors’ Report is now required, under company law, to be presented as part of the Strategic Report. 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 statementCorporate Governance Statement approved by the Board is provided on pages 5247 to 6763 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 140141 to 141.143.
Directors
For biographies of the current Directors see pages 55 to 57.48 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 2015.2017.
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 corporateCorporate governance. A summary is provided on pages 161 to 162.169 and 170.
Shares
Share capital
The Company’s issued share capital at 31 December 20152017 consisted of 247,655,712197,597,610 ordinary shares of 151926517/32921 pence each, including 11,538,456
7,607,430 shares held in treasury, which constitute 4.66 per cent3.8% 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
In 2015,At the AGM held on 5 May 2017, shareholders authorised the Directors to issue new shares and the Company did not issue any new shares, nor did itto buy back any 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 | ||||||||||||
| ||||||||||||
| 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 | ||||||||||||
| 202.5¢ | |||||||||||
An interim dividend was paid on at the close of business on 1 | 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 2219 February 2016,2018, 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 22 February 2016 | As at 16 February 2015 | As at 17 February 2014 | ||||||||||||||||||||||||||
| Shareholder | Ordinary shares /ADSsa | %a | Ordinary shares /ADSsa | %a | Ordinary shares /ADSsa | %a | ||||||||||||||||||||||
BlackRock, Inc. | 12,916,001 | b | 5.47 | n/a | n/a | 13,061,965 | 5.01 | |||||||||||||||||||||
Cedar Rock Capital Limited | 14,923,417 | 5.07 | 14,923,417 | 5.07 | 14,923,417 | 5.07 | ||||||||||||||||||||||
Boron Investments BV | 11,850,000 | 5.02 | 7,500,000 | 3.18 | n/a | n/a | ||||||||||||||||||||||
The Capital Group Companies, Inc. | n/a | n/a | 8,557,888 | 3.30 | 8,557,888 | 3.30 | ||||||||||||||||||||||
| 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 |
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 172.180.
| 160 | IHG | Annual Report and Form 20-F 2017 |
20152017 share awards and grants to employees
No awards or grants over shares were made during 2015 that would be dilutive of the Company’s ordinary share capital. Our current policy is to settle the majority of awards or grants under the Company’s share plans with shares purchased in the market;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 policy. Those options, which were previously granted up to 2005, have now all been exercised or have lapsed and, therefore, asshare 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 2015,2017, 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 the year,2017, the ESOT released 1,580,3141,249,660 shares and at 31 December 20152017 it held 976,122624,683 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.
Director and Executive Committee shareholdings
As at 22 February 2016, Directors and Executive Committee members hadUnless otherwise requested by the sameCompany, 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 beneficial interests in shares as at 31 December 2015, as set out in the table below. These shareholdings include all Directors’ beneficial interests and those held by their spouses and other connected persons. As at 22 February 2016, no Director or Executive Committee member held more than 0.2 per cent ofit on the total issued share capital. None of the Directors has a beneficial interest in the shares of any subsidiary. The shareholdings set out below do not include Executive Directors’ or Executive Committee members’ share awards under IHG’s share plans. These are set out separately in the Directors’ Remuneration Report on page 75 for the Executive Directors and on page 159 for Executive Committee members.relevant date, equal one pence.
| Directors | As at 31 December 2015 ordinary shares | As at 31 December 2014 ordinary shares | ||||||
| Patrick Cescau (Chairman) | – | – | ||||||
Richard Solomons (Chief Executive Officer) | 365,625 | 382,533 | ||||||
Senior Independent Non-Executive Director |
| |||||||
Dale Morrison | 3,907a | 3,907a | ||||||
Executive Directors | ||||||||
Paul Edgecliffe-Johnson | 22,014 | 10,583 | ||||||
Kirk Kinsellb | n/a | 117,640c | ||||||
Tracy Robbinsd | 37,726 | 51,418 | ||||||
Non-Executive Directors |
| |||||||
Anne Busquete | – | n/a | ||||||
Ian Dyson | – | – | ||||||
Jo Harlow | – | – | ||||||
Jennifer Laing | 2,905 | 2,905 | ||||||
Luke Mayhew | 1,722 | 1,722 | ||||||
Jill McDonald | – | – | ||||||
Ying Yeh | – | – | ||||||
Executive Committee | ||||||||
Keith Barr | 22,522 | 22,522 | ||||||
Angela Brav | 32,724 | 32,724 | ||||||
Elie Maalouff | – | n/a | ||||||
Kenneth Macpherson | 7,472 | 7,472 | ||||||
Eric Pearson | – | 1,998 | ||||||
Jan Smits | 30,476 | 30,476 | ||||||
George Turner | 17,975 | – | ||||||
Future business developments of the Group
Further details on these are set out in the Strategic Report on pages 2 to 49.43.
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 350,000375,000 people worked globally across IHG’s brands as at 31 December 2015.2017.
IHG employed the following as at 31 December 2015:2017:
See notes 3 and 32 of the Group Financial Statements on pages 106109 and 139140 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 1718 and 18.19.
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 168.176.
For more information on the Group’s employment policies, including equal opportunities, employee communications and development, see page 24.pages 18 and 19.
| IHG | Annual Report and Form 20-F |
Directors’ ReportcontinuedAdditional Information
Directors’ Report continued
Greenhouse gas (GHG) emissions
By delivering more environmentally sustainable hotels, we can drive cost efficiencies for owners as well asand 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 1215 per cent across our entire estate by 31 December 2017 (against a 2012 baseline). See page 3125 for progress.
| Reporting boundary | Measure | 2015a | 2014a | |||||||
| Global – | Scope 1 Direct | 1,548,358.61 | 1,407,239.59 | |||||||
| corporate offices | emissions (tCO2e) | |||||||||
| and franchised, | Scope 2 Indirect | 3,816,695.68 | 3,706,153.58 | |||||||
| managed, | emissions (tCO2e) | |||||||||
| owned and | Total GHG | 5,365,054.29 | 5,113,393.16 | |||||||
| leased hotelsb | emissions (tCO2e) | |||||||||
| (a KPI and part | IHG’s chosen intensity | 31.65 | 32.19 | |||||||
| of our five-year | measurement GHG | |||||||||
| targets) | emissions per occupied | |||||||||
| room (kgCO2e per | ||||||||||
| occupied room) | ||||||||||
| Global – | Scope 1 Direct | 534,273.70 | 491,075.00 | |||||||
| corporate offices | emissions (tCO2e) | |||||||||
| and managed, | Scope 2 Indirect | 1,816,697.92 | 1,812,930.96 | |||||||
| owned and | emissions (tCO2e) | |||||||||
| leased hotelsb | Total GHG | 2,350,971.62 | 2,304,005.96 | |||||||
| (as required | emissions (tCO2e) | |||||||||
| under the | IHG’s chosen intensity | 52.82 | 56.26 | |||||||
| Companies Act | measurement GHG | |||||||||
| 2006) | emissions per occupied | |||||||||
| room (kgCO2e per | ||||||||||
| occupied room) | ||||||||||
| 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 |
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 2015,2017, in line with the methodology set out in the GHG Protocol Corporate Standard, the sample covered 2,939 (69%4,011 (78%) of our 4,8485,137 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 2022 to the Group Financial Statements on pages 122126 to 125.129.
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 thesematerial contracts are set out on pages 163 and 164.171 to 172.
Business relationships
During 2012, theThe Group entered intois party to a five-year 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.
Events after the reporting period
| 162 | IHG | Annual Report and Form 20-F 2017 |
In February 2016, the Board proposed a $1.5 billion return of funds to shareholders via a special dividend with share consolidation.
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 4943 and in the Group information on pages 156164 to 164.172. Information on the Group’s treasury management policies can be found in note 2022 to the Group Financial Statements on pages 122126 to 125. The Group refinanced its bank debt in129. In March 2015 and put in place a new five-year $1.275bn facility with an optional two-year extension and in August 20152017, the Group issued a 10-year £300m sterling bond.extended the maturity of its $1.275 billion facility to March 2022.
At the end of 2015,2017, 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 2722 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 22
19 February 20162018
Non-GAAP calculations
See pages 2 and 3.
The non-GAAP measures listed below have been adjusted from their underlying GAAP measures in the following ways.
Total gross revenue
The 2015 figure of $24.0bn and the 2014 figure of $22.8bn comprises total rooms revenue from franchised hotels (2015: $14.1bn; 2014: $13.4bn) and total hotel revenue from managed, owned and leased hotels (2015: $9.9bn; 2014: $9.4bn). Other than owned and leased hotels, it is not revenue attributable to IHG, as it is derived mainly from hotels owned by third parties.
Total operating profit before exceptional items and tax
Includes one liquidated damages receipt in 2015: $3m in The Americas with respect to a Kimpton property (2014: two liquidated damages receipts: $7m, both in The Americas).
Total underlying operating profit growth
The 2015 figure of $67m excludes the impact of owned asset disposals (2015: $30m; 2014: $55m), managed leases (2015: $7m; 2014: $6m), significant liquidated damages (2015: $3m; 2014: $7m), Kimpton (2015: $15m; 2014: $nil) and exceptional items, all translated at constant currency using prior-year exchange rates.
The 2014 figure of $57m excludes the impact of owned and leased disposals (2014: -$1m; 2013: $28m), managed leases (2014: $6m; 2013 $3m), significant liquidated damages (2014: $7m; 2013: $46m) and exceptional items, all translated at constant currency using prior-year exchange rates.
Revenue per available room (RevPAR)
This comprises total IHG System rooms revenue divided by the number of room nights available (and can be mathematically derived from occupancy rate multiplied by average daily rate).
Fee revenue
This comprises Group revenue (2015: $1,803m; 2014: $1,858m) excluding owned and leased hotels (2015: $292m; 2014: $427m), managed leases (2015: $159m; 2014: $169m) and significant liquidated damages (2015: $3m; 2014: $7m). Growth is stated at constant exchange rate.
| IHG | Annual Report and Form 20-F |
Additional 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.
Following separation, the The Group has undertaken an asset-disposal programme, realising, by the end of 2015, proceeds of $7.9 billion. This programme has significantly reduced the capital requirements of the Group whilst largely retaining thenow continues as a standalone hotels in the IHG System.business.
A small number of hotels have been sold since the end of 2014, 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 risk factors should also be considered in connection with any financial and forward-looking information in this Annual Report and Form20-F and the cautionary statements regarding forward-looking statements on page 180.188.
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 20162018 may worsen due to continued uncertainty in Greater China and the Eurozone, the impact of decliningfluctuating commodity prices (including oil) on economies dependent on such exports, and continued unrest in parts of the Middle East, Africa and Africa.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.
| IHG | Annual Report and Form 20-F |
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 completed the acquisition of Kimpton Hotels & Restaurants in January 2015 and may seek to make other 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 websitesplatforms offer a wide breadthrange 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 all 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. As a result, thisAny 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.
| IHG | Annual Report and Form 20-F |
Additional Information
Group informationcontinued
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 existing or new brands and/or fails to sustain the appeal of the Group’s existing or new 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;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-cardpayment 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 cancould lead to revenue losses, fines, penalties, litigation and other additional costs.
| For details of incidents relating to information security and data privacy during 2017, see pages 139 and 172. |
| IHG | Annual Report and Form 20-F |
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, as well as the anticipated future revenue from properties.
Directors’ and Executive Committee members’ shareholdings
Shares held byAs at 19 February 2018: (i) Executive Directors had the number of beneficial interests in shares (including Directors’ share awards under IHG’s share plans) set out in the table on page 73; (ii)Non-Executive Directors had the number of beneficial interests in shares set out in the table on page 76; and (iii) Executive Committee members (excludinghad the Executive Directors) as at 31 December
Number of shares held outright | APP deferred share awards | LTIP share awards (unvested) | Total number of shares held | |||||||||||||||||||||||||||||||||||
| Executive Committee member | 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | ||||||||||||||||||||||||||||||
Keith Barr | 22,522 | 22,522 | 29,557 | 29,829 | 96,044 | 106,630 | 148,123 | 158,981 | ||||||||||||||||||||||||||||||
Angela Brav | 32,724 | 32,724 | 25,569 | 24,473 | 86,969 | 97,462 | 145,262 | 154,659 | ||||||||||||||||||||||||||||||
Elie Maalouf | – | n/a | – | n/a | 73,662 | n/a | 73,622 | n/a | ||||||||||||||||||||||||||||||
Kenneth Macpherson | 7,472 | 7,472 | 31,279 | 8,330 | 73,861 | 64,713 | 112,612 | 80,515 | ||||||||||||||||||||||||||||||
Eric Pearson | – | 1,998 | 28,748 | 25,021 | 90,087 | 102,940 | 118,835 | 129,959 | ||||||||||||||||||||||||||||||
Jan Smits | 30,476 | 30,476 | 28,742 | 32,037 | 86,177 | 104,445 | 145,395 | 166,958 | ||||||||||||||||||||||||||||||
George Turner | 17,975 | – | 26,047 | 30,896 | 80,914 | 95,399 | 124,936 | 126,295 | ||||||||||||||||||||||||||||||
Detailsnumber of beneficial interests in shares (including members’ share awards under IHG’s share plans) set out in the shares held by the Executive Directors can be found on page 75.table below. These shareholdings includeindicate all Directors’ or Executive Committee members’ beneficial interests and those held by Executive Committee members’their spouses and other connected persons. As at 19 February 2018, no Director or Executive Committee member held more than 1.0% of the total issued share capital. None of the Directors have a beneficial interest in the shares of any subsidiary.
For further details on the APP deferred share award and for the LTIP share award, see pages 70, 72 and 73.
Executive Committee member | Number of shares held outright | APP deferred share awards | LTIP share awards (unvested) | Total number of shares held | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 19 Feb 2018 | 31 Dec 2017 | 31 Dec 2016 | 19 Feb 2018 | 31 Dec 2017 | 31 Dec 2016 | 19 Feb 2018 | 31 Dec 2017 | 31 Dec 2016 | 19 Feb 2018 | 31 Dec 2017 | 31 Dec 2016 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Claire Bennett | – | – | n/a | 13,105 | 13,105 | n/a | 13,019 | 13,019 | n/a | 26,124 | 26,124 | n/a | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Angela Brav | n/a | a | 68,669 | 27,270 | n/a | a | 22,303 | 23,996 | n/a | a | 67,364 | 80,709 | n/a | a | 158,336 | 131,975 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Jolyon Bulley | 50,275 | 50,275 | n/a | 8,180 | 8,180 | n/a | 38,413 | 38,413 | n/a | 96,868 | 96,868 | n/a | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Federico Lalatta Costerbosa | n/a | a | – | – | n/a | a | 6,977 | 18,401 | n/a | a | 54,570 | 59,202 | n/a | a | 61,547 | 77,603 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Yasmin Diamond | – | – | – | 6,561 | 6,561 | 6,351 | 35,209 | 35,209 | 38,363 | 41,770 | 41,770 | 44,714 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Kenneth Macpherson | – | – | 7,600 | 29,057 | 29,057 | 24,569 | 59,675 | 59,675 | 74,344 | 88,732 | 88,732 | 106,513 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Eric Pearson | – | – | – | 22,979 | 22,979 | 24,636 | 72,633 | 72,633 | 86,264 | 95,612 | 95,612 | 110,900 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Ranjay Radhakrishnan | – | – | – | 31,836 | 31,836 | 25,061 | 41,851 | 41,851 | 31,836 | 73,687 | 73,687 | 56,897 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Jan Smits | n/a | a | 9,772 | – | n/a | a | 18,618 | 23,724 | n/a | a | 55,045 | 71,755 | n/a | a | 81,956 | 95,479 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| George Turner | 11,507 | 11,507 | 18,000 | 18,683 | 18,683 | 21,815 | 61,511 | 61,511 | 76,744 | 91,701 | 91,701 | 116,559 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| a | Angela Brav, Federico Lalatta Costerbosa and Jan Smits left the Company on 31 December 2017. |
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Group information | 167 |
Additional Information
Group information continued
Executive Directors’ benefits upon termination of office
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.
Further details on the policy for determination of termination payments are included in the Directors’ Remuneration Policy, which is available on the Company’s website at www.ihgplc.com/investors under corporate governance/directors’ remuneration policy.
| Further details on the policy for determination of termination payments are included in the Directors’ Remuneration Policy, which
|
Group informationcontinued
Description of securities other than equity securities
Fees and charges payable to a depositary
Category (as defined by SEC) | Depositary actions | Associated fee | ||||||
Depositing or substituting the underlying shares | Each person to whom ADRs are issued against deposits of shares, including deposits and issuances in respect of: • • | $5 for each 100 ADSs
| ||||||
Receiving or distributing dividends | Distribution of stock dividends | $5 for each 100 ADSs
| ||||||
| Distribution of cash | $0.02 or less per ADS
| |||||||
Selling or exercising rights | Distribution or sale of securities, the fee being in an amount equal to the fee for the execution and delivery of ADSs which would have been charged as a result of the deposit of such securities | $5 for each 100 ADSs
| ||||||
Withdrawing an underlying security | Acceptance of ADRs surrendered for withdrawal of deposited securities | $5 for each 100 ADSs
| ||||||
Transferring, splitting or grouping receipts | Transfers, combining or grouping of depositary receipts | $1.50 per ADS | ||||||
General depositary services, particularly those charged on an annual basis | Other services performed by the depositary in administering the ADRs | $0.02 per ADS (or portion thereof) | ||||||
Expenses of the depositary | Expenses incurred on behalf of ADR holders in connection with: • • • • • • • | Expenses payable at the sole discretion of the ADR Depositary by billing ADR holders or by deducting charges from one or more cash dividends or other cash distributions are $20 per transaction |
| a | These fees are not currently being charged by the ADR 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 programme. The ADR Depositary’s principal executive office is at: J.P. Morgan Depositary Receipts, 4 New York Plaza, 12th Floor, New York, NY 10004, US. The ADR Depositary has agreed to reimburse certain reasonable Company expenses related to the Company’s ADR programme and incurred
by the Company in connection with the ADR programme. During the year ended 31 December 2015,2017, the Company received $300,000$437,724 from the ADR Depositary in respect of legal, accounting and other fees incurred in connection with the preparation of the Annual Report and Form20-F, ongoing SEC compliance and listing requirements, investor relations programmes, and advertising and public relations expenditure.
| IHG | Annual Report and Form 20-F |
The Company’s Articles of Association (the Articles) were adopted at the AGM held on 28 May 2010 and are available on the Company’s website atwww.ihgplc.com/investors under corporateCorporate governance. The following summarises material rights of holders of the Company’s ordinary shares under the material provisions of the Articles and English law. This summary is qualified in its entirety by reference to the Companies Act and the Articles.
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 he hasthey have declared the nature and extent of such Permitted Interest at a meeting of the Directors or in the manner set out in Section 184 or Section 185 of the Companies Act.
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 Articles, includingArticles. In particular, this includes the requirement that a Director may not vote on a resolution to authorise a matter in which he isthey are interested, nor may hethey count in the quorum of the meeting at which such business is transacted.
Further, a Director may not vote in respect of any proposal in which he,they, or any person connected with him,them, has any material interest other than by virtue of histheir interests in securities of, or otherwise in or through, the Company, nor may hethey count in the quorum of the meeting at which such business is transacted. This is subject to certain exceptions, including in relation to proposals: (a) indemnifying himthem in respect of obligations incurred on behalf of the Company; (b) indemnifying a third party in respect of obligations of the Company for which the Director has assumed responsibility under an indemnity or guarantee; (c) relating to an offer of securities in which hethey will be interested as an underwriter; (d) concerning another body corporate in which the Director is beneficially interested in less than one per cent of the issued shares of any class of shares of such a body corporate; (e) relating to an employee benefit in which the Director will share equally with other employees; and (f) relating to liability insurance that the Company is empowered to purchase for the benefit of Directors of the Company in respect of actions undertaken as Directors (or officers) of the Company.
The Directors have authority under the Articles to set their own remuneration (provided certain criteria are met). While an agreement to award remuneration to a Director is an arrangement with the Company that comprises a Permitted Interest (and therefore does not require authorisation by the Board in that respect), it is nevertheless a matter that would be expected to give rise to a conflict of interest between the Director concerned and the Company, and such conflict must be authorised by a resolution of the Board. The Director that is interested in such a matter may neither vote on the resolution to authorise such conflict, nor count in the quorum of the meeting at which it was passed. Furthermore, as noted above, the interested Director is not permitted to vote in
respect of any proposal in which he hasthey have any material interest (except in respect of the limited exceptions outlined above) nor may hethey count in the quorum of the meeting at which such business is transacted.
As such, a Director has no power, in the absence of an independent quorum, to vote on compensation to himself,themselves, but may vote on a resolution (and may count in the quorum of the meeting at which it was passed) to award compensation to Directors provided those arrangements do not confer a benefit solely on him.them.
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.
Group informationcontinued
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:
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Group information | 169 |
Additional Information
Group information continued
Articles of Association continued
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. Subject to law, otherOther meetings must be convened upon advance written notice of 14 days. The days of delivery or receipt of the notice are not included. The notice must specify the nature of the business to be transacted. The Board of Directors may, if they choose, make arrangements for shareholders who are unable to attend the place of the meeting to participate at other places.
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 2016 AGM, other than Jennifer Laing and Ying Yeh who will not offer themselves for re-election and will retire immediately after the2017 AGM.
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 distribution:
distribution is to be distributed among the holders of ordinary shares according to the amounts paid up on the shares held by them. them:
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 Act 1998, as amended. At 31 December 2015,2017, the minimum wage for individuals betweenaged 18 and under the age ofto 20 was £5.60 per hour, aged 21 to 24 was £5.30£7.05 per hour and £6.70for those aged 25 or over was £7.50 per hour for individuals age 21 and above (inin each case, excluding apprentices aged
under 19 years or, otherwise, in the first year of their apprenticeships). Thisapprenticeships.This particularly impacts businesses in the hospitality and retailing sectors. Compliance with the National Minimum Wage Act is being monitored by the Low Pay Commission, an independent statutory body established by the UK government.Government.
None of the Group’s UK employees are covered by collective bargaining agreements with trade unions.
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.
| IHG | Annual Report and Form 20-F |
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.
Disposal of 80 per cent interest in InterContinental New York BarclaySyndicated Facility
On 1930 March 2015, the Company signed a five-year $1.275 billion bank facility agreement (Syndicated Facility) with Bank of America Merrill Lynch International Limited, Barclays Bank PLC, HSBC Bank PLC, SunTrust Robinson Humphrey, The Bank of Tokyo-Mitsubishi UFJ, Ltd and The Royal Bank of Scotland plc, all acting as joint bookrunners and The Bank of Tokyo-Mitsubishi UFJ, Ltd as facility 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 + 0.40% and LIBOR + 1.00% depending on the level of the ratio. The Syndicated Facility was drawn as to $240 million as at 31 December 2013, Constellation Barclay Holding US, LLC, which is2017.
£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 affiliate of Constellationamended and restated trust deed (Trust Deed) was executed by InterContinental Hotels HoldingGroup PLC as issuer (Issuer), Six Continents Limited agreed to acquire,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 contribution agreement, an 80 per cent interestmaximum 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 joint venture with IHG’s affiliates to own and refurbishbase prospectus as amended and/or supplemented by a document setting out the InterContinental New York Barclay hotel. The 80 per cent interest was acquired for gross cash proceedsfinal terms (Final Terms) of $274 million. IHG’s affiliates hold the remaining 20 per cent interest. The disposal was completed on 31 March 2014.
IHG’s management affiliate has also secured a 30-year management contract on the hotel, which commenced in 2014, with two 10-year extension rights at IHG’s discretion, giving an expected contract length of 50 years.
Constellation Barclay Holding US, LLC and IHG’s affiliates have agreed to invest through the joint venturesuch Tranche or in a significant refurbishment, repositioning and extension of the hotel. This commenced in 2014 and will take place over a period of approximately 18 months.separate prospectus specific to such Tranche.
Under the contributionTrust Deed, each of the Issuer and the Guarantors has given certain customary covenants in favour of the Trustee.
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 2012 Issuance, the 2015 Issuance and 2016 Issuance provide that the holders of the Notes have the right to repayment if the Notes (a) become non-investment grade within the period commencing on the date of announcement of a change of control and ending 90 days after the change of control (Change of Control Period) and are not subsequently, within
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.
Further details of the Programme and the Notes are set out in the base prospectus, a copy of which is available (as is a copy of each of the Final Terms dated 26 November 2012 relating to the 2012 Issuance, the Final Terms dated 12 August 2015 relating to the 2015 Issuance and the Final Terms dated 22 August 2016 relating to the 2016 Issuance) on the Company’s website atwww.ihgplc.com. The Notes issued pursuant to the 2012 Issuance, the Notes issued pursuant to the 2015 Issuance and the Notes issued pursuant to the 2016 Issuance are referred to as ‘£400 million 3.875% bonds’, ‘£300 million 3.750% bonds’ and ‘£350 million 2.125% bonds’ respectively in the Group Financial Statements.
On 11 August 2016, the Issuer and the Guarantors entered into an amended and restated agency agreement IHG’s affiliates gave certain(Agency Agreement) with HSBC Bank plc as principal paying agent and the Trustee, pursuant to which the Issuer and the Guarantors appointed paying agents and calculation agents in connection with the Programme and the Notes.
Under the Agency Agreement, each of the Issuer and the Guarantors has given a customary indemnity in favour of the paying agents and the calculation agents.
On 11 August 2016, the Issuer and the Guarantors entered into a dealer agreement (Dealer Agreement) with HSBC Bank plc as arranger and Barclays Bank PLC, HSBC Bank plc, SunTrust Robinson Humphrey, Inc., Merrill Lynch International, MUFG Securities EMEA plc and The Royal Bank of Scotland plc as dealers (Dealers), pursuant to which the Dealers were appointed in connection with the Programme and the Notes.
Under the Dealer Agreement, each of the Issuer and the Guarantors has given customary warranties and indemnities to Constellation Barclay Holding US, LLC.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 gross sale proceeds agreed were€330 million in cash. The disposal was completed on 20 May 2015.
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 Constellation Hotels France Grand SA.
Acquisition of the Kimpton Hotels & Restaurants business
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 buy Kimpton Hotel & Restaurant Group, LLC, the principal trading company of the Kimpton group,Group, from Kimpton Group Holding LLC. The purchase completed on 16 January 2015.
The purchase price payable by Dunwoody Operations, Inc. in respect of the acquisition was $430 million paid in cash.
Under the agreement, Dunwoody Operations, Inc. gave certain customary warranties and indemnities to the seller.
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Group information | 171 |
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 (part of IHG)(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 30 September 2015.
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 Supreme Key Limited.
£1.5 billion Euro Medium Term Note programme
In 2015, the Group updated its Euro Medium Term Note programme (Programme) and issued a tranche of £300 million 3.750% notes due 14 August 2025 (2015 Issuance).
On 16 June 2015, 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 two supplemental trust deeds dated 7 July 2011 and 9 November 2012 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 £1.5 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. Each Tranche of Notes will be issued on the terms and conditions set out in the updated base prospectus dated 16 June 2015 (Base Prospectus) as amended and/or supplemented by a document setting out the final terms (Final Terms) of such Tranche or in a separate prospectus specific to such Tranche.
Under the Trust Deed, each of the Issuer and the Guarantors has given certain customary covenants in favour of the Trustee.
Final Terms were issued (pursuant to the previous base prospectus dated 27 November 2009) on 9 December 2009 in respect of the issue of a Tranche of £250 million 6% Notes due 9 December 2016 (2009 Issuance). Final Terms were issued (pursuant to the previous base prospectus dated 9 November 2009) 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 the Base Prospectus on 12 August 2015 in respect of the 2015 Issuance.
The Final Terms issued under each of the 2009 Issuance, 2012 Issuance and 2015 Issuance provide that the holders of the Notes have the right to repayment if the Notes (a) become non-investment grade within the period commencing on the date of announcement of a change of control and ending 90 days after the change of control (Change of Control Period) and are not subsequently, within 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.
Group informationcontinuedLegal proceedings
Further details of the Programme and the Notes are set out in the Base Prospectus, a copy of which is available (as is a copy of each of the Final Terms dated 7 December 2009 relating to the 2009 Issuance, the Final Terms dated 26 November 2012 relating to the 2012 Issuance and the Final Terms dated 12 August 2015 relating to the 2015 Issuance) on the Company’s website at www.ihgplc.com. The Notes issued pursuant to the 2009 Issuance, the Notes issued pursuant to the 2012 Issuance and the Notes issued pursuant to the 2015 Issuance are referred to as ‘£250 million 6% bonds’, ‘£400 million 3.875% bonds’ and ‘£300 million 3.750% bonds’ respectively in the Group Financial Statements.
On 16 June 2015, the Issuer and the Guarantors entered into an amended and restated agency agreement (Agency Agreement) with HSBC Bank plc as principal paying agent and the Trustee, pursuant to which the Issuer and the Guarantors appointed paying agents and calculation agents in connection with the Programme and the Notes.
Under the Agency Agreement, each of the Issuer and the Guarantors has given a customary indemnity in favour of the paying agents and the calculation agents.
On 16 June 2015, the Issuer and the Guarantors entered into a dealer agreement (Dealer Agreement) with HSBC Bank plc as arranger and Barclays Bank PLC, HSBC Bank plc, SunTrust Robinson Humphrey, Inc., Merrill Lynch International, Mitsubishi UFJ Securities International plc and The Royal Bank of Scotland plc as dealers (Dealers), pursuant to which the Dealers were appointed in connection with the Programme and the Notes.
Under the Dealer Agreement, each of the Issuer and the Guarantors has given customary warranties and indemnities in favour of the Dealers.
Syndicated Facility
On 30 March 2015, the Company signed a five-year $1.275 billion bank facility agreement (Syndicated Facility) with Bank of America Merrill Lynch International Limited, Barclays Bank plc, HSBC Bank PLC, SunTrust Robinson Humphrey, The Bank of Tokyo-Mitsubishi UFJ, Ltd and The Royal Bank of Scotland plc, all acting as joint bookrunners and The Bank of Tokyo-Mitsubishi UFJ, Ltd as facility agent. The Company may request to extend the term of the Syndicated Facility by up to two further periods of 12 months.
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 + 0.40% and LIBOR + 1.00% depending on the level of the ratio. The Syndicated Facility was undrawn at 31 December 2015.
$400 million term loan facility
On 13 January 2015, the Company signed a six-month $400 million term loan facility agreement with Bank of America Merrill Lynch International Limited as arranger, facility agent and lender. The Company may elect to extend the repayment date by up to two further periods of six months.
The interest margin payable on borrowings is LIBOR + 0.6%, increasing to LIBOR + 0.8% and LIBOR +1.0% for the first and second six-month extension periods respectively. The facility was terminated in August 2015.
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 of 2219 February 2016,2018, the outcome of these matters cannot be reasonably determined.
A claim was filed on 9 July 2013 by Pan-American Life Insurance Company against Louisiana Acquisitions Corp. and InterContinentalInter-Continental Hotels Corporation. The claimant originally identified eight causes of action: breachaction with respect to the management and sale of contract; breachthe InterContinental New Orleans. On 21 August 2017, the Court granted summary judgment to defendants on all of partnership, fiduciary duties and good faith obligations; fraud; civil conspiracy; conversion; unfair trade practices; unjust enrichment; and alter ego.claimant’s remaining claims. Claimant appealed the ruling. As of 2219 February 2016,2018, the likelihood of a favourable or unfavourable result cannot be reasonably determined and it is not possible to determine whether any loss is probable or to estimate the amount of any loss.
On 31 July 2012, the UK’s Office of Fair Trading (OFT) issued a Statement of Objections alleging that the Company (together with Booking.com B.V. and Expedia, Inc.) had infringed competition law in relation to the online supply of room-only hotel accommodation by online travel agents. The Group co-operated fully with the investigation. On 31 January 2014, the OFT announced its decision to accept a series of commitments and to conclude its investigation without any finding of infringement or wrongdoing, or the imposition of any fine. On 26 September 2014, the Competition Appeal Tribunal allowed an appeal brought by Skyscanner Limited and quashed the decision to accept the commitments. On 16 September 2015 the Competition and Markets Authority, as the successor organisation to the OFT, closed its investigation without any finding of infringement by the Company.
A class-action claim was filed on 35 July 20122016 by two claimants allegingCPTS Hotel Lessee, LLC against Holiday Hospitality Franchising, LLC (HHF). The claimant alleges breach of the license agreement and seeks a declaratory judgment from the court that InterContinental Hotels of San Francisco, Inc.it has the right to terminate its license with HHF. HHF and InterContinental Hotels Group Resources, Inc. violated California Penal Code 632.7, based uponfiled a claim against CPTS Hotel Lessee, LLC also seeking a declaratory judgment and alleging breach of contract and fraud. 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 probable or to estimate the amount of any loss.
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 improper recordingdata breach. As of cellular phone calls originating from California19 February 2018,
the likelihood of a favourable or unfavourable result cannot be reasonably determined and it is not possible to IHG customer care and reservations centres. The claimants subsequently amended the claimdetermine whether any loss is likely or to include Six Continents Hotels, Inc. The parties entered intomake a settlement agreement to resolve all class claims, and on 8 February 2016, the Court issued an order granting approvalreliable estimate of the settlement.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 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.
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 capital or the payment of dividends on the ordinary shares or the ADSs, economic sanctions which may be in force in the UK from time to time impose restrictions on the payment of dividends to persons resident (or treated as so resident) in or governments of (or persons exercising public functions in) certain countries.
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.
| 172 | IHG | Annual Report and Form 20-F 2017 |
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 the District of Columbia; (iii) an estate whose income is subject to US federal income tax regardless of its source; or (iv) a trust, if a US court can exercise primary supervision over the trust’s administration and one or more US persons are authorised to control all substantial decisions of the trust.
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 ADSs are pre-released before shares are delivered to the depositary, or intermediaries in the chain of ownership between holders and the issuer of the securities underlying the ADSs, may be taking actions that are inconsistent with the claiming of foreign tax credits by US holders of ADSs. Such actions would also be inconsistent with the claiming of the preferential rates of tax, described below, for qualified dividend income. Accordingly, the availability of the preferential rates of tax for qualified dividend income described below could be affected by actions taken by parties to whom the ADSs are pre-released.
Investors should consult their own tax advisorsadvisers regarding the US federal, state and local, the UK and other tax consequences of owning and disposing of ordinary shares or ADSs in their particular circumstances.
The following disclosures assumes that the Company is not, and will not become, a positive foreign investmentsinvestment 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.
Shareholder informationcontinued
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 ‘qualified dividend income’. The Company expects that dividends paid by the Company with respect to the ADSs will constitute qualified dividend income. US holders should consult their own tax advisors to determine whether they are subject to any special rules that limit their ability to be taxed at these preferential rates.
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.
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Shareholder information | 173 |
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 (or, for departures before 6 April 2013, ceases to be resident or ordinarily resident or becomes treated as non-resident for less than five years of assessment) and who disposes of ordinary shares or ADSs during that period may, for the year of assessment when that individual becomes resident again in the UK, be liable to UK tax on capital gains (subject to any available exemption or relief), notwithstanding the fact that such US holder was not treated as resident in the UK at the time of the sale or other disposal.
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 ‘extraordinary dividends’ that qualified for the preferential tax rates on qualified dividend income described above. The capital gain or loss will generally be income or loss from sources within the US for foreign tax credit limitation purposes. The deductibility of capital losses is subject to limitations.
PFIC rules
Based on the manner in which the Group operates its business and on estimates of the value of its assets (which estimates are based, in part, on the market value of the Company’s ADSs) the Company believes that it was not a PFIC for US federal income tax purposes for its 20152017 taxable year. However, this conclusion is an annual factual determination and thus may be subject to change. If the Company were a PFIC for any taxable year during which a US holder owned ordinary shares or ADSs, gain realised on the sale or other disposition of ordinary shares or ADSs would, in general, not be treated as capital gain. Instead, gain would be treated as if the US holder had realised such gain rateably over the holding period for the ordinary shares or ADSs and, to the extent allocated to the taxable year of the sale or other disposition and to any year before the Company became a PFIC, would be taxed as ordinary income. The amount allocated to each other taxable year would be taxed at the highest tax rate in effect (for individuals or corporations, as applicable) for each such year to which the gain was allocated, together with an interest charge in respect of the tax attributable to each such year. In addition, similar rules would apply to any ‘excess distribution’ received on the ordinary shares or ADSs (generally, the excess of any distribution received on the ordinary shares or ADSs during the taxable year over 125 per cent125% of the average amount of distributions received during a specified prior period), and the. The preferential rates for qualified dividend income received by certain non-corporate US holdersdescribed above would not apply.apply if the Company were a PFIC in the taxable year of the distribution or the preceding taxable year.
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 a PFIC for any taxable year in which a US holder held ordinary shares or ADSs, a US holder would generally be required to file IRS Form 8621 with their annual US federal income tax returns, subject to certain exceptions.
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 residence)residence, or under expanded UK rules taking effect from 6 April 2017) is only chargeable to UK inheritance tax to the extent the individual owns assets situated in the UK. As a matter of UK law, it is not clear whether the situs of an ADS for UK inheritance tax purposes is determined by the place where the depositary is established and records the entitlements of the deposit holders, or by the situs of the underlying share which the ADS represents, but the UK tax authorities may take the view that the ADSs, as well as the ordinary shares, are or represent UK-situs assets.
However, an individual who is domiciled in the US (for the purposes of the Estate and Gift Tax Convention (the Convention), and is not a UK national as defined in the Convention, will not be subject to UK inheritance tax (to the extent UK inheritance tax applies) in respect of the ordinary shares or ADSs on the individual’s death or on a transfer of the ordinary shares or ADSs during their lifetime, provided that any applicable US federal gift or estate tax is paid, unless the ordinary
shares or ADSs are part of the business property of a UK permanent establishment or pertain to a UK fixed base of an individual used for the performance of independent personal services. Where the ordinary shares or ADSs have been placed in trust by a settlor, they may be subject to UK inheritance tax unless, when the trust was created, the settlor was domiciled in the US and was not a UK national. If no relief is given under the Convention, inheritance tax may be charged on death and also on the amount by which the value of an individual’s estate is reduced as a result of any transfer made by way of gift or other undervalue transfer, broadly within seven years of death, and in certain other circumstances. Where the ordinary shares or ADSs are subject to both UK inheritance tax and to US federal gift or estate tax, the Convention generally provides for either a credit against US federal tax liabilities for UK inheritance tax paid or for a credit against UK inheritance tax liabilities for US federal tax paid, as the case may be.
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 1.5 per cent1.5% on the amount or value of the consideration (or, in some cases, the value of the ordinary shares) where ordinary shares are issued or transferred to a person (or a nominee or agent of a person) whose business is or includes issuing depositary receipts or the provision of clearance services. In accordance with the terms of the deposit agreement, any tax or duty payable on deposits of ordinary shares by the depositary or by the custodian of the depositary will typically be charged to the party to whom ADSs are delivered against such deposits.
| 174 | IHG | Annual Report and Form 20-F 2017 |
Following litigation on the subject, HMRC has accepted that it will no longer seek to apply the 1.5 per cent1.5% SDRT charge when new shares are issued to a clearance service or depositary receipt system on the basis that the charge is not compatible with EU law. The 2017 Autumn Budget included a statement that the Government will not reintroduce the 1.5% charge on the issue of shares (and transfers integral to the raising of capital) into clearance service or depositary receipt systems following the UK’s exit from the EU. In HMRC’s view, the 1.5 per cent1.5% SDRT or stamp duty charge will continue to apply to transfers of shares into a clearance service or depositary receipt system unless they are an integral part of an issue of share capital. This view is currently being challenged in further litigation. Accordingly, specificSpecific professional advice should be sought before paying the 1.5 per cent1.5% SDRT or stamp duty charge in any circumstances.
A transfer of the underlying ordinary shares will generally be subject to stamp duty or SDRT, normally at the rate of 0.5 per cent0.5% of the amount of value of the consideration (rounded up to the next multiple of £5 in the case of stamp duty). A transfer of ordinary shares from a nominee to its beneficial owner, including the transfer of underlying ordinary shares from the depositary to an ADS holder, under which no beneficial interest passes, will not be subject to stamp duty or SDRT.
US backup withholding and information reporting
Payments of dividends and sales proceeds with respect to ADSs and ordinary shares may be reported to the Inland Revenue Service (IRS)IRS and to the US holder. Backup withholding may apply to these reportable payments if the US holder fails to provide an accurate taxpayer identification number or certification of exempt status or fails to report all interest and dividends required to be shown on its US federal income tax returns. Certain US holders (including, among others, corporations) are not subject to information reporting and backup withholding. The amount of any backup withholding from a payment to a US holder will be allowed as a credit against the holder’s US federal income tax liability and may entitle the holder to a refund, provided that the required information is timely furnished to the IRS. US holders should consult their tax advisors as to their qualification for exemption from backup withholding and the procedure for obtaining an exemption.
Certain US holders who are individuals (and under proposed US Treasury regulations, certain entities controlled by individuals)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 13a-15(e)13a–15(e) and 15d-15(e)15d–15(e) of the Securities Exchange Act 1934).
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.
| IHG | Annual Report and Form 20-F 2017 | Additional Information | Shareholder information | 175 |
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 in the UK in 2014 (the Code) is set out on pages 6662 and 67.63.
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.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,Board, excluding the chairman,Chairman, should consist of independent non-executive directors.Independent Non-Executive Directors. As at 2219 February 2016,2018, the Board consisted of the Chairman, independent at the time of his appointment, twothree Executive Directors and eightseven Independent Non-Executive Directors. NYSE listing rules applicable to US companies state that companies must have a majority of independent directors. The NYSE set out five bright line tests for director independence. The Board’s judgement is that all of its Non-Executive Directors are independent. However, it did not explicitly take into consideration the NYSE’s tests in reaching this determination.
Shareholder informationcontinued
Chairman and Chief Executive Officer
The Code recommends that the chairmanChairman and chief executive officerChief 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 2219 February 20162018 and throughout 2015,2017, fulfilled by separate individuals.
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 bothaudit, remuneration and nominating/corporate governance committees composed entirely of independent directors, as defined under the NYSE rules. The Company’s Nomination Committee consists only of Non-Executive Directors and the Company’s Audit and Remuneration Committees consists entirely of Non-Executive Directors who are independent under the standards of the Code, which may not necessarily be the same as the NYSE independence standards. The nominating/governance committee is responsible for identifying individuals qualified to become Board members and to recommend
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 ofby the Board, candidates for appointment to the Board, thoughalthough it also assists in developing the role of the Senior Independent Non-Executive Director. The Company’s Nomination Committee consists of the Chairman and all the Independent Non-Executive Directors.
The Chairman of the Company is not a member of either the Remuneration or the Audit Committee. As set out on page 62,56, the Audit Committee is chaired by an Independent Non-Executive Director who, in the Board’s view, has the experience and qualifications to satisfy the criterion under US rules for an ‘audit committee financial expert’.
Non-Executive Director meetings
Non-managementNYSE rules require that non-management directors of US companies must meet on a regular basis without management present, and independent directors must meet separately at least once per year. The Code requires: (i) the Board Chairman to hold meetings with the Non-Executive Directors without the Executive Directors present; and (ii) the Non-Executive Directors to meet at least annually without the Chairman present to appraise the Chairman’s performance. The Company’s Non-Executive Directors have met frequently without Executive Directors being present, and intend to continue this practice, after every Board meeting if possible.
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 ‘material revisions’.
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 153,161, IHG’s Code of Conduct is applicable to all Directors, officers and employees, and further information on the Code of Conduct is available on the Company’s website atwww.ihgplc.com/investors under corporateCorporate governance. No waivers have been granted under the Code of Conduct.
Compliance certification
Each chief executive of a US company must certify to the NYSE each year that he or she is not aware of any violation by the Company of any NYSE corporate governance listing standard. As the Company is a foreign private issuer, the Company’s Chief Executive Officer is not required to make this certification. However, he is required to notify the NYSE promptly in writing after any of the Company’s executive officers become aware of any non-compliance with those NYSE corporate governance rules applicable to the Company.
| IHG | Annual Report and Form 20-F |
Selected five-year consolidated financial information
The selected consolidated financial data set forth in the table below for the years ended 31 December 2011, 2012, 2013, 2014, 2015, 2016 and 20152017 have been prepared in accordance with IFRS as issued by the IASB and in accordance with IFRS as adopted by the EU, and is derived from the audited Group Financial Statements, which have been audited by its independent registered public accounting firm, Ernst & Young LLP.Statements.
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 below should be read in conjunction with, and is qualified in its entirety by reference to, the Group Financial Statements and notes thereto included elsewhere in this Annual Report andForm 20-F.
Group income statement data
| $m, except earnings per ordinary share | ||||||||||||||||||||
| For the year ended 31 December | 2015 | 2014 | 2013 | 2012 | 2011 | |||||||||||||||
Revenue | 1,803 | 1,858 | 1,903 | 1,835 | 1,768 | |||||||||||||||
Total operating profit before exceptional operating items | 680 | 651 | 668 | 605 | 548 | |||||||||||||||
Exceptional operating items | 819 | 29 | 5 | (4 | ) | 57 | ||||||||||||||
Total operating profit | 1,499 | 680 | 673 | 601 | 605 | |||||||||||||||
Financial income | 5 | 3 | 5 | 3 | 2 | |||||||||||||||
Financial expenses | (92 | ) | (83 | ) | (78 | ) | (57 | ) | (64 | ) | ||||||||||
Profit before tax | 1,412 | 600 | 600 | 547 | 543 | |||||||||||||||
Tax: | ||||||||||||||||||||
On profit before exceptional items | (180 | ) | (179 | ) | (175 | ) | (151 | ) | (117 | ) | ||||||||||
On exceptional operating items | (8 | ) | (29 | ) | (6 | ) | 1 | (4 | ) | |||||||||||
Exceptional tax | – | – | (45 | ) | 141 | 43 | ||||||||||||||
| (188 | ) | (208 | ) | (226 | ) | (9 | ) | (78 | ) | |||||||||||
Profit for the year from continuing operations: | 1,224 | 392 | 374 | 538 | 465 | |||||||||||||||
Attributable to: | ||||||||||||||||||||
Equity holders of the parent | 1,222 | 391 | 372 | 537 | 465 | |||||||||||||||
Non-controlling interest | 2 | 1 | 2 | 1 | – | |||||||||||||||
Earnings per ordinary share (continuing and total operations): | ||||||||||||||||||||
Basic | 520.0¢ | 158.3¢ | 140.9¢ | 187.1¢ | 160.9¢ | |||||||||||||||
Diluted | 513.4¢ | 156.4¢ | 139.3¢ | 183.9¢ | 157.1¢ | |||||||||||||||
| Group statement of financial position data | ||||||||||||||||||||
| $m, except number of shares | ||||||||||||||||||||
| 31 December | 2015 | 2014 | 2013 | 2012 | 2011 | |||||||||||||||
Goodwill and other intangible assets | 1,226 | 643 | 518 | 447 | 400 | |||||||||||||||
Property, plant and equipment | 428 | 741 | 1,169 | 1,056 | 1,362 | |||||||||||||||
Investments and other financial assets | 420 | 368 | 321 | 239 | 243 | |||||||||||||||
Non-current trade and other receivables | 3 | 3 | – | – | – | |||||||||||||||
Retirement benefit assets | – | 8 | 7 | 99 | 21 | |||||||||||||||
Non-current tax receivable | 37 | 34 | 16 | 24 | 41 | |||||||||||||||
Deferred tax assets | 49 | 87 | 108 | 204 | 106 | |||||||||||||||
Current assets | 1,606 | 624 | 700 | 852 | 784 | |||||||||||||||
Assets classified as held for sale | – | 310 | 228 | 534 | 217 | |||||||||||||||
Total assets | 3,769 | 2,818 | 3,067 | 3,455 | 3,174 | |||||||||||||||
Current liabilities | 1,369 | 943 | 928 | 972 | 1,066 | |||||||||||||||
Long-term debt | 1,239 | 1,569 | 1,269 | 1,242 | 670 | |||||||||||||||
Net assets/(liabilities) | 319 | (717 | ) | (74 | ) | 317 | 555 | |||||||||||||
Equity share capital | 169 | 178 | 189 | 179 | 162 | |||||||||||||||
IHG shareholders’ equity | 309 | (725 | ) | (82 | ) | 308 | 547 | |||||||||||||
Number of shares in issue at end of the year (millions) | 248 | 248 | 269 | 268 | 290 | |||||||||||||||
| $m, except earnings per ordinary share | ||||||||||||||||||||||||||||||
| For the year ended 31 December | 2017 | 2016 | 2015 | 2014 | 2013 | |||||||||||||||||||||||||
| Revenue | 1,784 | 1,715 | 1,803 | 1,858 | 1,903 | |||||||||||||||||||||||||
| Total operating profit before exceptional items | 759 | 707 | 680 | 651 | 668 | |||||||||||||||||||||||||
| Exceptional items | 4 | (29 | ) | 819 | 29 | 5 | ||||||||||||||||||||||||
| Total operating profit | 763 | 678 | 1,499 | 680 | 673 | |||||||||||||||||||||||||
| Financial income | 4 | 6 | 5 | 3 | 5 | |||||||||||||||||||||||||
| Financial expenses | (89 | ) | (93 | ) | (92 | ) | (83 | ) | (78 | ) | ||||||||||||||||||||
| Profit before tax | 678 | 591 | 1,412 | 600 | 600 | |||||||||||||||||||||||||
| Tax: | ||||||||||||||||||||||||||||||
On profit before exceptional items | (201 | ) | (186 | ) | (180 | ) | (179 | ) | (175 | ) | ||||||||||||||||||||
On exceptional items | 116 | 12 | (8 | ) | (29 | ) | (6 | ) | ||||||||||||||||||||||
Exceptional tax | – | – | – | – | (45 | ) | ||||||||||||||||||||||||
| (85 | ) | (174 | ) | (188 | ) | (208 | ) | (226 | ) | |||||||||||||||||||||
| Profit for the year from continuing operations: | 593 | 417 | 1,224 | 392 | 374 | |||||||||||||||||||||||||
Attributable to: | ||||||||||||||||||||||||||||||
Equity holders of the parent | 592 | 414 | 1,222 | 391 | 372 | |||||||||||||||||||||||||
Non-controlling interest | 1 | 3 | 2 | 1 | 2 | |||||||||||||||||||||||||
| Earnings per ordinary share (continuing and total operations): | ||||||||||||||||||||||||||||||
Basic | 306.7¢ | 195.3¢ | 520.0¢ | 158.3¢ | 140.9¢ | |||||||||||||||||||||||||
Diluted | 305.2¢ | 193.5¢ | 513.4¢ | 156.4¢ | 139.3¢ | |||||||||||||||||||||||||
Group statement of financial position data
|
| |||||||||||||||||||||||||||||
| $m, except number of shares | ||||||||||||||||||||||||||||||
| For the year ended 31 December | 2017 | 2016 | 2015 | 2014 | 2013 | |||||||||||||||||||||||||
| Goodwill and other intangible assets | 1,467 | 1,292 | 1,226 | 643 | 518 | |||||||||||||||||||||||||
| Property, plant and equipment | 425 | 419 | 428 | 741 | 1,169 | |||||||||||||||||||||||||
| Investments and other financial assets | 369 | 359 | 420 | 368 | 321 | |||||||||||||||||||||||||
| Non-current trade and other receivables | – | 8 | 3 | 3 | – | |||||||||||||||||||||||||
| Retirement benefit assets | 3 | – | – | 8 | 7 | |||||||||||||||||||||||||
| Non-current tax receivable | 16 | 23 | 37 | 34 | 16 | |||||||||||||||||||||||||
| Deferred tax assets | 56 | 48 | 49 | 87 | 108 | |||||||||||||||||||||||||
| Current assets | 839 | 778 | 1,606 | 624 | 700 | |||||||||||||||||||||||||
| Assets classified as held for sale | – | – | – | 310 | 228 | |||||||||||||||||||||||||
| Total assets | 3,175 | 2,927 | 3,769 | 2,818 | 3,067 | |||||||||||||||||||||||||
| Current liabilities | 1,304 | 1,134 | 1,369 | 943 | 928 | |||||||||||||||||||||||||
| Long-term debt | 1,893 | 1,606 | 1,239 | 1,569 | 1,269 | |||||||||||||||||||||||||
| Net (liabilities)/assets | (851 | ) | (759 | ) | 319 | (717 | ) | (74 | ) | |||||||||||||||||||||
| Equity share capital | 154 | 141 | 169 | 178 | 189 | |||||||||||||||||||||||||
| IHG shareholders’ equity | (858 | ) | (767 | ) | 309 | (725 | ) | (82 | ) | |||||||||||||||||||||
| Number of shares in issue at end of the year (millions) | 197 | 206 | 248 | 248 | 269 | |||||||||||||||||||||||||
| IHG | Annual Report and Form 20-F |
Additional Information
Shareholder informationcontinued
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 21 February 2017, the Company announced a $400 million return of funds to shareholders via special dividend with share consolidation. The special dividend was paid on 22 May 2017.
| Return of funds programme | Timing | Total return | Returned to date | |||||||||||||||||
£501m special dividenda | Paid in December 2004 | £501m | £501m | |||||||||||||||||
£250m share buyback | Completed in 2004 | £250m | £250m | |||||||||||||||||
£996m capital returna | Paid in July 2005 | £996m | £996m | |||||||||||||||||
£250m share buyback | Completed in 2006 | £250m | £250m | |||||||||||||||||
£497m special dividenda | Paid in June 2006 | £497m | £497m | |||||||||||||||||
£250m share buyback | Completed in 2007 | £250m | £250m | |||||||||||||||||
£709m special dividenda | Paid in June 2007 | £709m | £709m | |||||||||||||||||
£150m share buyback | n/a | b | £150m | £120m | ||||||||||||||||
$500m special dividenda,c | Paid in October 2012 | £315m | d | £315m | e | |||||||||||||||
| ($500m | ($505m | ) | ||||||||||||||||||
$500m share buyback | Completed in 2014 | £315m | d | £315m | ||||||||||||||||
| ($500m | ) | )f | ||||||||||||||||||
$350m special dividend | Paid in October 2013 | £ | g | £228m | ||||||||||||||||
| ($350m | ($355m | )h | ||||||||||||||||||
$750m special dividenda | Paid in July 2014 | £ | i | £446m | ||||||||||||||||
| ($750m | ($763m | )j | ||||||||||||||||||
| $1,500m special dividenda | Paid in May 2016 | £1,038m | k | £1,038m | ||||||||||||||||
| ($1,500m | ) | ($1,500m | ) | ||||||||||||||||
| $400m special dividenda | Paid in May 2017 | £309m | l | £ | ||||||||||||||||
| ($400m | ) | ($400m | ) | |||||||||||||||||
| Total | £ | £6,224m | ||||||||||||||||||
| a | Accompanied by a share consolidation. |
| b | This programme was superseded by the share buyback programme announced on 7 August 2012. |
| c | 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. |
| d | 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. |
| e | Sterling dividend translated at $1=£0.624. |
| f | 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). |
| g | 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. |
| h | Sterling dividend translated at $1=£0.644. |
| i | The dividend was first determined in US dollars and converted to sterling immediately before announcement at the rate translated at $1=£0.597. |
| j | 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
During the financial year ended 31 December 2015, 1,209,9852017, no ordinary shares were purchased by the Company and the Company’s employee share ownership trust, at prices ranging from 2,545 pence to 2,594 pence per share, for the purpose of satisfying future share awards to employees.trust.
| Total number of shares (or units) purchased | Average price paid per share (or unit) | Total number of shares (or units) purchased as | Maximum number (or approximate dollar value) of shares (or units) that may yet be purchased under the plans or programmes | |||||||||||||
Month 1 | 438,185 | 2,591.9301 | nil | 23,611,725a | ||||||||||||
Month 2 | 771,800 | 2,577.1100 | nil | 23,611,725a | ||||||||||||
Month 3 (no purchases this month) | nil | nil | nil | 23,611,725a | ||||||||||||
Month 4 (no purchases this month) | nil | nil | nil | 23,611,725a | ||||||||||||
Month 5 (no purchases this month) | nil | nil | nil | 23,611,725b | ||||||||||||
Month 6 (no purchases this month) | nil | nil | nil | 23,611,725b | ||||||||||||
Month 7 (no purchases this month) | nil | nil | nil | 23,611,725b | ||||||||||||
Month 8 (no purchases this month) | nil | nil | nil | 23,611,725b | ||||||||||||
Month 9 (no purchases this month) | nil | nil | nil | 23,611,725b | ||||||||||||
Month 10 (no purchases this month) | nil | nil | nil | 23,611,725b | ||||||||||||
Month 11 (no purchases this month) | nil | nil | nil | 23,611,725b | ||||||||||||
Month 12 (no purchases this month) | nil | nil | nil | 23,611,725b | ||||||||||||
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 | 19,751,738a | ||||||||||||
| 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 |
| b | Reflects the resolution passed at the Company’s AGM held on |
| IHG | Annual Report and Form 20-F |
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 ADSa | £ per ordinary share | $ per ADSa | |||||||||||||||||||||||||||||||||||||||
| Year ended 31 December | high | low | high | low | high | low | high | low | ||||||||||||||||||||||||||||||||||
2011 | 14.35 | 9.55 | 23.28 | 15.27 | ||||||||||||||||||||||||||||||||||||||
2012 | 17.25 | 11.60 | 27.82 | 18.25 | ||||||||||||||||||||||||||||||||||||||
2013 | 20.39 | 17.37 | 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 | 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 | ||||||||||||||||||||||||||||||||||||||||||
2014 | ||||||||||||||||||||||||||||||||||||||||||
| 2016 | ||||||||||||||||||||||||||||||||||||||||||
First quarter | 20.47 | 18.66 | 34.08 | 30.88 | 28.71 | 21.84 | 41.27 | 32.11 | ||||||||||||||||||||||||||||||||||
Second quarter | 24.21 | 19.04 | 41.51 | 31.60 | 29.28 | 25.25 | 41.86 | 35.14 | ||||||||||||||||||||||||||||||||||
Third quarter | 24.75 | 21.99 | 42.51 | 36.84 | 33.65 | 27.59 | 44.67 | 36.81 | ||||||||||||||||||||||||||||||||||
Fourth quarter | 27.10 | 21.20 | 42.38 | 34.03 | 36.38 | 30.21 | 44.33 | 38.16 | ||||||||||||||||||||||||||||||||||
2015 | ||||||||||||||||||||||||||||||||||||||||||
| 2017 | ||||||||||||||||||||||||||||||||||||||||||
First quarter | 27.56 | 25.33 | 41.59 | 38.32 | 39.37 | 36.66 | 49.06 | 44.96 | ||||||||||||||||||||||||||||||||||
Second quarter | 28.80 | 25.66 | 43.55 | 38.90 | 44.68 | 38.42 | 57.66 | 48.29 | ||||||||||||||||||||||||||||||||||
Third quarter | 27.43 | 22.09 | 42.68 | 33.52 | 44.11 | 36.68 | 57.06 | 49.14 | ||||||||||||||||||||||||||||||||||
Fourth quarter | 27.74 | 22.87 | 40.41 | 34.91 | 47.19 | 39.87 | 63.51 | 52.84 | ||||||||||||||||||||||||||||||||||
2016 | ||||||||||||||||||||||||||||||||||||||||||
First quarter (to 22 February) | 25.95 | 21.84 | 38.14 | 32.11 | ||||||||||||||||||||||||||||||||||||||
| 2018 | ||||||||||||||||||||||||||||||||||||||||||
| First quarter (to 19 February) | 49.28 | 44.98 | 68.90 | 62.17 | ||||||||||||||||||||||||||||||||||||||
Month ended | ||||||||||||||||||||||||||||||||||||||||||
August 2015 | 26.78 | 22.87 | 41.67 | 35.88 | ||||||||||||||||||||||||||||||||||||||
September 2015 | 24.47 | 22.09 | 37.53 | 33.52 | ||||||||||||||||||||||||||||||||||||||
October 2015 | 26.01 | 22.87 | 39.88 | 34.91 | ||||||||||||||||||||||||||||||||||||||
November 2015 | 27.74 | 24.41 | 40.41 | 37.00 | ||||||||||||||||||||||||||||||||||||||
December 2015 | 26.58 | 24.89 | 39.58 | 37.51 | ||||||||||||||||||||||||||||||||||||||
January 2016 | 25.95 | 22.11 | 38.14 | 32.11 | ||||||||||||||||||||||||||||||||||||||
February 2016 (to 22 February) | 24.70 | 21.84 | 35.52 | 32.26 | ||||||||||||||||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||||||||||||||||
| a | 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 | 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 | 174.9a | 293.0a | 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 | 108.4a | 172.0a | 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 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2008b | 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 | 200a | – | 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 | 118a | – | 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 | 72.0a | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2003 | 4.05 | 6.8 | 9.45 | 17.4 | 13.5 | 24.2 | – | – | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 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. |
| 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 |
Additional Information
Shareholder informationcontinued
Shareholder profile by type as at 31 December 20152017
| Category of shareholder | Number of shareholders | Percentage of total shareholders | Number of ordinary shares | Percentage of issued share capital | Number of shareholders | Percentage of total shareholders | Number of ordinary shares | Percentage of issued share capital | ||||||||||||||||||||||||||||||||
Private individuals | 39,496 | 92.30 | 13,195,194 | 5.59 | 34,948 | 93.53 | 9,468,586 | 4.79 | ||||||||||||||||||||||||||||||||
Nominee companies | 1,411 | 3.30 | 189,574,897 | 80.29 | 1,451 | 3.88 | 162,026,026 | 82.00 | ||||||||||||||||||||||||||||||||
Limited and public limited companies | 1,728 | 4.04 | 16,801,603 | 7.12 | 812 | 2.17 | 15,560,735 | 7.87 | ||||||||||||||||||||||||||||||||
Other corporate bodies | 151 | 0.35 | 15,055,870 | 6.38 | 147 | 0.39 | 10,431,329 | 5.28 | ||||||||||||||||||||||||||||||||
Pension funds, insurance companies and banks | 7 | 0.02 | 1,489,692 | 0.63 | 10 | 0.03 | 110,934 | 0.06 | ||||||||||||||||||||||||||||||||
Total | 42,793 | 100 | 236,117,256 | 100 | 37,368 | 100 | 197,597,610 | 100 | ||||||||||||||||||||||||||||||||
| Shareholder profile by size as at 31 December 2015 | ||||||||||||||||||||||||||||||||||||||||
| 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 | Number of shareholders | Percentage of total shareholders | Number of ordinary shares | Percentage of issued share capital | ||||||||||||||||||||||||||||||||
1 – 199 | 26,891 | 62.84 | 1,705,145 | 0.72 | ||||||||||||||||||||||||||||||||||||
200 – 499 | 8,434 | 19.71 | 2,686,009 | 1.14 | ||||||||||||||||||||||||||||||||||||
500 – 999 | 3,881 | 9.07 | 2,711,655 | 1.15 | ||||||||||||||||||||||||||||||||||||
1,000 – 4,999 | 2,726 | 6.37 | 5,170,149 | 2.19 | ||||||||||||||||||||||||||||||||||||
5,000 – 9,999 | 244 | 0.57 | 1,710,155 | 0.72 | ||||||||||||||||||||||||||||||||||||
10,000 – 49,999 | 311 | 0.73 | 7,100,198 | 3.01 | ||||||||||||||||||||||||||||||||||||
50, 000 – 99,999 | 88 | 0.21 | 6,330,753 | 2.68 | ||||||||||||||||||||||||||||||||||||
100,000 – 499,999 | 149 | 0.35 | 35,233,511 | 14.92 | ||||||||||||||||||||||||||||||||||||
500,000 – 999,999 | 31 | 0.07 | 24,531,357 | 10.39 | ||||||||||||||||||||||||||||||||||||
| 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 | 38 | 0.09 | 148,938,324 | 63.08 | 26 | 0.07 | 129,630,100 | 65.60 | ||||||||||||||||||||||||||||||||
Total | 42,793 | 100 | 236,117,256 | 100 | 37,368 | 100 | 197,597,610 | 100 | ||||||||||||||||||||||||||||||||
| Shareholder profile by geographical location as at 31 December 2015 | ||||||||||||||||||||||||||||||||||||||||
| Shareholder profile by geographical location as at 31 December 2017 | Shareholder profile by geographical location as at 31 December 2017 | |||||||||||||||||||||||||||||||||||||||
| Country/Jurisdiction | Percentage of issued share capitala | Country/Jurisdiction | | Percentage of issued share capital | a | |||||||||||||||||||||||||||||||||||
UK | 48.6 | UK | 48.1 | |||||||||||||||||||||||||||||||||||||
Rest of Europe | 18.4 | Rest of Europe | 17.5 | |||||||||||||||||||||||||||||||||||||
US (including ADRs) | 29.7 | US (including ADRs) | 32.1 | |||||||||||||||||||||||||||||||||||||
Rest of world | 3.3 | Rest of world | 2.3 | |||||||||||||||||||||||||||||||||||||
Total | 100 | Total | 100 | |||||||||||||||||||||||||||||||||||||
| a | 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 2219 February 2016, 15,495,1922018, 13,494,031 ADSs equivalent to 15,495,19213,494,031 ordinary shares, or approximately 6.3 per cent7.10% of the total issued share capital, were outstanding and were held by 676512 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 2219 February 2016,2018, there were a total of 42,64237,199 recorded holders of ordinary shares, of whom 253269 had registered addresses in the US and held a total of 557,405410,801 ordinary shares (0.23 per cent(0.21% of the total issued share capital).
| IHG | Annual Report and Form 20-F |
The following exhibits are filed as part of this Annual Report on Form 20-F with the SEC.
| 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 |
Additional Information
Form 20-F cross-reference guide
| Item | Form 20-F caption | Location in this document | Page | |||
1 | Identity of directors, senior management and advisers | Not applicable | – | |||
2 | Offer statistics and expected timetable | Not applicable | – | |||
3 | Key information | |||||
| 3A – Selected financial data | Shareholder information: Selected five-year consolidated financial information | 169 | ||||
| Shareholder information: Dividend history | 171 | |||||
| 3B – Capitalisation and indebtedness | Not applicable | – | ||||
| 3C – Reason for the offer and use of proceeds | Not applicable | – | ||||
| 3D – Risk factors | Group information: Risk factors | 156-159 | ||||
4 | Information on the Company | |||||
| 4A – History and development of the Company | Group information: History and developments | 156 | ||||
| Shareholder information: Return of funds | 170 | |||||
| Useful information: Contacts | 179 | |||||
| 4B – Business overview | Strategic Report | 2-49 | ||||
| Group information: Working Time Regulations 1998 | 162 | |||||
| 4C – Organisational structure | Directors’ Report: Employees and Code of Conduct | 153 | ||||
| Group Financial Statements: Note 33 – Group companies | 140-141 | |||||
| 4D – Property, plants and equipment | Strategic Report: Key performance indicators | 31 | ||||
| Directors’ Report: Greenhouse gas (GHG) emissions | 154 | |||||
| Group Financial Statements: Note 12 – Property, plant and equipment | 114-115 | |||||
4A | Unresolved staff comments | None | – | |||
5 | Operating and financial review and prospects | |||||
| 5A – Operating results | Strategic Report: Performance | 32-49 | ||||
| Group Financial Statements: Accounting policies | 94-99 | |||||
| 5B – Liquidity and capital resources | Strategic Report: Performance – Liquidity and capital resources | 48-49 | ||||
| Group Financial Statements: Note 17 – Cash and cash equivalents | 120 | |||||
| Group Financial Statements: Note 20 – Financial risk management | 122-125 | |||||
| Group Financial Statements: Note 21 – Loans and other borrowings | 126-127 | |||||
| Group Financial Statements: Note 22 – Reconciliation of profit for the year to cash flow from operations | 127 | |||||
| Group Financial Statements: Note 23 – Fair value measurement | 128-129 | |||||
| 5C – Research and development; intellectual property | Not applicable | – | ||||
| 5D – Trend information | Strategic Report: Performance | 32-49 | ||||
| 5E – Off-balance sheet arrangements | Strategic Report: Performance – Liquidity and capital resources | 49 | ||||
| 5F – Tabular disclosure of contractual obligations | Strategic Report: Performance – Liquidity and capital resources | 49 | ||||
| 5G – Safe harbour | Additional Information: Forward-looking statements | 180 | ||||
6 | Directors, senior management and employees | |||||
| 6A – Directors and senior management | Corporate Governance: Our Board of Directors and Our Executive Committee | 55-58 | ||||
| 6B – Compensation | Directors’ Remuneration Report | 68-77 | ||||
| Executive Directors’ benefits upon termination of office | 159 | |||||
| Group Financial Statements: Note 25 – Retirement benefits | 130-134 | |||||
| Group Financial Statements: Note 26 – Share-based payments | 134-136 | |||||
| 6C – Board practices | Corporate Governance | 52-67 | ||||
| 6D – Employees | Strategic Report: Disciplined Execution – Investment in developing great talent | 17–18 | ||||
| Group Financial Statements: Note 3 – Staff costs and Directors’ emoluments | 106 | |||||
| Group information: Working Time Regulations 1998 | 162 | |||||
| 6E – Share ownership | Directors’ Report: Director and Executive Committee shareholdings | 153 | ||||
| Directors’ Remuneration Report: Annual Report on Directors’ Remuneration – Scheme interests awarded during 2015 | 74 | |||||
| Directors’ Remuneration Report: Annual Report on Directors’ Remuneration – Statement of Directors’ shareholdings and share interests | 75 | |||||
| Group Financial Statements: Note 26 – Share-based payments | 134-136 | |||||
| Group information: Executive Committee members’ shareholdings | 159 | |||||
7 | Major shareholders and related party transactions | |||||
| 7A – Major shareholders | Directors’ Report: Major institutional shareholders | 152 | ||||
| Shareholder information: Shareholder profiles | 172 | |||||
| 7B – Related party transactions | Group Financial Statements: Note 14 – Investment in associates and joint ventures | 117-118 | ||||
| Group Financial Statements: Note 31 – Related party disclosures | 138 | |||||
| 7C – Interests of experts and counsel | Not applicable | – |
| 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 | |||||
|
|
| ||||
| 5B – Liquidity and capital resources | Strategic Report: Performance – Liquidity and capital resources | 43 | ||||
|
| |||||
| Group Financial Statements: Note 17 – Cash and cash equivalents | 123 | |||||
|
| |||||
| Group Financial Statements: Note 20 – Loans and other borrowings | 124–125 | |||||
|
| |||||
| Group Financial Statements: Note 22 – Financial risk management | 126–129 | |||||
|
| |||||
| Group Financial Statements: Note 23 – Fair value measurement | 129–130 | |||||
|
| |||||
| Group Financial Statements: Note 24 – Reconciliation of profit for the year | 131 | |||||
| to cash flow from operations | ||||||
|
|
| ||||
| 5C – Research and development; intellectual property | Not applicable | – | ||||
|
|
| ||||
| 5D – Trend information | Strategic Report: Performance | 26–43 | ||||
|
|
| ||||
| 5E – Off-balance sheet arrangements | Strategic Report: Performance – Liquidity and capital resources | 43 | ||||
| – Off-balance sheet arrangements | ||||||
|
|
| ||||
| 5F – Tabular disclosure of contractual obligations | Strategic Report: Performance – Liquidity and capital resources | 43 | ||||
|
|
| ||||
| 5G – Safe harbour | Additional Information: Forward-looking statements | 188 | ||||
|
|
| ||||
| 5H – Non-GAAP financial measures | Strategic Report: Performance | 26 | ||||
|
| |||||
| Other financial information | 154–156 | |||||
|
| |||||
| Group Financial Statements: Note 9 – Earnings per ordinary share | 115 | |||||
|
| |||||
| Group Financial Statements: Note 21 – Net debt | 126 | |||||
|
|
|
| |||
| 6 | Directors, senior management and employees | |||||
|
|
| ||||
| 6A – Directors and senior management | Corporate Governance: Our Board of Directors and Our Executive Committee | 48–51 | ||||
|
|
| ||||
| 6B – Compensation | Directors’ Remuneration Report | 64–77 | ||||
|
| |||||
| Group Financial Statements: Note 25 – Retirement benefits | 131–135 | |||||
|
| |||||
| Group Financial Statements: Note 31 – Related party disclosures | 140 | |||||
|
| |||||
| Group Financial Statements: Note 26 – Share-based payments | 135–136 | |||||
|
|
| ||||
| 6C – Board practices | Corporate Governance | 47–63 | ||||
|
|
| ||||
| 6D – Employees | Group Financial Statements: Note 3 – Staff costs and Directors’ emoluments | 109 | ||||
|
| |||||
| Group information: Working Time Regulations 1998 | 170 | |||||
|
| |||||
| Directors’ Report: Employees and Code of Conduct | 161 | |||||
|
|
| ||||
| 6E – Share ownership | Directors’ Remuneration Report: Annual Report on Directors’ Remuneration | 72 | ||||
| – Scheme interests awarded during 2017 | ||||||
|
| |||||
| Directors’ Remuneration Report: Annual Report on Directors’ Remuneration | 73,76 | |||||
| – Statement of Directors’ shareholdings and share interests | ||||||
|
| |||||
| Group Financial Statements: Note 26 – Share-based payments | 135–136 | |||||
|
| |||||
| Group information: Directors and Executive Committee members’ shareholdings | 167 | |||||
|
|
|
| |||
| 7 | Major shareholders and related party transactions | |||||
|
|
| ||||
| 7A – Major shareholders | Directors’ Report: Major institutional shareholders | 160 | ||||
|
| |||||
| Shareholder information: Shareholder profiles | 180 | |||||
|
|
| ||||
| 7B – Related party transactions | Group Financial Statements: Note 14 – Investment in associates and joint ventures | 119–120 | ||||
|
| |||||
| Group Financial Statements: Note 31 – Related party disclosures | 140 | |||||
|
|
| ||||
| 7C – Interests of experts and counsel | Not applicable | – | ||||
|
|
|
|
| IHG | Annual Report and Form 20-F |
| Item | Form 20-F caption | Location in this document | Page | |||
8 | Financial Information | |||||
8A – Consolidated statements and other financial information | Directors’ Report: Dividends | 152 | ||||
| Group Financial Statements | 87-141 | |||||
| Group information: Rights attaching to shares | 161-162 | |||||
| 8B – Significant changes | None | – | ||||
9 | The offer and listing | |||||
| 9A – Offer and listing details | Shareholder information: Share price information | 171 | ||||
| 9B – Plan of distribution | Not applicable | – | ||||
| 9C – Markets | Shareholder information: Share price information | 171 | ||||
| 9D – Selling shareholders | Not applicable | – | ||||
| 9E – Dilution | Not applicable | – | ||||
| 9F – Expenses of the issue | Not applicable | – | ||||
10 | Additional information | |||||
| 10A – Share capital | Not applicable | – | ||||
| 10B – Memorandum and articles of association | Group information: Articles of Association | 161-162 | ||||
| 10C – Material contracts | Group information: Material contracts | 163-164 | ||||
| 10D – Exchange controls | Shareholder information: Exchange controls and restrictions on payment of dividends | 165 | ||||
| 10E – Taxation | Shareholder information: Taxation | 165-167 | ||||
| 10F – Dividends and paying agents | Not applicable | – | ||||
| 10G – Statement by experts | Not applicable | – | ||||
| 10H – Documents on display | Useful information: Investor information – Documents on display | 178 | ||||
| 10I – Subsidiary information | Not applicable | – | ||||
11 | Quantitative and qualitative disclosures about market risk | Group Financial Statements: Note 20 – Financial risk management | 122-125 | |||
12 | Description of securities other than equity securities | |||||
| 12A – Debt securities | Not applicable | – | ||||
| 12B – Warrants and rights | Not applicable | – | ||||
| 12C – Other securities | Not applicable | – | ||||
| 12D – American depositary shares | Group information: Description of securities other than equity securities | 160 | ||||
13 | Defaults, dividend arrearages and delinquencies | Not applicable | – | |||
14 | Material modifications to the rights of security holders and use of proceeds | Not applicable | – | |||
15 | Controls and Procedures | |||||
| 15A – Controls and Procedures | Shareholder information: Disclosure controls and procedures | 167 | ||||
15B – Management’s annual report on internal control over financial reporting | Group Financial Statements: Statement of Directors’ Responsibilities – Management’s report on internal control over financial reporting | 80 | ||||
| 15C – Attestation report | Group Financial Statements: Independent Auditor’s US Report | 86 | ||||
15D – Changes in internal controls over financial reporting | Group Financial Statements: Statement of Directors’ Responsibilities: Management’s report on internal control over financial reporting | 80 | ||||
16 | 16A – Audit committee financial expert | Corporate Governance: Audit Committee Report | 62 | |||
| Shareholder information: Summary of significant corporate governance differences from NYSE listing standards – Committees | 168 | |||||
| 16B – Code of ethics | Strategic Report: Doing business responsibly | 24 | ||||
| Shareholder information: Summary of significant corporate governance differences from NYSE listing standards | 168 | |||||
| 16C – Principal accountant fees and services | Corporate Governance: Audit Committee Report – External Auditor | 62-63 | ||||
| Corporate Governance: Audit Committee Report – Non-audit services | 63 | |||||
| Group Financial Statements: Note 4 – Auditor’s remuneration paid to Ernst & Young LLP | 106 | |||||
16D – Exemptions from the listing standards for audit committees | Not applicable | – | ||||
16E – Purchase of equity securities by the issuer and affiliated purchasers | Shareholder information: Purchases of equity securities by the Company and affiliated purchasers | 170 | ||||
| 16F – Change in registrant’s certifying accountant | Not applicable | – | ||||
| 16G – Corporate governance | Shareholder information: Summary of significant corporate governance differences from NYSE listing standards | 167-168 | ||||
| 16H – Mine safety disclosure | Not applicable | – | ||||
17 | Financial statements | Not applicable | – | |||
18 | Financial statements | Group Financial Statements | 87-141 | |||
19 | Exhibits | Additional information: Exhibits | 173 |
| Item | Form 20-F caption | Location in this document | Page | |||
|
|
|
| |||
| 8 | Financial Information | |||||
|
|
| ||||
| 8A – Consolidated statements and | Directors’ Report: Dividends | 160 | ||||
|
| |||||
other financial information | Group Financial Statements | 78–143 | ||||
|
| |||||
| Group Information: Legal proceedings | 172 | |||||
|
| |||||
| Strategic Report: Performance – Other financial information | 42 | |||||
|
|
| ||||
| 8B – Significant changes | None | – | ||||
|
|
|
| |||
| 9 | The offer and listing | |||||
|
|
| ||||
| 9A – Offer and listing details | Shareholder information: Share price information | 179 | ||||
|
|
| ||||
| 9B – Plan of distribution | Not applicable | – | ||||
|
|
| ||||
| 9C – Markets | Shareholder information: Share price information | 179 | ||||
|
|
| ||||
| 9D – Selling shareholders | Not applicable | – | ||||
|
|
| ||||
| 9E – Dilution | Not applicable | – | ||||
|
|
| ||||
| 9F – Expenses of the issue | Not applicable | – | ||||
|
|
|
| |||
| 10 | Additional information | |||||
|
|
| ||||
| 10A – Share capital | Not applicable | – | ||||
|
|
| ||||
| 10B – Memorandum and articles of association | Group information: Articles of Association | 169–170 | ||||
|
| |||||
| Group information: Rights attaching to shares | 169 | |||||
|
|
| ||||
| 10C – Material contracts | Group information: Material contracts | 171–172 | ||||
|
|
| ||||
| 10D – Exchange controls | Shareholder information: Exchange controls and restrictions on payment of dividends | 172 | ||||
|
|
| ||||
| 10E – Taxation | Shareholder information: Taxation | 173–175 | ||||
|
|
| ||||
| 10F – Dividends and paying agents | Not applicable | – | ||||
|
|
| ||||
| 10G – Statement by experts | Not applicable | – | ||||
|
|
| ||||
| 10H – Documents on display | Useful information: Investor information – Documents on display | 186 | ||||
|
|
| ||||
| 10I – Subsidiary information | Not applicable | – | ||||
|
|
|
| |||
| 11 | Quantitative and qualitative disclosures about market risk | Group Financial Statements: Note 22 – Financial risk management | 126–129 | |||
|
|
|
| |||
| 12 | Description of securities other than equity securities | |||||
|
|
| ||||
| 12A – Debt securities | Not applicable | – | ||||
|
|
| ||||
| 12B – Warrants and rights | Not applicable | – | ||||
|
|
| ||||
| 12C – Other securities | Not applicable | – | ||||
|
|
| ||||
| 12D – American depositary shares | Group information: Description of securities other than equity securities | 168 | ||||
|
|
|
| |||
| 13 | Defaults, dividend arrearages and delinquencies | Not applicable | – | |||
|
|
|
| |||
| 14 | Material modifications to the rights of security holders and use of proceeds | Not applicable | – | |||
|
|
|
| |||
| 15 | Controls and Procedures | Shareholder information: Disclosure controls and procedures | 175 | |||
|
| |||||
Group Financial Statements: Statement of Directors’ Responsibilities – Management’s report on internal control over financial reporting | 80 | |||||
|
| |||||
| Group Financial Statements: Independent Auditor’s US Report | 87 | |||||
|
|
|
| |||
| 16 | 16A – Audit committee financial expert | Corporate Governance: Audit Committee Report | 56 | |||
|
| |||||
| Shareholder information: Summary of significant corporate governance | 176 | |||||
| differences from NYSE listing standards – Committees | ||||||
|
|
| ||||
| 16B – Code of ethics | Directors’ Report: Employees and Code of Conduct | 161 | ||||
|
| |||||
| Strategic Report: Doing business responsibly | 18–19 | |||||
|
| |||||
| Shareholder information: Summary of significant corporate governance | 176 | |||||
| differences from NYSE listing standards | ||||||
|
|
| ||||
| 16C – Principal accountant fees and services | Corporate Governance: Audit Committee Report – External auditor | 59 | ||||
|
| |||||
| Corporate Governance: Audit Committee Report – Non-audit services | 58 | |||||
|
| |||||
| Group Financial Statements: Note 4 – Auditor’s remuneration paid to Ernst & Young LLP | 109 | |||||
|
|
| ||||
| 16D – Exemptions from the listing standards | Not applicable | – | ||||
| for audit committees | ||||||
|
|
| ||||
16E – Purchase of equity securities by the issuer and affiliated purchasers | Shareholder information: Purchases of equity securities by the Company and affiliated purchasers | 178 | ||||
|
|
| ||||
| 16F – Change in registrant’s certifying accountant | Not applicable | – | ||||
|
|
| ||||
| 16G – Corporate Governance | Shareholder information: Summary of significant corporate governance | 176 | ||||
| differences from NYSE listing standards | ||||||
|
|
| ||||
| 16H – Mine safety disclosure | Not applicable | – | ||||
|
|
|
| |||
| 17 | Financial statements | Not applicable | – | |||
|
|
|
| |||
| 18 | Financial statements | Group Financial Statements | 78–143 | |||
|
|
|
| |||
| 19 | Exhibits | Additional Information: Exhibits | 181 | |||
|
|
|
|
| IHG | Annual Report and Form 20-F |
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 1518 265318⁄/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–F20-F in relation to the years ending 31 December 20142016 or 2015,2017 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 both 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 partythird-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 and significant liquidated damages.
fee revenue
Group revenue excluding revenue from owned and leased hotels, managed leases,in 2015 only, and significant liquidated damages.
franchisee
an operatorowner who uses a brand under licence from the brand owner, 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.
Groupor IHG
the Company and its subsidiaries.
Guest HeartbeatLove
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, where applicable.contracts.
LTIP
Long Term Incentive Plan.
managed leases
properties structured for legal reasons 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 1 July 2014,9 May 2016 the ordinary shares of 1518 265318⁄/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 roomorRevPAR
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 brand owner for use of the brand name.Group.
SEC
US Securities and Exchange Commission.
Six Continentssterling
Six Continents Limited; previously Six Continents PLC and re-registered as a private limited company on 6 June 2005.
orsterlingorpounds sterling £,, £, penceorp
the pound sterling, the currency of the United Kingdom.
subsidiary undertaking
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
per centpercentage 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 for the specific use ofwhich fund activities that drive revenue to our hotels including marketing, the IHG Rewards Club loyalty programme and the global reservation system.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 ReturnorTSR
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 Deferred Compensation Plan
the Defined Contribution Deferred Compensation 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.
| IHG | Annual Report and Form 20-F |
Additional 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 Form 20-F 20152017 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 20162018 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-access website. This is not available to shareholders who hold shares through nominee companies, ISAs or ADRs. For further details please contact the Company Secretary’s office (see page 179)187).
Responsible Business Report
In line with our commitment to responsible business practices, this year we have produced a Responsible Business Report showcasing our approach to responsible business and progress against our corporate responsibility targets. Visit www.ihgplc.com/ responsiblebusiness
| Visitwww.ihgplc.com/responsible-business for details. |
The IHG® Foundation
Launched in 2016, the IHG Foundation is an independent charitable trustcharity that sets the foundations for stronger, healthier and more prosperous communities around the world. Visit www.ihgfoundation.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 0371 384 2132a2132a (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 0371 384 2268a. See www.shareview.co.uk/info/drip for a DRIP application form and information booklet.
| 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 accounts, to ensure efficient payment and clearance of funds on the payment date. For further information, please contact our Registrar (see page 179)187).
Overseas payment service
It is also possible for shareholders to have their dividends paid directly to their bank accounts in a local currency. Charges are payable for this service. Go to www.shareview.co.uk/info/ops for further information.
| 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 179)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 0371 384 2244a.
Share dealing services
Equiniti offers the following share-dealing facilities.
Postal dealing
For more information, call 0371 384 2248a.
Telephone dealing
For more information, call 0345 603 7037b.
Internet dealing
Visitwww.shareview.co.uk for more information.
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 2015,2017, 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. Please contact ProSearch on 01903 894100+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/consumers/scamsconsumers on the Financial Conduct Authority 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 179)187).
Documents on display
Documents referred to in this Annual Report and Form 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.DC 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 atwww.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.
| a | Lines are open from 8.30am to 5.30pm Monday to Friday, excluding UK public holidays. |
| b | Lines are open from 8.00am to 4.30pm Monday to Friday, excluding UK public holidays. |
2015 Final dividend of 40.3p per share
(57.5¢ per ADR)
Ex-dividend date
Record date
Payment date
Other datesFinancial calendars
| 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 | ||
| ||
| the final dividend will be announced on 23 | ||
Registered office
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,
MN 55120-0854, 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,
visitwww.ihg.com/rewardsclub or telephone:
0871 226 1111a (UK)
+44 20 3349 9033b (Europe and Africa)
+1 888 211 9874c (US and Canada)
+1 800 272 9273c (Mexico)
+1 801 975 3063d (English) (Central and South America)
+1 801 975 3013d (Spanish) (Central and South America)
+971 4 429 0530d (Middle East)
+0261 2 9935 8362d (Australia)
+86 21 2033 4848d (Mandarin and Cantonese) (China)
(China and Hong Kong)
+81 3 5767 9325d (Japan)
+63 2 857 8778d (Korea)
+63 2 857 8788d (all other countries in Asia Pacific)
| a | Telephone calls to this number are charged at 13p per minute. Standard network rates apply. Calls from mobiles will be higher. |
| b | International calling rates apply. |
| c | Toll-free. |
| d | Toll charges apply. |
| IHG | Annual Report and Form 20-F |
Additional Information
The Annual Report and Form 20-F 20152017 contains certain forward-looking statements as defined under US legislation (Section 21E of the Securities Exchange Act of 1934) with respect to the financial condition, results of operations and business of InterContinental Hotels Group and certain plans and objectives of the Board of Directors of InterContinental Hotels Group PLC with respect thereto. Such statements include, but are not limited to, statements made in the Chairman’s Statementstatement and in the Chief Executive Officer’s Review.review. These forward-looking statements can be identified by the fact that they do not relate only to historical or current facts. Forward-looking statements often use words such as ‘anticipate’, ‘target’, ‘expect’, ‘estimate’, ‘intend’, ‘plan’, ‘goal’, ‘believe’, or other words of similar meaning. These statements are based on assumptions and assessments made by InterContinental Hotels Group’s management in light of their experience and their perception of historical trends, current conditions, expected future developments and other factors they believe to be appropriate.
By their nature, forward-looking statements are inherently predictive, speculative and involve risk and uncertainty. There are a number of factors that could cause actual results and developments to differ materially from those expressed in, or implied by, such forward-looking statements, including, but not limited to: the risks of political and economic developments; the risk of events that adversely impact domestic or international travel; the risks of the hotel industry supply-and-demand cycle; the Group being subject to a competitive
and changing industry; the Group’s exposure to risks related to executing and realising benefits from strategic transactions, including acquisitions; the Group’s dependence upon a wide range of external stakeholders and business partners; the Group’s exposure to increasing competition from online travel agents and intermediaries; the risks related to identifying, securing and retaining franchise and management agreements; the risks in relation to changing technology and systems; the Group’s reliance on the reputation of its brands and is exposed to inherent reputation risks; the Group’s exposure to risks associated with its intellectual property; the risks involved in the Group’s reliance upon its reservation system and other key technology platforms, and the risks that could cause the failure of these systems; the risks associated with safety, security and crisis management; the ability to acquire and retain the right people, skills and capability to manage growth and change; the risks associated with the Group’s financial stability and its ability to borrow and satisfy debt covenants; the risk of litigation; the risks related to information security and data privacy; compliance with existing and changing regulations and societal expectations across numerous countries, territories and jurisdictions; and the risks associated with insuring its business.
The main factors that could affect the business and financial results are described in the Strategic Report of the Annual Report and Form 20-F 2015.2017.
|
| IHG | Annual Report and Form 20-F |
Designed and produced bySuperunion
(formerly Addison Group), London.
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Managed by Donnelley Financial Solutions
InterContinental Hotels Group PLC’s commitment to environmental issues is reflected in this Annual Report.
This report has been printed on Symbol Matt Plus. Environmental friendly ECF (Elemental Chlorine Free Guaranteed) paper, certified by the FSC® (Forest Stewardship Council). Containing a high content of selected recycled materials (minimum 25% guaranteed).
The FSC® (Forest Stewardship Council) is a worldwide label which identifies products obtained from sustainable and responsible forest management.
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CPI Colour is a CarbonNeutral® company. Registered with the Environmental Management System ISO14001 and are Forest Stewardship Council (FSC®) chain-of-custody certified.
The unavoidable carbon emissions generated during the manufacturing and delivery of this document have been reduced to net zero through a verified carbon offsetting project.
InterContinental Hotels Group PLC
Broadwater Park, Denham
Buckinghamshire UB9 5HR
United Kingdom
Tel +44 (0) 1895 512 000
Fax +44 (0) 1895 512 101
Webwww.ihgplc.com
Make a booking atwww.ihg.com
Crowne Plaza Harbin Songbei, China
Kimpton Hotels & Restaurants
In January 2015, InterContinental Hotels Group acquired Kimpton Hotels & Restaurants, the world’s leading boutique hotel business. San Francisco-based Kimpton Hotels & Restaurants is a leading collection of boutique hotels and restaurants and the acknowledged industry pioneer that first introduced the boutique hotel concept to the United States. The award-winning restaurants and bars are led by talented chefs and bartenders that offer guests a chance to dine like a local.
SIGNATURES
The registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has duly caused and authorized the undersigned to sign this Annual Report on its behalf.
| INTERCONTINENTAL HOTELS GROUP PLC | ||||||
| (Registrant) | ||||||
| By: | /s/ Paul Edgecliffe-Johnson | |||||
| Name: | Paul Edgecliffe-Johnson | |||||
| Title: | Chief Financial Officer | |||||
Date: 1 March 3, 20162018
Technology-based transformation
Continually evolving consumer needs
A more dynamic competitive environment
