Ihg 2020
Ihg 2020
Ihg 2020
2020
True Hospitality
for Good
Our purpose
is to provide
True Hospitality
for Good.
It shapes our culture, brings our brands to life
and represents a commitment to make a difference
every day to our people, guests and communities,
and to protect the world around us.
See pages 22 to 33 for more information on how we work with our stakeholders.
Front cover
Our Lights of Love social media campaign became a beacon of hope for the industry in 2020,
with hundreds of hotels globally creating light hearts in their windows
and colleagues doing the same with their hands.
Our strategy
pg 24
Contents
pg 2
Our culture and
responsible business
Governance
2020 in review
pg 16 pg 74
Our brands
pg 10
Strategic Report Governance Parent Company Financial Statements
2 2020 in review 74 Chair’s overview 202 Parent Company Financial
4 Chair’s statement 76 Our Board of Directors Statements
6 Chief Executive Officer’s review 80 Our Executive Committee 202 Parent Company statement of
8 Industry overview 82 Governance structure financial position
10 Our brands 83 Board activities 203 Parent Company statement of
12 Our business model 83 Board meetings changes in equity
16 Our strategy 84 Director induction, training 204 Notes to the Parent Company
22 Section 172 statement and development Financial Statements
24 Our culture and 85 Board effectiveness evaluation
Additional Information
responsible business 86 Audit Committee
212 Other financial information
34 Our risk management 91 Responsible Business Committee
219 Directors’ Report
42 Viability statement 92 Voice of the Employee
224 Group information
43 Key performance indicators (KPIs) 93 Nomination Committee
236 Shareholder information
47 Performance 94 Statement of compliance
244 Exhibits
47 Key performance measures 96 Directors’ Remuneration Report
245 Forward-looking statements
(including Non-GAAP measures)
Group Financial Statements 246 Form 20-F cross-reference guide
used by management
114 Statement of Directors’ Responsibilities 248 Glossary
52 Group
115 Independent Auditor’s UK Report 250 Useful information
56 Regional review
122 Independent Auditor’s US Report
58 Americas
126 Group Financial Statements
61 Europe, Middle East, Asia
133 Accounting policies
and Africa (EMEAA)
146 Notes to the Group Financial Statements
64 Greater China
2020 in review
A response
shaped by
our purpose
Shareholders and investors
The impact of Covid-19 on our industry has led to difficult
but unavoidable decisions to protect IHG in the short and
In an unimaginably challenging long-term. We’ve had to make savings, protect cash and
thoughtfully align our cost base to a longer period of lower
year, we’ve worked tirelessly to care demand, while still protecting investments in future growth.
for our stakeholders, protect our • Fee business costs reduced by ~$150m in 2020 through
reductions in discretionary costs, temporarily reduced
business and ensure our purpose salaries and redundancies
• Targeted ~$75m of fee business costs to be sustainable
of True Hospitality for Good is felt into 2021, while still investing for growth
even in the toughest of times • Reduced gross capital expenditure by over $100m,
with investment focused on high-priority growth areas
– all while ensuring we’re ready • Suspended dividend payments
to grow strongly in a recovery. • Increased liquidity and extended debt maturities
See page 33
L
ike every company, our plans and Financial performance
expectations for 2020 were transformed
by Covid-19. The global response to the Global RevPAR Net system size growth
pandemic, including lockdowns, travel bans and
border closures, has impacted the lives of billions
of people, severely damaged economies and posed
(52.5)%
2019: (0.3)%
+ 0.3%
2019: +5.6%
the biggest challenge our hospitality industry has
ever faced. For IHG, a 52.5% reduction in RevPAR Total gross revenue in
led to operating profit from reportable segments IHG’s Systema Total revenue
falling by 75%.
We’ve committed to responding quickly with great
$ 13.5bn
2019: $27.9bn
$ 2,394m
2019: $4,627m
care and thought, doing what’s right to support our
guests, colleagues, hotel owners and communities,
Revenue from
keep our business protected and help our industry
reportable segmentsa Operating (loss)/profit
992m (153)m
recover. On these pages, and within this year’s Annual
Report, you will see some of the actions we have taken
in response to the pandemic and to ensure the right
$ $
2019: $2,083m 2019: $630m
foundations are in place for a successful recovery
and continued growth.
Operating profit from
We know things will take time to improve, but as reportable segmentsa Basic EPSb
vaccinations roll out and the world feels confident
to rediscover travel, we’re ready to deliver clean
and trusted stays.
$ 219m
2019: $865ma
(142.9)�
2019: 210.4 �
outperform as demand returns, and we continue to observable in the Group Financial Statements (IFRS measures), other financial
sign and open new properties around the world. measures (described as Non-GAAP) are presented that are used internally by
management as key measures to assess performance. Non-GAAP measures are
Looking to future growth, our pipeline of either not defined under IFRS or are adjusted IFRS figures. Further explanation in
1,815 hotels represents 11% of the industry, relation to these measures can be found on pages 47 to 51 and reconciliations to IFRS
figures, where they have been adjusted, are on pages 212 to 216.
with ~40% already under construction.
b
Adjusted EPSa 31.3¢ (-90%); 2019: 303.3¢.
See pages 31 to 32
Chair’s statement
T
he Covid-19 pandemic gripped
the world in 2020, changing lives
and challenging economies,
societal norms and the existence of many
businesses. Without doubt, hospitality
was one of the sectors hardest hit, and
our success this year has been defined
as much by our financial health and
strategic progress as it has by our ability
to offer clarity and care during an
unprecedented crisis.
Border closures and restrictions designed
to slow the spread of the virus have
presented the travel sector with its greatest
ever challenge. The World Travel & Tourism
Council estimates as many as 174 million jobs
have been lost, as businesses have closed
or been forced to reduce staff and costs,
with entire supply chains feeling the
knock-on effect.
No pre-prepared response could have
matched the magnitude of the situation.
Instead, organisations will have learnt if they
were equipped to manage such a crisis or
not, and I am proud of IHG’s principled
response, which has been guided by our
purpose of True Hospitality.
Indeed, the experience has outlined the
importance of purpose, giving new meaning
to our potential to effect positive change,
and highlighted the growing expectation
that we must deliver that change in a
challenging world. We have therefore
evolved our purpose from True Hospitality
for everyone, to True Hospitality for Good
Chief Executive
Officer’s review
W
e arrived in 2020 on the
back of a record year of
openings and real momentum
behind the growth of our brands in a
thriving industry. Our clear strategy and
the changes made in recent years were
enabling us to move faster, accelerate
our growth and take advantage of new
opportunities. The arrival of the Covid-19
pandemic has since presented enormous
challenges for travel and tourism, and for
IHG. Yet, in spite of this, the thoughtful,
swift and decisive actions of so many
dedicated colleagues have helped us
emerge a stronger company.
The enormity of this crisis means very little
has escaped its impact. From socioeconomic
challenges to mental and physical health,
it has touched everyone’s life, and as a
company, it has shifted how we’ve worked
together, partnered with our owners, and
looked after our guests and communities.
Globally, we’ve worked as a team with such
speed and compassion – leading, learning
and listening to help keep colleagues, guests
and communities feeling safe, protect IHG
and our owners, and support our industry.
We’ve seen past the barriers of remote
working and physical distancing to find ways
to work together closer than ever before.
I am immensely proud of how everyone
from our leadership, corporate teams and
reservation offices, to our owners and hotel
colleagues have helped IHG and those
around us through such difficult times,
including our frontline workers and people
Chief Executive Officer’s review IHG | Annual Report and Form 20-F 2020 7
Strategic Report
Industry overview
T
he Covid-19 pandemic led to benefits of a branded system. Consumer 2020, largely due to falling occupancy rates.
hotel occupancy across the globe expectations in key areas such as technology, The pandemic’s impact led to millions of job
falling to historic lows in 2020, cleanliness and sustainability increased losses globally and the temporary closure of
as lockdowns, travel bans and physical during the pandemic and looking forwards, thousands of hotels. As has been the case in
distancing measures were introduced to hotel groups and third-party owners are previous downturns, domestic travel across
limit the spread of the virus. The impact adapting to meet changing demands while the midscale segments (midscale and upper
on hospitality has been severe, though ensuring they optimise returns. midscale) has proved the most resilient, with
longer-term, the fundamental desire to occupancy at these hotels falling less than
travel for business or leisure continues to 2020 industry performance the overall industry. Underscoring the sector’s
underpin the industry’s growth prospects, There are two key performance metrics: positive fundamentals, global rooms supply
illustrated by sustained new hotel room supply and RevPAR. Room supply still grew by 2% in 2020.
openings and signings. reflects how attractive the hotel industry
The hotel industry is cyclical: long term
is as an investment from an owner’s
The ~$240 billion hotel industry remains fluctuations in RevPAR tend to reflect the
perspective. RevPAR indicates the value
fragmented, with 53% of rooms affiliated interplay between industry demand, supply
guests ascribe to a given hotel, brand or
with a global or regional chain. Branded and the macroeconomic environment. At a
market, and grows when they stay more
hotel penetration is expected to continue local level, political, economic and factors
often or pay higher rates.
to grow. Conversions from independent to such as terrorism, oil market conditions,
branded hotels typically increased following Following a decade of consecutive growth, pandemics and hurricanes can impact
the last downturn as owners sought the global industry RevPAR dropped 54% in demand and supply in the short term.
Hotel industry growth drivers: Global hotel industry performance Branded hotel business models
10-year annual growth rate (2010-20)
Global industry RevPAR ($)a There are two principal business models:
Global GDP RevPAR movements are illustrative of
+2.3% CAGR
• A fee-based, asset-light model
lodging demand
– Franchised: owned and operated by
b 2020 36.9 parties distinct from the brand, who
Indicator of economic growth – hotel
2019 79.6 pay fees to the hotel company for use
performance correlates with GDP 2018 79.3 of their brand.
2017 77.2 – Managed: operated by a party distinct
Global household disposable income 2016 74.5 from the hotel owner. The owner pays
+1.9% CAGR
2015 73.2 management fees and, if the hotel uses
b a third-party brand name, fees to that
Global rooms supply (m rooms)a third-party too.
Growing consumer spending and Supply growth reflects the attractiveness
• An owner-operated, asset-heavy model
leisure travel, supported by cheaper air travel of the hotel industry
– Owned: operated and branded by owner
Global corporate profits 2020 19.3 who benefits from all the income.
+3.6% CAGR
2019 19.0 – Leased: similar to owned, except the
2018 18.6 owner-operator does not have outright
b 2017 18.1 ownership of the hotel but leases it from
Good indicator of business travel 2016 17.8 the ultimate owner.
2015 17.4
Asset-heavy models allow tighter control over
Source: Latest STR, Inc
a
Source: Oxford Economics
b
IHG, Marriott International, Inc., Hilton Worldwide
c
operations, while asset-light models enable
Holdings Inc., Wyndham Hotels & Resorts Inc., Accor S.A.
faster growth with lower capital investment.
Case study: Resilience of US midscale Midscale segments (midscale and upper midscale) RevPAR vs rest of US industry
segments in downturns
• During periods of weak economic 15%
demand, the midscale segments
(midscale and upper midscale) have
historically proven more resilient than
other chain scales, with RevPAR falling 0%
less than the overall industry.
• During the Covid-19 pandemic, hotels
that remained open were more likely to
be in the branded midscale segments, -15%
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
helped by their lower-cost operating
model. These hotels could meet -40%
demand from those who needed a safe -52%
Midscale segments Rest of industry
place to stay, including key workers and
those travelling on essential business.
Hotels in non-urban areas (where the
majority of midscale and upper midscale US industry revenue 2020 US RevPAR US guest stays (2019)
hotels are located) outperformed their contribution (2019)
urban counterparts, which have a
Long-term trends in travel Annual domestic and outbound tourism revenue ($tn; top 10 countries)
• Population growth, an emerging middle 6
class and lower cost to travel have meant
global travel has consistently grown over
4
4% per year, save for one-off impacts on
Source: McKinsey & Company
2020
2021
2022
2023
2024
2025
2026
2028
2029
2030
2027
Our brands
T
o drive growth at scale in high-value In parallel to growing our established brands, perception, sharpen our marketing and
markets globally, we invest in an we have launched or acquired five new capture more demand. Linked to this, our
attractive portfolio of distinct brands in the past three years and are loyalty programme has been refreshed to
brands that generate strong demand focused on taking them to scale in fast- become IHG® Rewards, as we focus on
from both guests and owners. We have growing and underserved segments. growing membership and driving more
a relentless focus on the quality of our business directly to our hotels.
Each of our brands is well positioned to
estate, efficiency of our hotel operations
grow, leveraging the power of IHG’s people, Reflecting continued demand for our
and investment in digital innovation,
systems, technology and loyalty programme. brands, we opened 285 hotels in 2020 and
design and service trends.
To support this growth, we have adopted a signed on average almost one property a
more intuitive way of presenting the breadth day into our pipeline. This took our share of
of our portfolio to customers, as part of a the industry pipeline to 11%, versus our
refreshed approach to use our IHG® Hotels & current market share of 4%.
Resorts masterbrand to enhance our brand
Masterbrand
and Loyalty
Premium
Essentials
Suites
When you’re not at home, be here. We
invite guests to settle in for longer stays,
0 open 303 open 28 open 366 open knowing the comforts of home are always
19 pipeline 155 pipeline 0 pipeline 73 pipeline within reach.
Strategic Report
Plaza®, including Mexico and Canada
Brand 10 in Greater China
highlights
Europe’s largest Holiday Inn The first Atwell Suites™ Our Holiday Inn® Brand Family
Express® opened in property under construction represented 50% of IHG’s
Amsterdam in Miami, US signings in 2020
W
Revenue from reportable segmentsa e have 16 brands operating The weighting of our hotel estate towards
Our revenue is directly linked to the revenue across more than 100 countries the midscale segments and the location of
generated by the hotels in our system. in the Suites, Essentials, our hotels in non-urban locations provides
Premium and Luxury & Lifestyle categories. a degree of resilience to cyclical and
Supported by a leading loyalty programme, exogenous events. A weighting to domestic
Fee business our brands meet clear consumer and demand also provides resilience.
17% Owned, leased corporate demand, and generate strong
and managed returns for our owners, which in turn IHG owner proposition
lease hotels attracts further hotel investment and We focus on ensuring our brand portfolio,
drives the growth of our estate. loyalty proposition, systems and expertise
provide a highly valued and distinctive offer
As an asset-light business, we focus on
that stands out to consumers and is
83% growing our fee revenues and fee margins,
attractive to owners.
with limited requirements for capital. This
enables us to grow our business whilst To keep our brands relevant to guests and
generating high returns on invested capital. evolving trends, we commit to developing our
Total rooms
established brands with new designs, service
886,036 Whether we franchise or manage hotels
is largely determined by market maturity,
enhancements and operational support that
drives demand and owner returns.
rooms owner preference and, in certain cases,
the particular brand. For instance, in more Through our investments in development
Composition of rooms developed markets such as the US and resources, we can provide outstanding
Europe, ~90% of IHG hotels are franchised. operational support to owners. We have
1%
These hotels tend to be limited service. embedded new processes to help reduce
Franchised the time taken from hotel signing to ground
In emerging markets such as Greater China,
Managed break and opening. Our hotels also have
~80% of our hotels are managed by IHG,
28% Owned, leased access to a suite of applications designed
where we look after the day-to-day running
and managed to help them manage and improve
of the property on behalf of the owner. Over
lease performance, with the aim of further
time, we expect the Chinese market to move
boosting owner returns.
towards a franchise model. We launched the
71%
first tailored franchise offer for Holiday Inn We have also developed state-of-the-art
Express® in 2016, and have since extended technology to drive hotel demand, be it
this to include Holiday Inn® and Crowne Plaza®. through our mobile booking app or cloud-
based hotel solutions. Our distribution
Our asset-light business model means that
channels (booking sites, GDS relationships,
we do not employ colleagues in franchised
Our brands are presented as intuitive and call centres through which hotel rooms
hotels, nor do we control their day-to-day
collections for consumers. For industry are marketed and booked) allow hotel owners
operations, policies or procedures. That
segmentation, the collections fall into to reach potential guests at lower costs of sale.
being said, IHG and our franchised hotels
the following categories: Suites
are committed to delivering a consistent While historically, the vast majority of our
(midscale, upper midscale and upscale),
brand experience, conducting business signings and openings have come from
Essentials (predominantly in midscale
responsibly and delivering our purpose of new-build properties, we see the potential
and upper midscale); Premium
providing True Hospitality for Good. See Our for branded hotel penetration to increase
(upscale); Luxury & Lifestyle (upper
culture and responsible business section through conversions, given the
upscale and luxury).
from page 24. attractiveness of our scale and brands,
and value proposition to owners.
Excludes System Fund and hotel cost reimbursements.
a
Strength of brands Strong loyalty Digital advantage Investment in Procurement Global sales
The breadth and programme and Our cloud based hotel lifecycle We use our scale organisation
depth of our brand enterprise IHG ConcertoTM management and to reduce costs We have developed
portfolio deliver contribution platform, including operations for owners with a leading global
strong owner ROIs 72% of revenues a new Guest We have invested in procurement sales enterprise to
delivered to hotels Reservation System, extensive programmes drive higher quality,
by IHG’s enterprise provides a strong technology, for hotel goods lower cost revenue
interface for guests systems and and services to our hotels
and owners processes to
support our owners
see page 17 see page 17 see page 19
Franchised Managed
RevPAR Fixed % of total hotel
IHG System Fund X revenue as a management
Rooms fee and typically a share of
X hotel gross operating profit
Guests Hotel Royalty rate after deduction of
management fees
Hotel owner
Our business model IHG | Annual Report and Form 20-F 2020 13
Strategic Report
Fees to IHG in relation to the licensing of our brands and, Assessments and contributions which are collected by IHG
if applicable, hotel management services. for specific use within the System Fund.
Capital expenditure
Spend incurred by IHG can be summarised as follows:
Maintenance capital expenditure, key Maintenance capital expenditure is devoted to Examples of maintenance spend include
money and selective investment to access the maintenance of our systems and corporate maintenance of our offices, systems and our
strategic growth. offices along with our owned, leased and owned, leased and managed lease hotels.
managed lease hotels. Examples of key money include investments to
Key money is expenditure used to access strategic secure representation for our brands in prime
opportunities, particularly in high-quality and city locations.
sought-after locations when returns are financially
and/or strategically attractive.
Recyclable investments to drive the ecyclable investments are capital used to acquire
R Examples of recyclable investments in prior
growth of our brands and our expansion real estate or investment through joint ventures or years include our EVEN Hotels brand, where
in priority markets. equity capital. This expenditure is strategic to help we used our capital to develop three hotel
build brand presence. properties in the US to showcase the brand.
We would look to divest these investments at an Over time, we expect to divest our interest in
appropriate time and reinvest the proceeds across these hotels.
the business.
System Fund capital investments for strategic The development of tools and systems that hotels We continue to develop our new pioneering
investment to drive growth at hotel level. use to drive performance. This is charged back to cloud-based Guest Reservation System (GRS),
the System Fund over the life of the asset. one of IHG Concerto’s comprehensive set of
capabilities, which we developed with Amadeus.
Our business model IHG | Annual Report and Form 20-F 2020 15
Strategic Report
Our strategy
I
n 2020, we evolved key elements of our What has evolved is how we execute against recognise the crucial role of a sophisticated,
strategy to further strengthen our ability our strategy, in terms of what we prioritise, well-invested digital approach, and ensure we
to drive future growth. the behaviours we champion, and the meet our growing responsibility to care for our
purpose that guides us. Listening to people and make a positive difference to our
Our ambition to deliver high-quality industry-
stakeholders, we’ve evaluated what’s most communities and planet.
leading net rooms growth is unchanged,
important, not just to IHG’s growth, but how
driven by continued investment in enhancing Uniting our efforts as a company behind our
we grow, taking into account all we’ve learnt
our guest and owner offer and developing our four priorities will help create competitive
from dealing with Covid-19 and planning for
brands at scale in high-value markets. Over advantage, build stronger guest and owner
a strong recovery over time.
the long term, with disciplined execution, relationships, and enhance a culture that
this drives sustained growth in cash flows Our evolved priorities put our brands at the brings the best out of our talented teams.
and profits, which can be reinvested in our heart of our business, and our owners and
business and returned to shareholders. guests at the heart of our thinking. They
True Hospitality
for Good Build loved Move
and trusted fast
brands
OUR AMBITION
and trusted
striving for industry outperformance,
effective hotel lifecycle management
and strong returns, we aim to make our
brands a leading choice for owners.
brands
Our outstanding loyalty programme
enriches our entire offering.
What’s next?
We’re focused on several areas to accelerate
both hotel performance and growth. To create
a clearer connection to our hotel brands,
better showcase the breadth of our portfolio
to consumers and drive more business to our
hotels, we’ve evolved our masterbrand to
become IHG® Hotels & Resorts. Embedding
this in our marketing, loyalty offer and digital
channels is a key priority.
Continuing to take our newer brands – avid®,
voco™ and Atwell Suites™ – to scale in key
markets remains vital to future growth. With
a low cost to build and attractive operating
economics, we expect avid to be our next
brand of scale in the midscale segment.
We’ve signed more than 200 hotels since
2017 and the brand expanded beyond the
US to Mexico and Canada in 2020. In three
years, voco has reached more than 50
openings and signings and is tracking well
against our aim of 200 hotels within 10 years;
and Atwell Suites has 19 signings since
launching in September 2019, with the
first hotel now under construction.
Ensuring we capitalise on growing our
transformed Luxury & Lifestyle offer is
also a priority, and we will continue to
add to – and open – an attractive pipeline
of outstanding hotels and destinations.
Across all our brands, we understand the
importance of ensuring our hotels deliver
high-quality, consistent service and guest
experiences, with a particular focus on
cleanliness, and this will continue to be a top
priority as we enhance performance and
brand reputation.
Customer
We have two types of customers: our
guests – business and leisure – and our
owners, and it’s critical that we put them at
the heart of every plan. Consistently acting
centric in
with this mindset and insight will allow us to
create the tailored services and solutions
that increase demand for our brands,
strengthen consumer preference, deliver
all we do
stronger owner returns and drive industry-
leading rooms net growth.
What’s next
With a greater customer focus, we will
refine elements of our offer for guests,
loyalty members and owners to deepen
brand loyalty, drive revenue and create
more value.
Priority areas for our guests include:
maintaining an increased focus on
cleanliness; developing a hybrid meetings
offer for corporate customers; and
continuing to enhance our loyalty offer,
building on improved member marketing in
2020 and features such as dynamic pricing
for Reward Nights, which offers members
more value outside of peak times.
For our owners, we know the importance
of managing costs to build, open and
operate, and we continue to collaborate
and innovate to develop new services and
solutions that both increase revenue and
deliver more efficient and sustainable
operations. Key programmes include:
the roll out of our Owner Engagement Portal,
which gives owners real-time oversight of
performance metrics; and expansion of our
central procurement services to use our
scale to create additional savings for owners.
digital
data, insights, technology and platforms
needed to connect with guests and
drive performance for owners.
advantage
Where we’re coming from
Our investment in cloud-based
technology allows us to develop and
roll out performance-driving tools and
new guest-facing products further
and faster than ever before.
What’s next
We will create more sophisticated and
targeted ways to transform the guest
experience at every stage of the journey,
while also ensuring our hotels can operate
more efficiently, manage greater demand
and drive stronger performance.
Key focus areas include continuing to
increase the value our technology platforms,
marketing, sales and loyalty distribution
channels deliver for owners. We will also
continue to create a first-class booking
experience through our industry-leading
Guest Reservation System on IHG
Concerto™. The roll-out of room attribute
pricing is expected to be live across the
estate by the end of 2021, enabling tailoring
of stays and selection of add-ons. In 2020,
initial pilots were conducted in each region,
demonstrating to owners the ability to
generate maximum value from their
hotel's unique attributes.
In 2020, we developed several new digital
enhancements to keep everyone connected
and in control, and ensuring we successfully
roll these out at scale is a top priority.
Digital check-in is now implemented in
more than 1,000 hotels, with strong guest
satisfaction scores and continues to expand
across the estate. Digital check-out is live in
4,000 hotels.
In 2020, we also launched our first flagship
store on the leading Chinese Online Travel
Agent (OTA) platform, as part of IHG’s
partnership with Ctrip. We expect to grow
other partnerships in the future to continue
providing enriching experiences and
benefits for our loyalty members.
Care for
We are passionate about working and
growing together within a culture that
respects and invests in our people, and
embraces opportunities to contribute
our people,
positively to local communities and
operate responsibly and sustainably
in the world around us.
communities
Where we’re coming from
We have ambitious growth plans, but
equally important to us is how we grow.
We’re proud to be a business that invests
and planet
in a highly engaged workforce, supports
its communities and looks after our planet.
However, we recognise that to deliver on
those things requires a commitment to
constantly reflect on evolving expectations
around what it means to operate as a
responsible business.
What’s next
We enter 2021 with a determination to
go even further – whether that’s in how we
work or grow as individuals, how we build
more diverse teams and a more inclusive
culture, or how we operate around the world
in ways that positively impact people and
protect the environment.
Journey to Tomorrow, our new responsible
business plan, starts a decade of action.
Working with colleagues and those who
stay and partner with us, together we will
help shape the future of responsible travel.
We’ll continue the work we’ve done so far
on employee wellbeing and respect for
human rights; supporting communities
through skills training and disaster relief;
and working with our hotels to reduce
their environmental impact. We also made
important strides in diversity and inclusion
in 2020, and must now deliver on our
commitment to listen and learn, advocate
and act, as part of a pledge to create a
more inclusive, equitable IHG for all.
Alongside Journey to Tomorrow, to keep
everyone performing at their best and to
attract more talented people, we are
focusing on how we create a more flexible
and dynamic working environment among
our corporate teams, taking into account all
we have learnt as a business by operating
remotely for much of 2020.
We will also continue to work to the
recommendations of the Task Force on
Climate-related Financial Disclosures,
and remain focused on collaborating with
owners, partners, peers and governments
to achieve a sustainable recovery.
A
t IHG Hotels & Resorts, we touch We call it Journey to Tomorrow. A decade prominence with all stakeholders, and each
people’s lives around the world of commitments to ensure we grow in a of our commitments will ensure we stretch
every day, whether that’s in our responsible way and make sure travel has ourselves in areas where we feel we can
teams, in our hotels or as a valued part a beautiful future for everyone. make the greatest impact.
of our local communities.
To develop this plan, we’ve looked at the The plan will also help ensure we play our
Caring for our guests and colleagues, changing world around us, listened to our part in supporting the UN Sustainable
giving back to society, and making sure owners, and got closer to shifting consumer Development Goals to achieve a better and
we protect the environment are all part of expectations to help build a picture of what’s more sustainable future for all – something
how we deliver our purpose of providing most important to our stakeholders and IHG. organisations all over the world are working
True Hospitality for Good – and we want toward to collectively tackle some of the
How companies perceive their role in the
to make an even bigger impact with a fresh, biggest global challenges we face.
environmental, social and governance
ambitious 10-year plan.
agenda continues to gain much greater
Our 10-year
responsible
business plan
Our goal is to help shape the future of
responsible travel together with those who
stay, work and partner with us. We will support
our people and make a positive difference
to local communities while preserving our
planet’s beauty and diversity… not just today
but long into the future.
Champion a diverse Improve the lives Reduce our energy Pioneer the Conserve water
culture where of 30 million use and carbon transformation and help secure
everyone can thrive people in our emissions in line to a minimal water access in
communities with climate science waste hospitality those areas at
around the world industry greatest risk
Factor Our engagement and commitment 2020 examples of key decisions and considerations
The likely • As set out in the Schedule of Matters reserved • As detailed on pages 2, 7 and 14, the Board, in the face of the
consequences for the Board, there are a number of key pandemic and its impact on the business, took decisions throughout
of any decisions decisions and matters the Board is responsible 2020 to protect the Company and position the business for recovery
in the long-term for, including the Group’s overall business and by reducing costs, strengthening liquidity and preserving cash. All
commercial strategy, annual operating and discretionary costs were challenged, and salary and incentive reductions
capital expenditure budget and financial plans. were made, including substantial remuneration decreases for Board and
The Board, through its schedule of meetings, Executive Committee members. The Board withdrew its recommendation
focuses on strategic and operational matters, for a final 2019 dividend of 85.9¢ (~$150m), deferred consideration of
corporate governance, investor relations and further dividends until visibility improved, and took other decisions in
risk management. Board papers, reports and relation to IHG’s financing arrangements to bolster IHG’s liquidity. In
presentations are structured to include relevant taking these decisions, the Board considered both the short and long
stakeholder considerations and the likely term impact on its people, owners and investors.
consequences of each decision for the • During the course of the year, the Board, having taken into consideration
long-term success of the Company. the impact of Covid-19, changing guest and societal expectations, and
See pages 14 considering the long-term success of the Company, approved a refreshed
and 16 to 21 strategy and purpose. See pages 16 to 21 for further information.
The interests • IHG’s direct workforce is made up of employees • During 2020, the Board made decisions and supported management
of the company’s working in corporate offices, reservation centres to ensure employee engagement methods were prioritised and effective
employees and owned, managed, leased and managed for working remotely during the pandemic, and concentrated on
lease hotels. Our employees are key to delivering employee wellbeing and business cohesion. Regular internal communications
both our purpose of True Hospitality for Good and Staying In Touch forums were put in place to make sure employees
and our strategic initiatives. The Board were kept up to date on business performance and developments. Tools
acknowledges that their key concerns include and resources were also selected to aid flexible and remote working, as
continued employment, remuneration, diversity well as the extension of our Employee Assistance Programme to
and inclusion and career development. cover mental health and wellbeing.
• The designated non-executive director with • The Board took key decisions to temporarily reduce compensation,
responsibility for workforce engagement furlough a large proportion of employees and implement a programme of
provides a vital portal for the Board to hear redundancies. When considering these decisions, the Board balanced
employee views and receive their feedback, the immediate impact on the affected employees with the broader
alongside regular Board and Committee agenda implications for all stakeholders. Measures to temporarily reduce
items relating to employee matters and compensation were taken quickly in recognition of the immediate and
Company culture. In addition, wherever and severe impact on revenues. Decisions on the scale and extent of furlough
whenever possible all Directors directly engage and redundancies were deferred until informed by a greater understanding
with employees. of the impact of Covid-19 on the business. The Board kept all measures
under regular review, and with growing confidence in the delivery of cost
savings and successful management of cash flows, was able to reverse
See page 26 salary reductions ahead of original expectations.
The need to foster • Building and maintaining relationships with both • During the first quarter of the year the Board supported decisions to
the company’s new and long-standing hotel owners, managing put Covid-19 health and safety operating procedures into place globally,
business connections with critical suppliers and others including the IHG’s Way of Clean programme and IHG Clean Promise,
relationships within our supply chain, and focusing on guest protecting both guests and hotel colleagues. Decisions also allowed for
with suppliers, experiences and loyalty are vital to our continued revised flexible booking and cancellation options to be implemented,
customers success. These stakeholders in turn look to IHG and protection of guest loyalty membership status.
and others and rely on our trusted reputation, the advantages • With Board review and support, IHG worked with owners to balance the
of our scale, our owner proposition, consistent need to keep hotels open with reduced occupancy, and reduce costs,
guest experiences and rewards for loyalty. advising them on adjusting operations, providing fee relief and payment
• The Board maintains oversight and fosters flexibility, delaying renovation requirements, and relaxing brand standards
relationships through focusing on strategic and to conserve owner funds. In addition, the Board supported the repurposing
operational matters as part of its regular meeting of many hotels to provide essential services including accommodation to
agendas and interactions with owners, either frontline workers, military personnel and vulnerable members of society.
through the IHG Owners Association or in one to The Company, including Executive Directors, supported hotel owners and
one meetings. It also reviews Guest and Owner lobbied to secure broad government support for the industry, including
HeartBeat surveys to understand the needs and reliefs and other hospitality-related incentives.
interests of guests and owners. In addition, the • The Board reviewed and supported management in engaging with
Responsible Business Committee keeps under strategic suppliers to adjust service levels, anticipate continuity risks,
review the Group’s approach to its supply chain and address payment terms.
See page 31 and our Supplier Code of Conduct.
The impact • The Responsible Business Committee supports • In 2020, the Responsible Business Committee reviewed and
of the company’s the Board by reviewing and advising on the approved a new set of responsible business commitments and a 10-year
operations on the Group’s objectives and strategy in relation to strategy, covering areas such as diversity and inclusion, carbon
community and its environmental and social impact. reduction, waste and water. As the pandemic spread across the globe,
planet • IHG’s awareness of the impact it has on the these commitments continued to be refined to address the changing
environment, and the impact the environment nature of operating responsibly.
has on IHG is vitally important to IHG’s reputation • Despite the short-term challenges IHG faced in 2020, it was important
and long-term viability. We take active steps to for IHG to commence a project, in line with the recommendations of
help our hotels measure and manage their the Task Force on Climate-related Financial Disclosures (TCFD), to
environmental impact. We advise and assist hotel understand the risks and opportunities climate change poses for the
owners with making sustainable choices to business. With oversight from the Board and Responsible Business
tackle issues such as climate change, water Committee, a readiness review was undertaken to understand where
scarcity and waste management. gaps to full TCFD alignment were, and a climate risk assessment
• Our success and the wellbeing of those who work framework tailored to our business was initiated. At the end of the year,
in and around our hotels are closely linked. With the Board and third-party experts on climate change reviewed progress
nearly 6,000 hotels in over 100 countries, we are made and next steps for 2021, including financial qualification of
proud to be at the heart of local communities and climate-related risks and opportunities.
recognise the opportunity we have to make a real
difference to others. IHG forms strategic
partnerships with non-governmental
organisations (NGOs) and charities that can help
to make a difference in communities and wider
society, with a focus on providing assistance in
times of need and boosting economic
See page 29 empowerment through skills building.
The desirability • IHG’s culture is based on its commitments to • In 2020, the Directors, through the Responsible Business Committee,
of the company strong values and its Code of Conduct. Company reviewed and approved the Group’s fifth Modern Slavery Statement,
maintaining a culture promotes integrity and transparency, which includes information on our response to the pandemic, including
reputation for gives confidence to stakeholders and makes IHG monitoring its impact on modern slavery and human rights risks and
high standards of a desirable company to work with and for. The where we have adapted our activities and priorities to respond to these.
business conduct Board directly, and through its Committees, has To affirm its importance and visibility within IHG, the statement is signed
responsibility for the Company’s adherence to by the CEO and published externally.
its values, policies and procedures relating to • The Audit Committee oversaw enhancements made to enable effective
business conduct, and has a number of standing and efficient management of risk in a crisis environment. This included
agenda items to ensure it reviews policies for updates to the Global Delegation of Authority Policy and reinforcement
continued relevance. of key policies (e.g. Code of Conduct, Information Security and other
entity level control arrangements). The Board and the Audit Committee
also reviewed continuity arrangements for key corporate offices and
See page 24
critical processes underpinning financial control.
The need to act fairly • IHG’s clear purpose, strong culture, resilient • The Board commitment to engagement with investors and shareholders
between members business model and evolved strategy are vital to was particularly pertinent during 2020 as the pandemic unfolded. The
of the company attracting investment in the Company. Board received an increased number of business updates in relation to
Shareholders look to IHG to provide consistent IHG’s liquidity and financing position, and further reviewed and approved
shareholder returns, be committed to robust an increased number of external trading updates. In addition, the
business ethics, have a strong, diverse, Chair, Executive Directors, and Jo Harlow, Chair of the Remuneration
innovative and inclusive culture, and respect the Committee, held a series of meetings with investors in relation to a range
environment and local communities. of issues, including executive remuneration and IHG’s response to Covid-19,
• The Chair and Committee Chairs engage directly and responded to and acknowledged investor communications.
with investors on several matters including
executive remuneration, diversity and inclusion
and environmental, social and governance (ESG)
matters. In addition, they receive formal reviews
of investor perceptions and regular shareholder
updates to ensure the Board is cognisant of their
views and interest.
See page 33
The above statement should be read in conjunction with the rest of the The Schedule of Matters reserved for the Board and the Terms of
Strategic Report and the Governance Report, including the Committee Reference for each of the Board Committees are available on our
Reports and Board meeting focus areas. website at www.ihgplc.com/investors under Corporate governance.
Key
Shareholders Our people Hotel owners Hotel guests Community Suppliers Planet
and investors
Section 172 statement IHG | Annual Report and Form 20-F 2020 23
Strategic Report
Our culture
The Code is reviewed and approved by the
Our success and reputation are dependent on our commitment Board on an annual basis to ensure it reflects
to our values, Code of Conduct, principles, policies, and monitoring and responds to changes in the external
environment and continues to support
and assurance processes. Combined they ensure that we continue IHG’s purpose and strategy.
to build trust with all our stakeholders, and deliver our purpose
We continuously evolve our Code training,
of providing True Hospitality for Good. including our engagement and
measurement approaches. During 2020,
the Code provided a critical framework for
responding to the challenges of Covid-19,
and we focused on raising awareness,
through targeted internal communications,
of the annual Code e-learnings requirement.
The following policies and principles are key
IHG values areas of the Code, each of which are
Our values, led by the Board, Executive supported by their own guidance and
Committee and Senior Leaders, underpin training materials.
our behaviours, guide how we deliver our
Human rights and modern slavery
strategy, make decisions and live our purpose.
IHG is committed to respecting the human
rights of all our colleagues, guests and the
communities we operate in, and we continue
Do the right thing to encourage those we do business with,
including our suppliers and hotels owners,
to prevent, mitigate and address adverse
impacts on human rights, including modern
Show we care slavery. We seek to advance human rights
through our business activities and by
working together with others to identify
T
Aim higher challenges and effective solutions.
he Board is committed to ensuring
that IHG’s culture supports its A key focus of our human rights programme
purpose and strategy. The Board in 2020 has been on addressing risks
oversees and monitors culture through Celebrate difference relating to migrant workers, who may be
direct engagement and regular agenda increasingly vulnerable during the Covid-19
items, including employee engagement crisis. This work has included development
survey results, employee resource groups, Work better together of internal guidance, particularly in relation
diversity and inclusion reports, and to staff accommodation for hotel colleagues.
updates from the designated non-
executive director for workforce Further information is provided in our Modern
Code of Conduct Slavery Statement, which is available on our
engagement. Board discussions focus
IHG’s Code of Conduct (Code) sets out website www.ihgplc.com/modernslavery
on defining the culture needed to drive
IHG’s key principles and policies and is
IHG’s strategy and embedding it, including
fundamental in supporting employees Bribery and financial crime
through the Code of Conduct, procedures
working in IHG corporate offices, reservation IHG does not permit any form of bribery
and controls, training programmes,
centres and managed hotels to make the or financial crime, including improper
employee communications and tone from
right decisions, in compliance with the law payments, money laundering and tax
the top. These mechanisms ensure that the
and our high ethical standards. It provides evasion, under any circumstances. This also
desired Company culture is promoted and
information on our key principles and global applies to any agents, consultants and other
IHG’s purpose and strategy are aligned.
policies, including human rights, diversity service providers who work on IHG’s behalf.
See also Board meetings on pages 83 and 84.
and inclusion, accurate reporting,
Our Anti-Bribery Policy sets out our zero-
information security, anti-bribery and the
tolerance approach and is applicable to all
environment. It also provides employees
Our behaviours Directors, Executive Committee members,
with guidance on where to go if they are
IHG’s behaviours are aligned to our purpose employees and managed hotels, and is
faced with a difficult issue and need further
and strategy, encouraging employees to accompanied by a mandatory Anti-Bribery
help. The Code is supported by mandatory
Move fast, be Solutions focused, Think return e-learning module. In addition, our Gifts and
e-learnings on Anti-Bribery, Antitrust and
and Build one team. Our behaviours were Entertainment Policy supports our approach
Handling Information Responsibly.
brought into sharp focus in 2020, and we to anti-bribery and corruption.
lived them in a range of ways, such as The Board, Executive Committee and all
IHG is a member of Transparency
prioritising enhanced operational employees working in IHG corporate offices,
International UK’s Business Integrity Forum
procedures, including the IHG Way of Clean reservation centres and managed hotels
and participates in its annual Corporate
programme to protect our guests and hotel must comply with the Code. Each year, they
Anti-Corruption Benchmark. Each year, the
colleagues, and creating hotel re-opening are asked to reaffirm their commitment to it.
results from this benchmark help to measure
guides to deliver timely support and training The principles, spirit and purpose of the
the effectiveness of our anti-bribery and
for the re-opening of hotels under enhanced Code are relevant to all of IHG and we
corruption programme and identify areas
cleanliness and safety measures. expect those we do business with, including
for continuous improvement.
our franchisees, to uphold similar standards.
Our culture and responsible business IHG | Annual Report and Form 20-F 2020 25
Strategic Report
Our people
Our people are fundamental to IHG achieving its purpose and strategic goals. IHG’s
business model means that we do not employ all colleagues. We directly employ
individuals in our corporate offices, reservation centres, and managed, owned, leased and
managed lease hotels. However, not all individuals in managed, owned, leased and
managed lease hotels are directly employed, and we do not employ any individuals in
franchised hotels (nor do we control their day-to-day operations, policies or procedures).
W
e do not underestimate the consider diverse attributes, perspectives, Colleague Job Center’ to connect those
immense amount of hard work, cultures and experiences. Our global flexible impacted with organisations recruiting at
commitment and sacrifice that working guidelines are aimed at making IHG scale. We also implemented IHG Alumni sites
was shown by our people over the course an attractive company to work for and we to stay connected with furloughed and
of last year. The Board and Executive advocate work/life balance. former employees, sharing news and
Committee are immensely proud of all job opportunities.
During 2020, our recruitment activities
our employees around the world as
reduced significantly as a result of Covid-19. In the mid to long term, we are focused
teams adapted and responded to such
However, we are committed to securing on implementing features of our Talent
an unprecedented challenge – their
future talent pipelines and our candidate Acquisition Programme, with a priority focus
determination demonstrated the very best
relationship management tool has 184,000 on our Employee Value Proposition (EVP).
of IHG and our industry, living up to our
subscriptions from over 81,000 potential Our aim is to make IHG an employer of
values and delivering our purpose of
candidates. choice, and we launched the refreshed
providing True Hospitality for Good.
EVP in February 2021, including a new
As the impact of Covid-19 deepened, steps
consolidated careers website which brings
Attracting, developing and retaining talent were taken to curtail people-related costs in
together multiple careers sites and key
To achieve our strategic priorities, we know both corporate offices and the managed
messaging around opportunities to belong,
we need to attract, develop and retain hotel estate. The Board was consulted and a
develop and make a difference. The website
a diverse and talented workforce. This global plan was created to reduce costs and
features job alert functionality where
commitment is emphasised throughout our help employees, including supporting the
potential candidates will receive email
global hiring guidelines and initiatives, such re-deployment of hotel colleagues into other
notifications of any recently posted jobs
as unconscious bias training, and is backed work opportunities. In the Americas and
that match their predefined criteria.
up by our D&I Policy, which ensures we EMEAA, we launched the ‘IHG Hotel
Employee engagement statement The Board and Executive Committee were Due to the impact of the pandemic,
Our statement relates to only IHG’s directly kept updated of employee interest and our employee engagement survey,
employed individuals and should be read in concern areas, and this influenced, for completed by employees in corporate and
conjunction with our S172 statement. example, the set up of an emergency reservations offices and General Managers
support fund to provide immediate help in managed hotels, was only conducted
At IHG we foster a culture of open and
for employees facing financial hardship. once during the year. The survey provided
honest engagement and feedback.
The Company provided nearly $1.3m employees the opportunity to share their
We have a wide range of engagement
and assisted 2,134 employees across views on key issues relating to Company
forums including an engagement survey,
10 countries. culture, IHG’s Covid-19 response, working
management-led performance updates
from home, and health and wellbeing.
and a designated non-executive director The health and wellbeing of employees
Overall engagement remained stable at
for workforce engagement. Through was a priority concern, and the Board
79%, above external top quartile
these forums we hear from and talk to and Executive Committee reviewed actions
benchmarks. There were significant
employees about IHG’s performance, to help counter potential physical and
engagement improvements in relation
key metrics, values, and diversity and mental effects of the pandemic and remote
to employees having the right tools and
inclusion initiatives. working, including re-charge days and no
resources to carry out their jobs, work
meeting Fridays. All corporate employees
With the shift to remote working, we collaboration and decision-making speed.
have access to an Employee Assistance
implemented virtual solutions to ensure The main area for improvement was career
Programme (EAP), which was extended to
employees kept in touch, maintained development opportunities. Short pulse
31 countries. Other measures included a
working relationships and were provided surveys carried out during the year also
flexible learning summit, which more than
with Company updates. This included showed significant positive responses
4,000 employees accessed, as well as
video meetings, podcasts and regular to the transparent and open nature of
surveys on employee remote working
global calls with the CEO and other communications from Senior Leaders.
experiences, initiatives to raise mental
Executive Committee members. Global
health awareness, and HR and manager Further information about the
calls covered performance and other
training programmes. activities of the designated non-executive
metric updates, alongside a wide range
director for workforce engagement can be
of other topics, as well as live Q&As. found on page 92.
Reward culture
IHG’s reward culture aims to attract, retain
and motivate top talent, and is centred
around a set of core principles, managed
through robust governance, including
being recognised and paid competitively
for contribution to the Group’s success.
Our principles ensure that reward and
recognition practices are fair and consistent
across our employee population, regardless
of gender and other aspects of diversity, and
that there is alignment between the wider
direct workforce and executive
remuneration. We regularly review our
$1.3m
Early talent development approach externally, ensuring we meet the
Our Early Careers Programme offers needs of employees by offering market-
work experience, internships and graduate driven rewards packages.
Emergency support fund
opportunities to individuals looking to have
Our employee share plan is available to
The Company provided $1.3m and a career in the hospitality industry, and helps
around 98% of our corporate employees
assisted 2,134 employees across 10 attract talent into our managed hotel estate.
below the senior/mid-management level
countries The vast majority of face-to-face offerings
(who receive LTIP and restricted stock units
were impacted as a result of the global
awards). IHG matches the number of shares
pandemic, however in Greater China we
bought by employees through the plan. 49%
79%
successfully screened, recruited and
of eligible employees took up the plan in
onboarded 152 Future Leaders during 2020,
2020, its first year of operation, with just
which will support IHG’s continuing recovery
over 82% opting to pay the maximum
Employee engagement survey in the region during 2021.
contribution rate each month. Registration
Overall engagement remained stable Ongoing talent development for the 2021 plan took place in December
at 79%, above external top quartile
benchmarks
We are firmly committed to investing in our 2020, with a take up of 50%.
employees and have various toolkits to help
In response to Covid-19, IHG made
plan for and shape their development. We
difficult decisions in relation to pay,
believe in having conversations that count.
152
furloughs, reduced hours and redundancies
Employees engage in quarterly check-in
to protect the Company’s long-term future.
conversations with line leaders to plan
In March, the 2020 salary merit increase was
personal development and discuss career
Future Leaders cancelled, and at the end of Q1 reductions
aspirations. Our leadership teams regularly
Greater China successfully screened, in salary and Company retirement
discuss talent pipeline pools to identify and
recruited and onboarded 152 Future contributions were implemented. However,
Leaders during 2020
develop succession groups for roles with
bonuses earned over 2019 were honoured.
similar characteristics.
In Q2, decisions to furlough and implement
We also invest in individuals who work in partial working hours were taken, and to
and support our managed hotels, and have further manage costs and set the business
49%
developed and delivered new learning up for recovery, global redundancies were
modules during 2020 to help hotel teams made from July. Though our recovery is still
adapt during Covid-19. Examples of new in progress, our efforts to manage our
Our employee share plan
training topics include how to conduct liquidity allowed us to return employees
49% of eligible employees took up a virtual sales call, how to implement an to full salaries ahead of schedule in
the plan in 2020, its first year of evolved food and beverage offering, and October 2020.
operation, with just over 82% opting the IHG Way of Clean programme.
to pay the maximum contribution See pages 98 and 100 for more information
about our wider remuneration policies.
Our culture and responsible business IHG | Annual Report and Form 20-F 2020 27
Strategic Report
Strategic Report
help donate food to local communities.
The Board’s Responsible Business Committee oversees and agrees We’re also working with Winnow Solutions
IHG’s environment and community strategy and commitments, and to use technology to track, measure and
reduce food waste at a number of our
our Responsible Business targets underpin both. We recognise EMEAA hotels; and
changing expectations around environment and community • working with suppliers to repurpose
matters, and as our 2018-2020 targets come to an end, we look ahead single-use plastic bottles into fillings for
to our new 10-year responsible business plan and ambitious targets. duvets and pillows in our voco hotels. To
date, more than three million bottles have
been diverted from landfill this way.
As a result of Covid-19, hygiene and cleaning
measures are likely to have an impact on the
environment. Whilst short-term allowances
have been made, we have considered and
Community IHG® Academy and Change 100 implemented ways to reduce our impact,
Our community policy promotes and guides IHG is committed to increasing the number such as fewer printed items across hotels.
us to support local communities, partner of young people coming through the IHG Biodiversity
with global charities, assist communities Academy, a collaboration between our Through IHG Green Engage, we provide
impacted by disasters, and help build hotels, corporate offices, local education guidance aimed at preserving and
employment skills among the providers and community organisations. protecting on-site local flora and fauna, and
disadvantaged. It provides local people with the opportunity the wider regional ecosystems affected by
to develop skills and improve their hotel operations. This includes advice on
During our 2018-2020 target reporting
employment prospects. Despite having to management of green spaces and long-term
period we contributed $3.4m to charitable
pause the majority of programmes in 2020, strategies for protecting local habitats.
causes, supporting more than 400,000
we were able to support 3,277 participants,
people. Over the same period, 328,000 Carbon footprint
and achieved our target of supporting over
colleagues supported community projects Hotel energy consumption across the
31,000 people between 2018 and 2020.
across the globe. Our annual Giving for industry represents around 1% of total global
We also have a partnership with Junior
Good month was transformed in 2020 into greenhouse gas (GHG) emissions. Since
Achievement Worldwide, helping young
our Giving for Good awards, in honour of 2012 we have tracked carbon reduction per
people build hospitality skills. In 2020 we
the UN International Day of Volunteering, occupied room (CPOR), and our 2018-2020
moved our offerings online.
to reflect the efforts of our colleagues. We target was to reduce CPOR by 6-7%. At the
celebrated more than 28,000 colleague Change 100 is a programme that takes end of 2019 we reported a 5.9% reduction.
stories, who collectively spent 212,580 hours place each summer and provides paid work As a result of reduced occupancy levels
supporting people in need. placements and mentoring for students and during 2020, we ended the target period
recent graduates with disabilities. During with a 10.2% increase, meaning we did not
As a result of the pandemic, we saw social
2020, in partnership with Leonard Cheshire, achieve our target. However, over the same
disparities and inequalities exacerbated. We
we held a virtual summer internship for period we reduced our absolute carbon
assisted local communities by working with
13 participants in the UK, that included a emissions by 23.6%.
existing charity partners and building new
project focused on creating innovative ideas
partnerships with NGOs:
for IHG’s sustainable hotel room concept.
• We supported frontline workers by In 2020, we had our carbon science-
repurposing hotels to provide Planet based target approved by the Science-
accommodation for frontline workers, Our environment policy sets out our Based Target Initiative, which requires
military personnel and vulnerable approach to measuring and managing we achieve a 15% absolute carbon
members of society. our environmental impact, and supports footprint reduction in our managed,
• We partnered with #FirstRespondersFirst in and guides us to find ways to reduce our owned, leased and managed lease
the US, donating accommodation through environmental footprint. Our Group-wide hotels; and a 46% per m2 carbon
IHG Rewards point donations; and environmental management system, IHG intensity reduction in our franchised
launched a ‘heroes’ rate for first responders Green Engage™, helps hotels measure, estate by 2030, (from a 2018 base).
and key workers. manage and reduce energy, carbon, water From 2021 onwards we will be reporting
and waste consumption, and recommends in line with these targets.
• We supported foodbank infrastructure and
green solutions.
services across 70 countries. Key partners
included ‘No Kid Hungry’ (US), ‘Trussell Waste management Water stewardship
Trust’ (UK), Global FoodBanking Network Across the hospitality industry there is a In relation to previous risks identified and our
and European Food Banks Federation. Our significant amount of waste created. It is stewardship action plan, we worked with the
partner, the Global FoodBanking network, essential that we find ways to reduce this Alliance for Water Stewardship during 2020,
provided meals to more than 27 million by reusing, recycling or designing out items and launched projects in China and
people, across a network of 900 at scale. IHG is committed to working with Australia, taking our total to six projects,
foodbanks in 44 countries. others to find innovative solutions. meeting our commitment in this area. As
Examples of this include: signatories of the UN Global Compact CEO
• In 2020, we supported 1,428 colleagues
Water Mandate we communicate progress
impacted by disasters; we continued to • removing single-use plastic miniature each year against six core commitment
work with CARE International UK, the British bathroom amenities and switching to areas. Water stress is a local issue, which
Red Cross, American Red Cross and bulk-size products; varies considerably between markets. To
International Federation of Red Cross and
• partnering with organisations and ensure we collaborate at a local level, we
Red Crescent Societies (IFRC); and enabled
innovators to help reduce food waste. have become members of the Water
point donations to these organisations
In Australia, we partner with OzHarvest to Resilience Coalition.
from IHG Rewards members.
Our culture and responsible business IHG | Annual Report and Form 20-F 2020 29
Strategic Report
TCFD
W
e are committed to doing our part to address climate IHG’s business and strategy. In early 2020 we made a formal
change by reducing our carbon emissions, and in early commitment to support the recommendations of the Task Force
2020 we announced new 2030 science-based targets on Climate-related Financial Disclosures (TCFD) and have engaged
to reduce our greenhouse gas emissions in line with the Paris a third-party expert to support with the more technical elements of
Climate Accord. While we have an asset-light business model, the project. During the year we completed a ‘readiness review’ to
with the majority of IHG hotels owned by a third party, our understand IHG’s gaps to full TCFD alignment and developed a
commitments cover the operations of all our hotels globally, climate risk assessment framework tailored to our business which
whether managed, owned, leased, managed lease or franchised. was used to conduct a qualitative risk assessment including scenario
planning. This will be used as the basis for an in-depth quantitative
The Board recognises the importance of understanding and managing
risk assessment in 2021, which will enable detailed reporting against
the impact of potential climate-related risks and opportunities on
the TCFD recommendations in our 2021 Annual Report and Form 20-F.
Governance
The IHG Board has collective responsibility for managing climate-related risks and opportunities and is advised by the Board’s Responsible Business
Committee on the Group’s corporate responsibility strategy, including our approach to climate-related risks and opportunities. Committee meetings are
regularly attended by our Chair, CEO, EVP, Global Corporate Affairs and VP, Global Corporate Responsibility.
Our CFO, EVP, Global Corporate Affairs and EVP, General Counsel and Company Secretary co-lead executive level management of climate-related risks
and opportunities and report to our CEO. Our regional CEOs for the Americas, EMEAA and Greater China lead the implementation of environmental
programmes at an operational level, supported by IHG’s Global Corporate Responsibility team.
During 2020, we established an internal TCFD Steering Group, with senior representation from Finance, Risk and Assurance, Strategy, Corporate
Responsibility, and the Legal, Compliance and Company Secretariat team, who are responsible for leading the project.
Strategy
Led by our TCFD Steering Group and working with specialist consultants, during 2020 we carried out over 30 Senior Leader stakeholder interviews to
identify key value drivers for the business and completed a global qualitative risk assessment to understand where and how climate change may affect
these value drivers over the short, medium and long term.
We held two scenario planning workshops with cross-functional Business Unit leaders, to review potential risks at 2°C and 4°C scenarios over one, five, 10,
15 and 30 year time horizons. Our analysis covered acute and chronic physical risks, including droughts or floods, water stress, wildfires and rising sea
levels, as well as transition risks, such as changes in stakeholder expectations, travel patterns, climate policy and regulation.
This work culminated in a dedicated TCFD session with our Board in December 2020, to discuss climate change as a strategic resilience issue, review actions
already completed and identify priorities for 2021 to close any gaps to TCFD alignment. The focus for next year will be an in-depth financial evaluation of key
risks identified during the qualitative analysis, as well as an assessment of potential impacts on IHG’s growth strategy and financial planning.
Risk management
We consider climate change within the context of environmental and social megatrends as one of our principal risks. To reduce our carbon footprint and
manage our exposure to climate-related risks, in 2019 we made carbon reduction a metric for all hotels globally (see below) and in 2020 we launched our
science-based targets and started more formal implementation of the TCFD recommendations.
Our Risk Management team is part of our core TCFD working group and as such is closely involved in the work to assess in more detail IHG’s potential
exposure to both physical and transition risks over the short, medium and long term. This will facilitate further embedding of climate-related risks into our
global risk management and mitigation procedures, as appropriate, to support the long-term resilience of the business.
The IHG Green Engage™ system is our global environmental management platform and is critical to our ability to identify, assess and mitigate climate-
related risks. As part of our brand standards, all IHG hotels globally are required to use the platform and report their monthly utility use on the platform,
which in turn provides hotels with trend data, benchmarking information, green building solutions and return on investment information, to help them
identify key opportunities for maximising carbon, energy, water and waste efficiency and reducing their overall utility costs.
Carbon reduction is one of IHG’s 10 global metrics, with both Group and hotel level targets set on an annual basis. Achievement of the global metrics is one
of the criteria used in the annual performance plan calculations for corporate employees and General Managers of managed hotels.
In 2020, we launched our science-based carbon reduction targets – to reduce absolute carbon emissions from our managed, owned, leased and managed
lease hotels by 15% by 2030, and to reduce carbon emissions per square metre from our franchised hotels by 46% by 2030, both against a 2018 base year.
For more information on our Scope 1, 2 and 3 emissions and our performance against our targets, please see page 221.
As we complete our financial impact assessment of climate-related risks, this will inform the development of any additional metrics and targets around the
management and mitigation of risks and the strengthening of IHG’s business resilience against climate change.
Please see further information in the preceding pages of the See our Responsible Business Report on our website at
Strategic Report, as well as risk management and Governance www.ihgplc.com/responsible-business
and Directors’ Reports.
Strategic Report
During 2020, with the hospitality industry significantly impacted
by Covid-19, the Board, through the Executive Committee,
agreed and put in place a range of measures to assist owners,
protect guests and help suppliers.
1,700+
During the year, the Board and Executive Committee focused on what was critical for
guests, hotel owners and suppliers. They considered and agreed operational
procedures, cost management solutions and payment terms to support these
stakeholders through the pandemic. guest relations agents speaking 12 languages
The Board has standing agenda items to consider strategic and operational matters
12 m+
that include guests, owners and suppliers, and receives reports, presentations and
feedback from management. Through the Responsible Business Committee, it
monitors targets in relation to responsible procurement and reviews the Supplier
Code of Conduct. In addition, the Chair and Executive Directors engage directly lines of enquiry dealt with during 2020
with hotel owners.
The following information sets out more detail about our relationships with our guests,
hotel owners and suppliers, and describes how our relationships with these key
stakeholders have been maintained and strengthened in 2020.
2.5 m
Guest HeartBeat surveys completed in 2020
2.5 m
See also our business relationships disclosure on page 222.
Hotel guests programme changes, including reducing social reviews received in 2020
Operating with a clear focus on what’s stay qualification, and revised operational
important to customers is key to ensuring procedures in relation to food and beverage
consumer preference for our brands. offerings. These decisions balanced local
Important to them is a consistent and safe government guidelines, owner costs and Hotel owners
stay experience, reward for their loyalty, guest expectations. In addition, 1,500 guest IHG predominantly franchises its brands,
and brands that can be trusted. In 2020, relations agents switched to remote working, but also manages hotels on behalf of third-
this came to the forefront more than ever ensuring we continued to provide quality party hotel owners, and has a global network
with the need to provide clean and safe service to our guests. of hotel owners. Our success is reliant on
hotels, and flexibility in relation to hotel our effective execution of our corporate
Positive guest sentiment is vital to our
stays and the IHG Rewards programme. strategy, a strong owner proposition, our
customer-centric strategy. Apart from Guest
shared commitment to delivering our
Day to day accountability for ensuring that Love we have other metrics in relation to
purpose and desire to maintain high
IHG’s strategy relating to guests is prioritised loyalty, sales and guest relation interactions.
business standards.
lies with the Executive Committee, including Measures put in place during 2020, such as
the Executive Directors, who regularly the flexible cancellation policy, were in direct We predominantly measure our relationship
receive guest data and insights including response to guest requests to cancel and with hotel owners through the Owner
updates on guest satisfaction, Guest rearrange their bookings because of HeartBeat survey, which the Board and
Heartbeat survey results, and loyalty the pandemic. Executive Committee receive and review,
contributions. To provide oversight, the but other metrics, such as the Signings
Board also receives regular operational See page 18 for more information on our KPI, indicates the attractiveness of our
presentations and updates, including customer-centric strategy. owner proposition.
delivery against relevant metrics and KPIs.
We engage with hotel owners in a variety
During 2020, with Board agreement, IHG of ways, depending on whether their hotels
enhanced and drove implementation of the are franchised or managed. For example,
IHG complies with the statutory
IHG Way of Clean programme and IHG’s we engage with franchised hotel owners
reporting duty on payment practices
Clean Promise into all regions to protect through annual portfolio and hotel reviews,
and performance and is a signatory of
guests, and also implemented a flexible and also through the IHG Owners Association
the Prompt Payment Code.
cancellation policy, temporary loyalty (IHGOA). The IHGOA represents the interests
of more than 4,500 hotel owners and
operators worldwide. We work with them
Our culture and responsible business IHG | Annual Report and Form 20-F 2020 31
Strategic Report
to obtain feedback on IHG standards, technology and professional services, and improving employee awareness of
programmes and initiatives, including includes a number of strategic suppliers, responsible procurement, and (iv) ongoing
our System Fund. identified for their contractual and collaboration with key suppliers bringing
operational value. For example, we have innovation, smarter choices and business
During 2020, with the hospitality industry
a technology agreement with Amadeus efficiency for our hotels and owners.
significantly impacted by Covid-19, the
Hospitality Americas, Inc. for the
Board, through the Executive Committee, We made good progress with our supplier
development and hosting of the Group’s
agreed and put in place a range of measures risk assurance programme. Following the
Guest Reservation System.
to help protect owner cash flow including previous launch of desktop-based risk
supplier discounts, fee relief and flexible Procurement of goods and services at hotel assessment questionnaires and risk profiling
payment options. Decisions were reviewed level covers items required for opening, suppliers based on their responses, we
against the impact on IHG’s own cash flow renovating and operating a hotel, such as requested additional information from a
and revenue requirements, hotel operational food and beverages, furniture, linen and number of suppliers to better understand
costs and what was needed to be done electrical goods. However, most of our their practices in certain areas. We paused
to protect guests. For example, the costs hotels are owned by independent third-party the programme during the year to focus on
of implementing the IHG Way of Clean owners, who are responsible for managing addressing the challenges of the pandemic,
programme were balanced against their own independent supply chains. but are expecting to recommence the
reductions in other operational and programme in 2021.
During 2020, IHG considered and
brand standard costs, such as delaying
responded to the impact of Covid-19 We were also able to introduce a new set
planned refurbishments.
on suppliers, taking actions such as of responsible procurement criteria for
Further support for owners included renegotiating payment schedules across prospective suppliers. The pre-contract
provision of tailored recovery toolkits and key vendors and increasing engagement assessment is part of IHG’s tendering
targeted marketing campaigns to drive hotel with strategic suppliers on service levels process and includes questions about
demand. Our regional CEOs lobbied at the and continuity risks. suppliers’ governance, human rights and
highest levels of government (including with environmental practices relevant to
The Procurement function drives IHG’s
the President of the United States and the suppliers’ own operations and supply chains.
responsible business agenda into our supply
speaker of the US House of Representatives),
chains, which is agreed with the Responsible
as well as through trade bodies, to gain
Business Committee. The responsible Supply chain mapping
support for the hospitality industry. In the
procurement agenda was significantly During the year, in partnership with
UK, Keith Barr worked with other Executive
impacted by Covid-19 in 2020. However, CARE International UK and our key
Committee members to ensure that
the function was instrumental in supporting suppliers, we continued our programme
appropriate support was provided by the
owners and hotels with sourcing PPE and focused on the textiles supply chain,
UK Government to help owners through
other emergency supplies, and used IHG’s aimed at creating a more gender-
the difficult trading period caused by
scale to provide support to supplier inclusive workplace, leading to more
restrictions and government lockdowns.
negotiations. productive, resilient and secure value
Suppliers Despite much otherwise reduced sourcing chains. Recognising the environmental
Working with suppliers is vital for our activity, the function, supported by the impact of textiles, we also partnered
operations and for driving our responsible Responsible Business Committee, focused with the University of Exeter to carry out
business commitments. Our supply chain on the core elements of responsible an environmental assessment of IHG’s
activities are split into two categories: procurement through (i) our supply chain textiles value chain in support of
corporate and hotel supply chains. Our risk assurance programme, (ii) our identifying opportunities for IHG to
corporate supply chain covers items such as IHG Green Supplier programme, (iii) transition towards circularity.
Strategic Report
Strong relationships and active, open engagement with our
shareholders and institutional investors is fundamental to IHG’s
ability to access capital markets, maintain its trusted reputation
and in turn its long-term success.
W
e are committed to to the Board she undertook an introductory
Dividend
maintaining an open dialogue meeting with a major shareholder, and Dale
As the impact of Covid-19 became
and a comprehensive Morrison, our Senior Independent Director,
apparent the Board, after balancing the
programme of investor relations activities, was and remains available to shareholders
considerations of managing liquidity
and pride ourselves on keeping up-to-date if they have concerns they wish to discuss.
due to low hotel occupancy, with the
with best practice and market views
As in previous years, significant engagement expectations of investors and
through independent advice and guidance
occurred with sell-side analysts and shareholders, withdrew its 2019 final
from a number of agencies and brokers.
investors. The market was kept updated dividend recommendation of 85.9¢ per
The Chair and Committee Chairs actively of IHG’s business situation during the share, a payment which would have had
engage with investors to ensure they are year through a number of stock exchange a cash outflow of ~$150m in the first half
aware and understand the views and announcements, including updates on its of 2020, and did not pay an interim
perceptions of our major shareholders, financing and liquidity. Individual investor dividend in respect of 2020. The
and the Board receives formal external meetings and conferences were hosted, and decision to suspend dividends was not
reviews of investor perceptions. In addition, both Keith Barr and Paul Edgecliffe-Johnson made lightly, and the Board is not
our Registrar, EQ, and J.P. Morgan Chase hosted virtual fire-side meetings. Below proposing to pay a final dividend. They
Bank, N.A., custodians of our American Board level, various business leaders will consider future dividends once the
Depositary Receipts (ADR) programme, including representatives from Corporate visibility of the pace and scale of market
have teams set up to deal with shareholder Responsibility and Ethics and Compliance, recovery has improved.
and ADR holder queries. held meetings with shareholders to discuss
responsible business focus areas.
During 2020 both Keith Barr and Paul See also page 15 for information about our
Edgecliffe-Johnson presented IHG’s dividend policy.
AGM
2019 year-end and 2020 interim results
The 2020 AGM was held in constrained Please see www.ihgplc.com/investors for
to institutional investors, analysts and
circumstances, following UK Government further information.
media. Telephone conferences were held
lockdown measures and advice from IHG’s
following first and third-quarter trading
external legal advisors. Our belief is that
updates, including Q&A sessions with
AGMs are an invaluable forum for
sell-side analysts.
communicating with investors and
The Chair and other Board members shareholders. With the likelihood of
continued with their annual cycle of continued constraints in place, due to UK
investor meetings with major institutional Government Covid-19 physical distancing
shareholders during 2020, albeit meetings measures, we continue to evaluate how
were held virtually and the usual range of our AGM on Friday 7 May will be held.
meetings was adjusted as a result of the The notice of meeting, including details
pandemic. Patrick Cescau engaged with of the conditions of admission, will be
our largest shareholders to discuss broader sent to shareholders and be available at
governance matters and the Company’s www.ihgplc.com/investors under
situation and response to Covid-19. Shareholder centre in the AGMs and
Jo Harlow, Chair of the Remuneration meetings section. If any changes to the
Committee, held a series of investor meeting details are required due to UK
consultation meetings with major Government Covid-19 guidance, they will
shareholders, in relation to Executive be published in the aforementioned
Directors’ remuneration. In addition, website section.
following Sharon Rothstein’s appointment
Our culture and responsible business IHG | Annual Report and Form 20-F 2020 33
Strategic Report
Emerging risks • regulatory and financial governance risks The most prominent emerging risk we face
During 2020, alongside the close focus at the Audit Committee (e.g. tax risks is a sustained downturn caused by further
on responding to Covid-19, Board and relating to digital businesses, treasury waves of the pandemic and/or a slower
Committee discussions have allowed for and liquidity risks linked to volatility and than anticipated industry recovery. This
consideration of other emerging and sentiment in the capital markets, and could create further volatility in our risk
evolving risks, including: financial control risks in a cost- factors and also challenging conditions
constrained environment); in the capital markets, making it more
• competitor and macroeconomic risk
• risks relating to people and culture at difficult to obtain additional funding
factors within the Board’s discussion
the Responsible Business Committee, if required and manage our liquidity,
of strategy and key management
including updates on employee potentially impacting financial
presentations (e.g. for Brand strategies,
engagement and well-being; diversity performance. Our financial planning
Commercial & Technology, Loyalty,
and inclusion; community impact; includes identifying levers which could be
Corporate Governance and
sustainability; human rights; and our pulled to enable flexibility and adaptability
Regulatory Developments);
continuing responsibilities across to changes to our financial assumptions
• workforce related risks at the and circumstances. More detail on the
our supply chain; and
Remuneration and Nomination topics covered by the Board and
Committees, including the impact of • potential risks relating to the impact of Committees is available in the Governance
Covid-19 on attraction, retention and climate change on IHG in the future at a Report, pages 74 to 95.
succession arrangements; and risks dedicated Board briefing on our
relating to the competitiveness of progress to comply with the TCFD
Executive remuneration and Board reporting requirements.
composition;
Risks identified within first line decisions Risks considered at Executive Committee Oversight by Board and Committees
Management teams have day-to-day Ongoing dynamic review of risks as part The Board is responsible for carrying out a
responsibility for identifying and managing of decision making and strategy setting, robust assessment of the Company’s emerging
risk within key decisions, programmes including consideration of longer term risks and oversees the culture across the Group
and transactions and escalating trends which could impact future growth, through which employees are encouraged to
where appropriate. competitiveness or reputation. learn and work at pace, focus on solutions and
take the right risks to get ahead of the market.
The Board and Committees receive
Risks identified and monitored by second presentations from management teams,
line management functions second line functions, Risk and Assurance
Specialist functions provide expertise, and external parties throughout the year.
support, monitoring and challenge to
decision makers on risk-related matters.
Policies, procedures and principles …applied by our people within key processes… … with close monitoring and reporting
Executive, regional and functional We created a suite of guidance including: We implemented a frequent and effective
leadership formed a Cleanliness Board to monitoring system to ensure that these
• enhanced standards and supporting
provide a clear “tone from the top” of the cleanliness standards are upheld
guidance for the IHG Way of Clean
importance of safety and cleanliness, throughout our hotel portfolio.
programme;
and to engage third-party expertise.
• training for colleagues on how to wear This includes new virtual hotel audits
Communications were coordinated face coverings and gloves; allowing us to monitor the implementation
centrally to ensure consistency of of the IHG Way of Clean standards despite
• physical distancing and hand washing
internal and external messaging, travel and restrictions on face-to-face
best practice;
including with owners. interactions.
• procedures for colleague
Regional teams quickly mobilised to adopt symptom screening; and In addition to the hotel audits, we also
and communicate the global policy to track the completion levels of training
• appropriate signage to be used
operational teams and hotel colleagues. materials and monitor social media to
throughout the hotels.
enable us to respond to guest or
Our Procurement team worked with regional colleague feedback.
Operations and Safety teams to source
protective items ranging from masks and
gloves to hand sanitiser machines and brand
appropriate signage.
Our risk management IHG | Annual Report and Form 20-F 2020 35
Strategic Report
IHG’s principal risks and uncertainties confidence and appetite to travel 2021 while other risks remain more stable
While the Covid-19 crisis has not internationally in the longer term, how on 2020 levels. Where we have indicated
fundamentally changed the principal we operate our hotels and the overall impact changes on the grid this is typically
risks to our business and strategy, it has on our business resilience. because of something we have noted in
heightened the uncertainty we face in the the nature of the risk itself, for example
The necessary response to Covid-19 safety
short term and also created the potential for as a result of changes in the external
concerns has also created several secondary
longer term impacts based on trade-offs that environment, our extended enterprise,
impacts and the potential for disruption and
have been required to protect liquidity in or a specific internal initiative.
additional stress on our risk management
2020. The crisis has also accentuated the
and internal control arrangements. In By distributing the risks across the grid in
increasingly interconnected nature of risk.
addition, continued scrutiny of the social this way based on their behaviour, it allows
We have not managed Covid-19 as a performance of major corporates may also the Board and management to consider
separate risk during the year, as the lead to any incident or failure to manage risk what different responses may be required
pandemic has increased the risk profile receiving significant and rapid attention. to individual factors (for example, rapid
across many of our existing principal risks factors which may require continuity
All the risks on the grid below meet the
as we look forwards. This is most obvious in planning), or the overall level of risk
definition of ‘principal’, however we have
relation to the continuing significance of the we are facing and what it means for
reviewed the trends carefully to more
safety and security of our colleagues and governance of the whole portfolio.
accurately reflect the current behaviour
guests, government regulations impacting
of these risks. In relative terms, some risks
domestic and international travel, consumer
continue to trend upwards as we move into
Risk trend and speed of impact Principal risk – assessment of trend and speed of impact
We assess whether the risk area
is stable or dynamic in its impact and/ Speed of potential impact
or likelihood (inherent risk trend), and More Gradual Rapid
the rate at which there could be a
material impact on IHG. The trend and • Channel management and • Macro external factors
speed of impact are summarised in the technology • Preferred brands
diagram with further detail on activities • Investment effectiveness/ and loyalty
to manage each of these risks in the efficiency • Leadership and talent
following pages. • Cybersecurity and
Dynamic
information governance
Inherent risk trend
Principal risks descriptions Inherent risk trend Risk impact – link to our strategic priorities
Macro external factors such • Our initial focus for Covid-19, both in China and in other markets, prioritised the safety
as political and economic and security of our colleagues and guests by supporting crisis management teams in
disruption, the emerging risk our individual business units and global functions. This support included monitoring
of infectious diseases, actual intelligence from a range of external and internal sources (e.g. government health and
or threatened acts of terrorism travel advice), and developing guidance for hotel and corporate offices on sanitation
or war, natural or man-made and cleaning procedures, including for when hotels have been used for quarantine and
disasters could have an to house essential workers.
impact on our ability to • The Risk and Assurance and Global Corporate Affairs teams have developed guidance
perform and grow. and internal and external communications strategies, and coordinated across regional
Secondary impacts and and functional crisis management teams to review business continuity preparations for
continuing uncertainty from corporate offices (e.g. business service centres, reservation offices and corporate
the Covid-19 pandemic may offices) and key supplier relationships. Furthermore, we established protocols for
also exacerbate these factors tracking and reporting on the status of hotels in China early in 2020, which then evolved
across several markets and into monitoring of hotels in other regions.
external sources indicate that • We maintain a range of intelligence sources at our disposal to horizon-scan for
these risks are likely to trend emerging threats, provide insight to leadership on incidents that impact operations,
upwards in future years with and analyse future political and economic scenarios to inform the business planning
the potential for more rapid cycle, including at the Board and Executive Committee level. We are also applying
impact on IHG. lessons learned from Covid-19 and using data analytics to better prepare for future
disruption, in particular in relation to other fire safety and security threats that continue
to receive industry-wide scrutiny.
• In addition to epidemics and pandemics, the risk of earthquakes and extreme weather
events continues to pose a threat to IHG operations. IHG manages these events through
training, advanced monitoring and warning, and standard operating procedures. As
we moved into the 2020 hurricane season, regional operations teams planned and
communicated with hotels, including those operating at reduced capacities, to ensure
they were prepared to maintain safe operations for colleagues and guests.
Failure to deliver preferred • The focus of our brands and loyalty teams during the crisis has been on supporting our
brands and loyalty could guests, owners and hotels. This has included adjusting our cancellation policy to allow
impact our competitive guests flexibility to change or cancel bookings, rolling over our IHG Rewards Elite
positioning, our growth membership status to 2021 and reducing the achievement criteria for 2022, extending
ambitions and our reputation the deadline for points expiry until July 2021, and launching a suite of solutions to
with guests and owners. engage members.
Competition from other hotel • We have implemented enhanced cleanliness and safety measures through the IHG Way
brands and third-party of Clean programme to drive customer confidence. Initially established in 2015, the IHG
intermediaries create inherent Way of Clean programme is now a global brand standard that includes deep cleaning
risks and opportunities to the processes and operating protocols developed with expertise from third party partners,
longer-term value of IHG’s which reflect the advice of public health authorities. As travel resumes, we have also
franchised and managed introduced other enhanced guest experiences such as a contactless journey through
proposition for our brands. the hotel, modified food and beverage offers and ‘Meet with Confidence’ programmes
The Covid-19 crisis has also to drive revenue recovery, and we have created new virtual quality audit and compliance
refocused guest expectations processes to reinforce standards and drive consistency.
in relation to the cleanliness • We also reduced costs for owners by relaxing brand standards and operational and food
and safety of individual hotels and beverage requirements to balance enhanced cleanliness and safety protocols.
and IHG’s brands. In a • While the focus of our marketing management shifted rapidly to respond to the
potentially lower-demand pandemic and to support regional recovery, we have built on the active transformation
environment it will also be already underway with enhancements to our Marketing organisation and processes
critical to use our loyalty which enable us to drive efficiency in a financially constrained environment and optimise
programme to drive business resources and speed to market. We conduct regular monitoring of indicators, including
to our hotels and take share loyalty member data, to identify emerging trends quickly.
from our competitors.
• Throughout 2020, we also have prioritised our commercial spend behind our loyalty
programme towards the highest returning marketing investments that drive business to
all brands through the loyalty programme umbrella. See page 17 for more details on our
priority to Build loved and trusted brands.
Our risk management IHG | Annual Report and Form 20-F 2020 37
Strategic Report
Attracting, developing and • At the start of the Covid-19 crisis a cross-functional taskforce was established to guide
retaining leadership and how we protect our employer reputation and culture. While we have had to take actions
talent and failure to do this to reduce costs at corporate and hotel levels, HR teams have partnered with operations
could impact our ability to and functional teams to develop guiding principles to protect our reputation as a
achieve growth ambitions responsible employer; maintain our culture during the crisis period; and equip teams
and execute effectively. to bounce back with great talent and people practices. This has enabled us to maintain
engagement, avoid burnout and bolster support to leadership. Our approach to
Risks relating to people
managing our people during 2020 is outlined in detail on pages 26 to 28 and our normal
underpin the majority of
business planning process includes a review of workforce risks.
processes and controls across
IHG, and our ability to develop • Due to the Covid-19 crisis, our programme of engagement surveys and HR scorecards
talent is critical to delivering adapted to reflect the realities of virtual and remote working and a challenging period of
value to our brands and hotels furloughs and reduced hours. We have monitored key workforce indicators, leveraged
in the global markets where our existing virtual learning platforms to understand employee sentiment, and utilised
we operate and compete. It short pulse surveys to gather employee feedback throughout the crisis and to shape
is essential that we retain key our thinking on returning to office working.
executive, leadership and • The Executive Committee has regularly discussed talent retention risks, and the HR team
specialist talent, both at the is focusing on talent plans with each leadership team. We have refined our diversity and
corporate and hotel levels, inclusion strategy to drive recruitment and retention, and employee resource groups
in an uncertain hospitality help educate employees and build a culture of inclusion.
industry and in a resource • Effective communications have been established for internal audiences, including regular
constrained, highly all employee calls with the Chief Executive Officer to provide latest updates, ongoing
competitive, and remote leadership communications and virtual team meetings at regional and functional levels,
working environment. and continued development of our flexible learning summits. Through these channels,
leaders are able to answer questions from employees at all levels.
• IHG has the ability to manage talent and retention risks directly in relation to IHG
employees but relies on owners and third-party suppliers to manage these risks within
their own businesses. Our Procurement, Legal and Risk teams also consider more
indirect workforce risks relating to our third-party relationships.
• The Remuneration Committee reviews our approach to executive remuneration, aligned
with the interests of shareholders and the UK corporate governance environment.
Inherent threats to • While Covid-19 has modified the threat profile, our Information Security team has
cybersecurity and pivoted to implement new solutions and controls to address potential vulnerabilities,
information governance and to focus resources on those operational tasks that best protect our sensitive data
remain significant and sets and systems and detect and respond to potentially malicious events in an
dynamic and external attacks appropriate way.
against the hospitality industry • In the early stages of the pandemic, we deployed our Intelligence functions to gain early
have continued in 2020. knowledge of potential new attack campaigns; implemented controls to prevent
We are aware of our malicious emails from getting to email inboxes; and educated employees worldwide on
responsibilities in relation the increased dangers from phishing, business email compromise and social
to a range of high-value assets engineering. We also accelerated the rollout of multi-factor authentication to limit
(critical systems and employee successful phishing attacks. To respond to heightened inherent risks from remote
and other sensitive data) which working, we reviewed controls for remote access solutions and increased monitoring to
may be targeted by various more quickly identify malicious activity. Our Procurement team engaged key providers
threat ‘actors’ (including on their approach for maintaining operations and fulfilling their contractual obligations
organised criminals, third for the safety and security of our data and systems.
parties and colleagues). Rapid • We have continued to work with our specialist technology providers to continuously
societal, regulatory and media improve key operational security processes and capabilities such as Identity & Access
scrutiny of privacy Management, Security Monitoring, Incident Response, and the support and
arrangements mean that the maintenance of technical solutions architecture.
potential impact of data loss to • Preserving security across our complex corporate and hotel estate requires continuous
IHG financially, reputationally maintenance and enhancement or replacement of hardware and software. With
or operationally remains a finances at a premium for hotel owners, our Information Security and Technology teams
dynamic risk factor. The collaborate to provide reliable, scalable and cost-effective solutions, targeted at areas of
disrupted working conditions greatest opportunity for future attacks.
(including increased remote
• Our information security programme is supported and reviewed by internal and external
access) caused by the
assurance activities, including our Internal Audit and Financial Governance teams and
pandemic for our employees
PCI assessments. The Board receives regular reports using key risk indicators to track
and suppliers and advances in
inherent risk trends and mitigation activities. We also continue to work closely with our
attack sophistication also
insurers to ensure we are adequately protecting against our risks, and have assessed
heighten inherent information
and quantified potential cyber incident scenarios to drive risk-based discussions on
security risks.
investing in remediation versus risk acceptance and transfer opportunities.
Failure to capitalise on • Our comprehensive channels strategy is a key driver and enabler of accelerated growth.
innovation in booking Rapidly evolving guest and owner expectations have increased the pressure to deliver
technology and to maintain commercial and technological change more quickly. We continue to seek opportunities
and enhance the functionality to align and innovate our channels and technology platforms to Create digital advantage
and resilience of our channel (see page 19 for more details). Our IHG Concerto™ platform is operating at all IHG hotels,
management and technology and over time future releases will enhance the guest travel journey, deliver efficiencies
platforms (including those of for hotels, and drive sustainable revenue.
third-parties, on which we rely • To respond to the initial disruption from Covid-19, a new Global Revenue Committee was
directly or indirectly), and to formed across global and regional teams to manage and drive booking activity and
respond to changing guest revenue. The Committee developed and monitored specific leading indicators on
and owner needs remains a market status, sentiment, search and demand, and loyalty member trends, and further
dynamic and critical risk to tracked communications penetration, internal pulse surveys and public relations
IHG’s revenues and growth effectiveness. The relatively reduced level of booking activity in 2020 also created the
ambitions. opportunity to reorganise our technology delivery model, moving more development
Increasing personalisation and to technology partners and co-sourcing arrangements. We have also engaged with our
understanding our guests and strategic suppliers during 2020 to adjust service levels and anticipate continuity risks.
their needs will drive return
stays and further build loyalty.
Despite the pandemic placing
cost pressures on our owners,
the pace of change in the
hospitality industry continues
to accelerate and IHG must
evolve to effectively grow and
compete in the marketplace.
It will be key for us to prioritise
digital capabilities to drive our
channels, actively expanding
the breadth and depth of our
digital relationships with
current and new guests.
In a resource constrained • Our oversight and finance teams regularly review and evolve our governance and
environment, the importance control frameworks, including delegated approval authorities and processes, to enable
of investment effectiveness decisions on investments to be made quickly and efficiently with consideration of the
and efficiency will be critical risks involved. In early 2020 the Delegation of Authority Policy was specifically updated
to balance short- and to help drive cost-conscious behaviours and close control of investment expenditure
longer-term strategic needs required in the business at that time.
(e.g. developing infrastructure,
• With on-going uncertainty in the industry outlook, we need to retain flexibility in the
increasing growth, enhancing
extent to which we commit to expenditure until there is improved visibility. Our financial
digital capabilities).
planning balances a disciplined approach to discretionary investments with a need to
Failure to manage risks appropriately reward our people and invest in strategic growth initiatives. There is, and
associated with investments will continue to be, a constant focus on retaining flexibility within our cost base to ensure
may impact commercial spend is being prioritised in the right areas given the ever-changing environment.
performance, lead to financial Financial resource allocation is kept under regular review, with decisions taken as part
loss, and undermine of our quarterly forecasting process.
stakeholder confidence. • We have also sought to protect key functions that are critical for fulfilling our
responsibilities as a publicly listed company and in maintaining our reputation across our
external stakeholders. For example, we continue to ensure that we have the right level of
support in our Legal, Corporate Affairs and Financial Reporting teams.
Our risk management IHG | Annual Report and Form 20-F 2020 39
Strategic Report
The global business • Our Ethics and Compliance team focuses on ensuring IHG has a globally coordinated
regulatory and contractual approach to material ethical and compliance risks, taking into account the regulatory
environment and societal environment, stakeholder expectations and IHG’s commitment to a culture of
expectations have continue responsible business. The overarching framework for ethics and compliance is the IHG
to evolve throughout 2020. Code of Conduct (see page 24) and we provide e-learning training on an annual basis to
Failure to ensure legal, all corporate, reservation offices and managed hotel employees and new joiners.
regulatory and ethical • We continue to monitor changes and advise stakeholders on risks across a range of
compliance would impact regulatory issues, including safety, employment, contract, privacy, anti-bribery and
IHG operationally and anti-trust, while also addressing legal and regulatory issues that have emerged as a
reputationally, and non- result of Covid-19. We also continue to participate in Transparency International UK’s
regulatory stakeholders 2020 Corporate Anti-Corruption Benchmark. This is a comprehensive tool that measures
(including corporate sales and compares the performance of anti-corruption programmes across companies on an
clients) and investors anonymous and confidential basis.
continue to focus on IHG’s
• We continue to focus on key human rights risks, particularly those heightened by
performance as a corporate
Covid-19. For example, to address migrant worker staff accommodation risks which may
entity to uphold ethical and
have been heightened by the pandemic, we developed a guidance note on staff living
social expectations.
accommodation for hotel teams.
Significant fines can be
imposed for regulatory • Monitoring of sanctions continues to be an increasingly important part of our due
non-compliance, most diligence processes as their use by the US, UK and EU in particular continues to grow.
notably in relation to privacy A sanctions update is communicated annually to the Legal, Development and Strategy
obligations and data security. teams and other relevant employees providing a reminder of ‘No Go’ countries and
In an uncertain hospitality sanctions issues that may restrict IHG. Our owner legal due diligence process also
industry, there may be requires that all new owners are screened against sanctions lists and we utilise due
increased pressure on diligence tools for this purpose. Ethics and compliance country-level due diligence is
compliance programmes, also undertaken for new country entry assessments, taking into account country-
and a heightened risk of specific risks and impacts.
liabilities relating to our • The Ethics and Compliance team currently monitors training completions, gifts and
franchise model both in entertainment reporting and the owner due diligence process, and they receive informal
relation to brand reputation queries/escalation of issues directly from colleagues and via an Ethics and Compliance
issues as well as litigation. email channel which is publicised in training and awareness materials. The Board
receives regular reports on the Confidential Reporting Channel and matters directly
related to our responsible business agenda.
The manner in which IHG • Our Business Reputation and Responsibility team coordinates and monitors IHG’s risk
responds to operational management system, which is designed to anticipate and identify relevant operational
risk and the steps taken to safety and security risks and provide appropriate levels of control necessary to mitigate
safeguard the safety and against significant incidents, whether in hotels or corporate offices. Regional and global
security of colleagues and subject matter experts in safety and security work regularly with relevant stakeholders,
guests will continue to receive including hotels, operations leaders, and operations support teams such as Design &
heightened scrutiny, Engineering, Food and Beverage and Human Resources, to review and set operational
particularly in light of the safety and security policies and procedures.
Covid-19 pandemic, and could • The Covid-19 pandemic has led to the enhancement of IHG’s operational safety and
affect IHG’s reputation for high crisis management procedures for hotels and corporate offices. In early 2020, our safety
standards of business experts worked closely with Operations and Global Corporate Affairs to develop a Hotel
conduct, result in financial and Corporate Office Response Toolkit of guidance, processes and procedures for
damage, and undermine operating a safe work environment in line with the advice issued by government
confidence in our brands. authorities and public health officials. As the pandemic has progressed, this guidance
The rapid progression of has been revised and expanded to address emerging operational safety issues, and
Covid-19 has also given rise changes in local government requirements or public health advice.
to significantly increased • Alongside Covid-19, subject matter experts in safety and security have continued
litigation risk across all to monitor external trends that may impact the safe operation of hotels, customer
markets. These risks relate expectations, and development opportunities (e.g. fire safety, food allergens), and we
both to our direct operations continue to review our relevant standards and guidance as these issues evolve and/or
in hotels and other locations new regulatory requirements and best practices are published.
where we have management • Our experts also track a range of internal indicators relating to safety and security to
responsibility, and also to assess their potential impact on the safety of hotels, colleagues and guests as well as the
outsourced activities and impact on the reputation of IHG and its brands. Despite our best efforts, incidents may
others with whom we occur across our global hotel operations and corporate offices and an assessment of
collaborate and trade, severity and impact is made before the most serious are promptly forwarded to senior
including the owners of our management. The Board receives and reviews regular safety reports and monitors safety
franchised hotels which performance. Through this monitoring, IHG can determine where additional standards
operate as independent or guidance may be necessary or whether existing controls may need to be adjusted.
businesses.
A material breakdown in • Covid-19 inevitably impacted IHG’s financial control environment, with heightened risks
financial management and relating to liquidity, business continuity and fraud and a need to adapt and enhance
control systems would lead existing processes for employees working remotely and, in some cases, with a reduced
to increased public scrutiny, workforce. The Finance leadership team regularly monitors the primary risks to the
regulatory investigation function and to IHG and, as the impact of Covid-19 became clear, reviewed controls and
and litigation. implemented enhancements to provide additional mitigation, including controls over
cash disbursements and expenditure, applying data analytics where possible.
This risk includes our ongoing
(and stable) operational risks • We reviewed our business continuity arrangements, including for our India-based Global
relating to our financial Business Service Centre, given the operational importance of processes located there
management and control such as accounts payable, billing and cash collection, and financial reporting for both
systems which have been corporate and hotels. In response to decisions to furlough corporate employees during
adapted to cope with remote 2020 we evaluated risks, processes and controls relating to accuracy of payroll; access
working arrangements during to IT systems and company credit cards; as well as completeness of payment processes.
the pandemic; the continuing • Throughout the year we have reinforced policies across the organisation, including
expectations of IHG’s particular emphasis on entity level controls. We have continued to operate an
management decision making established set of processes across our financial control systems, which is verified
and financial judgements; and through testing relating to our Sarbanes-Oxley compliance responsibilities. See pages
our own business model and 68, 144, 157 to 162 for details of our approach to taxation, page 87 for details of our
transactions. approach to internal financial control, and pages 179 to 183 for specific details on
financial risk management policies. These processes and our financial planning will
continue to evolve to reflect the changes in our management structure and business
targets, including system enhancements and further automation where possible.
• While it remains difficult to assess trading conditions in 2021 with certainty, we will
continue to adapt our approach to financial control across our hotel estate. Given the
differences in the culture and ways of working across our regions, we apply globally
and/or regionally consistent policies and procedures to manage the risks, such as
fraud and reporting risks, wherever possible.
• Our Group insurance programmes are also maintained to support financial stability.
As a global business, IHG • Working together with governments and industry associations has been key in ensuring
faces uncertainties relating our voice is heard among key stakeholders, as well as being able to advocate for our
to evolving environmental and industry and our owners. As the pandemic has progressed there has been an
social megatrends and our expectation from governments for companies to do the right thing by their stakeholders.
response to these is subject We work with key industry bodies to engage governments and officials to take steps that
to scrutiny from a wide range support our industry and owners across a number of different markets.
of stakeholders. • To support our hotels in better understanding, managing and reporting their
These stakeholders include environmental footprint, while driving operational efficiency and reducing their utility
regulators and investor groups costs, we are replacing IHG’s Green Engage™ system with a more comprehensive and
(such as the Task Force on engaging platform as well as an automated data entry solution to enable much more
Climate-related Financial accurate information capture. See pages 20 and 21, and 29 and 30 for details of our
Disclosures (TCFD)), who focus environmental policies and initiatives, including our commitment to support the TCFD
on various environmental, recommendations.
social and governance issues • Our long-standing commitment to operating our business responsibly has underpinned
that have the potential to the actions we are taking in our local communities see page 29. The Corporate
impact performance and Responsibility team has established core principles to support our local communities,
growth in key markets. The while establishing clear governance for our overall community support strategy in
focus on companies acting partnership with legal and communications.
responsibly and being true • Our values and behaviours, underpinned by our Code of Conduct, inform our decision-
to their purpose has been making at all levels. For example, specific elements of our Code of Conduct define
heightened by the pandemic expectations for IHG employees in relation to human rights and the environment, and
and will continue into our Procurement, Legal and Risk teams monitor supply chain and human rights risks
the future. (see pages 24 and 25).
Our risk management IHG | Annual Report and Form 20-F 2020 41
Strategic Report
Viability statement
The Covid-19 global pandemic has resulted available, and a steady but gradual Viability assessment
in the worst ever period of trading for the improvement to the end of 2023 by when Under the Base Case the Group is forecast
hotel industry. The resilience of the Group’s RevPAR is expected to reach 90% of 2019 to generate positive cash flows over the
fee-based model and wide geographic levels. The assumptions applied in the viability 2021-2023 period and the bank facilities
spread has however left it well-placed to assessment are consistent with those used for remain undrawn. The principal risks which
manage through these challenging times. Group planning purposes and for impairment could be applicable have been considered
Our weighting towards upper midscale hotels testing (see further detail on page 135). and are able to be absorbed within the
in non-urban locations with low reliance $400m liquidity covenant and amended
The Directors have also considered a
on groups business has supported IHG’s covenant requirements.
‘Downside Case’ scenario, which assumes
performance. In addition to taking decisive
a slower impact from vaccine rollout and is Under the Downside Case the Group is
action to reduce costs and protect IHG cash
based on the performance of the second half also forecast to generate positive cash flows
flows, we have also used IHG’s scale and
of 2020 continuing throughout 2021, with the over the 2021-2023 period and the bank
expertise to support owners in reducing their
recovery to 2019 levels starting in 2022. facilities remain undrawn. In this scenario,
costs and managing cash flows. As a result,
the Group could be at risk of breaching the
Group free cash flow was $29m during 2020 The key assumption included in the three-
covenant requirements in 2023 (which have
and net debt has reduced by $136m through year plan relates to RevPAR growth which is
not been amended at this time). However,
this challenging trading perioda. explained above. The Board has stated that
additional actions could be taken in order
consideration of dividends has been deferred
We also entered the Covid-19 pandemic to mitigate this risk such as reductions in
until visibility of the pace and scale of the
with a conservative balance sheet which discretionary spend.
market recovery improves and for the
has been managed with the objective of
purposes of this analysis no dividends have In the Downside Case, the Group has
maintaining an investment grade credit
been assumed in the period under review. substantial levels of existing cash reserves
rating. This has supported covenant
available and is not expected to draw on
amendments which have been agreed
Principal risks the bank facilities. The Directors reviewed a
as required through the year with minimal
In assessing the viability of the Group, the reverse stress test scenario to determine how
additional restrictions.
Directors have considered the impact of the much additional RevPAR downside could be
Although previous viability assessments principal risks as outlined on pages 36 to 41. absorbed before utilisation of the bank
had not considered a plausible scenario A large number of the principal risks would facilities would be required. The Directors
as severe as the scale of the Covid-19 result in an impact on RevPAR which is the concluded that the outcome of the reverse
pandemic, the resilience of the business main scenario modelled in the ‘Downside stress test showed it was very unlikely the
has been demonstrated. Case’. These risks include: preferred brands bank facilities would need to be drawn and
and loyalty, leadership and talent, channel therefore the Group does not need to rely on
Looking forward, the Directors have
management and technology platforms, the additional liquidity provided by the bank
determined that the three-year period to
investment effectiveness and efficiency, facilities. This means that in the event the
31 December 2023 is an appropriate period
macro external factors, environmental and covenant test was failed, the bank facilities
to be covered by the Viability statement.
social megatrends, safety and security and could be cancelled by the lenders but would
The Group’s annual planning process builds financial management and control systems. not trigger a repayment demand which
a three-year plan. The detailed three-year threatened the viability of the Group.
There are other principal risks that could
plan takes into consideration the principal
result in a large one-off incident that has a In the event that a further covenant
risks, the Group’s strategy and current and
material impact on cash flow and the income amendment was required, the Directors
emerging market conditions. That plan then
statement. These include cybersecurity believe it is reasonable to expect that such
forms the basis for strategic actions taken
and information governance and legal, an amendment could be obtained based
across the business. The plan is reviewed
regulatory and ethical compliance. The on their prior experience in relation to
annually by the Directors. Once approved,
impact of these has been considered in negotiating the 2020 amendments. The
the plan is then cascaded to the business
the viability assessment. Group also has alternative options to
and used to set performance metrics and
manage this risk including raising additional
objectives. Performance against those
Funding funding in the capital markets.
metrics and objectives is then regularly
The Group has taken steps to strengthen
reviewed by the Directors. In the event of additional or multiple
its liquidity during 2020. The existing
principal risks occurring during the period
There remains unusually limited visibility on covenants on it’s syndicated and bilateral
of review e.g. continued depressed RevPAR
the pace and scale of market recovery and revolving credit facilities (‘the bank facilities’)
and a widespread cybersecurity incident,
therefore there are a wide range of possible have been waived or amended until
it is expected that these risks could be
planning scenarios over the three-year December 2022. See note 24 for
absorbed within the liquidity headroom
period considered in this review. further details.
available without relying on the additional
In assessing the viability of the Group, The other assumptions relating to debt liquidity provided by the bank facilities.
the Directors have reviewed a number of maturities are as follows:
scenarios, weighting downside risks that Conclusion
• The $1.35bn bank facilities mature in
would threaten the business model, future The Directors have assessed the viability
September 2023. It has been assumed that
performance, solvency and liquidity of the of the Group over a three-year period to
these facilities are renewed as they mature.
Group more heavily than opportunities. 31 December 2023, taking account of
• £600m of CCFF due in March 2021 is the Group’s current position, the Group’s
Viability scenarios and assumptions repaid on maturity. strategy and the principal risks documented
In performing the viability analysis, the Directors • £173m of bonds due in November 2022 in the Strategic Report. Based on this
have considered a ‘Base Case’ scenario which is are repaid on maturity. assessment, the Directors have a reasonable
based on a gradual improvement in demand expectation that the Group will be able to
No other new or additional financing has
during 2021 as vaccines become more widely continue in operation and meet its liabilities
been assumed in the analysis performed.
as they fall due over the period to
Definitions for Non-GAAP measures can be found on pages 47 to 51.
a
31 December 2023.
Strategic Report
Our KPIs are carefully selected to allow us to monitor the delivery of in assessing the performance of the business and relate to our
our strategy and long-term success. They remain organised around growth agenda and commitment to our key stakeholders including
our refreshed strategy, which articulates our purpose and ambition owners, guests, employees, shareholders and the communities in
and our four main priorities, (see page 16). KPIs are reviewed which we work. KPIs should be read in conjunction with the other
annually by senior management to ensure continued alignment to sections of the Strategic Report, and where applicable, references to
our strategy and are included in internal reporting and regularly specific relevant topics are noted against each KPI.
monitored. Measures included are those considered most relevant
2021 priorities
• Continued focus on our ambition to deliver industry-leading net System
size growth, whilst protecting our longer-term growth prospects by
ensuring the health of our brands and consistent quality of the estate.
• Continue to scale avid hotels in the US and voco hotels globally.
• Open the first Atwell Suites hotels in the US and continue to scale
the brand.
• Continue to expand our Luxury & Lifestyle offer through acquired brands
Regent, Six Senses and Kimpton.
A portfolio of management agreements with Services Properties Trust (‘SVC’) was terminated on 30 November 2020.
a
Key performance indicators IHG | Annual Report and Form 20-F 2020 43
Strategic Report
a
In 2019 the underlying fee revenue calculation was restated for 2017 onwards following a change in the definition of how we calculate constant currency. The 2017 and 2016 growth
figures are not comparable and thus excluded from comparison.
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 pages 47 to 51 and reconciliations to IFRS figures, where they have been adjusted, are on pages 212
to 216. A reconciliation of total gross revenue to owned, leased and managed lease revenue as recorded in the Group Financial Statements can be found on page 53.
c
In 2020, changes were made to the calculation of enterprise contribution (previously system contribution) and 2019 was restated. This followed an enhanced level of analysis enabled
by the roll out of the new Guest Reservation System (GRS). Restatement of years prior to the implementation of the GRS is not possible. The 2019 enterprise contribution of 76% is 3%
lower than the 79% previously reported as system contribution under the prior calculation. We would not anticipate a material impact of the change in prior years.
a
In 2019 the fee margin calculation was restated for 2017 onwards following implementation of IFRS 16 ‘Leases’. The 2016 figure is not comparable and is thus excluded from comparison.
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 47 to 51 and reconciliations to IFRS figures, where they have been adjusted, are on pages 212 to 216.
Key performance indicators IHG | Annual Report and Form 20-F 2020 45
Strategic Report
2021 priorities
• Build our future career proposition to remain a leading employer within the
industry via a compelling employer value proposition.
• Engage our corporate employees with our new behaviours to support our
future strategy and cultural shifts.
• Continue to purposefully grow and develop our corporate Senior Leaders and
General Managers to help lead our recovery strategy and future growth.
• Continue to build an inclusive culture and increase the diversity of our
leadership and talent pipelines to enable IHG to maximise the talents and
contributions of all employees.
Carbon intensity figures for 2017 to 2019 have been restated in a move to calendar reporting in 2020. Prior reported growth based on previous methodology. The 2016 figure could not be restated.
a
b
Due to the complexity of survey administration in hotels during the pandemic the employee engagement survey process was amended. The 2020 score reflects the results of a single
survey and includes employees in corporate, reservations offices and general managers (in managed hotels). Prior results from 2017 to 2019 have been restated for comparability to
exclude the results of surveys from the managed estate, other than general managers. The 2016 survey results could not be restated.
Strategic Report
Key performance measures (including Non-GAAP measures) used by management
The Annual Report and Form 20-F presents certain financial measures when discussing the Group’s performance which are not measures
of financial performance or liquidity under International Financial Reporting Standards (IFRS). In management’s view these measures
provide investors and other stakeholders with an enhanced understanding of IHG’s operating performance, profitability, financial strength
and funding requirements. These measures do not have standardised meanings under IFRS, and companies do not necessarily calculate
these in the same way. Accordingly, they should be viewed as complementary to, and not as a substitute for, the measures prescribed by
IFRS and as included in the Group Financial Statements (see pages 126 to 132).
Linkage of performance measures to Directors’ remuneration and KPIs See pages 96 to 111 for more
information on Directors’
A The Annual Performance Plan LT The Long Term Incentive Plan KPI Key Performance Indicators remuneration and pages
43 to 46 for more
information on KPIs.
Measure Commentary
Global revenue per available RevPAR is the primary metric used by management to track hotel performance across regions
room (RevPAR) growth and brands. RevPAR is also a commonly used performance measure in the hotel industry.
KPI RevPAR comprises IHG’s System (see Glossary, page 249) rooms revenue divided by the number
RevPAR, average daily rate of room nights available and can be derived from occupancy rate multiplied by average daily rate (ADR).
and occupancy statistics ADR is rooms revenue divided by the number of room nights sold.
are disclosed on pages
References to RevPAR, occupancy and ADR are presented on a comparable basis, comprising
217 to 218.
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 (including those acquired), hotels closed for major
refurbishment and hotels sold in either of the two years. These measures include the adverse impact
of hotels temporarily closed as a result of Covid-19.
RevPAR and ADR are quoted at a constant US$ 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 from Total gross revenue is revenue not wholly attributable to IHG, however, management believes this
hotels in IHG’s System measure is meaningful to investors and other stakeholders as it provides a measure of System
A LT KPI performance, giving an indication of the strength of IHG’s brands and the combined impact of IHG’s
growth strategy and RevPAR performance.
Owned, leased and managed
lease revenue as recorded in Total gross revenue refers to revenue which IHG has a role in driving and from which IHG derives an
the Group Financial Statements income stream. IHG’s business model is described on pages 12 to 15. Total gross revenue comprises:
is reconciled to total gross
• total rooms revenue from franchised hotels;
revenue on page 53.
• total hotel revenue from managed hotels including food and beverage, meetings and other revenues
and reflects the value IHG drives to managed hotel owners by optimising the performance of their
hotels; and
• total hotel revenue from owned, leased and managed lease hotels.
Other than total hotel revenue from owned, leased and managed lease hotels, total gross hotel revenue
is not revenue attributable to IHG as these managed and franchised hotels are owned by third parties.
Revenue and operating profit Revenue and operating profit from (1) fee business and (2) owned, leased and managed lease hotels,
measures are described as ‘revenue from reportable segments’ and ‘operating profit from reportable segments’,
The reconciliation of the most respectively, within note 2 to the Group Financial Statements. These measures are presented for each
directly comparable line item of the Group’s regions.
within the Group Financial
Management believes revenue and operating profit from reportable segments is meaningful to
Statements (i.e. total revenue
investors and other stakeholders as it excludes the following elements and reflects how management
and operating profit,
monitors the business:
accordingly) to the non-IFRS
revenue and operating profit • System Fund – the Fund is not managed to generate a profit or loss for IHG over the longer term,
measures is included on pages but is managed for the benefit of the hotels within the IHG System. As described within the Group’s
212 to 215. accounting policies (page 139), the System Fund is operated to collect and administer cash
assessments from hotel owners for the specific purpose of use in marketing, the Guest
Reservation System and hotel loyalty programme.
Performance continued
Measure Commentary
Revenue and operating profit • Revenues related to the reimbursement of costs – as described within the Group’s accounting
measures continued policies (page 139), there is a cost equal to these revenues so there is no profit impact. Cost
reimbursements are not applicable to all hotels and growth in these revenues is not reflective
of growth in the performance of the Group. As such, management do not include these revenues
in their analysis of results.
• Exceptional items – these are identified by virtue of either their size, nature, or incidence and can
include, but are not restricted to, gains and losses on the disposal of assets, impairment charges
and reversals, and reorganisation costs. As each item is different in nature and scope, there will
be little continuity in the detailed composition and size of the reported amounts which affect
performance in successive periods. Separate disclosure of these amounts facilitates the
understanding of performance including and excluding such items.
In further discussing the Group’s performance in respect of revenue and operating profit, additional
non-IFRS measures are used and explained further below:
• Underlying revenue;
• Underlying operating profit;
• Underlying fee revenue; and
• Fee margin.
Operating profit measures are, by their nature, before interest and tax. Management believes such
measures are useful for investors and other stakeholders when comparing performance across
different companies as interest and tax can vary widely across different industries or among companies
within the same industry. For example, interest expense can be highly dependent on a company’s
capital structure, debt levels and credit ratings. In addition, the tax positions of companies can vary
because of their differing abilities to take advantage of tax benefits and because of the tax policies of
the various jurisdictions in which they operate.
Although management believes these measures are useful to investors and other stakeholders in
assessing the Group’s ongoing financial performance and provide improved comparability between
periods, there are limitations in their use as compared to measures of financial performance under
IFRS. As such, they should not be considered in isolation or viewed as a substitute for IFRS measures.
In addition, these measures may not necessarily be comparable to other similarly titled measures
of other companies due to potential inconsistencies in the methods of calculation.
Underlying revenue and These measures adjust revenue from reportable segments and operating profit from reportable
underlying operating profit segments, respectively, to exclude revenue and operating profit generated by owned, leased and
managed lease hotels which have been disposed, and significant liquidated damages, which are not
comparable year-on-year and are not indicative of the Group’s ongoing profitability. The revenue and
operating profit of current year acquisitions are also excluded as these obscure underlying business
results and trends when comparing to the prior year. In addition, in order to remove the impact of
fluctuations in foreign exchange, which would distort the comparability of the Group’s operating
performance, prior year measures are restated at constant currency using current year exchange rates.
Management believes these are meaningful to investors and other stakeholders to better understand
comparable year-on-year trading and enable assessment of the underlying trends in the Group’s
financial performance.
Underlying fee revenue growth Underlying fee revenue is used to calculate underlying fee revenue growth. Underlying fee revenue is
KPI calculated on the same basis as underlying revenue as described above but for the fee business only.
Management believes underlying fee revenue is meaningful to investors and other stakeholders as an
indicator of IHG’s ability to grow the core fee-based business, aligned to IHG’s asset-light strategy.
Fee margin Fee margin is presented at actual exchange rates and is a measure of the profit arising from fee
A KPI revenue. Fee margin is calculated by dividing ‘fee operating profit’ by ‘fee revenue’. Fee revenue and
fee operating profit are calculated from the revenue from reportable segments and operating profit
from reportable segments, as defined above, adjusted to exclude the revenue and operating profit from
the Group’s owned, leased and managed lease hotels and significant liquidated damages.
In addition, fee margin is adjusted for the results of the Group’s captive insurance company, where
premiums are intended to match the expected claims over the longer term (see page 138 to the Group
Financial Statements), and as such these amounts are adjusted from the fee margin to better depict the
profitability of the fee business.
Management believes fee margin is meaningful to investors and other stakeholders as an indicator of
the sustainable long-term growth in the profitability of IHG’s core fee-based business, as the scale of
IHG’s operations increases with growth in IHG’s System size.
Adjusted interest Adjusted interest is presented before exceptional items and excludes the following items of interest
Financial income and financial which are recorded within the System Fund:
expenses as recorded in the
• IHG records an interest charge on the outstanding cash balance relating to the IHG Rewards
Group Financial Statements is
programme. These interest payments are recognised as interest income for the Fund and interest
reconciled to adjusted interest
expense for IHG.
on page 216.
• The System Fund also benefits from the capitalisation of interest related to the development of the
next-generation Guest Reservation System.
As the Fund is included on the Group income statement, these amounts are included in the reported
net Group financial expenses, reducing the Group’s effective interest cost. Given results related to the
System Fund are excluded from adjusted measures used by management, these are excluded from
adjusted interest and adjusted earnings per ordinary share (see below).
Management believes adjusted interest is a meaningful measure for investors and other stakeholders
as it provides an indication of the comparable year-on-year expense associated with financing the
business including the interest on any balance held on behalf of the System Fund.
Tax excluding the impact As outlined above, exceptional items can vary year-on-year and, where subject to tax at a different rate
of exceptional items and than the Group as a whole, they can therefore impact the current year’s tax charge. The System Fund is
System Fund not managed to a profit or loss for IHG over the longer term and is, in general, not subject to tax either.
A reconciliation of the tax
Management believes removing these provides a better view of the Group’s underlying tax rate on
charge as recorded in the
ordinary operations and aids comparability year-on-year, thus providing a more meaningful
Group Financial Statements to
understanding of the Group’s ongoing tax charge.
tax excluding the impact of
exceptional items and System
Fund can be found in note 8 to
the Group Financial Statements
on page 158.
Adjusted earnings per Adjusted earnings per ordinary share adjusts the profit available for equity holders used in the calculation
ordinary share of basic earnings per share to remove System Fund revenue and expenses, the items of interest related to
Basic earnings per ordinary the System Fund as excluded in adjusted interest (above), change in fair value of contingent purchase
share as recorded in the Group consideration, exceptional items, and the related tax impacts of such adjustments.
Financial Statements is
Management believes that adjusted earnings per share is a meaningful measure for investors and other
reconciled to adjusted earnings
stakeholders as it provides a more comparable earnings per share measure aligned with how
per ordinary share in note 10 to
management monitors the business.
the Group Financial Statements
on page 163.
Performance continued
Measure Commentary
Net debt Net debt is used in the monitoring of the Group’s liquidity and capital structure and is used by
Net debt is included in management in the calculation of the key ratios attached to the Group’s bank covenants and with the
note 23 to the Group objective of maintaining an investment grade credit rating (see page 14 for further discussion). Net debt
Financial Statements. is used by investors and other stakeholders to evaluate the financial strength of the business.
Net debt comprises loans and other borrowings, lease liabilities, the exchange element of the fair
value of derivatives hedging debt values, less cash and cash equivalents.
Adjusted EBITDA Adjusted EBITDA has been added as a measure in 2020 as it has become an increasingly useful
Operating profit recorded in the measure to investors for comparing the performance of different companies.
Group Financial Statements is
One of the key measures used by the Group in monitoring its debt and capital structure is the net debt:
reconciled to adjusted EBITDA
adjusted EBITDA ratio, which is managed with the objective of maintaining an investment grade credit
on page 216.
rating. The Group has a stated aim of maintaining this ratio at 2.5-3.0x. Adjusted EBITDA is defined as
operating profit, excluding System Fund revenues and expenses, exceptional items and depreciation
and amortisation.
Adjusted EBITDA is useful to investors and other stakeholders for comparing the performance of
different companies as depreciation, amortisation and exceptional items are eliminated. It can also be
used as an approximation of operational cash flow generation. This measure is relevant to the Group’s
banking covenants, which have been waived until 31 December 2021. Details of covenant levels and
performance against these is provided in note 24 to the Group Financial Statements. The leverage ratio
uses a Covenant EBITDA measure which is calculated on a ‘frozen GAAP’ basis, which excludes the
effect of IFRS 16.
Gross capital expenditure, These measures have limitations as they omit certain components of the overall cash flow statement.
net capital expenditure, They are not intended to represent IHG’s residual cash flow available for discretionary expenditures,
free cash flow nor do they reflect the Group’s future capital commitments. These measures are used by many
The reconciliation of the companies, but there can be differences in how each company defines the terms, limiting their
Group’s statement of cash usefulness as a comparative measure. Therefore, it is important to view these measures only
flows (i.e. net cash from as a complement to the Group statement of cash flows.
investing activities, net cash
from operating activities,
accordingly) to the non-IFRS
capital expenditure and cash
flow measures are included
on pages 215 to 216.
Gross capital expenditure Gross capital expenditure represents the consolidated capital expenditure of IHG inclusive of
System Fund capital investments (see page 15 for a description of System Fund capital investments
and recent examples).
Gross capital expenditure is defined as net cash from investing activities, adjusted to include
contract acquisition costs (key money). In order to demonstrate the capital outflow of the Group,
cash flows arising from any disposals or distributions from associates and joint ventures are excluded.
The measure also excludes any material investments made in acquiring businesses, including any
subsequent payments of deferred or contingent purchase consideration included within investing
activities, which represent ongoing payments for acquisitions.
Gross capital expenditure is reported as either maintenance, recyclable, or System Fund.
This disaggregation provides useful information as it enables users to distinguish between:
• System Fund capital investments which are strategic investments to drive growth at hotel level;
• recyclable investments (such as investments in associates and joint ventures), which are intended to
be recoverable in the medium term and are to drive the growth of the Group’s brands and expansion
in priority markets; and
• maintenance capital expenditure (including contract acquisition costs), which represents a
permanent cash outflow.
Management believes gross capital expenditure is a useful measure as it illustrates how the Group
continues to invest in the business to drive growth. It also allows for comparison year-on-year.
Net capital expenditure Net capital expenditure provides an indicator of the capital intensity of IHG’s business model. Net capital
expenditure is derived from net cash from investing activities, adjusted to include contract acquisition
costs (net of repayments) and to exclude any material investments made in acquiring businesses,
including any subsequent payments of deferred or contingent purchase consideration included within
investing activities, which represent ongoing payments for acquisitions. Net capital expenditure includes
the inflows arising from any disposal receipts, or distributions from associates and joint ventures.
In addition, System Fund depreciation and amortisation relating to property, plant and equipment and
intangible assets, respectively, is added back, reducing the overall cash outflow. This reflects the way in
which System Funded capital investments are recharged to the System Fund, over the life of the asset
(see page 15).
Management believes net capital expenditure is a useful measure as it illustrates the net capital
investment by IHG, after taking into account capital recycling through asset disposal and the funding
of strategic investments by the System Fund. It provides investors and other stakeholders with visibility
of the cash flows which are allocated to long-term investments to drive the Group’s strategy.
Free cash flow Free cash flow is net cash from operating activities adjusted for: (1) the inclusion of the cash outflow
LT KPI arising from the purchase of shares by employee share trusts reflecting the requirement to satisfy
incentive schemes which are linked to operating performance; (2) the inclusion of maintenance capital
expenditure (excluding contract acquisition costs); (3) the inclusion of the principal element of lease
payments; and (4) the exclusion of payments of deferred or contingent purchase consideration
included within net cash from operating activities.
In 2016, free cash flow was also adjusted for the cash receipt arising from the renegotiation
of a long-term partnership agreement.
Management believes free cash flow is a useful measure for investors and other stakeholders, as it
represents the cash available to invest back into the business to drive future growth and pay the
ordinary dividend, with any surplus being available for additional returns to shareholders.
Performance continued
Group
Group results
12 months ended 31 December
2020 2019 2020 vs 2019 2018 2019 vs 2018
$m $m % change $m % change
Revenuea
Americas 512 1,040 (50.8) 1,051 (1.0)
EMEAA 221 723 (69.4) 569 27.1
Greater China 77 135 (43.0) 143 (5.6)
Central 182 185 (1.6) 170 8.8
Revenue from reportable segments 992 2,083 (52.4) 1,933 7.8
System Fund revenues 765 1,373 (44.3) 1,233 11.4
Reimbursement of costs 637 1,171 (45.6) 1,171 –
Total revenue 2,394 4,627 (48.3) 4,337 6.7
Operating profita
Americas 296 700 (57.7) 673 4.0
EMEAA (50) 217 (123.0) 206 5.3
Greater China 35 73 (52.1) 70 4.3
Central (62) (125) (50.4) (117) 6.8
Operating profit from reportable segments 219 865 (74.7) 832 4.0
System Fund result (102) (49) 108.2 (146) (66.4)
Operating profit before exceptional items 117 816 (85.7) 686 19.0
Operating exceptional items (270) (186) 45.2 (104) 78.8
Operating (loss)/profit (153) 630 (124.3) 582 8.2
Net financial expenses (140) (115) 21.7 (96) 19.8
Fair value gains/(losses) on contingent purchase
consideration 13 27 (51.9) (4) (775.0)
(Loss)/profit before tax (280) 542 (151.7) 482 12.4
Highlights for the year ended the industry. As Covid-19 cases rose through revenues, significantly lower revenues in the
31 December 2020 the fourth quarter, particularly in the US and owned, leased and managed lease estate,
Covid-19 significantly impacted IHG’s Europe, varying levels of restrictions were coupled with a $53m decrease the System
financial performance in 2020, resulting reintroduced in several countries, resulting Fund result to a $102m deficit, a $84m net
in large RevPAR declines in all regions, in a slowing in the pace of RevPAR recovery. increase in operating exceptional charges,
commencing in the first quarter as and an increase in expected credit losses.
Overall, Group comparable RevPARc
governments across the globe successively These reductions in revenue and increases
declined 25% in the first quarter, 75%
imposed significant and wide-reaching in charges were partially offset by rapid and
in the second quarter, 53% in the third
restrictions on mobility between and within decisive action by management to mitigate
quarter, 53% in the fourth quarter and 53% in
countries. The peak impact to the Group against the scale and speed of trading
the full year, all compared to the prior year.
was witnessed at the beginning of the disruption through limiting discretionary
second quarter at the point where travel and During the year ended 31 December 2020, spend, reducing salaries and incentives, and
movement restrictions were in place across total revenue decreased by $2,223m (48.3%) other targeted cost reductions. The $270m
much of the US and Europe, whilst domestic to $2,394m, whilst revenue from reportable operating exceptional charge was driven
travel restrictions were starting to be lifted in segments decreased by $1,091m (52.4%) to principally by: $274m of impairment charges
China. Many hotels were temporarily closed $992m, due to the significant and wide- including $48m recognised in relation to
during the height of the first wave of the ranging impacts of Covid-19 on both fee trade deposits and loans, $53m recognised
pandemic with ~15% of IHG’s global estate revenue and revenues from owned, leased in relation to contract assets, $48m
shut by the end of April. Performance and managed lease hotels. Operating profit recognised in relation to acquired
improved into the third quarter, driven by decreased by $783m (124.3%) to a loss of management agreements and $90m
increases in domestic travel in countries $153m and profit before tax decreased by recognised in relation to property, plant and
that had lifted restrictions, including the US, $822m (151.7%) to a loss of $280m, driven equipment, substantially all relating to
where our performance has been ahead of predominantly by materially lower fee owned and leased hotel assets. Additionally,
a
Americas and EMEAA include revenue and operating profit before exceptional items from both fee business and owned, leased and managed lease hotels. Greater China includes
revenue and operating profit before exceptional items from fee business.
b
Definitions for Non-GAAP revenue and operating profit measures can be found on pages 47 to 51. Reconciliations of these measures to the most directly comparable line items within
the Group Financial Statements can be found on pages 212 to 215.
c
Comparable RevPAR includes the adverse impact of hotels temporarily closed as a result of Covid-19.
measures can be found on pages 47 to 51. this performance review are calculated
Reconciliations of these measures to the most directly
comparable line items within the Group Financial
after eliminating these exceptional
Statements can be found on pages 212 to 215. items. An analysis of exceptional items
is included in note 6 on page 154 of the
Group Financial Statements.
Analysed by brand
InterContinental 2.0 5.1 (60.2)
Kimpton 0.4 1.4 (71.2)
HUALUXE 0.1 0.1 5.3
Crowne Plaza 1.8 4.3 (57.3)
Hotel Indigo 0.3 0.6 (56.9)
EVEN Hotels 0.0 0.1 (66.8)
Holiday Inn 2.8 6.3 (55.0)
Holiday Inn Express 4.2 7.3 (42.4)
Staybridge Suites 0.7 1.0 (32.8)
Candlewood Suites 0.7 0.9 (22.3)
Other 0.5 0.8 (41.1)
Total 13.5 27.9 (51.5)
Total gross revenue in IHG’s System decreased by 51.5% (51.4% decrease at constant
currency) to $13.5bn, due to the significant RevPAR decline of 52.5% driven by the global
impact of Covid-19.
Performance continued
Group continued
Group hotel and room count
Hotels Rooms
Change Change
At 31 December 2020 over 2019 2020 over 2019
Analysed by brand
Six Senses 16 (2) 1,129 (319)
Regent 7 1 2,190 187
InterContinental 205 (7) 69,941 (1,040)
Kimpton 73 7 13,085 39
HUALUXE 12 3 3,433 723
Crowne Plaza 429 (2) 118,879 (1,703)
Hotel Indigo 125 7 15,604 1,030
EVEN Hotels 16 3 2,410 461
voco 18 6 5,077 784
Holiday Inna 1,276 (8) 236,554 (3,340)
Holiday Inn Express 2,966 91 309,487 10,253
avid hotels 24 17 2,156 1,521
Staybridge Suites 303 3 32,895 262
Candlewood Suites 366 (44) 32,435 (5,897)
Otherb 128 (14) 40,761 (488)
Total 5,964 61 886,036 2,473
During 2020, the global IHG System contributing openings of 57 hotels (11,358 Total number of hotels
5,964
(the number of hotels and rooms which rooms). 224 hotels (36,919 rooms) left the
are franchised, managed, owned, leased IHG System in 2020, of which 102 hotels
or managed lease) increased by 61 hotels (16,655 rooms) related to SVC and 13 hotels
(2,473 rooms) to 5,964 hotels (2,118 rooms) related to a portfolio of hotels
(886,036 rooms). in Germany. This compared to 111 hotels Total number of rooms
886,036
(18,198 rooms) that left the
Openings of 285 hotels (39,392 rooms) was
IHG System in 2019.
30.7% lower than in 2019, impacted by large
Includes 47 Holiday Inn Resort properties (11,446 rooms)
periods of restriction on non-essential
a
At the end of 2020, the global pipeline hotels (26,600 rooms) signed for the Holiday Total number of hotels in the pipeline
1,815
totalled 1,815 hotels (272,057 rooms), Inn Brand Family, over half of which were
a decrease of 103 hotels (10,986 rooms) contributed by Greater China (94 hotels,
on 31 December 2019. The IHG pipeline 16,692 rooms). Conversions represented
represents hotels where a contract has been 25.2% of Group signings in 2020.
signed and the appropriate fees paid.
Active management of the pipeline to Total number of rooms in the pipeline
272,057
Group signings decreased from 623 hotels remove deals that have become dormant or
in 2019 to 360 hotels and rooms decreased no longer viable reduced the pipeline by
from 97,754 rooms to 56,146 rooms, as 178 hotels (27,740 rooms), compared to
movement restrictions, enforced hotel 153 hotels (20,439 rooms) in 2019.
closures and the shock to the global Includes 34 Holiday Inn Resort properties (7,251 rooms)
a
economy caused by Covid-19 reduced the and zero Holiday Inn Club Vacations properties (zero
rooms), (2019: 29 Holiday Inn Resort properties (6,335
pace of signings across the hospitality rooms) and one Holiday Inn Club Vacations properties
industry. Signings in 2020 included 180 (110 rooms)).
b
Includes one hotel to be branded as a voco.
Performance continued
Regional review
The performance, plans and priorities of each of our regions have been impacted to a different extent by
Covid-19, in terms of both the length and severity of disruption.
IHG’s response was shaped by our purpose of True Hospitality for Good, with each region implementing the IHG Clean Promise and
developing policies, operating procedures, brand standards and training programmes to protect the health and safety of guests and
colleagues. In each region, plans were developed to support owners to reduce costs and protect cash flow by relaxing brand standards,
temporarily reducing fees and helping owners meet the challenge of closing and reopening hotels safely. At the same time, each region
developed commercial and operational plans to support their recovery to benefit all stakeholders. These measures continue into 2021
regional priorities, with a focus on customer centricity, maximising owner returns by making sustainable savings in hotel operating costs
and driving improved guest satisfaction through quality improvements. The information set out below describes each region’s delivery
against our strategic priorities and measures taken to respond to Covid-19, the following pages describe each region’s 2020 performance.
2020 review
Americas • Ensured hotels were delivering on Covid-19 health and safety measures and the IHG Clean Promise by
developing a virtual process to monitor compliance to our new standards; audited over 4,000 hotels in the
region in a few short months.
• Worked with the highest levels of the US government to advocate for small business funding and assisted our
owners with resources to apply for federal funds.
• Assisted communities by partnering with #FirstRespondersFirst and donated 50 million IHG Rewards points
to provide free accommodation at hotels across the United States for frontline Covid-19 first responders.
• Captured domestic travel demand and achieved strong share gains across our brands in the midscale
segments, which demonstrated resilience during the crisis.
• Strengthened the overall portfolio with 137 new signings and 167 openings driven by Holiday Inn Express, avid
hotels, and our Suites brands.
• Achieved several brand milestones with the opening of the first voco in the Americas (New York City), first avid in
Mexico, and first Kimpton in Mexico.
EMEAA • Supported hotel owners and colleagues throughout Covid-19, focusing on the health and safety of our hotel
colleagues and providing cost management solutions for our owners.
• EMEAA’s operating model continued to unlock high-value growth opportunities, opening 61 hotels and signing
82. Highlights included the expansion of Kimpton to eight open hotels, voco to 16 and Hotel Indigo to 46, as well
as eight InterContinental signings. The total EMEAA estate reached 1,149 hotels with 389 in the pipeline.
• Continued focus on delivering operations efficiency for our owners, simplifying brand standards, reducing
procurement costs, and continuously strengthening our approach to commercial and operational hotel support.
• Built great momentum behind critical guest experience initiatives, with a focus on quality, service and
cleanliness (IHG Way of Clean programme), resulting in increased Guest Love scores across EMEAA.
• Engaged and supported employees through a wide range of pan-regional initiatives focused on mental and
physical wellbeing; continued to develop and prioritise our diversity and inclusion agenda.
Greater China • Responding to the outbreak of Covid-19, we successfully implemented the IHG Clean Promise measured
through improvements in guest satisfaction scores, and developed data driven commercial and operational
plans to drive business recovery.
• Achieved brand milestones with opening of our 100th franchise hotel, 200th Holiday Inn Express, 100th Crowne
Plaza, 50th InterContinental and launch of EVEN and voco brands.
• Strengthened market presence of IHG brand portfolio in Greater China, with 141 signings and 57 openings,
including many iconic properties in key markets such as the Regent Shanghai Pudong, InterContinental
Chongqing Raffles City, voco Hangzhou Binjiang Minghao and Hualuxe Shanghai Twelve at Hengshan.
• Launched mobile booking and payment solutions, a corporate travel portal and an industry first tri-party
credit card.
• Developed and implemented a Franchise Performance Support platform that delivers owner and hotel solutions,
focused on driving operating performance with revenue tools and support.
• Received the Magnolia Award in recognition of IHG’s contribution to Shanghai’s development and
international cooperation.
2021 priorities
Americas • Continue to lead our hotels through recovery to capture share from industries that are seeing increased demand
including construction, engineering, technology, communications, education and medical services.
• Build on the momentum of our most recent brand launches and targeted transformations:
– continue the growth of avid hotels, Atwell Suites and EVEN Hotels;
– expand voco to capture the opportunity of increased hotel conversions in the coming years;
– sustain focus on quality and consistency of estate, including established brands Holiday Inn and Crowne
Plaza; and
– expand our luxury and lifestyle footprint and open our first Six Senses in the region.
• Maximise owner returns by identifying opportunities for efficiencies in hotel construction and operations.
• Expand contactless check-in and check-out, and explore additional technology solutions to improve the guest
experience.
• Strengthen our focus on diversity and inclusion by increasing representation of ethnically diverse employees,
rolling out mandatory unconscious bias training, and enhancing our partnerships in the community.
EMEAA • Continue to support our owners, guests and colleagues through Covid-19 recovery, focused on driving
domestic demand, generating best-in-class returns for our owners and developing capabilities within our teams.
• Execute and deliver the EMEAA growth strategy, expanding our market-leading, loved and trusted brands with a
continued focus on quality and guest satisfaction.
• Continue to maximise owner returns on investment across EMEAA by focusing on labour efficiency, energy,
procurement, technology and brand standards.
• Deliver value throughout the region with the execution of an innovative digital strategy which utilises the data,
insights, technology and platforms required to make us attractive to guests and drive performance for owners.
• Refresh our talent management process to ensure we attract the best talent into critical roles throughout
EMEAA, whilst ensuring our region is more diverse, inclusive and supportive for everyone.
• Extend leadership pipeline to support growth and our future state operating model, including strengthening at
the hotel level (General Manager and hotel Senior Leadership teams).
Greater China • Deploy and deliver the Greater China Covid-19 recovery plan, focusing on providing a safe and clean
environment for our guests and communities and generating best-in-class returns for our owners.
• Continue to execute the growth strategy across midscale segments and penetrate fast growing cities and
leisure destinations in South and East China.
• Deliver the Greater China digital strategy, focused on mobile digital solutions across the end-to-end guest journey.
• Scale our franchise model, strengthen owner and hotel support that delivers customised brand learning and
certification programmes, revenue dashboards and insights, and proactive deployment support.
• Adapt our owner offer across the hotel lifecycle in response to changing market dynamics and owner needs.
• Continue to strengthen IHG Rewards programme through strategic partner alliances and market relevant
membership benefits that drive loyalty contribution.
• Continue our talent development momentum to support growth.
Performance continued
Americas
“During the most challenging time in our industry’s history we are
focused on the health and safety of our guests and colleagues,
and supporting our owners. We’ve continued to see confidence
in our established brands and maintained the momentum of our
newest brands, avid® hotels and Atwell Suites™, as well as
introducing the voco™ brand to the Americas.”
Elie Maalouf
Chief Executive Officer, Americas
Americas revenue 2020 ($512m) Industry performance in 2020 IHG’s regional performance in 2020
Industry RevPAR in the Americas declined IHG’s comparable RevPAR in the Americas
by 51.5%, driven by a 25.3 percentage point declined by 48.5%, driven by a 26.5ppt
(ppt) decline in occupancy coupled with decline in occupancy coupled with a 16.2%
a 20.6% decline in average daily rate. decline in average daily rate. The region is
52% Occupancy was impacted to an predominantly represented by the US,
unprecedented extent by Covid-19, falling where comparable RevPAR declined by
to a record low in April, as most international 46.9%, a lower rate of decline than the
travel halted, and countries introduced industry. In the US, we are most
varying levels of domestic restrictions. Room represented by our upper midscale brands
demand fell by 38.1%, whilst supply growth Holiday Inn and Holiday Inn Express. US
slowed to 1.3% as some projects were RevPAR for the Holiday Inn Express brand
Americas number of rooms (514,012) delayed or cancelled. declined by 40.3%, whilst the Holiday Inn
brand declined by 50.0%.
US lodging industry room demand
declined by 35.7% in 2020, whilst supply Canada RevPAR declined by 62.2%, whilst
growth slowed to 1.4%, the lowest in four Mexico RevPAR declined by 57.2%, led by
years. US industry RevPAR declined by occupancy declines.
50.1% in 2020, driven by a 24.1ppt decline in
58% occupancy coupled with a 21.3% decline in
average daily rate. The impact of Covid-19
was felt most strongly in the luxury and
upper upscale segments, which declined
67.2% and 67.5% respectively, due to a
greater distribution in urban markets and
a greater reliance on corporate and group
Comparable RevPAR movement
business. The US upper midscale chain
on previous year
scale, where the Holiday Inn and Holiday
(12 months ended 31 December 2020)
Inn Express brands operate, was more
Fee business resilient to the impact of Covid-19,
InterContinental (71.0%) declining by 43.8%.
Kimpton (69.7%) In Canada, industry RevPAR declined by
Crowne Plaza (65.1%) 62.6%, driven by a 33.8ppt occupancy
Hotel Indigo (57.0%) decline, and a 21.5% decline in average daily
rate. In Mexico, RevPAR declined by 57.1%,
EVEN Hotels (74.2%)
led by a 33.6ppt occupancy decline and
Holiday Inn (52.0%) a 4.6% decline in average daily rate.
Holiday Inn Express (41.6%)
Staybridge Suites (36.0%)
Holiday Inn Cheshire –
Candlewood Suites (23.0%)
Southington, US
All brands (48.5%)
Review of the year ended of their business from domestic demand (51.3%) to $323m, due to reductions in
31 December 2020 and have a lower reliance on large group fee revenue and an increase in expected
With 4,298 hotels (514,012 rooms), business and higher distribution in non- credit losses, partially offset by cost
the Americas represents 58% of the Group’s urban markets. The recovery continued into savings commencing in the second quarter.
room count. The key profit-generating region the fourth quarter at a slower pace, as a Fee business operating profitc also benefited
is the US, although the Group is also resurgence in Covid-19 cases led to the from a $4m favourable litigation settlement
represented in Latin America, Canada, reinstatement of restrictions in a number of relating to one hotel, and the recognition
Mexico and the Caribbean. 92% of rooms in locations across the US. By the end of the of an $8m payroll tax credit, and was also
the region are operated under the franchise year only ~1% of hotels were closed in the US. partly impacted by adverse foreign
business model, primarily under our brands exchanged ($4m).
Comparable RevPARb in the Americas
in the midscale segments (including the
declined 19% in the first quarter of 2020, Owned, leased and managed lease revenuec
Holiday Inn Brand Family). In the upscale
71% in the second quarter, 50% in the third decreased by $132m (70.6%) to $55m, as the
market segment, Crowne Plaza is
quarter and 50% in the fourth quarter, with a majority of hotels were closed during much
predominantly franchised whereas, in the
decline of 49% for the full year. of the second quarter, whilst owned, leased
luxury market segment, InterContinental-
and managed lease operating profitc
branded hotels are operated under both Revenue from the reportable segmenta
decreased by $64m (173.0%) to a loss of
franchise and management agreements, decreased by $528m (50.8%) to $512m,
$27m, driven by the impact of lower
whilst Kimpton is predominantly managed. driven by the impacts of Covid-19. Operating
occupancy and closures, partially offset by
12 of the Group’s 16 hotel brands are profit decreased by $460m (72.1%) to
the implementation of cost savings and the
represented in the Americas. $178m, driven by the reduction in revenue,
benefit of $4m business interruption
and a $56m net increase in operating
Following solid trading in the first two insurance at one hotel. There was no
exceptional charges, partially offset by cost
months of 2020, Covid-19 rapidly impacted material impact of foreign exchanged
saving measures. Operating profit from the
the Americas region from March leading to on either revenue or operating profit.
reportable segmenta decreased by $404m
sharp declines in RevPAR across the region.
(57.7%) to $296m. On an underlyingc basis,
Occupancy levels dropped to historic lows in
revenue decreased by $523m (50.5%), whilst
April, as physical distancing and travel For discussion of 2019 results, and the
underlyingc operating profit decreased
restrictions came into effect across the changes compared to 2018, refer to the
by $400m (57.5%).
region, with ~10% of hotels closed in the US 2019 Annual Report and Form 20-F.
by the end of April. In the US, occupancyb Revenue and operating profit from the
was ~20% at the lowest point. reportable segmenta are further analysed Americas reportable segment includes revenue and
a
by fee business and owned, leased and operating profit before exceptional items, excluding
As the second quarter progressed and System Fund revenues and expenses and
managed lease hotels.
restrictions began to be lifted, the reimbursement of costs, for both fee business and
owned, leased and managed lease hotels.
beginnings of a recovery were seen in both Fee business revenuec decreased by
RevPAR and occupancy. By the end of June $396m (46.4%) to $457m, driven by the b
Comparable RevPAR and occupancy include the
adverse impact of hotels temporarily closed as a result
the majority of hotels had reopened with just significant impact of Covid-19 from March of Covid-19.
~3% of US hotels closed and occupancyb onwards on RevPAR and consequently fee c
Definitions for Non-GAAP revenue and operating profit
in the US of ~42%. The initial recovery revenues, including an $8m reduction in measures can be found on pages 47 to 51.
continued into the third quarter, led by the recognition of incentive management fees, Reconciliations of these measures to the most directly
comparable line items within the Group Financial
US franchised estate, which benefits from a and was also partly impacted by adverse Statements can be found on pages 212 to 215.
weighting towards hotels in the midscale foreign exchanged ($5m). Fee business d
The impact of movements between the previous year’s
segments. Those hotels derive the majority operating profitc decreased by $340m average exchange rates and actual average exchange
rates in 2020.
Performance continued
Americas continued
Americas hotel and room count Total number of hotels
4,298
Hotels Rooms
Change Change
At 31 December 2020 over 2019 2020 over 2019
Analysed by brand
InterContinental 46 (5) 16,789 (1,107) Total number of rooms
514,012
Kimpton 64 3 11,097 (900)
Crowne Plaza 136 (13) 35,405 (4,470)
Hotel Indigo 67 3 8,793 526
EVEN Hotels 15 2 2,239 290
voco 1 1 49 49
Americas System size decreased by
nine hotels (10,635 rooms) to 4,298 hotels
Holiday Inna 766 (17) 130,942 (4,344)
(514,012 rooms) during 2020. 167 hotels
Holiday Inn Express 2,425 57 220,342 5,349 (16,476 rooms) opened in the year,
avid hotels 24 17 2,156 1,521 compared to 233 hotels (26,121 rooms)
Staybridge Suites 285 2 30,057 (187) in 2019, as Covid-19 resulted in periods
of restriction on activities that temporarily
Candlewood Suites 366 (44) 32,435 (5,897)
slowed the pace of construction in some
Otherb 103 (15) 23,708 (1,465)
locations. Openings included 96 hotels
Total 4,298 (9) 514,012 (10,635) (8,945 rooms) in the Holiday Inn Brand
Family, representing 57.5% of the region’s
Analysed by ownership type hotel openings.
Franchised 4,105 97 471,802 6,537
176 hotels (27,381 rooms) were removed
Managed 187 (105) 40,391 (16,769) from the Americas System in 2020, of which
Owned, leased and 102 hotels (16,655 rooms) related to SVC,
managed lease 6 (1) 1,819 (403) driving the increase compared to 2019,
Total 4,298 (9) 514,012 (10,635) when 87 hotels (11,603 rooms) were removed.
Includes 22 Holiday Inn Resort properties (6,003 rooms) and 28 Holiday Inn Club Vacations properties (8,679 rooms),
a
(2019: 22 Holiday Inn Resort properties (6,003 rooms) and 28 Holiday Inn Club Vacations properties (8,592 rooms)).
b
Includes one open hotel that will be re-branded to voco.
986
Hotels Rooms
Change Change
At 31 December 2020 over 2019 2020 over 2019
Analysed by brand
Six Senses 7 2 519 97 Total number of rooms in the pipeline
102,757
InterContinental 7 – 1,724 175
Kimpton 20 (1) 3,483 24
Crowne Plaza 6 1 1,250 157
Hotel Indigo 31 (6) 4,155 (1,017)
EVEN Hotels 16 1 1,975 109
At 31 December 2020, the Americas
pipeline totalled 986 hotels (102,757 rooms),
Holiday Innc 80 (18) 10,446 (2,060)
representing a decrease of 135 hotels
Holiday Inn Express 386 (62) 37,355 (5,748) (14,105 rooms) over the prior year. Signings
avid hotels 191 (15) 17,311 (1,542) of 137 hotels (14,039 rooms) were behind
Staybridge Suites 135 (27) 14,061 (2,813) last year by 168 hotels (18,917 rooms), as
the economic uncertainty and restrictions
Candlewood Suites 73 (18) 6,369 (1,817)
on movement due to Covid-19 temporarily
Atwell Suites 19 9 1,849 849 impacted investment into the broader
Other 13 (3) 1,986 (793) hospitality industry. The majority of 2020
Total 986 (135) 102,757 (14,105) signings were within our midscale and upper
midscale brands including the Holiday Inn
Analysed by ownership type Brand Family (60 hotels, 6,229 rooms),
Franchised 944 (133) 96,528 (13,458)
our Suites brands, Staybridge Suites,
Candlewood Suites and Atwell Suites,
Managed 42 (2) 6,229 (647)
(31 hotels, 2,777 rooms) and avid hotels
Total 986 (135) 102,757 (14,105) (19 hotels, 1,651 rooms), which continues
c
Includes three Holiday Inn Resort properties (490 rooms) and zero Holiday Inn Club Vacations properties (zero rooms),
to make good progress towards becoming
(2019: three Holiday Inn Resort properties (490 rooms) and one Holiday Inn Club Vacations property (110 rooms)). IHG’s next brand of scale.
105 hotels (11,398 rooms) were removed
from the pipeline in 2020 compared to 107
hotels (10,255 rooms) in 2019.
EMEAA revenue 2020 ($221m) Industry performance in 2020 IHG’s regional performance in 2020
Industry RevPAR in EMEAA declined by EMEAA RevPAR declined 64.8%, driven
64.8%, as Covid-19 drove a 41.1ppt decline in by a 41.9ppt decline in occupancy coupled
occupancy coupled with a 16.4% decline in with a 18.4% decline in average daily rate.
average daily rate. Many major conferences In the UK, where IHG has the largest
and events were cancelled or postponed, regional presence, RevPAR declined by
including the UEFA Euro 2020 football 65.2%, led by a decline in London of 74.1%,
tournament, set to be held in destinations as inbound international travel was limited
22% across Europe, and the 2020 Tokyo Olympic for much of the year. Germany saw a
Games. Domestic leisure travel became the RevPAR decline of 70.5% as occupancy
main driver of demand in periods where declined 47.2ppts whilst average daily rate
restrictions were lifted. In Europe occupancy declined 13.3%. France declined by 70.7%.
EMEAA number of rooms (227,849) declined by 45.0ppts and average daily rate
RevPAR in the Middle East declined 53.4%,
declined by 16.6%, resulting in a RevPAR
due to the impact of Covid-19. India RevPAR
decline of 69.0% as the majority of countries
declined by 59.3% driven by occupancy.
introduced tough restrictions on international
and domestic travel from March, lasting Japan RevPAR declined by 62.0%, Australia
several months in many instances. UK RevPAR declined by 55.5%, and Thailand
26% industry RevPAR declined 68.6%, driven by RevPAR declined by 70.2%, all due to
a 46.2ppt decline in occupancy coupled occupancy declines following Covid-19
with a 21.5% decline in average daily rate. travel restrictions.
UK room demand was down 59.8%, as much
of the year was impacted by national or local
tiered movement restrictions and quarantine
restrictions on inbound travellers. UK supply
Comparable RevPAR movement growth slowed to 0.6%, the lowest in six
on previous year years. In Germany, industry RevPAR declined
(12 months ended 31 December 2020) 64.4%, driven by a 42.8ppt decline in
occupancy coupled with a 11.0% decline
Fee business
in average daily rate. France saw RevPAR
InterContinental (64.8%) decline by 68.4%.
Crowne Plaza (64.5%)
RevPAR declined 49.7% in the Middle East,
Hotel Indigo (73.7%) driven by a 25.9ppt decline in occupancy
Kimpton Shinjuku, Tokyo
Holiday Inn (64.3%) coupled with a 16.8% decline in average
Holiday Inn Express (64.5%) daily rate, as restrictions had a heavy impact
Staybridge Suites (46.6%)
on inbound travel. India saw RevPAR
decline 63.0%.
All brands (64.6%)
Elsewhere in EMEAA, all major markets saw
Owned, leased and managed lease
RevPAR declines in 2020 due to the Covid-19
InterContinental (66.7%) pandemic, including Japan (61.6%), Australia
All brands (74.2%) (49.6%), and Thailand (70.3%), driven by
large declines in occupancy.
Performance continued
EMEAA
EMEAA results
12 months ended 31 December
2020 vs 2019 vs
2020 2019 2019 2018 2018
$m $m % change $m % change
Revenue from the reportable segmenta
Fee business 107 337 (68.2) 320 5.3
Owned, leased and managed lease 114 386 (70.5) 249 55.0
Total 221 723 (69.4) 569 27.1
Operating (loss)/profit from the reportable segmenta
Fee business (18) 202 (108.9) 202 –
Owned, leased and managed lease (32) 15 (313.3) 4 275.0
(50) 217 (123.0) 206 5.3
Operating exceptional items (128) (109) 17.4 (12) 808.3
Operating (loss)/profit (178) 108 (264.8) 194 (44.3)
Review of the year ended Comparable RevPARb declined 26% in the Owned, leased and managed lease revenuec
31 December 2020 first quarter, 88% in the second quarter, decreased by $272m (70.5%) to $114m
Comprising 1,149 hotels (227,849 rooms) at 70% in the third quarter and 71% in the (foreign exchanged benefit $4m), as
the end of 2020, EMEAA represented 26% fourth quarter, with a decline of 65% occupancy dropped rapidly through March
of the Group’s room count. Revenues are for the full year. and the majority of hotels were closed for a
primarily generated from hotels in the UK large proportion of the year. Owned, leased
Revenue from the reportable segmenta
and gateway cities in continental Europe, the and managed lease operating profitc
decreased by $502m (69.4%) to $221m as
Middle East and Asia. The largest proportion reduced by $47m (313.3%) to an operating
the impact of Covid-19 resulted in a
of rooms in the UK and continental Europe loss of $32m, (foreign exchanged benefit
significant reduction in fees as well as
are operated under the franchise business $1m), driven by the impact of lower
temporary closure of many owned, leased
model, primarily under our upper midscale occupancy and closures, partially offset
and managed lease hotels. Operating profit
brands (Holiday Inn and Holiday Inn Express). by the implementation of cost reduction
decreased by $286m (264.8%) to an
Similarly, in the upscale market segment, measures undertaken across the estate,
operating loss of $178m, driven by the
Crowne Plaza is predominantly franchised, together with rent reductions received; there
reduction in revenue and a $19m net
whereas, in the luxury market segment, the was also the benefit of a $3m gain from the
increase in operating exceptional charges,
majority of InterContinental-branded hotels sale of the lease on the Holiday Inn
partially offset by planned cost saving
are operated under management Melbourne Airport.
measures. Operating profit from the
agreements. The majority of hotels in
reportable segmenta decreased by $267m
markets outside of Europe are operated
(123.0%) to a loss of $50m. On an
under the managed business model. For discussion of 2019 results, and the
underlyingc basis, revenue decreased
changes compared to 2018, refer to the
Covid-19 impacted EMEAA from the second by $486m (69.0%) and underlyingc
2019 Annual Report and Form 20-F.
half of February onwards as government- operating profit decreased by $260m
mandated international and domestic travel (126.2%) to a loss of $54m.
restrictions progressed across the region, EMEAA reportable segment includes revenue and
a
Revenue and operating profit from the operating profit before exceptional items, excluding
resulting in a significant drop in RevPAR in System Fund revenues and expenses and
reportable segmenta are further analysed
the first quarter and culminating in ~50% of reimbursement of costs, for both fee business and
by fee business and owned, leased and owned, leased and managed lease hotels.
IHG’s hotels in the region being closed by
managed lease hotels. Comparable RevPAR and occupancy include the adverse
April, with occupancyb dropping to ~11% in
b
1,149
Hotels Rooms
Change Change
At 31 December 2020 over 2019 2020 over 2019
Analysed by brand
Six Senses 15 (2) 1,007 (319) Total number of rooms
227,849
Regent 3 – 771 –
InterContinental 108 (5) 32,474 (1,041)
Kimpton 8 4 1,859 939
Crowne Plaza 188 2 46,524 113
During 2020, EMEAA System size increased
Hotel Indigo 46 5 5,066 627
by 23 hotels (4,479 rooms) to 1,149 hotels
voco 16 4 4,880 587 (227,849 rooms). 61 hotels (11,288 rooms)
Holiday Inna 401 7 74,984 1,552 opened in EMEAA in 2020, compared to 90
Holiday Inn Express 329 5 47,356 902 hotels (15,335 rooms) in 2019, as Covid-19
Staybridge Suites 18 1 2,838 449 resulted in periods of restriction on activities
that temporarily slowed the pace of
Otherb 17 2 10,090 670
construction in some locations.
Total 1,149 23 227,849 4,479
38 hotels (6,809 rooms) left the EMEAA
Analysed by ownership type
System in the period, including 13 hotels
(2,118 rooms) related to a portfolio of hotels
Franchised 774 1 125,720 (735)
in Germany, driving the increase compared
Managed 358 24 98,548 5,747 to 2019, when 15 hotels (3,064 rooms) left
Owned, leased and the EMEAA System.
managed lease 17 (2) 3,581 (533)
Total 1,149 23 227,849 4,479
Includes 17 Holiday Inn Resort properties (3,330 rooms), (2019: 17 Holiday Inn Resort properties (3,604 rooms)).
a
b
Includes two open hotels that will be re-branded to voco.
389
Hotels Rooms
Change Change
At 31 December 2020 over 2019 2020 over 2019
Analysed by brand
Six Senses 21 4 1,551 372 Total number of rooms in the pipeline
76,120
Regent 5 1 1,255 591
InterContinental 33 2 7,485 (22)
Kimpton 6 (1) 1,128 (119)
Crowne Plaza 35 – 9,101 (314)
The EMEAA pipeline totalled 389 hotels
Hotel Indigo 41 1 6,047 395
(76,120 rooms) at 31 December 2020,
voco 26 9 7,774 1,554 representing a decrease of 15 hotels (4,986
Holiday Inna 108 (11) 22,554 (3,382) rooms) over 31 December 2019. Signings of
Holiday Inn Express 92 (20) 15,233 (3,816) 82 hotels (13,903 rooms) were behind last
avid hotels 1 – 215 –
year by 78 hotels (15,222 rooms), as the
economic uncertainty and restrictions on
Staybridge Suites 20 – 3,429 (431)
movement generated by Covid-19
Other 1 – 348 186 temporarily impacted investment into the
Total 389 (15) 76,120 (4,986) broader hospitality industry.
36 hotels (7,601 rooms) were removed from
Analysed by ownership type
the pipeline in 2020, compared to 28 hotels
Franchised 155 (10) 25,652 (1,679) (5,427 rooms) in the previous year.
Managed 233 (5) 50,313 (3,307)
Owned, leased and
managed lease 1 – 155 –
Total 389 (15) 76,120 (4,986)
Includes 18 Holiday Inn Resort properties (3,553 rooms), (2019: 18 Holiday Inn Resort properties (3,662 rooms)).
a
Performance continued
Greater China
“With the outbreak of Covid-19, the increased health and safety
of our guests and colleagues was made a top priority, alongside
supporting our hotels, owners and communities. As China
contained the pandemic, we deployed a business recovery
strategy to drive revenue through to profit, and focused on
continued growth through new hotel openings and signings.”
Jolyon Bulley
Chief Executive Officer, Greater China
Greater China revenue 2020 ($77m) Industry performance in 2020 IHG’s regional performance in 2020
Industry RevPAR in Greater China declined IHG’s regional comparable RevPAR in
sharply by 43.1% as Covid-19 impacted from Greater China decreased by 40.5% in
early in the year resulting in declines in 2020, driven by a 19.2ppt decline in
occupancy and average daily rate. Supply occupancy and a 13.3% decline in
8% growth reduced marginally compared with average daily rate.
2019 but significantly weaker demand
In Mainland China IHG outperformed the
growth due to travel restrictions resulted
industry, with RevPAR decreasing 36.7%,
in a 19.7ppt decline in occupancy, whilst
due to the significant impact of Covid-19.
average daily rate declined by 19.1% as
RevPAR in Hong Kong SAR declined
international inbound travel and corporate
78.4%, impacted by political uncertainty
business were particularly hard hit. Tier 1
and Covid-19 restrictions, whilst RevPAR
Greater China number of rooms (144,175) cities’ RevPAR declined 47.2% led by
in Macau SAR declined by 76.0%.
declines in both occupancy and average
daily rate. Tiers 2, 3 and 4 also saw RevPAR
16% declines, with Tier 2 seeing the largest
decline and Tier 4 the smallest. Occupancy
in Mainland China was dampened by the
impact of Covid-19, whilst Hong Kong
SAR was similarly impacted, coupled with
ongoing political uncertainty resulting in
RevPAR declining 71.6%. Macau SAR RevPAR
also declined significantly due to limitations
in travel from the mainland, resulting in large
occupancy declines.
Comparable RevPAR movement
on previous year
(12 months ended 31 December 2020)
Fee business
InterContinental (36.8%)
HUALUXE (20.4%)
Crowne Plaza (38.4%)
Hotel Indigo (44.0%)
Holiday Inn (46.9%)
Holiday Inn Express (40.6%)
All brands (40.5%) Crowne Plaza
Yading, China
Performance continued
Greater China continued
Greater China hotel and room count Total number of hotels
517
Hotels Rooms
Change Change
At 31 December 2020 over 2019 2020 over 2019
Analysed by brand
Six Senses 1 – 122 – Total number of rooms
144,175
Regent 4 1 1,419 187
InterContinental 51 3 20,678 1,108
Kimpton 1 – 129 –
HUALUXE 12 3 3,433 723
The Greater China System size increased by
Crowne Plaza 105 9 36,950 2,654
47 hotels (8,629 rooms) in 2020 to 517 hotels
Hotel Indigo 12 (1) 1,745 (123) (144,175 rooms). 57 hotels (11,358 rooms)
EVEN Hotels 1 1 171 171 opened, compared to 88 hotels (23,764
voco 1 1 148 148 rooms) in 2019, as Covid-19 temporarily
Holiday Inna 109 2 30,628 (548) slowed the pace of construction in the first
half of the year.
Holiday Inn Express 212 29 41,789 4,002
Other 8 (1) 6,963 307 Recent growth in the region has focused
on Tier 2 and 3 cities, which now represent
Total 517 47 144,175 8,629
approximately 54% of our open rooms.
39 Holiday Inn Brand Family hotels (5,780
Analysed by ownership type
rooms) were added in the year, compared
Franchised 126 37 29,826 6,572 to 70 hotels (14,130 rooms) in 2019.
Managed 391 10 114,349 2,057
10 hotels (2,729 rooms) were removed
Total 517 47 144,175 8,629 in 2020 compared to nine hotels (3,531
Includes eight Holiday Inn Resort properties (2,113 rooms), (2019: seven Holiday Inn Resort properties (1,895 rooms)).
a rooms) in 2019.
440
Hotels Rooms
Change Change
At 31 December 2020 over 2019 2020 over 2019
Analysed by brand
Six Senses 3 – 169 – Total number of rooms in the pipeline
93,180
Regent 1 – 280 –
InterContinental 29 2 8,565 603
Kimpton 6 1 1,654 157
HUALUXE 25 3 6,907 727
At 31 December 2020, the Greater China
Crowne Plaza 48 – 13,877 (121)
pipeline totalled 440 hotels (93,180 rooms)
Hotel Indigo 32 8 5,502 1,178 compared to 393 hotels (85,075 rooms) at
EVEN Hotels 15 4 3,071 595 31 December 2019. Signings of 141 hotels
voco 1 1 131 131 (28,204 rooms) compared with 158 hotels
(35,673 rooms) in 2019, as the significant
Holiday Innb 74 16 18,163 3,696
travel restrictions introduced in the early
Holiday Inn Express 205 11 34,564 842
part of the year to combat Covid-19
Otherc 1 1 297 297 temporarily slowed activity. 94 hotels
Total 440 47 93,180 8,105 (16,692 rooms) were signed for the Holiday
Inn Brand Family, including 64 franchised
Analysed by ownership type Holiday Inn Express hotels.
Franchised 211 42 36,888 7,564 37 hotels (8,741 rooms) were removed from
Managed 229 5 56,292 541 the pipeline in 2020, compared to 18 hotels
Total 440 47 93,180 8,105 (4,757 rooms) in 2019.
b
Includes 12 Holiday Inn Resort properties (3,208 rooms), (2019: eight Holiday Inn Resort properties (2,183 rooms)).
c
Includes one hotel to be branded as voco.
Review of the year ended partly impacted by adverse foreign The impact of movements between the previous year’s
a
Performance continued
Other financial information
System Fund Exceptional items Fair value gains/losses on contingent
The Group operates a System Fund to Exceptional items are identified by virtue of purchase consideration
collect and administer cash assessments their size, nature, or incidence and are Contingent purchase consideration arose on
from hotel owners for the specific purpose excluded from the calculation of adjusted the acquisitions of Regent, the UK portfolio
of use in marketing, the Guest Reservation earnings per ordinary share as well as other and Six Senses (see note 25 to the Group
System, and hotel loyalty programme, IHG Non-GAAP measures (see Use of Non-GAAP Financial Statements). The net gain of $13m
Rewards. The System Fund also benefits measures, pages 47 to 51) in order to provide (2019: $27m) comprises an exceptional gain
from proceeds from the sale of loyalty a more meaningful comparison of of $21m in respect of the UK portfolio (see
points under third-party co-branding performance and can include, but are not exceptional items above), offset by a loss
arrangements. The Fund is not managed restricted to, gains and losses on the of $8m in respect of Regent driven by a
to generate a profit or loss for IHG over the disposal of assets, impairment charges and reduction in US corporate bond rates. The total
longer term, although an in-year surplus or reversals, and reorganisation costs. contingent purchase consideration liability
deficit can arise, but is managed for the at 31 December 2020 is $79m (2019: $91m).
Pre-tax exceptional items totalled a net
benefit of hotels in the IHG System with the
charge of $263m (2019: $148m net charge).
objective of driving revenues for the hotels. Taxation
The charge included: $22m net gain relating
The effective rate of tax on profit before
In the year to 31 December 2020, System to derecognition of lease assets and
exceptional items and System Fund was
Fund revenue decreased by $608m (44.3%) liabilities; $30m gain on lease termination;
38% (2019: 24%) which included the
to $765m, largely due to lower assessment $10m provision for onerous contractual
recognition of tax credits on one-off
fees reflecting the level of reduction in hotel expenditure relating to the UK portfolio;
items, predominantly in connection with
revenues resulting from Covid-19, as well as $27m reorganisation costs (2019: $20m);
adjustments to deferred taxes following an
fee reliefs given, and lower loyalty revenue $6m acquisition and integration costs due
internal group restructuring, UK law change
due to lower redemption activity. This was to the Six Senses acquisition (2019: $7m);
and prior year items. Excluding these one-off
partially offset by a favourable adjustment $5m net litigation costs (2019: $28m);
items, the effective tax rate would be 69%,
relating to a change in the actuarial $48m impairment of financial assets;
elevated compared to prior years due to the
assumptions around the ultimate rate of $226m impairment charges of non-current
distortive impact of unrelieved foreign taxes,
consumption of IHG Rewards points assets (2019: $131m) of which $113m relates
the Group’s geographic profit mix and other
(‘breakage’) leading to increased revenue to Americas, $100m to EMEAA, $4m to
non-tax deductible expenses against the low
recognition year-over-year. A System Fund Greater China and $9m to Central; $14m
profit base. The Group also suffered
income statement deficit of $102m was exceptional financial expenses; and $21m
significant US minimum profit taxes and
recorded over the year, resulting from lower fair value gain on contingent purchase
could not recognise the benefit for tax
revenues, partly offset by actions targeted consideration relating to the UK portfolio.
purposes of losses arising in certain
to lower costs including a reduction in Further information on exceptional items
territories in the year.
marketing spend. System Fund expenses can be found in note 6 to the Group
included $24m of expected credit losses, Financial Statements. Taxation within exceptional items totalled a
$20m reorganisation costs and $41m credit of $52m (2019: credit of $20m) and
impairment principally relating to the US Net financial expenses relates to the tax impact of the exceptional
corporate headquarters (see page 136 Net financial expenses increased by $25m items set out above. Further information on
for further information). to $140m, primarily due to $14m exceptional tax within exceptional items can be found in
financial expenses relating to the partial note 6 to the Group Financial Statements.
Reimbursement of costs repayment of the 2022 bonds (see below),
Net tax paid in 2020 totalled $41m (2019:
In the year to 31 December 2020, $8m interest on the new bonds issued and
$141m). The 2020 tax paid was less than
reimbursable revenue decreased by $534m $3m relating to commercial paper. Adjusted
2019 principally due to refunds in respect of
(45.6%) to $637m. The reduction reflects interest, as reconciled on page 216, and
prior year periods of $24m, as well as lower
the significant impact from Covid-19 on which excludes exceptional finance
‘in-year’ corporate tax payments required as
our hotels including hotel closures and expenses and adds back interest relating
a result of the deterioration in global trading.
staff furloughs, meaning the overall scale to the System Fund, decreased by $3m to
of reimbursements fell. $130m. The lower interest payable to the IHG pursues an approach to tax that is
System Fund largely resulted from lower consistent with its business strategy and its
Cost reimbursements revenue represents
interest rates in 2020. overall business conduct principles. The
reimbursements of costs incurred on behalf
approach seeks to ensure full compliance
of managed and franchised properties and In October 2020 the Group issued a tender
with all tax filing, payment and reporting
relates, predominantly, to payroll costs at offer for its £400m 3.875% 2022 bonds
obligations on the basis of communicative
managed properties where we are the resulting in a repayment of £227m. The
and transparent relationships with tax
employer. As we record cost Group concurrently issued €500m 1.625%
authorities. Policies and procedures related
reimbursements based upon costs incurred 2024 bonds and £400m 3.375% 2028 bonds
to tax risk management are subject to
with no added mark up, this revenue and to strengthen liquidity and extend the
regular review and update and are approved
related expenses have no impact on either maturity profile of the Group’s debt.
by the IHG Audit Committee.
our operating profit or net income. The $14m premium on repayment and
associated write-off of fees and discount The Group’s Approach to Tax document
are classified as exceptional costs due to is available on IHG’s website at
their size and nature. www.ihgplc.com/responsible-business
Performance continued
Liquidity and capital resources
Sources of liquidity the leverage ratio requires Covenant as possible to a zero balance on a net basis
As at 31 December 2020 the Group had total net debt to Covenant EBITDA of below 3.5:1. for each pool. Overseas subsidiaries are
liquidity of $2,925m, comprising $1,350m of Covenant EBITDA is calculated (on a frozen typically in a cash-positive position, with the
undrawn bank facilities and $1,575m of cash GAAP basis) as operating profit before most significant balances in the US, and the
and cash equivalents (net of overdrafts and exceptional items, depreciation and matching overdrafts are held by the Group’s
restricted cash). amortisation and System Fund revenues and central treasury company in the UK.
expenses. See note 24 to the Group
The Group currently has $2,898m of sterling Net debt of $2,529m (2019: $2,665m) is
Financial Statements for further information.
and euro bonds outstanding. The current analysed by currency as follows:
bonds mature in November 2022 (£173m), These covenants have been waived from
2020 2019
October 2024 (€500m), August 2025 30 June 2020 through 31 December 2021 $m $m
(£300m), August 2026 (£350m), May 2027 and have been relaxed for test dates in 2022. Borrowings
(€500m) and October 2028 (£400m). A minimum liquidity covenant of $400m has
Sterling* 3,716 2,022
been introduced which will be tested at each
In October 2020 the Group issued a US dollar 416 721
test date up to and including 31 December
€500m 1.625% bond repayable in October
2022. The amended leverage ratio and Euros 20 44
2024 and a £400m 3.375% bond repayable
interest cover covenant test levels for the Other 52 73
in October 2028. Currency swaps were
facilities are as follows:
transacted at the same time as the €500m Cash and cash
bonds were issued in order to swap the June & equivalents
proceeds and interest flows into pounds December December Sterling (1,305) (25)
2021 June 2022 2022
sterling. The currency swaps fix the bond US dollar (261) (91)
Leverage Less than Less than
debt at £454m, with interest payable
ratio Waived 7.5x 6.5x Euros (12) (13)
semi-annually at a rate of 2.65%. The Group
also repaid £227m of the £400m 3.875% Interest Greater Greater Canadian dollar (8) (7)
cover Waived than 1.5x than 2.0x
bond maturing in November 2022. The Chinese renminbi (60) (17)
Group currently has a senior unsecured The Group is in compliance with all of the Other (29) (42)
long-term credit rating of BBB- from applicable financial covenants in its loan Net debt 2,529 2,665
Standard and Poor’s. In the event this rating documents, none of which are expected to Average debt level 2,554 2,720
was downgraded below BBB- there would present a material restriction on funding in
be an additional step up coupon of 125bps the near future.
*
Including the impact of currency swaps.
payable on the bonds which would result in
an additional interest cost of approximately The Group has started to review and plan for Cash and cash equivalents include $44m
$36m per year. the expected discontinuation of LIBOR after (2019: $16m) that is not available for use by
2021. The Group’s main exposure to LIBOR the Group due to local exchange controls.
In April 2020, the Group issued £600m is the underlying reference rate in the
of commercial paper under the UK Covid Information on the maturity profile and
Syndicated and Bilateral Facilities. The interest structure of borrowings is included
Corporate Financing Facility (CCFF). This will terms of this agreement will need to be
be repaid on 16 March 2021 when it matures. in notes 22 and 24 to the Group Financial
renegotiated to address the discontinuation Statements.
The Group is further financed by a $1,275m of LIBOR. The replacement of LIBOR with
revolving syndicated bank facility (the alternative reference rates is not expected In the Group’s opinion, the available facilities
Syndicated Facility) and a $75m revolving to have a material impact on the Group at are sufficient for the Group’s present
bilateral facility (the Bilateral Facility). During this stage. liquidity requirements. However, the Group
the year the maturity of these facilities was continues to assess its liquidity position,
Borrowings included bank overdrafts of financing options and covenant position and
extended by 18 months from March 2022 $51m (2019: $87m), which were matched
to September 2023. The facilities were will take further actions as necessary.
by an equivalent amount of cash and cash
undrawn at 31 December 2020 (31 equivalents under the Group’s cash pooling Information on the Group’s approach to
December 2019: $125m). The Syndicated arrangements. Under these arrangements, allocation of capital resources can be found
and Bilateral Facilities contain the same each pool contains a number of bank on pages 14 and 15.
terms and two financial covenants: interest accounts with the same financial institution,
cover and a leverage ratio. Covenants are The Group had net liabilities of $1,849m at
and the Group pays interest on net overdraft 31 December 2020 (2019: $1,465m).
monitored on a ‘frozen GAAP’ basis balances within each pool. The cash pools
excluding the impact of IFRS 16 and are are used for day-to-day cash management
tested at half year and full year on a trailing purposes and are managed daily as closely
12-month basis. The interest cover covenant
requires a ratio of Covenant EBITDA to
Covenant interest payable above 3.5:1 and
Cash from investing activities Long-term debt obligationsb,c 2,896 – 236 1,023 1,637
Net cash outflows from investing activities Interest payablec 435 76 143 124 92
decreased by $432m to $61m, primarily Derivatives 57 14 28 28 (13)
reflecting the acquisition of the Six Senses Lease liabilities 3,505 57 104 87 3,257
business in 2019. Other movements in
Agreed pension scheme contributions 6 6 – – –
investing activities include a reduction of
investment in property, plant and equipment Capital contracts placedd 19 19 – – –
and intangible assets of $103m to $76m. Deferred and contingent
purchase consideratione 112 13 5 13 81
The Group had committed contractual
Totalf 7,849 1,004 516 1,275 5,054
capital expenditure of $19m at
31 December 2020. a
Issued under the UK Covid Corporate Financing Facility, maturing on 16 March 2021.
b
Repayment period classified according to the related facility maturity date.
Cash used in financing activities c
Excluding bank overdrafts.
Net cash from financing activities totalled
$1,354m, which was $2,014m higher than
d
See note 30 to the Group Financial Statements for further details.
74 Chair’s overview
76 Our Board of Directors
80 Our Executive Committee
82 Governance structure
83 Board activities
83 Board meetings
84 Director induction, training and development
85 Board effectiveness evaluation
86 Audit Committee
91 Responsible Business Committee
92 Voice of the Employee
93 Nomination Committee
94 Statement of compliance
96 Directors’ Remuneration Report
96 Remuneration Committee Chair’s statement
99 At a glance
100 Remuneration at IHG – the wider context
101 Annual Report on Directors’ Remuneration
Chair’s overview
The continuation of the Board’s dialogue and engagement with the
Group’s workforce and other stakeholders was also a notable feature
of the Board agenda.
Governance framework
The Board delegates certain responsibilities to the Audit,
Remuneration, Responsible Business (previously Corporate
Responsibility) and Nomination Committees to assist in ensuring
that effective corporate governance pervades the business.
The Covid-19 pandemic impacted all aspects of the Committees'
The Covid-19 pandemic has presented the hospitality
delegated remit and activities during the year:
industry and our business with unprecedented challenges.
It has also provided an acute test of the Group's strategy, • The Audit Committee focused on the pandemic's impact on
business model, governance, crisis and risk management material judgements and estimates, risks, internal controls and
capabilities and leadership. business continuity, and going concern and viability;
In 2020, the Board sought to guide, support and challenge • The Remuneration Committee focused on the remuneration
management as appropriate through the crisis, recognising challenges presented by the pandemic and decisions on executive
the need for management to have a clear mandate to allow for pay, including reductions to salaries and fees, awarding of LTIP
swift prioritisation and decision-making in light of the rapidly grants, and retention issues, all while considering the impact on
changing and uncertain environment. employees. It also continued to engage with shareholders on the
Directors' Remuneration Policy;
Throughout the pandemic, the Board played an active
• The Responsible Business Committee focused on how IHG
oversight and support role whilst keeping the long-term
continued to operate as a responsible business during the
growth strategy of the Company in focus and ensuring that
pandemic, the delivery of ongoing targets and the development
actions taken were in keeping with our purpose and values.
of the Group's 2030 responsible business commitments; and
The Board also ensured that an effective governance and
oversight framework remained in place as the Group • The Nomination Committee progressed the implementation of
responded to the crisis. Board refreshment plans, and continued to review and consider
Executive Committee talent and succession plans.
Responding to the pandemic also meant changes to the
Board and its Committees' operation, requiring a sharper, Board composition
Covid-19 dominated agenda, virtual meetings, more frequent Board composition and succession featured prominently on the
interaction and collaboration between the Board and Board agenda to ensure that we continue to have around the table
management, a revised information flow and increased the right mix of skills, experience, behaviours and knowledge as well
time commitment notably from the Committee Chairs as gender and geographical representation to add value as the
and the Chair. Company pursues its strategic objectives.
I would like to thank the Board and the management team We determined that the Board would benefit from enhanced
for their commitment, determination and perseverance representation in the US market as well as from further expertise in
in striving to protect the business and our stakeholders brands, franchising and business strategy and innovation, including
through the toughest challenge in the industry’s history, in relation to ESG issues. We also sought to further drive diversity on
whilst remaining true to our purpose and values. the Board and prepare for the retirements of Malina Ngai and Luke
Mayhew, who left the Board in May and December respectively.
These objectives were successfully achieved with the appointment
Focus areas and activities of Sharon Rothstein, Graham Allan and Duriya Farooqui, who joined
In addressing the Covid-19 pandemic, the Board focused on the Board in June, September and December respectively. Details of
the actions taken by management to support employees (at both their biographies, including their skills and experience, are included
the corporate and hotel level), with emphasis on organisational on pages 77 to 79.
resilience, mental health and wellbeing. The Board also reviewed
proposed measures to support owners, guests and the communities Additionally, with the retirement of Luke Mayhew, the Board
in which we operate and ensured that the interests of the Group's approved Jill McDonald as the designated non-executive director for
stakeholders were balanced. workforce engagement (Voice of the Employee). Further details
regarding this transition are included on page 92.
Another key theme throughout the year was the protection of the
Group’s financial position, with particular focus on cost containment Board performance review
and cash preservation. The Board also undertook detailed review During the year, we implemented the recommendations of the
of the Group’s going concern and viability assessments. external Board evaluation carried out in 2019 and conducted an
The Board also focused on adapting and evolving our strategy internal evaluation. I am pleased to report that the evaluation
and purpose whilst renewing our commitment to addressing concluded that the Board continues to operate effectively. Further
environmental, social and governance (ESG) considerations. details of the evaluation can be found on page 85. We also
conducted individual Director feedback discussions, details
Cybersecurity was an area of particular focus, because of the of which can be found on page 85.
increased threats and risks associated with an increase in remote
working. The Board received regular updates on cyber threats to
the hospitality sector and IHG, and engaged with management on
plans to strengthen the Group's threat-detection and response to
malicious activity, as well as raising awareness among colleagues.
Executive Directors
Paul Edgecliffe-Johnson 01/01/14 8/8 – – – –
Elie Maalouf 01/01/18 8/8 – – – –
Senior Independent
Non-Executive Director
Dale Morrison 01/06/11 A
N R 8/8 5/5 – 5/5 4/4
Non-Executive Directors
Graham Allan 01/09/20 A
R 3/3b 2/2b – – 2/2b
Anne Busquet 01/03/15 A
RB 8/8 5/5 4/4 – –
Arthur de Haast 01/01/20 R
RB 8/8 – 4/4 – 4/4
Ian Dyson 01/09/13 A
N R
c
8/8 5/5 – – 4/4
Jo Harlow 01/09/14 N R 8/8 – – 5/5 4/4
Luke Mayhew 01/07/11 A
RB N 8/8 5/5 4/4 4/5d –
Jill McDonald 01/06/13 A
RB N 8/8 5/5 4/4 5/5 –
Malina Ngai 01/03/17 RB R 2/3e – 0/1e – 0/2e
Sharon Rothstein 01/06/20 A RB 5/5f 3/3f 3/3f – –
a
In principle the Chair attends all Committee meetings, and the full Board attends the relevant sections of the Audit Committee meetings when financial results are considered.
b
Graham Allan was appointed to the Board from 1 September 2020 and attended Board and relevant Committee meetings from that date.
c
Ian Dyson was appointed to the Nomination Committee from 18 December 2020 following Luke Mayhew's retirement.
d
Luke Mayhew was unable to attend a Nomination Committee meeting due to a prior engagement. Luke resigned from the Board from 18 December 2020.
e
Malina Ngai was unable to attend a Board meeting, two Remuneration Committee meetings and a Responsible Business Committee meeting due to prior commitments. Malina
resigned from the Board from 7 May 2020.
f
Sharon Rothstein was appointed to the Board from 1 June 2020 and attended Board and relevant Committee meetings from that date.
Duriya Farooqui was appointed to the Board from 7 December 2020 so did not attend meetings in 2020.
Keith Barr Skills and experience: Keith has spent more than Board contribution: Keith is responsible for the
Chief Executive Officer (CEO) 25 years working in the hospitality industry across executive management of the Group and ensuring
a wide range of roles. He started his career in hotel the implementation of Board strategy and policy.
operations and joined IHG in 2000. Since April
Other appointments: Keith is a Non-Executive
2011 he has been a member of IHG’s Executive
Director of Yum! Brands. He also sits on the Board
Committee. Directly before being appointed CEO,
of WiHTL (Women in Hospitality Travel & Leisure).
Keith served as Chief Commercial Officer for four
Keith is a graduate of Cornell University’s School
years. In this role, he led IHG’s global brand,
of Hotel Administration and is currently a member
loyalty, sales and marketing functions, and
of the Dean’s Advisory Board for The School of
oversaw IHG’s loyalty programme, IHG® Rewards.
Hotel Administration, Cornell SC Johnson
Prior to this, Keith was CEO of IHG’s Greater China
College of Business.
business for four years, setting the foundations for
Appointed to growth in a key market and overseeing the launch
the Board: of the HUALUXE® Hotels and Resorts brand.
1 July 2017
Paul Edgecliffe-Johnson Skills and experience: Paul is a fellow of the Board contribution: Paul is responsible, together
Chief Financial Officer (CFO) Institute of Chartered Accountants and is a with the Board, for overseeing the financial
and Group Head of Corporate graduate of the Harvard Business School operations of the Group and for leading
Strategy Advanced Management Programme. He was Group strategy.
previously CFO 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 CEO of the
Appointed to Europe, Middle East and Africa region (prior to
the Board: the reconfiguration of our operating regions).
1 January 2014
Elie Maalouf Skills and experience: Elie was appointed Board contribution: Elie brings a deep
Chief Executive Officer, Americas CEO, Americas at IHG in February 2015 and understanding of the global hospitality sector
has 20 years’ experience working in major global to the Board. He is responsible for business
franchise businesses. He joined the Group having development and performance of all hotel brands
spent six years as President and CEO of HMSHost and properties in the Americas region and has
Corporation, where he was also a member of the global responsibility for customer development,
board of directors. Elie brings broad experience providing oversight of the Global Sales
spanning hotel development, branding, finance, organisation, as well as our owner management
real estate and operations management as well and services strategy.
as food and beverage expertise. Elie was Senior
Other appointments: Elie is a member of the
Advisor with McKinsey & Company from
American Hotel & Lodging Association Executive
2012 to 2014.
committee of the Board, and the U.S. Travel
Association CEO Roundtable. In addition, Elie
serves as a member of the Global Advisory Council
Appointed to at the University of Virginia Darden School of
the Board: Business and is a board member of the Atlanta
1 January 2018 Committee for Progress.
Appointed to
the Board:
1 June 2011
Graham Allan Skills and experience: Graham was Group Chief Board contribution: Graham brings to the Board
Independent Non-Executive Director Executive of Dairy Farm International Holdings Ltd, more than 40 years of strategic, commercial and
an Asian retailer headquartered in Hong Kong brand experience within consumer–focused
A R SAR, from 2012 to 2017. In 1992, he joined Yum businesses across multiple geographies.
Restaurants International, where he held several
Other appointments: Graham is Senior
senior positions before assuming the role of
Independent Non-Executive Director at Intertek
President and CEO in 2003, and led the
plc and Independent Non-Executive Director of
development of global brands KFC, Pizza Hut
Associated British Foods plc. He also serves as a
and Taco Bell in more than 120 international
director of private companies as Chairman of Bata
markets. Prior to his tenure at Yum Restaurants,
Footwear and Director of Americana Foods.
he worked as a consultant including at
McKinsey & Co Inc.
Appointed to
the Board:
1 September 2020
Anne Busquet Skills and experience: Anne began her career Board contribution: Anne brings more than
Independent Non-Executive Director at Hilton International in Paris, before joining 20 years’ experience in senior positions in
American Express Company in New York, where multinational companies, predominantly in the
A RB she held several executive positions and served financial, branded and digital-commerce sectors.
for 23 years. Anne was also the CEO of Local and
Other appointments: Anne is currently the
Media Services at InterActiveCorp.
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 Elior Group and on the advisory boards of JEGI
and SheSpeaks.
Appointed to
the Board:
1 March 2015
Duriya Farooqui Skills and experience: Duriya is currently Board contribution: Duriya’s diverse board and
Independent an Independent Director at Intercontinental executive-level experience brings valuable insights
Non-Executive Director Exchange, Inc. (ICE), a leading operator of global and perspectives to IHG. She combines more than
exchanges and clearing houses, and provider of two decades of relevant expertise in business
A RB mortgage technology, data and listings services. strategy, transformation and innovation, with a
clear commitment to driving responsible
Duriya was previously President of Supply operations and diversity.
Chain Innovation at Georgia-Pacific, leading an
organisation where companies collaborated to Other appointments: Duriya is an Independent
solve supply chain challenges. Prior to this, she Director at ICE. She serves on the boards of
was Executive Director of Atlanta Committee for NYSE and ICE NGX, both subsidiaries of ICE,
Progress, a coalition of over 30 CEOs who offer and co-chairs the NYSE Board Advisory Council
leadership on economic development of CEOs.
Appointed to opportunities in Atlanta. Duriya has been a
the Board: principal at Bain & Company, and also served as
7 December 2020 Chief Operating Officer for the City of Atlanta.
Our Board of Directors IHG | Annual Report and Form 20-F 2020 77
Governance
Arthur de Haast Skills and experience: Arthur has held several Board contribution: Arthur has more than 30
Independent senior roles in the Jones Lang LaSalle (JLL) group, years’ experience in the capital markets, hotels
Non-Executive Director including Chair of JLL’s Capital Markets Advisory and hospitality sectors, along with significant
Council and Chair and Global CEO of JLL’s Hotels Board-level knowledge around sustainability.
R RB and Hospitality Group. Arthur is also a former Chair Arthur serves on the Remuneration and
of the Institute of Hospitality. Responsible Business Committees.
Other appointments: Arthur is Chair of JLL’s
Capital Markets Advisory Council, a member of
JLL’s Global Sustainability Board, an Independent
Non-Executive Director of Chalet Hotels Limited
and a member of the Advisory Board of the
Scottish Business School, University of
Appointed to Strathclyde, Glasgow.
the Board:
1 January 2020
Ian Dyson Skills and experience: Ian has held a number Board contribution: Ian has gained significant
Independent of senior executive and finance roles, including experience from working in various senior finance
Non-Executive Director Group Finance and Operations Director for Marks roles, predominantly in the retail, leisure and
and Spencer Group plc for five years from 2005 hospitality sectors. Ian became Chair of the Audit
A R N to 2010, where he oversaw significant changes in Committee on 1 April 2014, and, as such, is
the business. In addition, Ian was CEO of Punch responsible for leading the Committee to ensure
Taverns plc, Finance Director for the Rank Group effective internal controls and risk management
Plc, a leading European gaming business, and systems are in place.
Group Financial Controller and Finance Director
Other appointments: Currently a Non-Executive
for the hotels division of Hilton Group plc. More
Director and Chair of the Audit Committee of SSP
recently, Ian was Senior Independent Non-
Group plc and Senior Independent Non-Executive
Executive Director of Flutter Entertainment plc.
Director and Chair of the Audit Committee of
Appointed to ASOS plc.
the Board:
1 September 2013
Jo Harlow Skills and experience: Jo most recently held the Board contribution: Jo has over 25 years’
Independent position of Corporate Vice President of the Phones experience working in various senior roles,
Non-Executive Director Business Unit at Microsoft Corporation. She was predominantly in the branded and technology
previously Executive Vice President of Smart sectors. Jo became Chair of the Remuneration
N R Devices at Nokia Corporation, following a number Committee on 1 October 2017, and as such she is
of senior management roles at Nokia from 2003. responsible for setting the Remuneration Policy.
Prior to that, she held marketing, sales and Jo is also a member of the Nomination Committee.
management roles at Reebok International Limited
Other appointments: Currently a member of the
from 1992 to 2003 and at Procter & Gamble
Supervisory Board of Ceconomy AG and a
Company from 1984 to 1992.
Non-Executive Director of Halma plc and J
Sainsbury plc.
Appointed to
the Board:
1 September 2014
In addition to the changes in 2020 set out above, in February 2021, the Board approved the appointment of Richard Anderson
and Daniela Barone Soares as Independent Non-Executive Directors of the Company with effect from 1 March 2021. Further
information relating to their appointments will be included in the Annual Report and Form 20-F 2021. In February 2021,
the Board also accepted the resignation of Anne Busquet, who will retire from the Board with effect from the 2021 AGM.
Appointed to
the Board: 1 June 2013
Sharon Rothstein Skills and experience: Sharon currently serves as Board contribution: Sharon brings extensive
Independent Operating Partner of Stripes Group, a growth brands and marketing expertise, having worked
Non Executive Director equity firm investing in high growth consumer and in senior positions for more than 25 years at iconic
SaaS (Software as a Service) companies. She global companies. In addition to her knowledge of
A RB previously served as Executive Vice President, the hospitality industry, Sharon has wide-ranging
Global Chief Marketing Officer, and subsequently, Board-level experience in a number of consumer-
as Executive Vice President, Global Chief Product focused businesses.
Officer for Starbucks Corporation. In addition,
Other appointments: Sharon serves on the Boards
Sharon has held senior marketing and brand
of Yelp, Inc. and Afterpay Limited; and also for
management positions at Sephora LLC, Godiva
private companies True Food Kitchen, Inc., LOLA,
Chocolatier, Inc., Nabisco Biscuit Company,
and Levain Bakery, Inc.
Procter & Gamble Company, and Starwood Hotels
& Resorts Worldwide, Inc.
Appointed to
the Board on
1 June 2020
Our Board of Directors IHG | Annual Report and Form 20-F 2020 79
Governance
Claire Bennett Skills and experience: Claire joined IHG with Claire has been an Executive Board Member of the
Global Chief Customer Officer an in-depth knowledge of the hospitality industry World Travel and Tourism Council (WTTC), served
having spent 11 years at American Express in a as a Board Member of Tumi Inc. and participated
Appointed to the range of senior leadership roles across marketing, on multiple industry advisory boards. Claire is a
Executive Committee: consumer travel and loyalty. In her tenure there, Certified Public Accountant and holds an MBA
October 2017 Claire was General Manager (GM), Global Travel from the J.L. Kellogg Graduate School of
(joined the Group: 2017) and Lifestyle, where she led a team responsible Management at Northwestern University.
for delivering luxury lifestyle services, and she
Key responsibilities: These include all aspects
held additional roles including GM for Consumer
of brand design and commercial delivery, loyalty,
Loyalty, GM for US Consumer Travel, and Senior
partnerships, customer experience, and
Vice President, Global Marketing and Brand
marketing execution.
Management. Claire has also held senior marketing
positions at Dell, as well as finance and general
management roles at PepsiCo/Quaker Oats
Company, building significant expertise across
technology, retail e-commerce, financial services,
and travel and hospitality sectors.
Jolyon Bulley Skills and experience: Prior to his appointment Jolyon joined IHG in 2001, as Director of
Chief Executive Officer, Greater China as CEO for Greater China, Jolyon was Chief Operations in New South Wales, Australia,
Operating Officer (COO) for the Americas, and then held roles of increasing responsibility
Appointed to the leading the region’s operations for franchised across IHG’s Asia-Pacific region. He became
Executive Committee: and managed hotels, in addition to cultivating Regional Director Sales and Marketing for
November 2017 franchisee relationships and enhancing hotel Australia, New Zealand and South Pacific in 2003,
(joined the Group: 2001) operating performance. Jolyon has also served as relocated to Singapore in 2005 and held positions
COO for Greater China for almost four years, with of Vice President Operations South East Asia and
oversight of the region’s hotel portfolio and brand India, Vice President Resorts, and Vice President
performance, food and beverage brand solutions, Operations, South East and South West Asia.
new hotel openings and owner relations. Jolyon graduated from William Angliss Institute
in Melbourne with a concentration on Tourism
and Hospitality.
Key responsibilities: These include the
management, growth and profitability of IHG’s
fastest growing region, Greater China.
Yasmin Diamond, CB Skills and experience: Before joining IHG in April In 2011, Yasmin was awarded a Companion of the
Executive Vice President, 2012, Yasmin was Director of Communications at Order of the Bath (CB) in the New Year’s honours
Global Corporate Affairs the Home Office, where she advised the Home list in recognition of her career in government
Secretary, ministers and senior officials on the communications. In addition, Yasmin sits on the
Appointed to the strategic development and daily management Board of Trustees for the British Council, the UK’s
Executive Committee: of all the Home Office’s external and internal international organisation for cultural relations and
April 2016 communications. She was previously Director educational opportunities, and is a Board Trustee
(joined the Group: 2012) of Communications at the Department for member of the Sustainable Hospitality Alliance.
Environment, Food and Rural Affairs; Head of
Key responsibilities: Yasmin is responsible for
Communications for Welfare to Work and New
all global corporate affairs activity, focused on
Deal; and Head of Marketing at the Department for
supporting and enabling IHG’s broader strategic
Education and Skills. Before joining government
priorities. This includes all external and internal
communications, Yasmin was Publicity
communications, covering both corporate and
Commissioner for the BBC, where she led
consumer brand PR; global government affairs
communications activity around the launch of a
work; and leading IHG’s Corporate
new digital learning channel and around the BBC’s
Responsibility strategy.
educational output for both adults and children.
Nicolette Henfrey Skills and experience: Nicolette joined IHG in Key responsibilities: These include overseeing
Executive Vice President, 2001, and was appointed Deputy Company our approach to corporate governance, risk
General Counsel and Company Secretary Secretary in August 2011, during which time she management, insurance, regulatory compliance,
worked very closely with the Board, Executive internal audit, legal and hotel standards.
Appointed to the Committee and wider organisation to ensure
Executive Committee: best-in-class delivery and compliance across our
February 2019 legal and regulatory areas. Nicolette is a solicitor
(joined the Group: 2001) and prior to joining IHG worked for Linklaters in
London and Findlay & Tait (now Bowmans) in South
Africa. Nicolette was appointed as Company
Secretary on 1 March 2019.
Kenneth Macpherson Skills and experience: Kenneth became CEO, Key responsibilities: Kenneth is responsible for
Chief Executive Officer, EMEAA EMEAA in January 2018. Kenneth was previously the management, growth and profitability of the
IHG’s CEO for Greater China, a role he held from EMEAA region. He also manages a portfolio of
Appointed to the 2013 to 2017. Kenneth has extensive experience hotels in some of the world’s most exciting
Executive Committee: across sales, marketing strategy, business destinations, in both mature and emerging markets.
April 2013 development and operations. In addition to
(joined the Group: 2013) 12 years living and working in China, Kenneth’s
career includes experience in Asia, the UK, France
and South Africa. Before IHG, Kenneth worked for
20 years at Diageo, one of the UK’s leading
branded companies. His senior management
positions included serving as Managing Director
of Diageo Greater China, where he helped to build
the company’s presence and led the landmark deal
to acquire ShuiJingFang, a leading manufacturer of
China’s national drink, and one of the first foreign
acquisitions of a Chinese listed company.
George Turner Skills and experience: In February 2019, Key responsibilities: These include distribution;
Executive Vice President, George was appointed as Chief Commercial channels; revenue management; property, owner,
Chief Commercial and Technology Officer. Prior to this, George guest and enterprise solutions; guest reservations
and Technology Officer spent over a decade as IHG’s EVP, General and customer care; digital; information security;
Counsel and Company Secretary, with technology and global sales.
Appointed to the responsibility for corporate governance, risk
Executive Committee: and assurance, legal, corporate responsibility
January 2009 and information security. He is a solicitor,
(joined the Group: 2008) qualifying to private practice in 1995. Before
joining IHG, George spent over 10 years with
Imperial Chemical Industries PLC, where he held
various key positions including Deputy Company
Secretary and Senior Legal Counsel.
Our Executive Committee IHG | Annual Report and Form 20-F 2020 81
Governance
Governance structure
We remain committed to maintaining the highest standards The Chair and Company Secretary continue to operate a thorough
of corporate governance. Our governance framework is led two-tiered collaborative process for setting the Board agenda to
and directed by the Board, which in turn delegates certain ensure that the focus and discussion strikes the appropriate balance
responsibilities to its Committees to support IHG’s purpose, between short-term needs of the business and the longer term. The
values and strategy, as well as our commitment to conducting Chair or Committee Chairs, CEO and Company Secretary also liaise
business responsibly. in advance of each Board and Committee meeting to finalise the
agendas and ensure that sufficient time is allocated and in which
The Board and its Committees order each matter is considered. The Company Secretary maintains
The Board establishes the Group’s purpose, values and strategy, an annual agenda schedule for Board meetings that sets out
and is responsible for promoting the long-term sustainable success strategic and operational matters to be considered.
of the Group. A number of key decisions and matters are reserved
The Board held eight scheduled meetings during the year,
for the Board and are not delegated to management. The schedule
and individual attendance is set out on page 75. All Directors
of matters reserved for the Board was reviewed at the December
are expected to attend all Board meetings and relevant Committee
2020 Board meeting and is available on our website. The Board also
meetings unless they are prevented from doing so by prior
has responsibility for reviewing the means for the workforce to raise
commitments, illness or a conflict of interest. If Directors are unable
concerns in confidence and the reports arising from its operation.
to attend Board or Committee meetings, they are sent the relevant
The Board is supported by its Principal Committees, namely the papers and asked to provide comments to the Chair of the Board
Audit Committee, Responsible Business Committee, Nomination or Committee in advance of the meeting so that their comments
Committee and Remuneration Committee, to assist it in carrying can be duly considered.
out its functions, overseeing the delivery of strategic objectives
Time is set aside at the start and end of each Board meeting
and driving sustainable value for shareholders and considering the
for the CEO to meet with the Chair and Non-Executive Directors,
impacts on, and interests of, other stakeholders. Details of how the
and for the Chair to meet privately with the Senior Independent
Board spent its time during 2020 can be found on pages 83 and 84.
Non-Executive Director (SID) and Non-Executive Directors to discuss
any matters arising. The SID continues to be available to discuss
Management Committees
concerns with shareholders, in addition to the normal channels
Operational matters, routine business and information disclosure
of shareholder communication.
procedures are delegated by the Board to Management Committees.
During 2020, in addition to the Group’s response to the Covid-19
The Executive Committee is chaired by the CEO and considers
pandemic, the Board focused on strategic and operational matters,
and manages a range of day-to-day strategic and operational issues
corporate governance, investor relations and risk management.
facing the Group, including the development of the Group’s strategy
Throughout the year, the Board continued its stakeholder
and budget for the Board’s approval, executing the strategic plan
engagement activities and taking into account the views and
once agreed by the Board, monitoring the Group’s performance and
interests of stakeholders in our decision-making. Details of the
providing assurance to the Board in relation to overall performance
Board’s engagement with the Group’s employees (pursuant to the
and risk management.
‘Voice of the Employee’ approach approved by the Board during the
The General Purposes Committee is chaired by an Executive year) are set out on page 92. Information in relation to our regard for
Committee member and attends to business of a routine nature and environment and community matters is provided on page 29. Details
to the administration of matters, the principles of which have been of our engagement with suppliers, hotel owners and guests are
agreed previously by the Board or an appropriate Committee. included on pages 31 to 32, and information about our engagement
with shareholders and investors is on page 33.
The Disclosure Committee is chaired by the Group’s Financial
Controller and ensures that proper procedures are in place for
statutory and listing requirements. This Committee reports to
the Chief Executive Officer, the Chief Financial Officer and
the Audit Committee.
Governance
Board meetings
The key focus areas for the Board during 2020 are outlined below, which should be read in conjunction with the Section 172 statement on
pages 22 to 23:
Corporate governance and regulatory updates, including Regular internal updates are provided to the Board covering key regulatory
reviews of regulatory developments and any upcoming and corporate governance developments in areas such as corporate
legislative changes affecting the business, the Board and/ reporting in relation to Covid-19 and ESG considerations, and how the Group
or its Committees is responding.
Year-end matters, including the Annual Report Details of the review process of the Annual Report and Form 20-F can be
and Form 20-F found on pages 86 to 87.
Board effectiveness evaluation Details of the process and outcome of the internal Board effectiveness review
can be found on page 85.
Risk Cybersecurity Discussions and presentations covered threats and trends in the hospitality
management industry, the Group’s key systems and risk appetite as well as managing cyber
risks in a remote environment. The Board also reviewed the policies and
actions taken to address threats and mitigate risks.
Internal controls and risk management systems, our risk Regular updates were received on internal controls, risk management
appetite and our global insurance programme systems, principal and emerging risks, our risk appetite and global insurance
programme. Reports on risk topics were delivered by the Chair of each
Committee.
Terms of Reference for each Board Committee Minor changes to the Nomination Committee’s Terms of Reference were
considered and approved. The Terms of Reference for all Committees and
the Matters Reserved for the Board can be found on our website.
Investor Updates on investor perceptions and shareholder The Board receives a regular report outlining share register movement,
relations and relations, consideration of analysts’ reports and relative share price performance, Investor Relations activities and
communications media updates engagement with shareholders. The Board also considered feedback from
the regular investor and analyst perception survey as well as individual
meetings with investors.
Global communications updates The Board receives a regular report on global communications covering areas
including activity across key regions, our brands, people, and owners.
Preparations for the AGM The Board assessed changes to plans for the 2020 AGM caused by
restrictions on group meetings. Details of the 2021 AGM can be found
on page 33.
Directors’ performance evaluation • managing the Board in accordance with high standards of
In addition to the internal Board evaluation process outlined above, corporate governance.
the Chair undertook individual feedback discussions with Directors
The CEO evaluation was led by the Chair, who collected feedback
as appropriate, focusing on their individual contribution, time
from the Non-Executive Directors. Key areas of focus included:
commitments and areas for development. It was concluded that
the Directors perform their duties effectively and dedicate sufficient • leadership effectiveness in developing and implementing IHG’s
time to discharge their Board responsibilities. response to the Covid-19 pandemic;
The performance assessment of the Chair was led by the SID. The • the Group’s financial performance;
Chair’s evaluation consisted of gathering feedback from the • effectiveness in protecting and enhancing IHG’s reputation; and
Non-Executive Directors, covering: • the relationship and ability to work effectively with the Board.
• leadership of the Board through the Covid-19 pandemic;
• the Board’s culture and the Chair’s ability to facilitate constructive
Board relations; and
Audit Committee
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 monitors the integrity of IHG’s
financial reporting, including significant financial reporting judgements,
maintains oversight and reviews our systems of internal control
and risk management, monitors and reviews the effectiveness
and performance of internal and external audit functions, as well
as reviewing the behaviours expected of IHG’s employees
through the Code of Conduct and related policies.
I am pleased to present the Committee’s report for the
The Committee’s role, responsibilities and authority delegated to it
year ended 31 December 2020. These pages outline how the
by the Board are set out in its Terms of Reference (ToR), which are
Committee discharged the responsibilities delegated to it by
reviewed annually and approved by the Board.
the Board over the course of the year, and the key areas of
focus for the Committee in doing so. The ToR are available at www.ihgplc.com/investors
While the Committee’s core duties were unchanged, a number under Corporate governance.
of areas became increasingly critical through the year due to
the impact of the Covid-19 pandemic and the risks that this The Committee’s key areas of focus over the year have been:
posed. Reviewing the impact of the pandemic on, and the • reviewing the Group’s approach to the management of risk in light
nature of the changes made to, the Group’s risk management of the impact of Covid-19;
and internal control arrangements was a priority in light of the
• assessing and obtaining assurance on the effectiveness and
unpredictable and dynamic nature of the risk environment.
resilience of the Group’s internal control environment throughout
There was also additional focus on the approach to financial the Covid-19 disruption;
reporting throughout the year given the uncertainty and • reviewing the measures taken in respect of employee and guest
complexity caused by the pandemic and considering the safety and operational risk in response to Covid-19;
guidance updates from regulatory bodies including the FRC.
• reviewing and challenging financial reporting throughout the year
Despite the challenges brought by the pandemic, I am to ensure the impact was appropriately reflected, particularly in key
pleased to report that the external Auditor transition from areas including going concern and impairments;
Ernst & Young LLP (EY) to PricewaterhouseCoopers LLP (PwC) • reviewing the Group’s Internal Audit plan and budget; and
is progressing well.
• overseeing the transition of the external Auditor.
The Committee fulfils a vital role in the Company’s governance
Membership and attendance at meetings
framework, providing valuable independent oversight across the
Details of the Committee’s membership and attendance at meetings
Company’s financial reporting and internal control procedures.
are set out on page 75. The CFO, General Counsel and Company
In a year of heightened risk and uncertainty, in order to ensure
Secretary, Group Financial Controller, Head of Risk and Assurance
the Committee was able to fulfil its role through this most
and our external Auditor, EY, attended all meetings in 2020. Other
challenging period, Audit Committee agendas were designed
attendees are invited to meetings as appropriate; and the CEO and
to anticipate key risk areas and those significant matters
all other Directors attended Committee meetings where the
(outlined on page 90) most impacted by Covid-19. This
approval of financial reporting was considered and discussed.
provided ample opportunity for early scrutiny and challenge.
PwC also attended certain meetings as part of the external Auditor
Also, throughout the year, management and EY have worked
transition. The Committee continues to hold private sessions with
closely together to manage to a challenging timetable. In this
the internal and external Auditors without the presence of
regard, I would like to thank all those across the business who
management to ensure that a culture of transparency is maintained.
have assisted the Committee in fulfilling its role during the year,
The Committee Chair continues to have recent and relevant financial
and who have worked so hard to complete the necessary work
experience and all members of the Committee are Independent
within our usual timelines.
Non-Executive Directors. In accordance with the Code, the Board
also considers that the Committee as a whole possesses
Ian Dyson
competence relevant to the Company’s sector, having a range
Chair of the Audit Committee
of financial and commercial experience in the hospitality industry
22 February 2021
and the broader commercial environment in which we operate.
Further details of the skills and experience of the Board can be
found on pages 76 to 79.
Reporting to the Board
Following each Committee meeting, the Committee Chair updates
the Board on 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.
Principal risk areas The policy requires that pre-approval is obtained from the Audit
During the year, particular attention was paid to the review and Committee for all services provided by the external Auditor before
assessment of principal and emerging risks in light of the challenges any work can commence, in line with US SEC requirements without
created by the Covid-19 pandemic. The Committee observed that, any de minimis threshold. The Committee reviewed the audit and
while the crisis did not fundamentally change the risks to the non-audit fees incurred with EY on a quarterly basis during 2020.
execution of the Group’s strategy, several risks were heightened Following these reviews, the Committee noted that there had been
and impacted by constrained resources (including financial no prohibited services (as defined by the Sarbanes-Oxley Act of
and management time). 2002) provided to the Group in each period. The Committee is
prohibited from delegating non-audit services approval to
The Committee considered the following areas:
management and compliance with the policy is actively managed.
• the impact on the Group’s business of a sustained downturn
IHG is committed to maintaining non-audit fees at a low level and
caused by several waves of the pandemic and a longer recovery
the Committee is cognisant of investor advisory bodies’ guidelines
period for the industry.
on non-audit fees. During 2020, 18% of services provided to the
• the impact of organisational changes and different working Group were non-audit services (2019: 21%), primarily related to
arrangements on hotel and corporate employees. System and Organisation Controls (SOC) Reports. Details of the fees
• the potential for disruption and additional stress on risk paid to EY for non-audit work during 2020, and for statutory audit
management and internal control arrangements, for example as a work during 2020 can be found on page 153. The Committee is
result of closure of key locations and increased remote working. satisfied that the Company was compliant during the year with the
• the increased expectations of guests in relation to cleanliness FRC’s Ethical and Auditing Standards in respect of the scope and
and hygiene standards. maximum permitted level of fees incurred for non-audit services
provided by EY. Where non-audit work is performed by EY, both the
• threats to cybersecurity and information governance in the
Company and EY ensure adherence to robust processes to prevent
context of the rapidly evolving environment.
the objectivity and independence of the external Auditor being
Further details of our principal risks, uncertainties and review compromised.
process can be found on pages 36 to 41.
Risk and assurance – Internal Audit
Relationship with external Auditor The Committee discusses and approves the Internal Audit annual
A detailed audit plan was received from EY at the beginning of the plan, which aims to provide objective and insightful assurance that
audit cycle for the 2020 financial year, which gave an overview of appropriate controls are in place to support our strategy and growth
their approach to the audit, outlining the significant risk areas and ambitions. Progress against the Internal Audit plan is reported at
in particular the approach to materiality and scoping of the audit. each meeting and during 2020 the Committee reviewed closely
EY updated the Committee on adjustments made to the audit plan the prioritisation of internal audit resources while considering
as a result of the Covid-19 pandemic. the dynamic inherent risks created by the Covid-19 crisis and the
organisational and process changes which resulted from it. The 2021
The Committee regularly reviewed the significant audit risks and
plan presented to the Committee in December 2020 will maintain
assessed the progress of the audit throughout the year.
focus on the integrity of the risk management and internal control
Non-audit services system and will allocate particular attention to areas of heightened
The independence and objectivity of the non-audit services risk and enablers of organisational recovery and resilience, for
provided by EY to the Group are safeguarded by IHG’s Audit and example information security, third-party risk management and
Non-Audit Services Pre-Approval Policy. The policy is reviewed by talent risk management. Following consideration, the Committee
the Audit Committee annually, and in 2020 the policy was updated confirmed its agreement to the 2021 Internal Audit plan, including
to reflect the revised FRC Ethical and Accounting Standards that the assurance priorities identified. The Committee reviews the
became effective in March 2020. The Committee also noted the results of completed audits and observations from other ongoing
application of the policy to non-audit services provided to the Group assurance and control improvement support, as well as actions
by Pricewaterhouse Coopers LLP (PwC) as the Company’s statutory taken by management in response to Internal Audit’s work.
auditor for the financial year ending 31 December 2021 (subject
to shareholder approval at the Company’s Annual General
Meeting in 2021).
Impact of Covid-19 has had a significant impact on The Committee reviewed and challenged the scenarios considered by management in its
Covid-19 on the the profitability of the Group and going concern assessment to June 2022 and viability assessment over the next three years and
Group’s viability increased the level of uncertainty in concluded that these were appropriate and adequate. The Committee reviewed and challenged
and going planning scenarios. The Committee the detailed cash flow forecasts and the mitigating actions available to management, and
concern reviews management’s financial considered the covenant waivers and relaxations in place, and concluded that the going
modelling to conclude on the concern basis of accounting is appropriate. The Committee also reviewed and challenged
appropriateness of the going concern the reverse stress test assumptions to confirm the viability of the Group. The Committee
and viability assessment. reviewed going concern disclosures (page 133) and the Viability statement (page 42)
and is satisfied these are appropriate.
Accounting for Accounting for IHG Rewards requires The Committee reviewed the deferred revenue balance and questioned the valuation approach,
IHG Rewards significant use of estimation techniques the results of the external actuarial review and procedures completed, to determine the breakage
and represents a material deferred assumption for earned IHG Rewards points and the estimate that member behaviour patterns
revenue balance. The Committee would return to pre-Covid levels. The Committee reviewed a paper from management outlining
reviews the controls, judgements and current loyalty trends (both member behaviour and changes to programme benefits) with a focus
estimates related to accounting for on the potential impact of Covid-19 on deferred revenue and the breakage assumption. The
IHG Rewards. Committee concluded that the deferred revenue balance is appropriately stated.
Accounting for Given the unique nature of the System The Committee met with senior finance management to review and evaluate the risk
the System Fund Fund, the Committee reviews the areas associated with the System Fund. The Committee reviewed a paper from management
controls and processes related to summarising the principles determining the allocation of revenues and expenses to the System
System Fund accounting. Fund, and the related governance and internal control environment. The Committee also
reviewed a paper outlining the changes relating to intellectual property licence fee revenues
and InterContinental Ambassador revenues and costs (see page 150). The Committee
concluded that the accounting treatment of the System Fund, and related disclosures,
were appropriate.
Impairment Impairment reviews require significant The Committee reviewed management reports outlining the approach taken on impairment
testing judgement in estimating recoverable testing and key assumptions and sensitivities supporting the conclusion on the various asset
values of assets or cash-generating categories. The Committee examined in detail the assumptions applied in calculating the
units and the Committee therefore impairments recorded in the year (see pages 135 to 137), including the underlying cash
scrutinises the methodologies applied flow projections which reflect management’s expectations of the five-year recovery period
and the inherent sensitivities in from Covid-19 (see page 135). The Committee specifically focused on the North America hotels
determining any potential asset ($35m), UK portfolio property, plant and equipment ($50m) and the related fair value
impairment and the adequacy of the adjustment to contingent purchase consideration ($21m), the US corporate headquarters
related disclosures. ($50m), Barclay associate ($13m), Six Senses management agreements ($41m) and assets
associated with the SVC portfolio ($66m) as well as the assumptions applied in testing the
InterContinental Boston.
The Committee considered management’s reports in respect of the appropriateness of the
Group’s cash-generating units and the level at which goodwill and brands should be tested for
impairment following the Group restructuring programme and the loss of the SVC portfolio. The
Committee challenged management and is satisfied that no impairment would have arisen if the
methodology applied in prior years had been applied. The Committee reviewed the disclosures
and is satisfied that they are appropriate.
The Committee concluded that it agreed with the determinations reached on impairment, and
the related change in the fair value of the UK portfolio contingent purchase consideration, the
classification of these as exceptional items and that the related disclosures were appropriate.
Expected credit Estimating expected credit losses on The Committee reviewed management’s papers setting out the approach to calculating the
losses trade and other receivables has been provision for expected credit losses, which is subject to greater uncertainty given the Group’s
subject to an increased level of limited experience of owners’ ability to pay during a pandemic. Factors considered include the
uncertainty in 2020 due to the ageing of receivables, owners known to be in financial distress and the expected mitigating
disruption from Covid-19 and has had a impact of payment plans and other support offered by the Group. The Committee concluded
more significant impact on the Group. In it agreed with the basis of calculation (which has resulted in a charge of $40m in 2020,
this situation, the Committee reviews and an additional charge of $24m recognised in the System Fund). The Committee agreed
the provision and considers the the improvement in cash collection in the second half of the year supports the classification
adequacy of the disclosure. of expected credit losses within operating profit before exceptional items.
Litigation and From time to time, the Group is subject At each meeting during the year, the Committee considered a report detailing all material
contingencies to legal proceedings with the ultimate litigation matters. The Committee discussed and agreed any provisioning requirements for
outcome of each being subject to many these matters based on their underlying factors. The Committee reviewed the cost of an
uncertainties. The Committee reviews arbitration award in the EMEAA region, and the release of a provision in respect of a lawsuit
and evaluates the need for provisioning previously filed against the Group in the Americas region which has now been settled. The
on a case by case basis and considers Committee agreed the classification of these items as exceptional and concluded that the
the adequacy of the disclosure. disclosures of litigation and contingencies were appropriate.
Exceptional The Group exercises judgement in The Committee reviewed papers prepared by management and considered the consistency
items presenting exceptional items. The of treatment and nature of items classified as exceptional. The Committee reviewed and
Committee reviews and challenges the challenged the significance, timing and nature of the exceptional items (see page 154)
classification of items as exceptional which as well as the items mentioned above comprise gains on derecognition of lease
based on their materiality or nature. liabilities and right of use assets, gains on lease termination, provisions for onerous expenditure,
reorganisation costs, acquisition and integration costs primarily relating to Six Senses, other
impairments and financial expenses relating to the partial settlement of the Group’s outstanding
bonds. The Committee concluded that the disclosures and the treatment of the items shown
as exceptional were appropriate.
Governance
Membership and attendance at meetings
The Committee’s membership and attendance at meetings
are set out on page 75. The Vice President, Global Corporate
Responsibility, the Chair of the Board and the CEO attended
all meetings held during the year.
Reporting to the Board
The Committee Chair 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.
I am pleased to share the Responsible Business Committee’s
report for the year. Effectiveness of the Committee
The Committee’ s effectiveness continues to be monitored and
In 2020, the Committee expanded its remit to assume
assessed regularly by the Committee’s Chair and the Chair of the
responsibility for assessing the Board’s engagement with the
Board. In 2020, the Committee was also reviewed as part of the
workforce (see ‘Voice of the Employee’ on page 92) and the
internal Board evaluation process, where it was concluded that
Group’s diversity and inclusion agenda. Both of these areas were
the Committee remains effective.
the subject of particular focus in light of the racial injustice and
inequality movement seen across the globe during 2020.
Focus areas and activities
The impact of Covid-19 was also dominant on the Committee’s Responsible business commitments
agenda. The Committee reviewed the impact of the pandemic The Committee assessed progress against the 2018-2020
on the Group’s responsible business targets and priorities and responsible business targets and approved the Group’s 2030
it considered from a responsible business perspective the responsible business commitments in the areas of our people,
principles and approach adopted in relation to engagement communities, carbon and energy (including the science-based
with our stakeholders, including our response to supporting targets for carbon reduction announced in 2020), waste and water.
our communities.
Further information on our 2030 responsible business
The Committee was pleased to review and approve the Group’s commitments can be found on page 21 and at
new 2030 responsible business commitments and to endorse www.ihgplc.com/responsible-business
the bold, long-term ambitions designed to help shape the
future of responsible travel together with those who stay, Diversity and inclusion
work and partner with IHG. During the year, the Committee assessed and refreshed the Group’s
diversity and inclusion commitments as part of the broader 2030
Jill McDonald responsible business commitments and oversaw the programme of
Chair of the Responsible Business Committee activity that sits behind the Group’s diversity and inclusion plan. Focus
22 February 2021 areas included the establishment of new employee resource groups
and actions to support the development of ethnic minority colleagues.
As at 31 December 2020, 39% of our senior leaders were women,
Key duties and role of the Committee in addition to women comprising 38% of the Company’s Board.
Key objectives and summary of responsibilities
Stakeholder engagement
The Committee reviews and advises the Board on the Group’s
The Committee received detailed updates from management on
responsible business objectives and strategy, including its impact
the Group’s approach to responsible business during Covid-19 and
on the environment and climate change; social, community and
the steps taken to support stakeholders. Further information on the
human rights issues; its approach to sustainable development and
measures taken to support employees, communities, hotel owners,
responsible procurement; and stakeholder engagement in relation
guests and suppliers is included on pages 26 to 32.
to the Group’s approach to responsible business. The Committee
is also responsible for assessing the Board’s engagement with the We were pleased to be listed again on the S&P Dow Jones
workforce and the Group’s diversity and inclusion agenda. Sustainability World and European Indices.
The Committee’s role, responsibilities and authority delegated to TCFD
it by the Board are set out in its Terms of Reference (ToR), which The Committee assessed the Group’s progress towards TCFD
are reviewed annually and approved by the Board. alignment, including the completion of a TCFD readiness review.
Further information on TCFD including objectives for 2021 is
The ToR are available at www.ihgplc.com/investors included on page 30.
under Corporate governance.
Human Rights programme
In addition to the areas outlined above, the Committee’s key The Committee considered the Group’s Human Rights programme
responsibilities and focus areas over the year have been: and in particular the adjustment of its focus to address risk areas
that increased as a result of Covid-19, such as workplace health
• monitoring the progress against the Group’s 2018-2020 responsible and safety, and living and working conditions for hotel colleagues
business targets and the impact of the Covid-19 pandemic; shaping including migrant workers. Focus areas also included the ongoing
the Group’s post-2020 responsible business strategy and approving work to address forced labour and human trafficking risks. The
the 2030 responsible business commitments; Committee also reviewed the 2020 Modern Slavery Statement.
• reviewing the Group’s diversity and inclusion initiatives and
objectives; Looking forward
• overseeing responsible business stakeholder engagement; In 2021, the Committee will focus on embedding the 2030
responsible business commitments and further preparing to report
• preparing to implement the recommendations of the Task Force
in line with the TCFD framework.
on Climate-related Financial Disclosures (TCFD); and
• overseeing the Group’s Human Rights programme.
Responsible Business Committee IHG | Annual Report and Form 20-F 2020 91
Governance
During 2020, Luke Mayhew continued in his capacity as the “It has been a privilege to be the first designated
designated non-executive director (NED) with responsibility for
workforce engagement (Voice of the Employee), partnering with
NED for Voice of the Employee at IHG; there
Jill McDonald (Chair of the Responsible Business Committee). is a real interest across the Board in employees’
Luke and Jill were supported by the Group’s Human Resources (HR) views and a recognition that employees are the
team, which assisted with the planning of the Board’s workforce
engagement plan and provided data on various metrics relating
heart of the business. I would particularly like to
to employees such as employee engagement survey results. thank employees who were willing to share their
Role and responsibilities
perspectives with me and trusted me and IHG
Their role is to: to use those views responsibly. Many of my
• support management to design the structure and content of Board meetings were with members of the various
discussions on employee engagement and culture;
D&I groups. IHG’s support to these groups
• evaluate employee engagement approaches and their
effectiveness; and has been and will be a very real indication
• ensure that employee feedback and interests are factored into the of its commitment to listen and learn
Board’s decisions and KPI setting.
from employees.”
Their responsibilities include ensuring that:
Luke Mayhew
• the Board, through the Executive Committee, has effective Former Non-Executive Director
methods of receiving feedback from employees and
communicating Board and executive decisions and priorities
The Board also considered the feedback provided by Luke and Jill
throughout the organisation;
when it was engaged on key decisions that impacted employees,
• all significant business and budget proposals include a such as furloughs, pay and benefit reductions and redundancies.
management assessment of the impact on employees; The Board considered the impact of proposals on employees prior
• Executives share employee feedback openly, transparently and in a to the decisions being taken or communicated. Further information
balanced way, including reviewing employee engagement surveys on the Board’s regard for the interests of employees is set out on
and other employee reports including whistleblowing; and pages 22 and 26.
• other NEDs also gather feedback and perspectives A further learning from the activities during the year is that the
from employees. Voice of the Employee approach could be improved by gaining
more direct input and feedback from employees in other key markets
2020 Engagement (outside the US and UK) and from frontline employees at hotels.
In 2020, Luke and Jill undertook a programme of activities to engage
with the views of employees and had detailed exposure to many of Plans for 2021
IHG’s employee feedback mechanisms. They attended a number As Luke retired from the Board in December 2020, the Board
of meetings with employee forums, including leader groups and approved the transition of the Voice of the Employee responsibilities
Employee Resource Groups (ERGs) in the UK and US. Discussion to Jill McDonald, in light of her skills and experience gained from
topics included IHG’s response to the pandemic, mental health and partnering with Luke. It is anticipated that additional NEDs will assist
wellbeing, the positives and challenges of remote working and job with and support the Voice of the Employee activities.
security and talent retention.
A schedule of discussions and feedback sessions has been
As the number and scope of such employee meetings were limited arranged for Jill and other NEDs as appropriate in 2021. The schedule
because of the Covid-19 pandemic (due to the impact of furlough for will involve a wider group of employees from regions outside the UK
example), additional engagement and activities undertaken by Luke and US and includes opportunities to interact with a cross-section of
and Jill during the year included: leader groups, ERGs and Lean In circles across the regions to ensure
• monitoring and reviewing the content (and, where relevant, concerns and issues are understood by the Board. The Global HR
recordings) of regional town hall meetings, global ‘all employee’ Leadership team will provide cultural insights and help to gauge
CEO calls, Lean In circles and ‘Learning with Leader’ podcasts; the organisational pulse.
• reviewing employee dashboards and survey results; and Other plans of the Voice of the Employee programme for
• receiving access to the initiatives introduced to maintain the 2021 include:
culture during the pandemic, including virtual summits to • incorporating more direct engagement with employees at hotels
encourage employee learning, personal growth, resilience- as part of the discussion and feedback sessions;
building and coping strategies.
• all relevant Board and budget papers will continue to have an
Insights & learnings employee impact assessment; and
Luke and Jill provided regular feedback to the Responsible Business • the Board will regularly review the approach in line with best
Committee and the Board throughout the year, with key Board practice and changes in regulation.
discussions taking place around the insights and action planning
arising from employee engagement survey results. Through their
feedback, the Board has gained valuable insights into employee
sentiment through the pandemic, for example the importance to
employees of receiving regular communications on the Company’s
performance, outlook and clarity on future plans for employees to
feel confident in a future within hospitality.
Governance
Membership and attendance at meetings
The Committee’s membership and attendance at meetings are
available on page 75. In 2020, the Committee considered and
recommended to the Board Ian Dyson’s appointment to the
Committee, following Luke Mayhew’s retirement. All members of
the Committee are Non-Executive Directors. When the Committee
considers matters relating to my position, Dale Morrison, the Senior
Independent Non-Executive Director (SID), acts as Committee Chair.
Reporting to the Board
The Committee makes recommendations to the Board for all Board
With two retirements from the Board and three new members
appointments. Minutes are circulated to Board members and I report
joining the Board in 2020 (in addition to Arthur de Haast who
back to the Board on the activities of the Committee following
was appointed to the Board with effect from 1 January 2020),
each meeting.
Board composition and succession have featured prominently
on the Committee’s agenda. Effectiveness of the Committee and internal evaluation
During the year, the effectiveness of the Committee was reviewed
The Committee has sought to ensure that the composition of
as part of the internal Board evaluation process. It was concluded
our Board includes the best range of talent, skills and relevant
that the Committee remains effective.
experience available as well as reflecting our stakeholders and
the communities in which we operate.
Focus areas and activities
We also recognise that having diversity on the Board is one Board and Committee composition
of the ways in which constructive and challenging debate, The Committee continued to review the current and future
which is essential to the effective functioning of the Board, composition of the Board and its Principal Committees. The
can be encouraged. appointments made in 2020 reflected our intention to strengthen
our representation in the Americas region and to enhance our
I am pleased to report that, as at 31 December 2020, our
competencies in the brands and franchising sectors, as well as
Board composition meets the target for the proportion of
reflecting our commitment to ESG matters.
women on boards set out in the Hampton-Alexander Review
as well as the recommendation on ethnic diversity on boards Target profiles outlining the competencies and experience
in the Parker Review. required to support the Group’s evolving strategy were agreed
and candidates were assessed against the profiles. Following
Patrick Cescau the assessment and interview process, including consideration
Chair of the Nomination Committee of candidates’ other commitments, the Committee recommended
22 February 2021 the appointment of each of Sharon Rothstein, Graham Allan and
Duriya Farooqui as Non-Executive Directors, with effect from
1 June, 1 September and 7 December 2020 respectively.
Key duties and role of the Committee Sharon, Graham and Duriya’s biographies are included on pages
Key objectives and summary of responsibilities 77 to 79 and details of their induction plans can be found on
The Committee reviews the composition of the Board and its page 84.
Principal Committees, evaluating the balance of skills, experience,
An external search consultancy, Spencer Stuart, was engaged
independence, knowledge and diversity requirements before
during 2020 to assist with Non-Executive Director searches.
making appropriate recommendations to the Board as to any
Spencer Stuart has no other connection with the Company
changes. It also ensures plans are in place for orderly succession
or individual Directors.
for both Directors and other senior executives and is responsible
for reviewing the Group’s senior leadership needs. The Committee also reviewed and discussed the length of tenure
of Non-Executive Directors. As Dale Morrison has served on the
The Committee’s role, responsibilities and authority delegated to it
Board for more than nine years, he was subject to particular review.
by the Board, including processes in relation to appointments, are
The Committee considered Dale’s appointment in the context of
set out in its Terms of Reference (ToR), which are reviewed annually
the broader Board composition and tenure and, taking into account
and approved by the Board.
his independence and other commitments, concluded that his
The ToR are available at www.ihgplc.com/investors continued appointment as the SID remained appropriate and in the
under Corporate governance. best interests of the Board and the Company, given his knowledge of
the Company and its strategy, the management team and the Board.
The Committee’s key responsibilities and focus areas during the Leadership development and executive succession planning
year have been: During the year, the Committee also continued to review the
• assessing Board and the Principal Committees’ composition and development plans for the Executive Committee and succession
succession planning, including consideration of gender balance plans for senior management positions in order to ensure the
and ethnic and geographical diversity in line with the Group’s D&I development of a diverse pipeline for succession.
Policy (details of which are on page 28); Information on the gender balance of senior management as well
• engaging with an external search consultancy and making as the Board is included on page 91.
recommendations on appointments to the Board;
• monitoring the Executive Committee’s performance and Looking forward
development review; and In 2021, the Committee will continue to focus on Board, Executive
and senior talent succession planning, ensuring that our talent
• overseeing the performance evaluation of the Board, the Principal
pipeline combines an appropriate balance of skills, experience,
Committees and individual Non-Executive Directors (details of
knowledge as well as diversity.
which are set out on page 85).
Statement of compliance
Our statement of compliance summarises how the Group has This should be read in conjunction with the Strategic Report on
implemented the principles and provisions of the 2018 UK Corporate pages 2 to 71, and Governance, including the Directors’
Governance Code (available at www.frc.org.uk/directors under UK Remuneration Report, on pages 74 to 111, as a whole.
Corporate Governance Code) as published in July 2018 (the Code).
The Board considers that the Group has complied in all material
respects with the Code for the year ended 31 December 2020.
Directors’ Remuneration Report IHG | Annual Report and Form 20-F 2020 97
Governance
includes UK corporate and eligible hotel employees) from Directors, with scaled reductions to salary of 10% to 20% applying
1 January 2023; and any new UK Executive Director will also to corporate employees below Executive Director level.
receive contributions in line with this from date of appointment.
During the year, the Company continued to engage with the
US retirement benefit arrangements, in which the CEO, Americas, workforce on a range of topics, including pay, and the Committee
participates, differ in a number of respects from UK pension reviewed a number of aspects of the Company’s wider workforce
arrangements, as explained on page 100. They are comprised remuneration policy, including a deep dive on how incentives
of a 401(k) plan under which all corporate employees benefit from are segmented across the organisation to attract, motivate,
maximum employer contributions of a consistent 6% of salary, and retain and engage talent.
a Deferred Compensation Plan for eligible senior employees under
which all participants including the CEO, Americas can receive About this report
supplementary contributions of up to 16% of salary. These are As always, we strive to make this report as easy to read as possible.
common retirement benefit plans in the US market and, given the This page has a summary of our approved DR Policy; the ‘At a glance’
parity of treatment for all participants in each of these plans, as well section on page 99 highlights the key points on 2020 performance
as the importance of the CEO, Americas role to the business and the and remuneration outcomes; and on page 100 you can find further
market competitiveness concerns over Executive Director pay, the background on wider workforce remuneration at IHG in 2020.
Committee intends to maintain the arrangements as they relate to
The Annual Report on Directors’ Remuneration on pages 101 to 111
the CEO, Americas.
will be put to an advisory vote by shareholders at the
May 2021 Annual General Meeting.
Wider workforce remuneration and employee engagement
As outlined on page 100, we operate an aligned approach to
Jo Harlow
remuneration throughout the organisation. Our actions on pay
Chair of the Remuneration Committee
this year in response to the Covid-19 outbreak also impacted
22 February 2021
remuneration for the wider workforce as well as Executive
Long Term The maximum potential LTIP quantum is A focus on industry leading NSSG is at
Incentive 350% of salary for the CEO and 275% of the heart of our strategy, balanced by
Performance Deferral
Plan (LTIP) salary for other Executive Directors. A a Return on Capital Employed (ROCE)
two-year post-vest holding period and underpin to reflect our commitment to
malus and clawback apply deliver quality growth while maintaining
returns. Together with TSR and Cash
Flow, there is a strong alignment
between Executive Director
remuneration and shareholder interests.
Other
Minimum The guideline shareholding requirements
shareholding are 500% of salary for the CEO and
requirements 300% for other Executive Directors. The
post-employment shareholding requirement,
introduced in 2018, continues to apply.
2019 3,376
actual
Operating profit from Net system size growthb (k rooms)
0 1,000 2,000 3,000 4,000
reportable segments: ($m)
Threshold Maximum
Threshold Maximum 94.1 134.4
Paul Edgecliffe-Johnson,
804.0 926.0
Chief Financial Officer
Value (£000)
Actual
106.7 2020 3,131
Actual Target potential
195.0 865.2
Relative TSR (%) 2020 1,015
actual
Net system size growth (k rooms) b
2019 2,523
Actual actual
1.41 0 1,000 2,000 3,000 4,000
Directors’ Remuneration Report IHG | Annual Report and Form 20-F 2020 99
Governance
Key decisions and outcomes in 2020 were: Looking ahead, the Committee has taken the following actions:
• Temporary salary reductions were applied from April to September • Merit salary increases are to return to the normal process for
inclusive (see table below). Executive Directors and other corporate employees.
• The merit salary increase for Executive Directors and other • The Committee will consider the possible use of discretion to
corporate employees for 2020 was not applied. adjust the formulaic outcome under the 2019/21 and 2020/2022
• A proportion of the corporate population was furloughed during LTIP cycles, at the time of vesting. Further details are provided on
June to August and following that a redundancy programme page 106.
was implemented. • The performance measures and targets for the 2021 APP and
• No payment was made under the 2020 APP as performance 2021/23 LTIP cycle were carefully chosen to ensure that these were
targets were not met, and no discretion was used on outcomes. appropriate, stretching and achievable given current
circumstances.
• The vesting of the 2018/20 LTIP cycle was much lower than the
estimated outcome prior to the pandemic. • For 2021, the full LTIP headroom under the DR Policy will be used
for Executive Directors, to improve competitiveness in the US and
• Increases to LTIP grant levels for Executive Directors, approved at
global talent markets and to reduce pay compression within the
the 2020 AGM, were not applied for the 2020/22 cycle. Maximum
succession plan.
awards were 205% of salary rather than the new approved levels of
350% for the CEO and 275% for other Executive Directors.
How our reward practices align across all levels of the organisation
Our reward packages are designed to attract, retain and motivate top talent. We apply a consistent approach across the corporate business,
ensuring we meet employees’ needs and offer a market-driven package, which we regularly review against our competitors for talent.
Restricted Stock In line with typical market practice, particularly in the US, and due to
Units (RSUs) line-of-sight to performance measures, a gradually greater proportion of the
LTIP award is made as RSUs for eligible roles below Executive Director level.
These are not subject to performance conditions and will vest fully for eligible
participants in respect of the 2018/20 cycle.
Colleague Share Plan Contributions by furloughed employees were suspended during the period
(introduced in 2020) of furlough.
UK: As disclosed in last year’s report, the contribution rate for US: US retirement saving plans differ from UK pension benefits in
corporate and eligible hotel employees in the IHG UK Pension Plan many ways, including early access rules under 401(k) plans in the form
was to be aligned in 2020 with a 2:1 matching ratio up to a maximum of loans and hardship withdrawals, and minimum service-based vesting
of 6% of salary from employees and 12% from the Company. This conditions for supplementary company contributions under the
was due to take effect from 1 April, however was delayed until IHG Deferred Compensation Plan (DCP). The 401(k) for corporate US
1 December 2020. As per the approved DR Policy, this level will apply employees has a 1:1 matching contribution ratio up to a maximum of 6%
in respect of any new UK Executive Directors, and current Executive of salary. Additionally, supplementary company contributions to the
Directors’ benefits will reduce to this level at the end of 2022. During DCP of up to 16% are provided at senior levels (a historic grandfathered
2020, all contributions and any cash in lieu of pension allowances rate of 20% applies for a small number of employees who were already
were reduced in proportion with salary reductions. For furloughed receiving this rate when it was removed from 1 January 2017). During
employees, the cost of employee contributions was met by the 2020, company contributions to the 401(k) Plan and DCP were
Company during the furloughed period. suspended whilst the temporary salary reductions applied.
The Annual Report on Directors’ Remuneration explains how This report is subject to an advisory vote by shareholders at the 2021
the Directors’ Remuneration Policy (DR Policy) was implemented AGM. The notes to the single-figure table provide further detail,
in 2020 and the resulting payments each of the Executive where relevant, for each of the elements that make up the total
Directors received. single figure of remuneration for each of the Executive Directors.
AUDITED
2018/20 cycle.
b
Elie Maalouf is paid in USD and the sterling equivalent is calculated using an exchange rate of $1 = £0.78 in 2020 and $1 = £0.78 in 2019 (page 146).
Notes to single figure table As outlined on page 100, Elie’s retirement benefit is in line
with other senior US employees and comprises a 6% of salary
Fixed pay
matched contribution (subject to IRS limits in respect of 401(k)
Salary: salary paid for the year. For 2020, this includes a 30%
contributions) and a 16% of salary supplemental employer DCP
salary reduction from April to September inclusive.
contribution. The Committee reviewed US retirement benefits
Benefits: for Executive Directors, this includes, but is not limited during 2020 and determined to retain the current structure.
to, taxable benefits such as company car and healthcare.
Provision during 2020 was in line with previous years and the Variable pay
approved DR Policy. APP (cash and deferred shares)
Pension benefit: for current Executive Directors, in line with Operation
DR Policy, the value of IHG contributions and any cash allowances, Award levels are determined based on salary as at 31 December 2020
paid in lieu of pension contributions. and are based on achievement vs target under each measure. For
operating profit from reportable segments, the 2020 award was
Keith Barr and Paul Edgecliffe-Johnson did not participate in any
set on the basis of a payout range of +/-7% of target payout for
IHG pension plan in 2020 and instead received cash allowances of
performance of +/-$25m of target performance. Outside of this
25% of base salary; this will reduce to the maximum level available
range, payout would be on a straight-line basis between threshold
to all other participants in the UK Pension Plan at the end of 2022.
and -$25m and between +$25m and maximum. For net system
Life assurance cover is provided for both Keith and Paul at four
size growth, the award was set on a straight-line basis between
times base salary.
threshold and target, and target and maximum:
Elie Maalouf participated in the US 401(k) Plan and the US
• threshold is the minimum level that must be achieved for there
Deferred Compensation Plan (DCP). The US 401(k) Plan is a
to be an award in relation to that measure; no award is made for
tax-qualified plan providing benefits on a defined contribution
achievement below threshold.
basis, with the member and relevant company both contributing.
• target is the target level of achievement and results in a target
Contributions made by, and in respect of Elie Maalouf in these award for that measure.
plans for the year ended 31 December 2020 were:
• maximum is the level of achievement at which a maximum
£a award for that measure is received (capped at 200% of salary).
Director’s contributions to US Deferred
Compensation Plan 132,064 The threshold award was subject to global affordability gates:
Director’s contributions to US 401(k) Plan 20,280 • if operating profit from reportable segments was less than 85%
Company contributions to US Deferred of target, no award under net system size growth would be
Compensation Plan 56,529 made; and
Company contributions to US 401(k) Plan 8,187 • if operating profit from reportable segments was 85% or more
Age of Director at 31 December 2020 56 but less than 93% of target, half of any award under net system
size growth would be made.
a
Sterling values have been calculated using an exchange rate of $1 = £0.78.
Directors’ Remuneration Report IHG | Annual Report and Form 20-F 2020 101
Governance
AUDITED
Performance Targets
Achievement Weighted
Performance measure and weighting Target % Vesting Result (% of maximum) Weighting achievement
Total Shareholder Return: Maximum Maximum Outcome 54.0% 40% 21.6%
Three-year growth relative to average 27.0% 100% 6.9%
of competitors
40% Threshold Threshold
-7.9% 20%
Total Gross Revenue: Maximum Maximum Outcome 0.0% 20% 0.0%
based on IHG’s performance against 5.64bn 100% -11.89bn USD
an absolute total gross revenue USD
target Threshold Threshold
20% 3.95bn 20%
USD
Net system size growth: Maximum Maximum Outcome 45.1% 20% 9.0%
based on IHG’s performance against 134.4k 100% 106.7k rooms
an absolute NSSG target rooms
20% Threshold Threshold
94.1k 20%
rooms
Cash flow: Maximum Maximum Reported Outcome 0.0% 20% 0.0%
based on IHG’s performance against 2.18bn 100% 1.33bn USD
an absolute cash flow target USD
20% Threshold Threshold Adjusted Outcome
1.63bn 20% 1.41bn USD
USD
Total achievement (% of maximum 30.6%
opportunity vested)
• IFRS 16: Operating leases cash flow has been reclassified Adjustment to net system size growth outcome
from Cash Flow from Operations to interest and movements The NSSG LTIP outcome above includes adjustments to exclude
in net debt. the removal from IHG brands of 16,665 rooms associated with
Adjustments due to events unforeseen when the the SVC portfolio towards the end of 2020; and 2,118 rooms
targets were set: associated with a small portfolio of hotels in EMEAA which left
Six Senses Hotels Resorts & Spas acquisition: the material the IHG system in February 2020. Neither of these transactions
acquisition cost of Six Senses in 2019 has been removed. The were budgeted for at the time of setting the 2018/20 targets, and
Committee considered it was appropriate to exclude the cash the Committee considered it was appropriate to adjust for them
impact because it was not incorporated into the original target as it was consistent with the principle of not disincentivising
and the cash flow benefits of the acquisition will be long-term. management from making decisions that they judged to be
in the long-term interests of shareholders.
Where applicable, the adjustments above will also apply to the
cash flow outcomes of the 2019-21 LTIP award. These will be
disclosed in full, along with any other adjustments, in the relevant
year’s Directors’ Remuneration Report.
Directors’ Remuneration Report IHG | Annual Report and Form 20-F 2020 103
Governance
AUDITED
LTIP
Achievement against target is measured by reference to the three years ended 31 December 2020. This cycle will vest on
24 February 2021 and the individual outcomes for this cycle are show below.
The share price of 4,460p used to calculate the 2018/20 LTIP cycle value shown in the single-figure table is the average over
the final quarter of 2020.
% of
Maximum maximum Outcome Total value Value of award
opportunity at grant opportunity (number of shares of award attributable to share
Executive Director Award cycle (number of shares) vested awarded at vest) £000 price appreciation
Keith Barr LTIP 2018/20 35,381 30.6% 10,826 483 (18)
Paul Edgecliffe-Johnson LTIP 2018/20 24,830 30.6% 7,597 339 (13)
Elie Maalouf LTIP 2018/20 24,426 30.6% 7,474 333 (12)
AUDITED
AUDITED
Statement of Directors’ shareholdings and share interests Directors electronically sign an agreement to the terms of the
The Committee believes that share ownership by Executive grant, including the post-employment shareholding requirement.
Directors and senior executives strengthens the link between
the individuals’ personal interests and those of shareholders. Shares and awards held by Executive Directors
as at 31 December 2020: % of salary
Guideline Executive Director shareholding requirement
Executive Directors are required to hold shares equal to 500% Keith Barr
of salary for the Chief Executive Officer and 300% for any other 393 505 1,271
Executive Director. Executive Directors are expected to hold all
net shares earned until the previous guideline shareholding Paul Edgecliffe-Johnson
requirement is achieved (300% for the CEO and 200% for other 406 514 1,268
Executive Directors) and at least 50% of all subsequent net shares
earned until the current guideline shareholding is met. The Elie Maalouf
number of shares held outright includes all directors’ beneficial
499 602 1,344
interests and those held by their spouses and other connected
persons. It also includes the net value of unvested shares that
0 200 400 600 800 1,000 1,200 1,400
are not subject to any further performance conditions.
Shares held outright Guideline shareholding
Percentages are calculated using the 31 December 2020 share
price of 4,690p. Shares held outright and net value of shares
subject to holding/deferral period
The full guideline minimum shareholding requirement continues Total number of shares and awards as a % of salary
for six months after cessation of employment and 50% of the
requirement continues for an additional six months. As a part of
Percentages have been calculated using a combined tax and social security rate of
47% for Keith Barr and Paul Edgecliffe-Johnson and a rate of 45.1% for Elie Maalouf.
this requirement, since 2019, shares have been granted and all
unvested awards held in a nominee account and Executive
Shares and awards held by Executive Directors as at 31 December 2020: number of shares
Total number of
Number of shares held outright APP deferred share awards LTIP share awards (unvested) shares and awards held
Directors’ Remuneration Report IHG | Annual Report and Form 20-F 2020 105
Governance
600
500
400
300
200
100
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
IHG PLC FTSE 100 Index
Other information relating to Directors’ remuneration No bonus was paid to Executive Directors or other corporate
Consideration of use of discretion employees for 2020.
In line with the UK Corporate Governance Code, the Committee has
The formulaic vesting outcome for the 2018/20 LTIP cycle was
adopted a formal framework which it will use to determine whether
30.6% of maximum. During the 2018/20 cycle, the Committee
to exercise discretion. Some of the key factors the Committee will
tracked forecast performance against the targets. As at the end
consider are shown below.
of 2019, before the impact of Covid-19 was taken into account, the
estimated vesting level was c.76% significantly higher than the final
performance outcome. The Committee took a number of matters
Performance relative to competitors into account in considering whether to use any discretion to adjust
the formulaic outcome of the 2018/20 LTIP, in accordance with the
Committee’s discretion assessment framework. These included the
Historic performance outcomes strong performance of the Executive Directors in addressing the
exceptional circumstances resulting from the pandemic to the
benefit of shareholders, owners, colleagues and other stakeholders,
Impact of adjustments
as well as the unavoidable loss of employment for impacted
corporate and hotel colleagues. The Committee concluded that
Wider Company financial and Possible use the formulaic vesting outcome was appropriate for this award.
strategic performance of discretion
The Committee also held discussions on the possible use of
Consistency between APP discretion for the vesting outcome for the 2019/21 and 2020/22
and LTIP outcomes LTIP cycles. No decisions will be made until the end of each cycle’s
performance period; however, a possible approach for the cash flow
Stakeholder experience: shareholders, target and ROCE underpin for the 2020/22 cycle is described on
employees, owners & guests page 105.
Dividends paid to Executive Directors
Historic use of discretion
No dividends were paid out by IHG in 2020.
Directors’ Remuneration Report IHG | Annual Report and Form 20-F 2020 107
Governance
Annual percentage change in remuneration of Directors The table to the left shows the percentage change in all
compared to employees Directors’ remuneration compared to that of an average employee
2020 between the financial year ended 31 December 2019 and the
Taxable financial year ended 31 December 2020.
Salary Bonus benefit
The remuneration figures for the Directors’ were taken from the
Executive Directors
data used to compile single figure tables of remuneration shown
Keith Barr -14% -100% 25% on pages 101 and 110 excluding any rounding up or down. No
Paul Edgecliffe-Johnson -13% -100% -14% employees are directly employed by the Group’s Parent Company,
Elie Maalouf -15% -100% -10% so the average employee data for this year’s report is based on the
Non-Executive Directors
same UK corporate employee population as that on which the CEO
pay ratio is calculated.
Patrick Cescau -13% N/A -53%
Graham Allan – N/A – The percentage change in salary and fees takes into account the
temporary reductions from April to September 2020 inclusive and
Anne Busquet -13% N/A -87%
the cancellation of the planned 2020 merit increase.
Arthur de Haast – N/A –
No bonus is payable for 2020 to Executive Directors or other
Ian Dyson -13% N/A -90%
corporate employees, which is reflected in the bonus percentage
Duriya Farooqui – N/A –
change. Non-Executive Directors are not eligible for a bonus.
Jo Harlow -13% N/A -94%
Taxable benefits for Non-Executive Directors are largely consituted
Jill McDonald -13% N/A -87%
of travel expenses, which were significantly impacted by travel
Dale Morrison -13% N/A -83% restrictions during 2020, whereas Executive Director and average
Sharon Rothstein – N/A – employee benefits typically comprise elements of their reward
Average employee -6% -100% -9% package such as company car and healthcare benefits.
AUDITED
Implementation of Directors’ Remuneration Policy in 2021 our shareholders and is a function of other critical measures, such as
This section explains how the DR Policy will be applied in 2021. RevPAR, profit margin and fee revenues. Having reviewed a number
of potential strategic measures, the Committee has determined
Salary: Executive Directors
that for 2021, it is particularly important to the Company’s strategic
Directors’ salaries are agreed annually in line with the DR Policy.
objectives to focus on new room openings and new room signings
Last year, we stated that Executive Directors’ would receive a 2%
in the APP. New room openings are critical to driving both short and
salary increase from 1 April 2020 however, as explained on page 100,
long-term profitable growth and are a recognised key performance
these increases were rescinded. Furthermore, temporary reductions
measure across the industry, while new room signings provide the
to salary were taken between April and September inclusive; Executive
best gauge of future growth as they create the path for openings in
Directors’ received a 30% reduction in salary during this period.
future years, which will in turn drive profit and revenue growth. The
The following salaries will apply from 1 April 2021. two strategic measures will be equally weighted, with each worth
15% of the overall APP. The targets are commercially sensitive and
Increase 2021 2021 2020 2020
Executive Director % £ $ £ $ will be disclosed retrospectively. It is important to note that the
Keith Barr 3 863,300 838,200
targets and payment schedule for operating profit from reportable
segments and the strategic measures are set in an environment
Paul Edgecliffe-
of continued uncertainty as a result of the Covid-19 pandemic.
Johnson 3 634,800 616,300
Elie Maaloufa 3 836,600 812,200 Weighting Performance
Measure Definition (%) objective
Elie Maalouf is paid in USD and his annual base salary for 2020 and 2021 is shown in
a
Operating A measure of IHG’s operating 70 Achievement
USD. The sterling equivalent values calculated using an exchange rate of $1 = £0.78 are: profit from profit from reportable segments against
2020 – £633,516 and 2021 – £652,548.
reportable for the year target
The increases above are in line with the budget for the wider UK and segments
US corporate workforce. Room Absolute number of new room 15 Achievement
signings signings against
Measures for 2021 APP target
The 2021 APP structure is in line with the approved DR Policy and will
be based on a 70% weighting for a measure of operating profit and Room Absolute number of new room 15 Achievement
a 30% weighting for other key strategic measures that are reviewed openings openings against
annually and set in line with business priorities. Operating profit from target
reportable segments is a focal measure of business performance for
Weighting
Measure Definition (%) Performance objective
Relative Total IHG’s performance against a comparator group of 30 Threshold – median of comparator group (20% of TSR
Shareholder Return global hotel companies. TSR is the aggregate of element vests);
(TSR) share price growth and dividends paid, assuming Maximum – upper quartile of comparator group (100%
reinvestment of dividends in the Company’s shares of TSR element vests); and
during the three-year performance period.
Vesting will be on a straight-line basis in between the
two points above.
Relative net system size IHG’s aggregated compound annual growth rate 40 Threshold – Fourth ranked competitor excluding IHG
growth with ROCE (CAGR) against our six largest competitors with (20% of NSSG element vests);
underpin over 500k rooms: Marriott International, Inc., Maximum – First ranked competitor excluding IHG
Hilton Worldwide Holdings Inc., Accor S.A., Jin Jiang (100% of NSSG element vests); and
International Holdings Company Limited, Wyndham
Vesting will be on a straight-line basis in between
Hotels & Resorts Inc., Choice Hotels International Inc.
the two points above.
Targets will be set based on increased room count
that is consistent with the relevant company’s This measure is subject to the achievement of a Return on
business plan objectives and practice as at the Capital Employed underpin. See below for further details.
start of the LTIP cycle.
Absolute cash flow Cumulative annual cash generation over three-year 30 In view of the uncertain forecasting environment, the cash
performance period. flow targets had not been approved by the Committee at the
time of publication of this report. The targets are scheduled
to be finalised and published on our website in advance of
the May 2021 AGM.
Operation of Return on Capital Employed (ROCE) underpin For the 2021/23 LTIP cycle, the underpin will remain at the 20%
The Committee has the discretion to reduce the amount of the level set for the 2020/22 cycle. Under normal circumstances,
award vesting under the net system size growth measure by any the Committee considers this an appropriate level to protect
amount, including to zero, in the event that a Return on Capital shareholder interests without disincentivising the pursuit of
Employed (ROCE) falls below a predetermined level over the period long-term strategically advantageous return-enhancing
of an LTIP cycle. The extent of reduction would be determined taking opportunities, which could have a short-term impact on ROCE.
into consideration criteria including: However, it should be noted that, as outlined on page 105, the
Committee is minded not to reduce the NSSG outcome if the ROCE
• the reason the ROCE underpin has not been met;
underpin is not met for the 2020/22 cycle solely due to the impact
• the impact on other metrics, including cash flow and total gross on earnings of the pandemic.
revenue; and
Performance and vesting outcomes and any use of discretion
• the materiality of the circumstances under which the underpin
will be fully disclosed and explained in the relevant Directors’
has not been met.
Remuneration Report.
ROCE is defined as operating profit from reportable segments
divided by Capital Employed. For Capital Employed, we expect
to define this as Total Assets less Current Liabilities, adjusted for
deferred revenue and deferred tax assets/liabilities. At the end of
each cycle, the Committee will agree the appropriate capital base
of the Company taking into account any short-term impacts that
are not part of the long-term capital of the business.
Directors’ Remuneration Report IHG | Annual Report and Form 20-F 2020 109
Governance
AUDITED
See page 75 for Board and Committee membership key and attendance.
Fees: Fees are paid in line with the DR Policy. As explained on page 100, Non-Executive Directors’ fees were reduced by 30% from
1 April 2020 to 30 September 2020. Malina Ngai stepped down from the Board on 07 May 2020 and Luke Mayhew stepped down on
18 December 2020 so all fees and taxable benefits for these Directors ceased on those dates.
Benefits: For Non-Executive Directors, benefits include taxable travel and accommodation expenses to attend Board meetings away
from the designated home location. Under concessionary HM Revenue and Custom rules, non-UK based Non-Executive Directors are
not subject to tax on travel expenses for the first five years; this is reflected in the taxable benefits for Anne Busquet, Dale Morrison,
Malina Ngai and Sharon Rothstein. Due to global restrictions on travel during 2020 as a result of the Covid-19 pandemic, only the
February Board meeting was held in person so taxable travel and accommodation expenses are lower this year.
Other: Non-Executive Directors are not eligible for any incentive awards or for any pension contributions or benefit.
b
2019 shares were subject to a share consolidation on 14 January 2019 on the basis of 19 new ordinary shares for every 20 existing ordinary shares.
Remuneration Committee details The Company’s approach to wider workforce engagement under the
Key objectives and summary of responsibilities Corporate Governance Code is set out on page 92.
The Remuneration Committee agrees, on behalf of the Board,
all aspects of remuneration of the Executive Directors and the Effectiveness of the Committee
Executive Committee, and agrees the strategy, direction and policy The effectiveness of the Committee is monitored and assessed
for the remuneration of the senior executives who have a significant regularly by the Chair of the Committee and the Chair of the Board.
influence over the Group’s ability to meet its strategic objectives. Other focus areas and activities
Additionally, the Committee reviews wider workforce pay policies In addition to stakeholder consultation following the DR Policy vote,
and practice to ensure alignment with strategy, values and the other focus areas and activities discussed by the Committee
behaviours and takes this into account when setting Executive during 2020 were:
Director remuneration. The Committee’s role and responsibilities
are set out in its Terms of Reference (ToR) which are reviewed • monitoring 2020 performance against agreed targets as well as
annually and approved by the Board. in the wider business context and the impact on key stakeholders
including employees and shareholders;
The ToR are available on IHG’s website at • reviewing and approving the 2020 annual and long-term incentive
www.ihgplc.com/investors under Corporate governance. results for the Executive Directors and other members of the
Executive Committee (EC), including assessing the use of
The Committee’s key focus areas during the year have been: discretion;
• evaluating absolute and relative performance on incentive plans • reviewing potential measures and targets for 2021+ annual and
for the year ended 2020; and long-term incentive plans, including working with the Responsible
Business Committee on ESG metrics; and
• evaluating potential measures and targets for 2021+ short and
long-term incentive plans. • reviewing wider workforce remuneration policy and practice,
including EC and wider workforce retirement benefits in the UK
Membership and attendance at meetings and US.
Details of the Committee membership and attendance at meetings
are set out on page 75. Remuneration advisers
In 2019, IHG appointed Deloitte LLP to act as independent adviser
During 2020, the Committee was supported internally by the Chair, to the Committee and they commenced work in October 2019.
the Group’s CEO and CFO, and the heads of Human Resources and PricewaterhouseCoopers LLP formally stepped down in early 2020.
Reward as necessary. All attend by invitation to provide further
background information and context to assist the Committee in its Deloitte and PwC are both members of the Remuneration
duties. They are not present for any discussion that relate directly Consultants Group and, as such, operate under the code of conduct
to their own remuneration or where their attendance would not in relation to executive remuneration consulting in the UK. The
be appropriate. Committee is satisfied that the advice received is objective and
independent. Fees of £129,500 were paid to Deloitte and £18,300
Reporting to the Board to PwC in respect of advice provided to the Committee in 2020. This
The Committee Chair updates the Board on all key issues raised at was in the form of an agreed fee for support in preparation of papers
Committee meetings. Papers and minutes for each meeting are also and attendance at meetings, with work on additional items charged
circulated to all Board members for review and comment. at hourly rates. The terms of engagement for Deloitte are available
Stakeholder engagement from the Company Secretary’s office upon request. Separately,
The Chair of the Committee engaged extensively with shareholders other parts of Deloitte LLP also advised the Company in relation
during 2020 in respect of the DR Policy, both in advance of the AGM to corporation tax, mobility and consulting services.
and following the vote of less than 80% support at the AGM, in order
Jo Harlow
Chair of the Remuneration Committee
22 February 2021
Directors’ Remuneration Report IHG | Annual Report and Form 20-F 2020 111
Group Financial
Statements
114 Statement of Directors’ Responsibilities
115 Independent Auditor’s UK Report
122 Independent Auditor’s US Report
126 Group Financial Statements
126 Group income statement
127 Group statement of comprehensive income
128 Group statement of changes in equity
131 Group statement of financial position
132 Group statement of cash flows
133 Accounting policies
146 Notes to the Group Financial Statements
Group Financial Statements IHG | Annual Report and Form 20-F 2020 113
Group Financial Statements
Independent Auditor’s UK Report IHG | Annual Report and Form 20-F 2020 115
Group Financial Statements
Independent Auditor’s UK Report IHG | Annual Report and Form 20-F 2020 117
Group Financial Statements
In the prior year, our auditor’s report included key audit matters In assessing the risk of material misstatement to the Group Financial
in relation to: Statements, and to ensure we had adequate quantitative coverage of
significant accounts in the Group Financial Statements, we selected
• “Impairment assessments of the Kimpton management contracts
53 components as full or specific scope components, which
and the UK portfolio goodwill and right-of-use asset”. In the current
represent the principal business units within the Group.
year, these are captured within the key audit matter “Impairment
of non-current assets”. Of the 53 components selected, we performed an audit of the
complete financial information of 18 components (‘full scope
• “Accounting for the acquisition of Six Senses Hotels Resorts Spas”.
components’) which were selected based on their size or risk
As the audit of the acquisition accounting was completed in 2019,
characteristics. For 16 full scope components, procedures were
the transaction is no longer considered a key audit matter.
performed by a combination of the Primary Team and one or more
of the three component audit teams, (United Kingdom, United States
An overview of the scope of the Parent Company and Group audits
and India).
Tailoring the scope
Our assessment of audit risk, our evaluation of materiality and our For the remaining 35 components (‘specific scope components’),
allocation of performance materiality determine our audit scope for we performed audit procedures on specific accounts within that
each component within the Group. Taken together, this enables us component that we considered had the potential for the greatest
to form an opinion on the Group Financial Statements. We take impact on the significant accounts in the Group Financial Statements
into account size, risk profile, the organisation of the Group and either because of the size of these accounts or their risk profile.
effectiveness of group-wide controls, changes in the business
The table below illustrates the coverage obtained from the work
environment and other factors, such as Global Internal Audit’s results,
performed by our audit teams.
when assessing the level of work to be performed at each component.
2020 2019
% (in absolute value) profit or loss % profit before tax adjusted
before tax adjusted for pre-tax % for pre-tax exceptional items %
See note Number exceptional items and the System Fund revenue Number and the System Fund revenue
Full scope 1 18 70 68 18 78 61
Specific scope 2 35 12 27 35 13 31
Full and specific scope coverage 53 82 95 53 91 92
Remaining components 3 18 5 9 8
Total 100 100 100 100
Notes
The key audit matters included in the tables on pages 116 and 117 were subject to full scope audit procedures.
1
2
The audit scope of these components may not have included testing of all significant accounts of the component but will have contributed to the coverage of significant accounts
tested for the Group.
3
Of the remaining components that together represent 18% (in absolute value) of the Group’s profit or loss before tax adjusted for pre-tax exceptional items and the System Fund, and
5% of the Group’s revenue; none are individually greater than 2% (in absolute value) of the Group’s profit or loss before tax adjusted for pre-tax exceptional items and the System Fund
or greater than 1% of the Group’s revenue. We performed specified procedures to test the consolidation of revenue for two components (2019: two). For two (2019: three) components,
we performed review scope procedures. For all other remaining components, we performed other procedures, including analytical review at both the Group and regional levels,
analytical review at individual components which contributed more than $5 million to either revenue from reportable segments or (in absolute value) to the Group’s profit or loss
before tax adjusted for pre-tax exceptional items and the System Fund, inquiry of management, testing entity level controls, testing group wide controls and testing of journals across
the Group to respond to potential risks of material misstatement to the Group Financial Statements.
Impact of the Covid-19 pandemic on the execution of our audit Involvement with component teams
We worked proactively with management to agree, where possible, In establishing our overall approach to the Group audit, we
a revised timetable to enable our audit testing to be performed earlier determined the type of work that needed to be undertaken at each
in the annual audit cycle. This assisted in providing sufficient time for of the components by us, as the Primary Team, or by component
the audit of judgements and estimates arising from Covid-19 to be auditors from other EY global network firms operating under our
considered fully and disclosures adequately assessed, to reflect the instruction. Of the 18 full scope components, audit procedures were
extended time needed for management to conclude on the significant performed on two of these directly by the Primary Team and 16 by
estimates arising in the year, and to reflect the incremental time a combination of the Primary Team and one or more of the three
associated with completing our audit remotely. The impact of component audit teams. For the 35 specific scope components,
Covid-19 and the changes made to the audit timetable brought audit procedures were performed on six of these directly by the
forward a greater extent of auditing effort to earlier in the period, Primary Team and 29 by the three component audit teams.
in particular, prior to the publication of the Group’s interim financial
In addressing the key audit matters relating to accounting for revenue
statements in August 2020 and during the pre-year-end phase of our
related to the IHG Rewards loyalty programme and impairment of
audit, in advance of the Audit Committee meeting in December 2020.
non-current assets, audit procedures were performed by the Primary
The onset of the pandemic occurred before our audit planning Team. In addressing the key audit matters relating to the allocation
procedures. As such, we evaluated our audit risk assessment, giving of revenues and expenses to the System Fund, audit procedures
particular attention to the effects of Covid-19 on the Group and were performed by a combination of the Primary team and the
significant areas of judgment and estimation arising as a result. component audit team in the United States under our supervision.
We engaged with management throughout the audit, using video During the current audit cycle, our planned visits to component
conference calls, screen-sharing functionality, secure encrypted teams were cancelled due to the travel restrictions arising from the
document exchanges and data downloads to avoid limitations Covid-19 pandemic. In previous years, the Senior Statutory Auditor,
on our ability to interact with management and obtain the audit and other members of the Primary Team, have regularly visited the
evidence we required to execute and document our audit. component teams in the United Kingdom, United States and India.
All key meetings, such as the closing meetings and Audit We replaced the planned visits with alternative procedures, including
Committee meetings, were performed via video conference calls. video conference call meetings and virtual reviews of our local audit
teams’ working papers.
Independent Auditor’s UK Report IHG | Annual Report and Form 20-F 2020 119
Group Financial Statements
The maintenance and integrity of the InterContinental Hotels Group PLC website is the responsibility of the directors; the work carried out by the auditors does not involve
consideration of these matters and, accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially
presented on the website.
Independent Auditor’s UK Report IHG | Annual Report and Form 20-F 2020 121
Group Financial Statements
Independent Auditor’s US Report IHG | Annual Report and Form 20-F 2020 123
Group Financial Statements
Critical Audit Matter Description of the Matter How We Addressed the Matter in Our Audit
Impairment of At 31 December 2020, the carrying value of We obtained an understanding, evaluated the design and tested the
non-current assets non-current assets totalled $2,796 million. For operating effectiveness of controls related to management’s assessments of
the year ended 31 December 2020, the Group impairment. For example, we tested controls over management’s preparation
recognised impairment charges in respect of and review of cash flow forecasts, including over the determination of the
non-current assets totalling $274 million. RevPAR growth projections and approval of impairment assessments.
An additional $41 million of impairment To test management’s impairment assessments, our audit procedures
was charged to the System Fund. included, amongst others, evaluating the appropriateness of the
As more fully described in the critical accounting methodology and assumptions used in the cash flow forecasts. Specifically,
policies and the use of judgements, estimates and we analysed management’s historic RevPAR forecasting accuracy and
assumptions, and notes to the Group Financial evaluated the reasonableness of the RevPAR growth projections by
Statements, the impact of Covid-19 on the Group’s comparison to external industry data and, where necessary, involving
results and forecasts has been considered a valuation specialists as part of our team to determine an independent
trigger for impairment testing of non-current estimate of an acceptable range.
assets. The Group tests non-current assets for We evaluated the reasonableness of cash flow forecasts made in respect
impairment using valuation techniques involving of uncertain contractual positions by making enquiries of management,
judgements, estimates and assumptions. The key including those outside of a financial reporting and oversight role, and
assumptions used in management’s impairment reviewing underlying contractual agreements to identify corroborating
assessments are cash flow forecasts, mainly driven or contradictory evidence to the judgment made.
by RevPAR growth projections, discount rates and
We tested the clerical accuracy of the impairment models used by
judgments made in respect of uncertain
management and assessed the level at which goodwill and other indefinite
contractual positions.
lived assets were tested. We considered the professional qualifications and
Auditing the impairment assessments objectivity of management’s external valuation specialists and inspected their
performed by management was challenging reports to identify corroborating or contradictory evidence to the estimate of
due to the judgement involved in determining the the recoverable amount.
significant assumptions, in particular the RevPAR
We evaluated the disclosures provided in the accounting policies and the
growth projections. The risk has increased during
notes to the Group Financial Statements.
the year due to the greater estimation uncertainty
related to Covid-19 disruptions, for example,
potential further domestic and international
travel restrictions, or future economic and
market conditions.
The maintenance and integrity of the InterContinental Hotels Group PLC website is the responsibility of the directors; the work carried out by the auditors does not involve
consideration of these matters and, accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially
presented on the website.
The maintenance and integrity of the InterContinental Hotels Group PLC website is the responsibility of the directors; the work carried out by the auditors does not involve
consideration of these matters and, accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially
presented on the website.
Independent Auditor’s US Report IHG | Annual Report and Form 20-F 2020 125
Group Financial Statements
Financial income 7 4 6 5
Financial expenses 7 (144) (121) (101)
Fair value gains/(losses) on contingent purchase consideration 25 13 27 (4)
(Loss)/profit before tax (280) 542 482
Tax 8 20 (156) (132)
(Loss)/profit for the year from continuing operations (260) 386 350
Attributable to:
Equity holders of the parent (260) 385 349
Non-controlling interest – 1 1
(260) 386 350
Notes on pages 133 to 199 form an integral part of these Group Financial Statements.
Attributable to:
Equity holders of the parent (410) 348 382
Non-controlling interest – 1 2
(410) 349 384
Notes on pages 133 to 199 form an integral part of these Group Financial Statements.
Group Financial Statements IHG | Annual Report and Form 20-F 2020 127
Group Financial Statements
Shares
Capital held by Cash flow Currency IHG share- Non-
Equity share redemption employee Other Fair value hedging translation Retained holders’ controlling Total
capital reserve share trusts reserves reserve reserve reserve earnings equity interest equity
$m $m $m $m $m $m $m $m $m $m $m
At 1 January 2020 151 10 (5) (2,870) 57 (6) 381 809 (1,473) 8 (1,465)
Loss for the year – – – – – – – (260) (260) – (260)
Other comprehensive income
Items that may be subsequently
reclassified to profit or loss:
Losses on cash flow hedges – – – – – 3 – – 3 – 3
Costs of hedging – – – – – (6) – – (6) – (6)
Hedging gains reclassified
to financial expenses – – – – – (13) – – (13) – (13)
Exchange losses on retranslation
of foreign operations – – – – – (2) (83) – (85) – (85)
– – – – – (18) (83) – (101) – (101)
Items that will not be reclassified
to profit or loss:
Losses on equity instruments
classified as fair value through
other comprehensive income – – – – (43) – – – (43) – (43)
Gains on equity instruments
transferred to retained earnings
on disposal – – – – (3) – – 3 – – –
Re-measurement losses
on defined benefit plans – – – – – – – (7) (7) – (7)
Tax related to pension
contributions – – – – – – – 1 1 – 1
– – – – (46) – – (3) (49) – (49)
Total other comprehensive loss
for the year – – – – (46) (18) (83) (3) (150) – (150)
Total comprehensive loss
for the year – – – – (46) (18) (83) (263) (410) – (410)
Transfer of treasury shares
to employee share trusts – – (14) – – – – 14 – – –
Release of own shares by
employee share trusts – – 18 – – – – (18) – – –
Equity-settled share-based cost,
net of $3m reclassification to
cash-settled awards – – – – – – – 27 27 – 27
Tax related to share schemes – – – – – – – (1) (1) – (1)
Exchange adjustments 5 – – (5) – – – – – – –
At 31 December 2020 156 10 (1) (2,875) 11 (24) 298 568 (1,857) 8 (1,849)
All items within total comprehensive loss are shown net of tax.
Notes on pages 133 to 199 form an integral part of these Group Financial Statements.
All items within total comprehensive income are shown net of tax.
Notes on pages 133 to 199 form an integral part of these Group Financial Statements.
Group Financial Statements IHG | Annual Report and Form 20-F 2020 129
Group Financial Statements
Shares
Capital held by Cash flow Currency IHG share- Non-
Equity share redemption employee Other Fair value hedging translation Retained holders’ controlling Total
capital reserve share trusts reserves reserve reserve reserve earnings equity interest equity
$m $m $m $m $m $m $m $m $m $m $m
At 1 January 2018 154 10 (5) (2,874) 79 – 377 898 (1,361) 7 (1,354)
Impact of adopting IFRS 9a – – – – (18) – – 18 – – –
At 1 January 2018 154 10 (5) (2,874) 61 – 377 916 (1,361) 7 (1,354)
Profit for the year – – – – – – – 349 349 1 350
Other comprehensive income
Items that may be subsequently
reclassified to profit or loss:
Gains on cash flow hedges – – – – – 5 – – 5 – 5
Costs of hedging – – – – – (1) – – (1) – (1)
Hedging gains reclassified
to financial expenses – – – – – (8) – – (8) – (8)
Exchange gains on retranslation
of foreign operations – – – – – – 43 – 43 1 44
– – – – – (4) 43 – 39 1 40
Items that will not be reclassified
to profit or loss:
Losses on equity instruments
classified as fair value through
other comprehensive income – – – – (14) – – – (14) – (14)
Re-measurement gains on
defined benefit plans – – – – – – – 8 8 – 8
– – – – (14) – – 8 (6) – (6)
Total other comprehensive
(loss)/income for the year – – – – (14) (4) 43 8 33 1 34
Total comprehensive income
for the year – – – – (14) (4) 43 357 382 2 384
Transfer of treasury shares
to employee share trusts – – (19) – – – – 19 – – –
Purchase of own shares by
employee share trusts – – (3) – – – – – (3) – (3)
Release of own shares by
employee share trusts – – 24 – – – – (24) – – –
Equity-settled share-based cost – – – – – – – 39 39 – 39
Tax related to share schemes – – – – – – – 3 3 – 3
Equity dividends paid – – – – – – – (199) (199) (1) (200)
Exchange adjustments (8) – (1) 9 – – – – – – –
At 31 December 2018 146 10 (4) (2,865) 47 (4) 420 1,111 (1,139) 8 (1,131)
IFRS 9 was applied from 1 January 2018. Under the transition method chosen, comparative information was not restated.
a
All items within total comprehensive income are shown net of tax.
Notes on pages 133 to 199 form an integral part of these Group Financial Statements.
2019 2018
2020 Restateda Restateda
31 December 2020 Note $m $m $m
ASSETS
Goodwill and other intangible assets 13 1,293 1,376 1,143
Property, plant and equipment 14 201 309 273
Right-of-use assets 15 303 490 513
Investment in associates and joint ventures 16 81 110 104
Other financial assets 17 168 284 260
Derivative financial instruments 24 5 – 7
Deferred compensation plan investments 25 236 218 193
Non-current tax receivable 15 28 31
Deferred tax assets 8 113 66 63
Contract costs 3 70 67 55
Contract assets 3 311 311 270
Total non-current assets 2,796 3,259 2,912
Inventories 5 6 5
Trade and other receivables 18 514 666 610
Current tax receivable 18 16 27
Other financial assets 17 1 4 1
Derivative financial instruments 24 – 1 1
Cash and cash equivalents 19 1,675 195 704
Contract costs 3 5 5 5
Contract assets 3 25 23 20
Total current assets 2,243 916 1,373
Assets classified as held for sale 12 – 19 –
Total assets 5,039 4,194 4,285
LIABILITIES
Loans and other borrowings 22 (869) (87) (104)
Lease liabilities 15 (34) (65) (55)
Trade and other payables 20 (466) (568) (616)
Deferred revenue 3 (452) (555) (572)
Provisions 21 (16) (40) (10)
Current tax payable (30) (50) (50)
Total current liabilities (1,867) (1,365) (1,407)
Loans and other borrowings 22 (2,898) (2,078) (1,910)
Lease liabilities 15 (416) (595) (615)
Derivative financial instruments 24 (18) (20) –
Retirement benefit obligations 27 (103) (96) (91)
Deferred compensation plan liabilities 25 (236) (218) (193)
Trade and other payables 20 (94) (116) (125)
Deferred revenue 3 (1,117) (1,009) (934)
Provisions 21 (44) (22) (17)
Deferred tax liabilities 8 (95) (118) (124)
Total non-current liabilities (5,021) (4,272) (4,009)
Liabilities classified as held for sale 12 – (22) –
Total liabilities (6,888) (5,659) (5,416)
Net liabilities (1,849) (1,465) (1,131)
EQUITY
IHG shareholders’ equity (1,857) (1,473) (1,139)
Non-controlling interest 8 8 8
Total equity (1,849) (1,465) (1,131)
Restated for deferred compensation plan investments and liabilities (see page 134).
a
Notes on pages 133 to 199 form an integral part of these Group Financial Statements.
Group Financial Statements IHG | Annual Report and Form 20-F 2020 131
Group Financial Statements
Net movement in cash and cash equivalents in the year 1,430 (500) 563
Cash and cash equivalents at beginning of the year 19 108 600 58
Exchange rate effects 86 8 (21)
Cash and cash equivalents at end of the year 19 1,624 108 600
Notes on pages 133 to 199 form an integral part of these Group Financial Statements.
Accounting policies IHG | Annual Report and Form 20-F 2020 133
Group Financial Statements
Change in accounting policy Critical accounting policies and the use of judgements,
The Group operates a deferred compensation plan in the US estimates and assumptions
which allows certain employees to make additional provision for In determining and applying the Group’s accounting policies,
retirement, through the deferral of salary with matching company management are required to make judgements, estimates and
contributions within a dedicated trust. The Group has reassessed assumptions. An accounting policy is considered to be critical if
the accounting judgement for this plan which was previously its selection or application could materially affect the reported
not consolidated based on a control analysis as disclosed in the amounts of assets and liabilities at the date of the Consolidated
Group’s prior year financial statements. The Group has revisited Financial Statements, or the reported amounts of revenues and
the judgement regarding the extent of its control over the plan expenses during the reporting period, or could do so within the
by placing more weighting on some of the Group’s legal rights next financial year.
and, giving consideration to both IFRS 10 ‘Consolidated Financial
Judgements
Statements’ and IAS 19 ‘Employee Benefits’, the Group has changed
System Fund
its accounting policy and has recognised the related assets and
The Group operates a System Fund (the ‘Fund’) to collect and
liabilities on the balance sheet (see note 25). The Group’s obligation
administer cash assessments from hotel owners for the specific
to employees under the plan is limited to the fair value of assets
purpose of use in marketing, the Guest Reservation System and
held by the plan and so the assets and liabilities are valued at the
hotel loyalty programme. Assessments are generally levied as a
same amount, with no net impact on profit or loss. The effect on
percentage of hotel revenues.
the Consolidated Financial Statements is the recognition and
presentation of deferred compensation plan investments of $236m The Fund is not managed to generate a profit or loss for IHG over
(2019: $218m, 2018: $193m) and matching deferred compensation the longer term, but is managed for the benefit of the IHG System
plan liabilities. There is no net impact on the comparative income with the objective of driving revenues for the hotels in the System.
statements, nor would there have been any net impact on the Group
In relation to marketing and reservation services, the Group’s
income statement in earlier periods.
performance obligation under IFRS 15 ‘Revenue from Contracts
with Customers’ is determined to be the continuous performance of
Presentational changes
the services rather than the spending of the assessments received.
The presentation of the Group income statement has been
Accordingly, assessment fees are recognised as hotel revenues
amended to include impairment loss on financial assets as a
occur, Fund expenses are charged to the Group income statement
separate line item reflecting the increased size of such losses and
as incurred and no constructive obligation is deemed to exist under
therefore providing more reliable and relevant information for the
IAS 37 ‘Provisions, Contingent Liabilities and Contingent Assets’.
users of the financial statements. Comparatives have been re-
Accordingly, no liability is recognised relating to the balance of
presented on a consistent basis.
unspent funds.
Presentational currency No other critical judgements have been made in applying the
The Consolidated Financial Statements are presented in millions Group’s accounting policies.
of US dollars reflecting the profile of the Group’s revenue and
Estimates
operating (loss)/profit which are primarily generated in US dollars
Management consider that critical estimates and assumptions are
or US dollar-linked currencies.
used in the areas described below. Estimates and assumptions are
In the Consolidated Financial Statements, equity share capital, evaluated by management using historical experience and other
the capital redemption reserve and shares held by employee share factors believed to be reasonable based on current circumstances.
trusts are translated into US dollars at the rates of exchange on the
Loyalty programme
last day of the period; the resultant exchange differences are
The hotel loyalty programme, IHG Rewards, enables members
recorded in other reserves.
to earn points, funded through hotel assessments, during each
The functional currency of the Parent Company is sterling since this qualifying stay at an IHG branded hotel and consume points at
is a non-trading holding company located in the United Kingdom a later date for free accommodation or other benefits. The Group
that has sterling denominated share capital and whose primary recognises deferred revenue in an amount that reflects IHG’s
activity is the payment and receipt of sterling dividends and of unsatisfied performance obligations, valued at the stand-alone
interest on sterling denominated external borrowings and inter- selling price of the future benefit to the member. The amount of
company balances. revenue recognised and deferred is impacted by ‘breakage’. 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 consumed (‘breakage’).
Significant estimation uncertainty exists in projecting members’
future consumption activity and how this may be impacted by
Covid-19. The Group has extended its policies for points expiration
and elite status in response to Covid-19 which, together with the
impact of a gradual market recovery, will extend the period over
which members consume points. These actions are expected to
limit further increases in breakage in the short term and member
behaviour patterns are estimated to return to pre-crisis levels over
Accounting policies IHG | Annual Report and Form 20-F 2020 135
Group Financial Statements
$37m of this impairment charge was borne by the System Fund in Six Senses management agreements
line with existing principles for cost allocation relating to this facility. An impairment charge of $41m was recognised during the year
The remaining $13m is recognised in the Americas region ($6m) and on the Six Senses management agreements acquired in 2019. The
Central ($7m). key assumption is RevPAR growth (forecast as detailed on page 135).
Cash flows beyond the five-year period are extrapolated using a
Barclay associate long-term growth rate of 2.0% which does not exceed the long-term
An impairment charge of $13m has been recognised in 2020. growth rate for the relevant markets. On this basis, the recoverable
The recoverable amount of the investment has been measured amount of the management agreement portfolio was estimated as
at fair value less costs of disposal, based on the Group’s share of $3m. Estimated future cash flows were discounted at pre-tax rates
the market value of the hotel less debt in the associate. The hotel of 8.5%-14.7% depending on the country or region of the contract
was appraised by a professional external valuer using an income (see further detail in note 13). The impairment charge relates to the
capitalisation approach which is a discounted cash flow technique following regions: Americas $5m, EMEAA $33m, Greater China $3m.
that measures the present value of projected income flows (over
a 10-year period) and the reversion of the property sale. Within There is no significant downside sensitivity as the contracts are
the fair value hierarchy, this is categorised as a Level 3 fair value valued at $3m. The upside sensitivity to the key assumption is
measurement. The external valuer assumed a return to 2019 as follows:
RevPAR levels over a three to four-year period, based on industry • A RevPAR recovery over a four-year period (one year faster than the
data specific to the New York market and supply factors in the luxury Base Case assumption) would have reduced the impairment
market located close to the InterContinental New York Barclay. The charge by $2m.
pre-tax discount and capitalisation rates used in the valuation were
7.5% and 6.0%, respectively.
Accounting policies IHG | Annual Report and Form 20-F 2020 137
Group Financial Statements
Accounting policies IHG | Annual Report and Form 20-F 2020 139
Group Financial Statements
Goodwill is recorded at cost, being the difference between the fair All depreciation is charged on a straight-line basis. Residual value
value of the consideration and the fair value of net assets acquired. is reassessed annually.
Following initial recognition, goodwill is measured at cost less any
accumulated impairment losses and is not amortised.
Transaction costs are expensed and are not included in the cost
of acquisition.
Accounting policies IHG | Annual Report and Form 20-F 2020 141
Group Financial Statements
Financial assets Cash and cash equivalents may include amounts which are subject
On initial recognition, the Group classifies its financial assets as to regulatory or other contractual restrictions and not available for
being subsequently measured at amortised cost, fair value through general use by the Group.
other comprehensive income (‘FVOCI’), or fair value through profit
Cash balances are classified as other financial assets when subject
or loss (‘FVTPL’).
to a specific charge or contractually ring-fenced for a specific
Financial assets which are held to collect contractual cash flows purpose, such that the Group does not control the circumstances or
and give rise to cash flows that are solely payments of principal and timing of its release.
interest are subsequently measured at amortised cost. Interest on
Money market funds
these assets is calculated using the effective interest rate method
Money market funds are held at FVTPL, with distributions recognised
and is recognised in the Group income statement as financial
in financial income.
income. The Group recognises a provision for expected credit losses
for financial assets held at amortised cost. Where there has not been Bank and other borrowings
a significant increase in credit risk since initial recognition, provision Bank and other borrowings are initially recognised at the fair value of
is made for defaults that are possible within the next 12 months. the consideration received less directly attributable transaction
Where there has been a significant increase in credit risk since initial costs. They are subsequently measured at amortised cost.
recognition, provision is made for credit losses expected over the
Borrowings are classified as non-current when the repayment date is
remaining life of the asset.
more than 12 months from the period-end date or where they are
The Group has elected to irrevocably designate equity investments drawn on a facility with more than 12 months to expiry.
as FVOCI when they meet the definition of equity and are not held
Finance costs
for trading. Changes in the value of equity investments classified as
Financial income and expenses comprise income and charges on the
FVOCI are recorded directly in equity within the fair value reserve
Group’s financial assets and liabilities and related hedging instruments.
and are never recycled to the Group income statement. On disposal
of equity investments, any related balance within the fair value Finance charges relating to bank and other borrowings, including
reserve is reclassified to retained earnings. Dividends from equity transaction costs and any discount or premium on issue, are recognised
investments classified as FVOCI are recognised in the Group income in the Group income statement using the effective interest rate method.
statement as other operating income when the dividend has been
In the statement of cash flows, interest paid and received is
declared, when receipt of the funds is probable, and when the
presented within cash from operating activities, including any fees
dividend is not a return of invested capital. Equity instruments
and discounts on issuance or settlement of borrowings.
classified as FVOCI are not subject to impairment assessment.
Borrowing costs attributable to the acquisition or development of
Financial assets measured at FVTPL include money market funds and
assets that necessarily take a substantial period of time to prepare
other financial assets which do not have a fixed date of repayment.
for their intended use are capitalised as part of the asset cost.
Trade receivables
Capitalised interest paid is presented within investing activities in
Trade receivables are recognised initially at fair value and
the statement of cash flows.
subsequently measured at amortised cost. A provision for
impairment is made for lifetime expected credit losses. The Group Derivative financial instruments and hedging
has established a provision matrix that is based on its historical Derivatives are initially recognised and subsequently re-measured at
credit loss experience by region and number of days past due. fair value. The method of recognising the re-measurement depends
Adjustments are made where management’s expectations of on whether the derivative is designated as a hedging instrument,
credit losses change. and if so, the nature of the item being hedged (see below).
Trade receivables are written off once determined to be uncollectable. Changes in the fair value of derivatives which have either not
been designated as hedging instruments or relate to the ineffective
Cash and cash equivalents
portion of hedges are recognised immediately in the Group
Cash comprises cash in hand and demand deposits.
income statement.
Cash equivalents are short-term highly liquid investments
Documentation outlining the measurement and effectiveness of
with an original maturity of three months or less that are readily
any hedging arrangement is maintained throughout the life of the
convertible to known amounts of cash and subject to
hedge relationship.
insignificant risk of changes in value.
Accounting policies IHG | Annual Report and Form 20-F 2020 143
Group Financial Statements
Accounting policies IHG | Annual Report and Form 20-F 2020 145
Group Financial Statements
2. Segmental information
The Group has four reportable segments reflecting its geographical regions and its Central functions:
• Americas;
• EMEAA;
• Greater China; and
• Central.
Central functions include technology, sales and marketing, finance, human resources and corporate services; Central revenue arises
principally from technology fee income.
No operating segments have been aggregated to form these reportable segments.
Management monitors the operating results of these reportable segments for the purpose of making decisions about resource allocation
and performance assessment. Each of the geographical regions is led by its own Chief Executive Officer who reports to the Group Chief
Executive Officer.
The System Fund is not viewed as being part of the Group’s core operations as it is not managed to generate a profit or loss for IHG over
the longer term. As such, its results are not regularly reviewed by the Chief Operating Decision Maker (‘CODM’) and it does not constitute an
operating segment under IFRS 8. Similarly, reimbursements of costs are not reported to the CODM and so are not included within the
reportable segments.
Segmental performance is evaluated based on operating profit or loss and is measured consistently with operating profit or loss in the
Group Financial Statements, excluding System Fund and exceptional items. Group financing activities, fair value gains/(losses) on
contingent purchase consideration and income taxes are managed on a Group basis and are not allocated to reportable segments.
Revenue
2020 2019 2018
Year ended 31 December $m $m $m
Americas 512 1,040 1,051
EMEAA 221 723 569
Greater China 77 135 143
Central 182 185 170
Revenue from reportable segments 992 2,083 1,933
System Fund revenues 765 1,373 1,233
Reimbursement of costs 637 1,171 1,171
Total revenue 2,394 4,627 4,337
Greater
Americas EMEAA China Central Group
Year ended 31 December 2019 $m $m $m $m $m
Depreciation and amortisationa 44 25 5 42 116
Share-based payments cost 9 4 2 13 28
Share of losses/(gains) of associates and joint ventures 9 (6) – – 3
Greater
Americas EMEAA China Central Group
Year ended 31 December 2018 $m $m $m $m $m
Depreciation and amortisationa 46 17 7 45 115
Share-based payments cost 8 4 3 12 27
Share of losses/(gains) of associates and joint ventures 6 (5) – – 1
Included in the $110m (2019: $116m, 2018: $115m) of depreciation and amortisation is $29m (2019: $32m, 2018: $27m) relating to cost of sales in owned, leased and managed
a
lease hotels, and $81m (2019: $84m, 2018: $88m) relating to other assets. A further $62m (2019: $54m, 2018: $49m) of depreciation and amortisation was recorded within
System Fund expenses.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 147
Group Financial Statements
Greater
Americas EMEAA China Central Group
Year ended 31 December 2019 $m $m $m $m $m
Capital expenditure per management reporting 57 71 – 137 265
Goodwill – 4 – – 4
Contract acquisition costs (27) (35) – – (62)
Timing differences and other adjustments 4 1 – (4) 1
Additions per the Group Financial Statements 34 41 – 133 208
For the purposes of the above table, fee business, owned, leased and managed lease and reimbursable revenues are 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. System Fund revenues are not included in the
geographical analysis as the Group does not monitor the Fund’s revenue by location of the hotel, or in the case of the loyalty programme,
according to the location where members consume their rewards.
2020 2019
31 December $m $m
Non-current assets
United Kingdom 72 184
United States 1,487 1,632
Rest of World 700 847
2,259 2,663
For the purposes of the above table, non-current assets comprise goodwill and other intangible assets, property, plant and equipment,
right-of-use assets, investments in associates and joint ventures, non-current contract costs and non-current contract assets. 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.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 149
Group Financial Statements
3. Revenue
Disaggregation of revenue
The following table presents Group revenue disaggregated by type of revenue stream and by reportable segment:
Greater
Americas EMEAA China Central Group
Year ended 31 December 2020 $m $m $m $m $m
Franchise and base management fees 452 93 61 – 606
Incentive management fees 5 14 16 – 35
Central revenue – – – 182 182
Revenue from fee business 457 107 77 182 823
Revenue from owned, leased and managed lease hotels 55 114 – – 169
512 221 77 182 992
System Fund revenues (note 33) 765
Reimbursement of costs 637
Total revenue 2,394
Following communication with the IHG Owners Association, fees and expenses associated with the InterContinental Ambassador
programme (the InterContinental Hotels & Resorts paid-for loyalty programme) previously reported within Central revenue have been
moved into the System Fund to align with the treatment of IHG’s other brand loyalty programmes. Revenue arising from the licence of
intellectual property under co-brand credit card agreements previously recorded within the System Fund is now recorded within Central
revenue (see page 139). This change is effective from 1 January 2020. For the year ended 31 December 2020, this change resulted in an
increase of $20m to Central revenue and $21m to operating profit from reportable segments, and an equivalent reduction to System Fund
revenues and increase to System Fund operating loss. Had this arrangement existed in the prior year, Central revenue and operating profit
in 2019 would have been $18m and $22m higher respectively (2018: $15m and $20m respectively); System Fund revenues would have
reduced and System Fund operating loss would have increased by the same amounts.
Greater
Americas EMEAA China Central Group
Year ended 31 December 2019 $m $m $m $m $m
Franchise and base management fees 840 247 87 – 1,174
Incentive management fees 13 90 48 – 151
Central revenue – – – 185 185
Revenue from fee business 853 337 135 185 1,510
Revenue from owned, leased and managed lease hotels 187 386 – – 573
1,040 723 135 185 2,083
System Fund revenues (note 33) 1,373
Reimbursement of costs 1,171
Total revenue 4,627
Greater
Americas EMEAA China Central Group
Year ended 31 December 2018 $m $m $m $m $m
Franchise and base management fees 835 227 94 – 1,156
Incentive management fees 18 93 49 – 160
Central revenue – – – 170 170
Revenue from fee business 853 320 143 170 1,486
Revenue from owned, leased and managed lease hotels 198 249 – – 447
1,051 569 143 170 1,933
System Fund revenues (note 33) 1,233
Reimbursement of costs 1,171
Total revenue 4,337
Contract balances
2020 2019
$m $m
Trade receivables (note 18) 309 515
Contract assets 336 334
Deferred revenue (1,569) (1,564)
A trade receivable is recorded when the Group has an unconditional right to receive payment. In respect of franchise fees, base and
incentive management fees, Central revenue and revenues from owned, leased and managed lease hotels, the invoice is typically issued
as the related performance obligations are satisfied, as described on page 138.
Analysed as:
Current 25 23
Non-current 311 311
336 334
Key money is recognised as a contract asset when the trigger event for payment is met and payment becomes unconditional. The Group
also has future commitments for key money payments which are contingent upon future events and may reverse.
At 31 December 2020, the amount of performance guarantees included within trade and other payables was $1m (2019: $2m) and the
maximum payout remaining under such guarantees was $72m (2019: $85m). In estimating amounts due under performance guarantees,
the Group has considered ‘force majeure’ provisions within its management agreements.
Impairment of contract assets relates primarily to deposits made to SVC of $33m (see page 137). The remaining impairment of $20m relates
to key money and performance guarantee payments on individual properties which are supported by future franchise and management
fees. As a result of the expected impact of Covid-19 and the subsequent recovery period on trading, all significant contract assets were
tested for impairment using cash flow projections which reflect the five-year RevPAR recovery period outlined on page 135. The key
assumptions are the RevPAR growth forecasts and the pre-tax discount rates used, which were 8.4%-9.3% for Americas, 9.5%-10.4% for
Europe, 14.1% for other EMEAA and 13.3% for Greater China.
Of the total impairment including SVC balances, $42m relates to the Americas region and $11m relates to the EMEAA region.
Deferred revenue
Deferred revenue is recognised when payment is received before the related performance obligation is satisfied. The main categories
of deferred revenue relate to the loyalty programme, co-branding agreements and franchise application and re-licensing fees.
Analysed as:
Current 376 11 22 43 452
Non-current 869 44 144 60 1,117
1,245 55 166 103 1,569
At 31 December 2019
Current 476 11 25 43 555
Non-current 757 55 147 50 1,009
1,233 66 172 93 1,564
This table does not include amounts which were received and recognised as revenue in the same year. Amounts recognised as revenue
were included in deferred revenue at the beginning of the year.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 151
Group Financial Statements
3. Revenue continued
Loyalty programme revenues, shown gross in the table on the previous page, are presented net of the corresponding redemption cost in
the Group income statement.
Other deferred revenue includes technical service fees and guest deposits received by owned, leased and managed lease hotels.
Transaction price allocated to remaining performance obligations
The Group has applied the practical expedient in IFRS 15 not to disclose the aggregate amount of the transaction price allocated to the
performance obligations that are unsatisfied or partially unsatisfied as at the end of the reporting period for all amounts where the Group
has a right to consideration in an amount that corresponds directly with the value to the customer of the Group’s performance completed
to date (including franchise and management fees).
Amounts received and not yet recognised related to performance obligations that were unsatisfied at 31 December 2020 are as follows:
2020 2019
Loyalty and Loyalty and
co-brand Other Total co-brand Other Total
$m $m $m $m $m $m
Expected timing of recognition
Less than one year 387 65 452 487 68 555
Between one and two years 313 40 353 292 34 326
Between two and three years 249 29 278 176 30 206
Between three and four years 176 24 200 115 27 142
Between four and five years 73 22 95 79 27 106
More than five years 102 89 191 150 79 229
1,300 269 1,569 1,299 265 1,564
Contract costs
Movements in contract costs, typically developer commissions, are as follows:
2020 2019
$m $m
At 1 January 72 60
Costs incurred 11 19
Amortisation (9) (7)
Exchange and other adjustments 1 –
At 31 December 75 72
Analysed as:
Current 5 5
Non-current 70 67
75 72
Contract costs were tested for impairment during the year. As contract costs typically constitute a very small percentage of deal value,
no impairment was identified.
programme completed in 2019. In 2018, included $15m classified as exceptional relating to termination of the US funded Inter-Continental Hotels Pension Plan.
b
Includes $20m relating to the 2020 corporate reorganisation programme and $nil (2019: $8m, 2018: $21m) relating to the comprehensive efficiency programme completed in 2019.
Staff costs are presented net of government support income of $36m received in 2020. This primarily relates to employee costs at certain
of the Group's leased hotels. Additionally, ongoing support has been received in the form of tax credits which have also been applicable in
prior years and which relate to the Group’s corporate office presence in certain countries. The income has been recognised as a reduction
to the payroll costs that the grants and credits are intended to compensate. There are no unfulfilled conditions or other contingencies
attaching to these grants.
More detailed information on the remuneration including pensions, share awards and shareholdings for each Director is shown in the Directors’
Remuneration Report on pages 96 to 111.
b
Excludes fees of $0.2m which have not yet been incurred.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 153
Group Financial Statements
6. Exceptional items
2020 2019 2018
Note $m $m $m
Operating exceptional items:
Cost of sales:
Derecognition of right-of-use assets and lease liabilities (a)(h) 22 – –
Gain on lease termination (b) 30 – –
Provision for onerous contractual expenditure (h) (10) – –
Reorganisation costs (c)(h) (8) – –
34 – –
Administrative expenses:
Reorganisation costs (c) (19) (20) (56)
Acquisition and integration costs (d) (6) (7) (15)
Litigation (e) (5) (28) (18)
Pension settlement cost 27 – – (15)
(30) (55) (104)
The above items are treated as exceptional by reason of their size, nature, or incidence, as further described on page 140.
All items above relate to continuing operations.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 155
Group Financial Statements
During the year, $3m (2019: $13m, 2018: $14m) was payable to the IHG Rewards loyalty programme relating to interest on the accumulated
balance of cash received in advance of the consumption of points awarded. The expense and corresponding System Fund interest income
are eliminated within financial expenses.
Capitalised interest relates to the System Fund. The rate used for capitalisation of interest was 2.9% (2019: 3.1%, 2018: 3.0%).
Net interest payable on a frozen GAAP basis as calculated for bank covenants was $111m (2019: $99m). Further details are provided on page 181.
8. Tax
Tax on (loss)/profit
2020 2019 2018
$m $m $m
Current tax
UK corporation tax at 19.00%:
Current period – 5 10
Adjustments in respect of prior periods (2) 13 4
(2) 18 14
Foreign tax:
Current period 43 154 95
Benefit of tax reliefs on which no deferred tax previously recognised (2) (2) (1)
Adjustments in respect of prior periods (5) (11) (13)
36 141 81
34 159 95
Deferred tax
Origination and reversal of temporary differences (35) 11 39
Changes in tax rates and tax laws (8) 2 1
Adjustments to estimated recoverable deferred tax assetsa (14) (2) (2)
Reduction in deferred tax expense by previously unrecognised deferred tax assets (1) – –
Adjustments in respect of prior periods 4 (14) (1)
(54) (3) 37
Income tax (credit)/charge for the year (20) 156 132
b
Includes $41m (2019: $113m, 2018: $93m) in respect of US taxes.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 157
Group Financial Statements
8. Tax continued
Before exceptional items
Totala and System Fundb
2020 2019 2018 2020 2019 2018
% % % % % %
Reconciliation of tax charge
UK corporation tax at standard rate 19.0 19.0 19.0 19.0 19.0 19.0
Tax credits 0.5 (0.8) (0.5) (1.7) (0.6) (0.3)
System Fundc (6.6) 1.1 5.0 (1.1) (0.5) (0.5)
Impairment charges – 1.7 – – – –
Other permanent differences (4.2) 1.3 0.6 12.1 0.8 0.3
Non-recoverable foreign taxesd (5.1) 3.2 0.7 16.9 2.4 0.5
Net effect of different rates of tax in overseas businessese (4.5) 6.7 4.6 18.9 5.5 3.7
Effect of changes in tax rates and tax lawsf 2.9 (0.4) 0.3 (9.6) (0.3) 0.2
Reduction in current tax expense by previously unrecognised deferred tax
assets 0.7 (0.4) (0.4) (2.4) (0.3) (0.3)
Items on which deferred tax arose but where no deferred tax is recognisedg (1.9) – – 5.1 – –
Effect of adjustments to estimated recoverable deferred tax assetsh 5.1 (0.4) 0.1 (16.9) (0.3) 0.1
Reduction in deferred tax expense by previously unrecognised deferred
tax assets 0.3 – – – – –
Adjustment to tax charge in respect of prior periods 0.9 (2.2) (2.0) (2.7) (1.9) (1.0)
7.1 28.8 27.4 37.6 23.8 21.7
a
Calculated in relation to total (losses)/profits including exceptional items and System Fund.
b
Calculated in relation to profits excluding exceptional items and System Fund earnings.
c
The System Fund is, in general, not subject to taxation.
d
The large increase in 2020 when compared to 2019 is as a result of the material decrease in Group profitability. This has meant that the Group has no longer been able to obtain
effective relief for withholding taxes incurred on its revenues and in respect of other taxes, primarily in the US and Singapore. The increase from 2018 to 2019 was caused by the
recognition in 2018 of a carryback claim in the US in respect of foreign tax credits.
e
Before exceptional items and System Fund includes 18.9 percentage points (2019: 4.9 percentage points, 2018: 4.2 percentage points) driven by the relatively high blended US rate,
which includes US Federal and State taxes as well as Base Erosion and Anti-Avoidance Tax ('BEAT'). In 2020, the lower profitability has resulted in a large impact of BEAT, and the
trading results in the year have led to a higher proportion of the Group’s profit being taxed in the US.
In 2020, the UK Government reversed a previously enacted drop to the UK rate of corporation tax. This has led to an increase in value to the Group’s existing deferred tax assets in the
f
UK, contributing to a benefit to the Group effective tax rate, before exceptional items and System Fund, of 7.9 percentage points.
g
Predominantly in respect of losses arising in the year.
h
During 2020, the Group simplified its Group structure leading to an increase to existing deferred tax assets within the UK.
A reconciliation between total tax rate and tax rate before exceptional items and System Fund is shown below:
Information concerning Non-GAAP measures can be found in the Strategic Report on pages 47 to 51.
in the year but not recorded in the current year tax charge.
Current tax
Within current tax payable is $25m (2019: $33m) in respect of uncertain tax positions.
The calculation of the Group’s total tax charge involves consideration of applicable tax laws and regulations in many jurisdictions
throughout the world. From time to time, the Group is subject to tax audits and uncertainties in these jurisdictions. The issues involved
can be complex and disputes may take a number of years to resolve.
Where the interpretation of local tax law is not clear, management relies on judgement and accounting estimates to ensure all uncertain
tax positions are adequately provided for in the Group Financial Statements. This may involve consideration of some or all of the
following factors:
• strength of technical argument, impact of case law and clarity of legislation;
• professional advice;
• experience of interactions, and precedents set, with the particular taxing authority; and
• agreements previously reached in other jurisdictions on comparable issues.
The largest single contingency item within the current tax payable balance does not exceed $8m (2019: $9m).
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 159
Group Financial Statements
8. Tax continued
Deferred tax
Property,
plant, Other
equipment Other Deferred Deferred short-term
and intangible Application gains on Employee compen- Credit Contract temporary
software assets fees loan notes Associates Losses benefits sation losses costs differencesa Total
$m $m $m $m $m $m $m $m $m $m $m $m
At 1 January 2019 (120) (18) 43 (35) (56) 35 30 42 1 (14) 31 (61)
Group income
statement – 3 – 1 (2) (9) 1 (1) 11 (2) 1 3
Assets of businesses
acquired – – – – – – – – – – 2 2
Group statement of
comprehensive
income – – – – – – 1 – – – (1) –
Exchange and other
adjustments 1 1 – – – 1 1 – – – – 4
At 31 December 2019 (119) (14) 43 (34) (58) 27 33 41 12 (16) 33 (52)
Group income
statement 23 14 (2) – – 28 – 1 10 (1) (19) 54
Group statement of
comprehensive
income – – – – – 6 1 – – – 8 15
Group statement of
changes in equity – – – – – – (1) – – – – (1)
Exchange and other
adjustments 1 – 1 – 1 – 1 – – – (2) 2
At 31 December 2020 (95) – 42 (34) (57) 61 34 42 22 (17) 20 18
The above table has been re-presented in order to separately disclose the deferred tax on ‘deferred compensation’ and ‘credit losses’ (both previously disclosed in ‘other short-term
a
temporary differences’), to disaggregate the deferred tax on ‘application fees’ and ‘contract costs’, to present deferred tax on share-based compensation within ‘employee benefits’
(previously disclosed within ‘other short-term temporary differences’) and to disclose deferred taxes on ‘contract assets’ within ‘other short-term temporary differences’ (previously
disclosed within ‘Other intangible assets and contract assets’).
The deferred tax on the loan notes represents tax that is expected to come due in 2025 (2019: 2025). The deferred tax in respect of losses of
$61m (2019: $27m) comprises $60m in respect of revenue losses (2019: $27m) and $1m in respect of capital losses (2019: $nil). There is no
tax in respect of uncertain tax positions recorded within deferred taxes.
A deferred tax asset of $95m (2019: $4m) has been recognised in legal entities which have made a loss in the current or the previous year.
Of the 2020 amount, $89m (2019: $nil) is within the UK tax group and predominantly represents revenue tax losses and future tax
deductions for amortisation.
The recoverability of these UK deferred tax assets has been assessed by:
• starting with the Group profit forecasts prepared by management, consistent with those used when reviewing for impairment (see page 135);
• overlaying tax principles to those forecasts; and
• following the methodology required by IAS 12.
This has demonstrated that $87m of the UK deferred tax assets should reverse over a 10-year period. Under UK law, tax losses do not expire,
although can only be offset against 50% of annual UK taxable profits, and accordingly, if the anticipated recovery to previous profitability
were to be over a longer period, the length of time for recovery of the deferred tax asset would increase.
The remaining $2m of the UK deferred tax asset is in a legal entity which was loss making in 2019 and became profitable in 2020, and is
forecast to remain so. Additional UK deferred tax assets of $14m are recognised in legal entities which were profitable in both the current
and previous years.
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:
2020 2019
$m $m
Analysed as:
Deferred tax assets 113 66
Deferred tax liabilities (95) (118)
18 (52)
The Group does not recognise deferred tax assets if it cannot anticipate being able to offset them against existing deferred tax liabilities or
against future profits or gains.
The total unrecognised deferred tax position is as follows:
There is no expiry date to any of the above unrecognised assets other than for the losses and tax credits as shown in the table below:
No deferred tax liability has been provided in respect of $0.5bn (2019: $0.9bn) of taxable temporary differences relating to subsidiaries
(comprising undistributed earnings and net inherent gains) because the Group is in a position to control the timing of the reversal of these
temporary differences and it is probable that such differences will not reverse in the foreseeable future.
Tax risks, policies and governance
Policies and procedures related to tax risk management are subject to regular review and update and are approved by the IHG Audit
Committee. 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 Approach to Tax
document is available on IHG’s website at www.ihgplc.com/responsible-business. In addition, as a result of its business profile as a hotel
manager and also as a residual legacy from prior acquisitions, IHG has a small number of subsidiaries in jurisdictions commonly portrayed
as tax havens. IHG manages such subsidiaries on a basis consistent with its business principles (for example, by making some foreign
incorporated companies UK tax resident or by operating others so that local profits are commensurate with local activity).
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 161
Group Financial Statements
8. Tax continued
Factors that may affect the future tax charge
Many factors will affect the Group’s future tax rate, the key ones being future legislative developments, future profitability of underlying
subsidiaries and tax uncertainties.
The impact of Covid-19 has resulted in changes to the Group’s current geographic profit mix and this trend is expected to continue for
at least the short term. This is likely to result in a higher than usual tax rate for the Group in the short term.
Worldwide tax reform continues, most notably with the OECD’s review into “Tax Challenges Arising from Digitalisation”, and this could
impact the tax profile of the Group over the longer term. The Group continues to monitor activity in this area.
The Group anticipates the exit from the European Union will not cause a material impact on its future underlying effective tax rate.
9. Dividends
2020 2019 2018
cents cents cents 2020 2019 2018
per share per share per share $m $m $m
Paid during the year
Final (declared for previous year) – 78.1 71.0 – 139 130
Interim – 39.9 36.3 – 72 69
Special (note 29) – 262.1 – – 510 –
– 380.1 107.3 – 721 199
On 20 March 2020, the Board withdrew its recommendation of a final dividend in respect of 2019 of 85.9¢ per share, a payment of which
would have had a cash outflow of approximately $150m in the first half of 2020. A final dividend in respect of 2020 is not proposed and
there was no interim dividend for the year. The Board will consider future dividends once visibility of the pace and scale of market recovery
has improved.
The effect of the notional exercise of outstanding ordinary share awards is anti-dilutive in 2020, and therefore has not been included in the
diluted earnings per share calculation.
Information concerning Non-GAAP measures can be found in the Strategic Report on pages 47 to 51.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 163
Group Financial Statements
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 165
Group Financial Statements
At At
1 January Exchange 31 December
2019 Additions Reallocation differences Impairment 2019
$m $m $m $m $m $m
Goodwill and brands
Americas Managed 272 112 – – – 384
Americas Franchised 37 – – – – 37
EMEAA – Europe Managed 42 52 – – – 94
EMEAA – Europe Franchised 10 – – – – 10
EMEAA – rest of region 136 92 – – – 228
Greater China 18 7 – – – 25
UK portfolio – – 49 – (49) –
Unallocated 48 – (49) 1 – –
563 263 – 1 (49) 778
Re-presented to reflect the weighted average terminal growth rates and pre-tax discount rates applied across the groups of CGUs.
a
The recoverable amounts of the CGUs, or groups of CGUs, exceeded their carrying value such that no impairment has arisen.
The recoverable amounts of the CGUs, or groups of CGUs, have also been calculated for the Downside Case scenario (see page 133) with
no impairment arising.
UK portfolio
For impairment testing of the UK portfolio, which is reported within the EMEAA reportable segment, each hotel is deemed to be a CGU. The
12 individual hotels are treated as a group for impairment testing of goodwill, as goodwill cannot be allocated to individual hotels other than
on an arbitrary basis. Impairment charges in 2019 and 2020 are summarised in note 6, with the key assumptions detailed on page 135.
Software
Software includes $274m relating to the development of the next-generation Guest Reservation System with Amadeus. Of this amount,
$141m relating to Phase 2 of the project is not yet being amortised as it has not been completed; the project is expected to complete and
commence amortisation in the first half of 2021. Phase 1 is being amortised over 10 years, with eight years remaining at 31 December 2020,
reflecting the Group’s experience of the long life of guest reservation systems and the initial term over which the Group is party to a
technology agreement with Amadeus.
Substantially all software additions are internally developed. Individual assets were reviewed for impairment in the year, with $4m
impairment charged to the System Fund relating to projects which are no longer expected to complete.
Management agreements
Management agreements relate to contracts recognised at fair value on acquisition. The weighted average remaining amortisation period
for all management agreements is 18 years (2019: 26 years).
2020 impairment testing of management agreements
The impairment charge of $48m relates to the Kimpton ($5m), Regent ($2m) and Six Senses ($41m) management agreement portfolios
acquired in 2015, 2018 and 2019 respectively. The key assumption is RevPAR growth (detailed on page 135). Cash flows beyond the five-year
period are extrapolated using long-term growth rates that do not exceed the average long-term growth rates for the relevant markets.
Contracts were valued at the higher of value in use and fair value less costs of disposal, using discounted cash flow techniques that
measure the present value of projected income flows. Where the recoverable amount is measured at fair value, this is categorised as a Level
3 fair value measurement.
Long-term Pre-tax
Recoverable growth discount
amount rate rate
Management agreement portfolios Region Basis of recoverable amount $m % %
Kimpton Americas Value in use 4 1.7 8.4
Regent Greater China Value in use 3 2.0-4.6 7.0-15.9
Six Senses (open hotels) EMEAA Fair value less costs of disposal – 2.0 8.9-14.7
Greater China Fair value less costs of disposal – 2.0 9.9
Six Senses (pipeline) Americas Value in use 1 2.0 9.8
EMEAA Value in use 2 2.0 8.9
Greater China Value in use – 2.0 8.5
Sensitivities relating to the Six Senses portfolio are detailed on page 136. The recoverable amount of management agreements is $10m
which is the maximum sensitivity to further impairment.
2019 impairment testing of management agreements
The 2019 impairment charge of $50m related to the Kimpton management agreement portfolio acquired in 2015 and arose from revised
expectations regarding future trading, the rate of hotel exits and the cost of retaining hotels in the portfolio. The recoverable amount was
based on value in use calculations using management fee projections based on near-term industry projected growth rates for the sector
and were discounted at a rate of 8.0%.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 167
Group Financial Statements
The Group’s property, plant and equipment mainly comprises buildings and leasehold improvements on 23 hotels (2019: 26 hotels), but also
offices and computer hardware, throughout the world.
Impairment testing of property, plant and equipment
Total impairment charges of $90m were recognised in relation to property, plant and equipment in the year, in addition $5m was
recognised in the System Fund.
For impairment testing of hotel properties, each hotel is deemed to be a CGU. Covid-19 was considered as a trigger for impairment testing
for all hotel assets and impairment charges of $50m were recognised in relation to the UK portfolio and $35m relating to three premium-
branded hotels in North America, both based on value in use calculations. The key assumptions and sensitivities relating to these assets are
detailed on page 135.
Impairment charges of $3m were also recognised in relation to three development land sites held by the Group in the US which were
measured at fair value. The sites were appraised by a professional external valuer using comparable sales data. Within the fair value
hierarchy, this is categorised as a Level 3 measurement.
Impairment charges of $7m were recognised in relation to property, plant and equipment in the US corporate headquarters. The key
assumptions and sensitivities are detailed on page 136. $5m of this impairment charge was borne by the System Fund in line with existing
principles for cost allocation relating to this facility.
15. Leases
Right-of-use assets
Property Other Total
$m $m $m
Cost
At 1 January 2019 792 5 797
Additions and other re-measurements 39 1 40
Acquisition of businesses (note 11) 25 – 25
Transfers to assets classified as held for sale (note 12) (23) – (23)
Terminations (15) (1) (16)
Exchange and other adjustments 4 – 4
At 31 December 2019 822 5 827
Additions and other re-measurements 12 1 13
Derecognition (93) – (93)
Terminations (125) (2) (127)
Exchange and other adjustments 1 – 1
At 31 December 2020 617 4 621
Depreciation and impairment
At 1 January 2019 (282) (2) (284)
Provided (37) (1) (38)
System Fund expense (5) – (5)
Impairment charge (32) – (32)
Transfers to assets classified as held for sale (note 12) 8 – 8
Terminations 14 1 15
Exchange and other adjustments (1) – (1)
At 31 December 2019 (335) (2) (337)
Provided (34) (1) (35)
System Fund expense (4) – (4)
Impairment charge (16) – (16)
System Fund impairment charge (32) – (32)
Derecognition 44 – 44
Terminations 64 1 65
Exchange and other adjustments (3) – (3)
At 31 December 2020 (316) (2) (318)
Net book value
At 31 December 2020 301 2 303
At 31 December 2019 487 3 490
At 1 January 2019 510 3 513
The Group’s leased assets mainly comprise hotels and offices. Leases contain a wide range of different terms and conditions. The term of
property leases ranges from 1-99 years. The weighted average lease term remaining on the Group’s top eight leases (which comprise 92%
of the right-of-use asset net book value) is 53 years.
Many of the Group’s property leases contain extension or early termination options, which are used for operational flexibility. One of the
Group’s top eight leases contains a material extension option which is not included in the calculation of the lease asset and liability as the
extension would not take effect before 2031. The value of the undiscounted rental payments relating to this lease and not included in the
value of the lease asset and liability is $288m. Additionally, the Group has the option to extend the term of the InterContinental Boston lease
for two additional 20-year terms, the first of which would take effect from 2105. These extension options have not been included in the
calculation of the lease liability.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 169
Group Financial Statements
Analysed as:
Current 34 65
Non-current 416 595
450 660
Barclay associate
The Group held one material associate investment at 31 December 2020, a 19.9% interest in 111 East 48th Street Holdings, LLC (the ‘Barclay
associate’) which owns InterContinental New York Barclay, a hotel managed by the Group. The investment is classified as an associate and
equity accounted. Whilst the Group has the ability to exercise significant influence through certain 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.
Due to the significant trading impact of Covid-19 and resulting restrictions in New York, the hotel was closed for most of 2020 and does not
expect to reopen until Spring 2021. The 2021 closure period and the significant impact on RevPAR during the recovery period is considered
to affect the hotel valuation, hence impairment testing was performed on the Barclay associate, resulting in an impairment charge of $13m.
There is also a related put option which was valued at $4m. Details of the put option, impairment testing performed and sensitivities are
contained on page 136.
Summarised financial information in respect of the Barclay associate is set out below:
2020 2019
31 December $m $m
Non-current assets 497 515
Current assets 32 75
Current liabilities (19) (22)
Non-current liabilities (247) (323)
Net assets 263 245
Group share of reported net assets at 19.9% 52 49
Adjustments to reflect impairment, capitalised costs, and additional rights and obligations
under the shareholder agreement (9) 4
Carrying amount 43 53
2020 2019
Year ended 31 December $m $m
Revenue 16 108
Loss from continuing operations and total comprehensive loss for the year (52) (17)
Group’s share of loss for the year, including the cost of funding owner returns (13) (10)
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 171
Group Financial Statements
Impairment testing was performed on other associate investments containing hotel assets using management forecasts covering a
five-year period, as detailed on page 135. This resulted in impairment of two associates, both in the Americas region, by a total of $8m.
Estimated future cash flows were discounted at pre-tax rates of 12.0% and 8.4%, resulting in recoverable amounts of $1m and $4m
respectively.
A further associate with a value of $5m at 31 December 2019 was liquidated in 2020. A final dividend of $3m was received and the
remaining investment of $2m was impaired to $nil; the charge is recognised within Central costs.
During 2018, the Group received a distribution of $32m from a joint venture following the sale of the hotel owned by the joint venture.
A further $2m was received in 2020 on liquidation of the joint venture.
Analysed as:
Current 1 4
Non-current 168 284
169 288
Restricted funds
The shortfall reserve deposit is held for the specific purpose of funding shortfalls in owner returns relating to the Barclay associate.
The calculation of shortfalls is subject to 'force majeure' clauses which include epidemics. Any shortfalls funded are subject to potential
clawback in future years. The maximum length of time for which the restricted funds will be held is the life of the hotel management
agreement. $16m was withdrawn from the deposit during the current year in connection with the refinancing of the hotel’s senior bank
loan and to fund working capital requirements.
Amounts ring-fenced to satisfy insurance claims are principally held in the Group’s Captive, which is a regulated entity (see note 21).
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 27). The amounts pledged as security may change in future years subject to the trustees’ agreement and updated actuarial
valuations. The bank accounts will continue to be pledged as security until the date at which the UK unfunded pension liabilities have
been fully discharged, unless otherwise agreed with the trustees.
Trade deposits and loans
In 2019, trade deposits and loans included a discounted value related to deposits made to SVC. The deposits ($33m) were impaired in full in
the year (see page 137) and the contracts were subsequently terminated on 30 November 2020.
Expected credit losses
Other financial assets with a total value of $66m (2019: $136m) are subject to the expected credit loss model requirements of IFRS 9.
Equity securities, money market funds and other amounts measured at fair value are excluded. With the exception of the expected credit
loss arising on trade deposits and loans (see below), expected credit losses are considered to be immaterial. Included within trade deposits
and loans is an owner loan with a principal value of $6m where repayments due in 2020 have not been received; this loan was impaired in
full in the year. Other trade deposits and loans are not past due.
2020 2019
$m $m
Trade deposits and loans:
Gross and net balance with no significant increase in credit risk since initial recognition 4 54
Gross balance with a significant increase in credit risk since initial recognition 19 –
Provision for lifetime expected credit lossesa (15) –
Comprises $6m and $9m relating to the Americas and EMEAA regions respectively.
a
Credit risk
Restricted funds are held with bank counterparties which are rated at least A+ based on Standard and Poor’s ratings.
The maximum exposure to credit risk of other financial assets at the end of the reporting period by geographic region is as follows:
2020 2019
$m $m
Americas 72 169
EMEAA 64 81
Greater China 33 38
169 288
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 173
Group Financial Statements
514 666
Including cost reimbursements of $26m (2019: $67m).
a
Trade and other receivables 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.
Other receivables includes $77m relating to the UK portfolio rent. The Group has deferred rent payments due since 1 April 2020 (other than
payments of ground rent) with consideration given to the UK Government and other commercial tenant protection measures which are in
place up to 31 March 2021. A final rent reconciliation is expected in mid-2021, at which point no further rent will be payable and any rent paid
in relation to 2020 will be recoverable from the landlord. $65m has been recognised within trade and other payables in relation to the rents
due under the leases at 31 December, with the receivable balance reflecting the recovery of both amounts due and amounts paid in 2020.
Expected credit losses
The impairment charge in respect of trade receivables was $40m (2019: $8m). This amount and $48m relating to trade deposits and loans
(see note 17) comprise the total impairment loss on financial assets in the Group income statement. A further impairment charge of $24m
was recognised within System Fund expenses (2019: $12m).
In the Group's interim financial statements as at 30 June 2020, exceptional items included an impairment of trade receivables of $22m
which had been determined to be directly as a result of Covid-19. The subsequent improvement in cash collection and the considerations
required to identify whether subsequent expected credit losses over the extended period of the pandemic are due to Covid-19 have
resulted in none of the full year $40m impairment of trade receivables being presented within exceptional items.
Expected credit losses were calculated as follows:
• By applying the Group’s historical policy for estimating the expected credit loss provision, supported by the Group’s prior experience; and
• By identifying hotel owners subject to payment plans or identified as distressed and applying a percentage provision to all
outstanding receivables.
The net balances presented in the table below could result in additional credit losses if they are ultimately found to be uncollectible.
The ageing of trade receivables at the end of the reporting period is shown below; the ageing reflects the initial terms under the invoice
rather than the revised terms where payment flexibility has been provided to owners. Expected credit losses relating to other receivables
are immaterial.
2020 2019
Credit loss Credit loss
Gross allowance Net Gross allowance Net
$m $m $m $m $m $m
Not past due 153 (1) 152 363 (3) 360
Past due 1 to 30 days 59 (2) 57 74 (3) 71
Past due 31 to 90 days 61 (6) 55 56 (5) 51
Past due more than 90 days 40 (7) 33 35 (7) 28
Past due more than 180 days 74 (62) 12 5 – 5
387 (78) 309 533 (18) 515
The credit risk relating to balances not past due is not deemed to be significant.
The movement in the allowance for expected lifetime credit losses of trade receivables during the year is as follows:
2020 2019 2018
$m $m $m
At 1 January (18) (11) (77)
Adjustment arising on adoption of IFRS 9a – – 67
Impairment loss (40) (8) (17)
System Fund impairment loss (24) (12) (11)
Amounts written off 7 14 26
Exchange and other adjustments (3) (1) 1
At 31 December (78) (18) (11)
IFRS 9 was applied from 1 January 2018. Under the transition method chosen, comparative information was not restated.
a
Cash at bank and in hand includes bank balances of $55m (2019: $95m) which are matched by bank overdrafts of $51m (2019: $87m)
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-positive position with the matching overdrafts held by the Group’s central treasury company in the UK. Accordingly,
bank overdrafts are included within cash and cash equivalents for the purposes of the cash flow statement.
Short-term deposits, money market funds and repurchase agreements are highly liquid investments with an original maturity of three
months or less.
At 31 December 2020, $5m (2019: $6m) is restricted for use on capital expenditure under hotel lease agreements and therefore not
available for wider use by the Group. An additional $44m (2019: $16m) is held within countries from which funds are not currently able
to be repatriated to the Group’s central treasury company.
Details of the credit risk on cash and cash equivalents is included in note 24.
Other payables includes $65m relating to the UK portfolio rent (see note 18).
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 175
Group Financial Statements
21. Provisions
Onerous
contractual
Insurance expenditure
Litigation reserves (note 6) Other Total
$m $m $m $m $m
At 1 January 2019 2 25 – – 27
Provided, of which $28m is recorded within exceptional items 30 13 – – 43
Utilised – (8) – – (8)
At 31 December 2019 32 30 – – 62
Reclassification from trade and other payables 2 – – – 2
Provided, of which $10m is recorded within exceptional items 7 13 10 4 34
Utilised (20) (7) (3) – (30)
Released, of which $9m is recorded within exceptional items (9) – – – (9)
Exchange adjustments – – 1 – 1
At 31 December 2020 12 36 8 4 60
2020 2019
$m $m
Analysed as:
Current 16 40
Non-current 44 22
60 62
Litigation
The litigation provision is principally related to management’s best estimate of settlements required in respect of lawsuits filed against the
Group in the Americas region. The Group expects the provision to be principally utilised within 12 months. There are certain claims that the
Group will be able to pursue in relation to these matters, although it is not practicable to quantify the amounts at this point in time.
In 2019, amounts were provided primarily representing management’s best estimate of settlement in respect of a lawsuit filed against the
Group in the Americas region, together with the cost of an arbitration award against the Group in the EMEAA region. The amounts utilised
in 2020 principally reflect the final resolution of these matters.
The amount released in the year principally relates to the lawsuit within the Americas region (see above) as the Group was able to enforce
certain indemnities such that the Group did not have to settle the full amount which had been provided.
Insurance reserves
The Group self-insures certain risks relating to its corporate operations and owned and leased properties, and also acts as third-party
insurer for certain risks of its managed hotels. The insurance reserves held mainly relate to general liability, workers compensation, US
medical and employment practices liability insurances. The amounts are based on reserves held principally in the Group’s Captive
insurance company, and are established using independent actuarial assessments wherever possible, or a reasonable assessment based on
past claims experience.
Over and above the actuarially determined reserves, the Group is potentially exposed to claims with individual caps which do not exceed
$4m for periods prior to 2011 and up to $40m in aggregate for periods since 2011, noting that actual claims did not differ significantly to
estimates in 2020 or 2019.
Amounts utilised within the reserves are paid to a third-party insurer for subsequent settlement with the claimant. In order to protect the
third-party insurer against the solvency risk of the Captive, the Group has outstanding letters of credit (see note 31).
In respect of the managed hotels, the Group received insurance premiums of $19m (2019: $19m, 2018: $11m) and incurred claims expense
of $16m (2019: $18m, 2018: $10m). Insurance premiums earned are included in Central revenue.
Other
Includes dilapidations provisions and is expected to be utilised over a two to three-year period.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 177
Group Financial Statements
2020 2019
$m $m
Expiry of unutilised facilities
Within one year 50 54
After two but before five years 1,350 1,225
1,400 1,279
Utilised facilities are calculated based on actual drawings and may not agree to the carrying value of loans held at amortised cost.
Information concerning Non-GAAP measures can be found in the Strategic Report on pages 47 to 51.
Net debt on a frozen GAAP basis as calculated for bank covenants was $2,375m (2019: $2,241m). Further details are provided on page 181.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 179
Group Financial Statements
Analysed as:
Non-current assets 5 –
Current assets – 1
Non-current liabilities (18) (20)
(13) (19)
The carrying amount of currency swaps of $(17)m (2019: $(20)m) comprises $13m gain (2019: $15m loss) relating to exchange movements
on the underlying principal, included within net debt (see note 23), and $30m loss (2019: $5m loss) relating to other fair value movements.
Details of the credit risk on derivative financial instruments are included on page 183.
Cash flow hedges
Currency swaps have been transacted to swap the proceeds from the euro bonds to sterling as follows:
Date of designation Pay leg Interest rate Receive leg Interest rate Maturity Risk Hedge type Hedged item
November 2018 £436m 3.5% €500m 2.125% May 2027 Foreign exchange Cash flow €500m 2.125% bonds 2027
October 2020 £454m 2.7% €500m 1.625% October 2024 Foreign exchange Cash flow €500m 1.625% bonds 2024
Hedge ineffectiveness arises where the cumulative changes in the fair value of the swaps exceed the change in the fair value of the bonds.
The change in the fair value of hedging instruments used to measure hedge ineffectiveness in the period mirrors that of the hypothetical
derivative (hedged item) and was $7m (2019: $30m).
Hedge ineffectiveness may occur due to any opening fair value of the hedging instrument, or a change in the credit risk of the Group or
counterparty. There was no ineffectiveness in 2020 or 2019.
Amounts recognised in the cash flow hedging reserve are analysed in note 29.
Net investment hedges
The Group designates the following as net investment hedges of its foreign operations, being the net assets of certain Group subsidiaries
with a US dollar functional currency:
• Borrowings under the Syndicated and Bilateral Facilities; and
• Short-dated foreign exchange swaps.
The designated risk is the spot foreign exchange risk and interest on these financial instruments is taken through financial income or expense.
Short-dated foreign exchange swaps are used to manage sterling surplus cash and reduce US dollar borrowings whilst maintaining
operational flexibility. The maximum amount held during the year as net investment hedges and tested for effectiveness at calendar quarter
ends were short-dated foreign exchange swaps with principals of $nil (2019: $100m).
There is an economic relationship between the hedged item and the hedging instrument as the net investment creates a foreign exchange
risk that will match the foreign exchange risk on the US dollar borrowing. The Group has established a hedge ratio of 1:1 as the underlying
risk of the hedging instrument is identical to the hedged risk component.
The change in value of hedging instruments recognised in the currency translation reserve through other comprehensive income was $1m
loss (2019: $2m loss). There was no ineffectiveness recognised in the Group income statement during the current or prior year.
In 2020, interest rate sensitivity relates to cash balances and would only be realised to the extent deposit rates increase by 1%.
Interest rate sensitivities include the impact of hedging and are calculated based on the year-end net debt position.
Liquidity risk
Group policy ensures sufficient liquidity is maintained to meet all foreseeable medium-term cash requirements and provide headroom
against unforeseen obligations. The Group has taken steps to strengthen its liquidity in the year (see page 133).
Cash and cash equivalents are held in short-term deposits, repurchase agreements, and cash funds which allow daily withdrawals of cash.
Most of the Group’s funds are held in the UK or US, although $44m (2019: $16m) is held in countries where repatriation is restricted
(see note 19).
Medium and long-term borrowing requirements are met through committed bank facilities and bonds as detailed in note 22. Short-term
borrowing requirements may be met from drawings under uncommitted overdrafts and facilities, and are currently met by commercial
paper issued under the CCFF.
The Syndicated and Bilateral Facilities contain two financial covenants: interest cover and a leverage ratio. Covenants are monitored
on a ‘frozen GAAP’ basis excluding the impact of IFRS 16 and are tested at half year and full year on a trailing 12-month basis.
The interest cover covenant requires a ratio of Covenant EBITDA:Covenant interest payable above 3.5:1 and the leverage ratio requires
Covenant net debt:Covenant EBITDA of below 3.5:1. Covenant EBITDA is calculated (on a frozen GAAP basis) as operating profit before
exceptional items, depreciation and amortisation and System Fund revenues and expenses.
These covenants have been waived from 30 June 2020 through 31 December 2021 and have been relaxed for test dates in 2022.
A minimum liquidity covenant of $400m has been introduced which will be tested at each test date up to and including 31 December 2022.
For covenant purposes, liquidity is defined as unrestricted cash and cash equivalents (net of bank overdrafts) plus undrawn facilities with
a remaining term of at least six months.
30 June
2020 to 31 31
2019 December 30 June December 30 June
and prior 2021 2022 2022 2023
Amended covenant test levels for Syndicated and Bilateral Facilities
Leverage <3.5x waived <7.5x <6.5x <3.5x
Interest cover >3.5x waived >1.5x >2.0x >3.5x
Liquidity n/a $400m $400m $400m n/a
The following table details performance against covenant tests. The measures used in these tests are calculated on a frozen GAAP basis and
do not align to the values reported by the Group as Non-GAAP measures:
2020 2019
$m $m
The interest margin payable on the Syndicated and Bilateral Facilities is linked to the leverage ratio and can vary between LIBOR + 0.90%
and LIBOR + 2.75%.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 181
Group Financial Statements
Between Between
Less than 1 and 2 2 and 5 More than
1 year years years 5 years Total
$m $m $m $m $m
31 December 2019
Non-derivative financial liabilities:
Bank overdrafts 87 – – – 87
Unsecured bank loans 125 – – – 125
£400m 3.875% bonds 2022 21 21 548 – 590
£300m 3.75% bonds 2025 15 15 45 411 486
£350m 2.125% bonds 2026 10 10 29 482 531
€500m 2.125% bonds 2027 12 12 36 597 657
Lease liabilities 97 116 193 3,451 3,857
Trade and other payables (excluding deferred and contingent purchase consideration) 567 1 1 1 570
Deferred and contingent purchase consideration 3 20 19 120 162
Derivative financial liabilities:
Forward foreign exchange contracts (1) – – – (1)
Currency swaps hedging €500m 2.125% bonds 2027 outflows 20 20 61 627 728
Currency swaps hedging €500m 2.125% bonds 2027 inflows (12) (12) (36) (597) (657)
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 183
Group Financial Statements
Financial liabilities
Financial liabilities measured at fair value through profit or loss:
Contingent purchase consideration (note 20) (79) (91)
Derivative financial instruments (note 24) (18) (20)
Deferred compensation plan liabilities (236) (218)
(333) (329)
Right of offset
Other than in relation to cash pooling arrangements (see note 19), there are no financial instruments with a significant fair value subject to
enforceable master netting arrangements and other similar agreements that are not offset in the Group statement of financial position.
There were no transfers between Level 1 and Level 2 fair value measurements during the year and no transfers out of Level 3. $8m was
transferred into Level 3 relating to equity securities listed on quoted markets which are no longer active.
Valuation techniques
Money market funds, deferred compensation plan investments and bonds
The fair value of money market funds, deferred compensation plan investments and bonds is based on their quoted market price.
Unquoted equity shares
Unquoted equity securities are fair valued using a discounted cash flow model, either internally or using professional external valuers.
The significant unobservable inputs used to determine the fair value of the equity securities are RevPAR growth (based on the RevPAR
recovery assumptions detailed on page 135 or market-specific growth assumptions used by external valuers), pre-tax discount rate (which
ranged from 6.4% to 10.0%), and a non-marketability factor (which ranged from 20.0% to 30.0%). In prior years, an average price-earnings
(P/E) ratio was applied, however, due to the impact of Covid-19 P/E ratios have increased significantly, resulting in an increased level of
uncertainty in the implied valuations and therefore management’s view is that an income approach using discounted cash flows
gives a more reliable valuation.
Applying a one-year slower/faster RevPAR recovery period would result in a $6m/$8m (decrease)/increase in fair value respectively. A one
percentage point increase/(decrease) in the discount rate would result in a $12m/$16m (decrease)/increase in fair value respectively. A five
percentage point increase/(decrease) in the non-marketability factor would result in a $5m (2019: $2m) (decrease)/increase in fair value.
Derivative financial instruments
Short-dated foreign exchange swaps 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. Currency swaps are measured at the present value
of future cash flows discounted back based on quoted forward exchange rates and the applicable yield curves derived from quoted interest
rates. Adjustments for credit risk use observable credit default swap spreads.
The put option over part of the Group’s investment in the Barclay associate has been valued as the excess of the amount receivable under
the option (which is based on the Group’s capital invested to date) over fair value, as calculated for impairment testing using discounted
future cash flows as described on page 136.
Deferred purchase consideration
Deferred purchase consideration arose in respect of the acquisition of Regent, and comprises the present value of $13m payable in 2021
and $13m payable in 2024. The discount rate applied is based on observable US corporate bond rates of similar term to the expected
payment dates.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 185
Group Financial Statements
(see note 6). The remaining $8m fair value loss on contingent purchase consideration relates to Regent.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 187
Group Financial Statements
Comprising:
UK unfunded plan 31 26 24 – – – 31 26 24
US unfunded plans 50 48 45 – – – 50 48 45
US unfunded post-retirement plans 22 22 22 – – – 22 22 22
103 96 91 – – – 103 96 91
Defined benefit obligation Fair value of plan assets Net defined benefit liability/(asset)
2020 2019 2018 2020 2019 2018 2020 2019 2018
$m $m $m $m $m $m $m $m $m
Movement in asset restriction
At 1 January – – – – – 3 – – 3
Recognised in other
comprehensive income – – – – – (3) – – (3)
At 31 December – – – – – – – – –
For the year ended 31 December 2018, the total amount of re-measurement gains and losses recorded in other comprehensive income,
including the movement in the asset restriction, was a gain of $12m.
Discount rate:
UK plan 1.4 2.1 3.0
US plans 1.9 2.9 3.9
US post-retirement plan 2.0 2.9 4.0
Mortality is the most significant demographic assumption. The current assumptions for the UK are based on the S3PA ‘light’ year of birth
tables with projected mortality improvements using the CMI_2019 model and a 1.25% per annum long-term trend and a smoothing
parameter (‘s-kappa’) of 7.5 with weightings of 95% and 82% for pensioners and 98% and 81% for non-pensioners, male and female
respectively. In the US, the current assumptions use rates from the Pri-2012 Mortality Study and Generationally Projected with Scale
MP-2020 mortality tables.
The assumptions used for life expectancy at retirement age are as follows:
UK US
2020 2019 2018 2020 2019 2018
Years Years Years Years Years Years
Current pensioners at 65a – male 24 24 24 22 21 21
– female 26 26 26 23 23 23
Future pensioners at 65b – male 25 25 25 23 22 22
– female 28 28 28 24 24 24
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 2040.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 189
Group Financial Statements
Future payments
Group payments are expected to be $6m in 2021.
The estimated future benefit payments are:
2020 2019
$m $m
Within one year 6 6
Between one and five years 22 22
More than five years 101 107
129 135
Average duration
The average duration of the pensions obligations is:
2020 2019
Years Years
UK plan 19.0 18.0
US plans 9.3 9.3
US post-retirement plan 9.9 9.8
More detailed information on the performance measures for awards to Executive Directors is shown in the Directors’ Remuneration Report
on pages 96 to 111.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 191
Group Financial Statements
The above awards do not vest until the performance and service conditions have been met.
The weighted average share price at the date of exercise for share awards vested during the year was 4,874.5p (2019: 4,584.8p). The closing
share price on 31 December 2020 was 4,690.0p and the range during the year was 2,385.5p to 5,223.0p.
The authority given to the Company at the AGM held on 7 May 2020 to purchase its own shares was still valid at 31 December 2020. A
resolution to renew the authority will be put to shareholders at the AGM on 7 May 2021.
The Company no longer has an authorised share capital.
In October 2018, the Group announced a $500m return of funds to shareholders by way of a special dividend and share consolidation. On
11 January 2019, shareholders approved the share consolidation on the basis of 19 new ordinary shares of 20340 ⁄399p per share for every 20
existing ordinary shares of 1917 ⁄21p, which became effective on 14 January 2019 and resulted in the consolidation of 10m shares. The special
dividend was paid on 29 January 2019 at a cost of $510m. 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.
At 31 December 2020, 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 20340 ⁄399p shares. The share premium reserve represents the amount
of proceeds received for shares in excess of their nominal value.
The nature and purpose of the other reserves shown in the Group statement of changes in equity on pages 128 to 130 of the Group 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 $1.4m (2019: $4.9m, 2018: $3.6m) in respect of 0.05m (2019: 0.1m, 2018: 0.2m) InterContinental Hotels Group PLC ordinary
shares held by employee share trusts, with a market value at 31 December 2020 of $3.1m (2019: $9.6m, 2018: $8.3m).
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. The revaluation reserve relates to the previous revaluations of property, plant and
equipment which were included at deemed cost on adoption of IFRS. 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.
Fair value reserve
This reserve records movements in the value of financial assets measured at fair value through other comprehensive income.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 193
Group Financial Statements
Value of currency swaps comprises the effective portion of the cumulative net change in the fair value of hedging instruments used in cash
flow hedges pending subsequent recognition in profit or loss.
Costs of hedging reflects the gain or loss which is excluded from the designated hedging instrument relating to the foreign currency basis
spread of currency swaps. It is initially recognised in other comprehensive income and accounted for similarly to changes in value of
currency swaps.
Amounts reclassified from other comprehensive income to financial expenses comprise $9m (2019: $8m) net interest payable on the
currency swaps and an exchange gain of $22m (2019: $30m loss) which offsets a corresponding loss/gain on the €500m 2.125% bonds and
€500m 1.625% bonds (2019: €500m 2.125% bonds).
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 financial instruments that provide a hedge against net investments in foreign operations. On
adoption of IFRS, cumulative exchange differences were deemed to be $nil.
The fair value of derivative financial instruments designated as hedges of net investments in foreign operations outstanding at 31 December
2020 was $nil (2019: $1m asset, 2018: $1m asset).
Treasury shares
During 2020, 0.6m (2019: 0.8m, 2018: 0.8m) treasury shares were transferred to the employee share trusts. As a result of the 2019 share
consolidation, the number of shares held in treasury reduced by 0.3m during 2019. At 31 December 2020, 5.1m shares (2019: 5.7m,
2018: 6.8m) with a nominal value of $1.4m (2019: $1.6m, 2018: $1.7m) 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.
The Group has also committed to invest a further $6m (2019: $6m) in one of its associates.
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 195
Group Financial Statements
There were no other transactions with key management personnel during the years ended 31 December 2020, 2019 or 2018. Key management
personnel comprises the Board and Executive Committee.
Related party disclosures for associates and joint ventures are as follows:
Associates Joint ventures Total
2020 2019 2018 2020 2019 2018 2020 2019 2018
$m $m $m $m $m $m $m $m $m
Revenue from associates
and joint ventures 1 10 9 – – 1 1 10 10
Other amounts owed by
associates and joint ventures 11 3 1 – – – 11 3 1
Amounts owed to associates and
joint ventures (4) (4) (2) – – – (4) (4) (2)
The Group has provided a guarantee of $12m (2019: $12m) against the bank loan of one associate (see note 31) and has provided
performance guarantees with a maximum pay-out remaining of $10m (2019: $10m) (see note 3).
The Group funds shortfalls in owner returns relating to the Barclay associate (see note 17). In addition, loans both to and from the Barclay
associate of $237m (2019: $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 0.8% in 2020 (2019: 2.1%)) and
presented net in the Group income statement.
Fully owned subsidiaries IC International Hotels Limited Liability Company (ag) InterContinental Hotels (Puerto Rico) Inc. (az)
24th Street Operator Sub, LLC (k) IHC Buckhead, LLC (ci) Inter-Continental Hotels (Singapore) Pte. Ltd. (ai)
36th Street IHG Sub, LLC (k) IHC Edinburgh (Holdings) (n) Inter-Continental Hotels Corporation (k)
426 Main Ave LLC (k) IHC Hopkins (Holdings) Corp. (k) Inter-Continental Hotels Corporation de Venezuela
46 Nevins Street Associates, LLC (k) IHC Hotel Limited (n) C.A. (ba)
2250 Blake Street Hotel, LLC (k) IHC Inter-Continental (Holdings) Corp. (k) Intercontinental Hotels Corporation Limited (b) (m)
Allegro Management LLC (k) IHC London (Holdings) (n) InterContinental Hotels Group (Asia Pacific) Pte
Alpha Kimball Hotel LLC (k) IHC May Fair (Holdings) Limited (n) Ltd (ai)
American Commonwealth Assurance Co. Ltd. (m) IHC May Fair Hotel Limited (n) InterContinental Hotels Group (Australia) Pty
Asia Pacific Holdings Limited (n) IHC M-H (Holdings) Corp. (k) Limited (aa)
Barclay Operating Corp. (cj) IHC Overseas (U.K.) Limited (n) InterContinental Hotels Group (Canada) Inc. (o)
BHMC Canada Inc. (o) IHC UK (Holdings) Limited (n) InterContinental Hotels Group (España) SA (by)
BHR Holdings B.V. (p) IHC United States (Holdings) Corp. (b) (k) InterContinental Hotels Group (Greater China)
BHR Pacific Holdings, Inc. (k) IHC Willard (Holdings) Corp. (k) Limited (ac)
BHTC Canada Inc. (o) IHG (Marseille) SAS (x) InterContinental Hotels Group (India) Pvt. Ltd (aq)
Blythswood Square Glasgow Hotel OpCo Ltd (n) IHG (Myanmar) Ltd (ah) InterContinental Hotels Group (Japan) Inc. (l)
BOC Barclay Sub LLC (cj) IHG (Thailand) Limited (aj) InterContinental Hotels Group (New Zealand)
Bristol Oakbrook Tenant Company (k) IHG Amsterdam Management BV (p) Limited (an)
Cambridge Lodging LLC (k) IHG Bangkok Ltd (ct) InterContinental Hotels Group (Shanghai) Ltd. (bb)
Capital Lodging LLC (k) IHG Brasil Administracao de Hoteis e Servicos InterContinental Hotels Group Customer Services
CF Irving Owner, LLC (k) Ltda (ak) Limited (n)
CF McKinney Owner, LLC (k) IHG Civ Holding Co-Investment Fund, LLC (k) InterContinental Hotels Group do Brasil
CF Waco Owner, LLC (k) IHG Civ Holding Main Fund, LLC (k) Limitada (bc)
Compañía Inter-Continental De Hoteles IHG Commission Services SRL (co) InterContinental Hotels Group Healthcare Trustee
El Salvador SA (n) IHG Community Development, LLC (ci) Limited (n)
Crowne Plaza LLC (k) IHG de Argentina SA (al) InterContinental Hotels Group Operating Corp. (e) (k)
Cumberland Akers Hotel LLC (k) IHG ECS (Barbados) SRL (co) InterContinental Hotels Group Resources, LLC (b) (k)
Dunwoody Operations, Inc. (k) IHG Franchising Brasil Ltda (bd) InterContinental Hotels Group Services Company (n)
Edinburgh George Street Hotel OpCo Ltd (n) IHG Franchising DR Corporation (k) InterContinental Hotels Italia, S.r.L. (be)
Edinburgh IC Limited (cr) IHG Franchising, LLC (k) InterContinental Hotels Limited (a) (n)
EVEN Real Estate Holding LLC (k) IHG Hotels (New Zealand) Limited (an) InterContinental Hotels Management GmbH (bf)
General Innkeeping Acceptance Corporation (b) (l) IHG Hotels Limited (n) InterContinental Hotels Management Montenegro
Grand Central Glasgow Hotel OpCo Limited (n) IHG Hotels Management (Australia) Pty Limited d.o.o. (ce)
Guangzhou SC Hotels Services Ltd. (t) (b) (aa) InterContinental Hotels Nevada Corporation (ck)
H.I. (Ireland) Limited (u) IHG Hotels Nigeria Limited (ao) Inter-Continental Hotels of San Francisco Inc. (k)
H.I. Soaltee Management Company Ltd (ac) IHG Hotels South Africa (Pty) Limited (ap) Inter-Continental IOHC (Mauritius) Limited (bg)
HI Sugarloaf, LLC (ci) IHG International Partnership (n) InterContinental Management AM LLC (cm)
Hale International Ltd. (ct) IHG Istanbul Otel Yönetim Limited Sirketi (bx) InterContinental Management Bulgaria EOOD (bp)
HC International Holdings, Inc. (w) IHG Japan (Management) LLC (ar) InterContinental Management France SAS (x)
HH France Holdings SAS (x) IHG Japan (Osaka) LLC (ar) InterContinental Management Poland sp. Z.o.o (cn)
HH Hotels (EMEA) B.V. (p) IHG Management (Maryland) LLC (as) InterContinental Overseas Holdings, LLC (k)
HH Hotels (Romania) SRL (y) IHG Management (Netherlands) B.V. (p) KG Benefits LLC (k)
HIM (Aruba) NV (z) IHG Management d.o.o. Beograd (cc) KG Gift Card Inc. (bz)
Hoft Properties LLC (k) IHG Management MD Barclay Sub LLC (cj) KG Liability LLC (k)
Holiday Hospitality Franchising, LLC (k) IHG Management SL d.o.o (bo) KG Technology, LLC (k)
Holiday Inn Mexicana S.A. de C.V. (ab) IHG Mexico Operaciones SA de CV (ab) KHP Washington Operator LLC (k)
Holiday Inns (China) Ltd (ac) IHG Orchard Street Member, LLC (k) KHRG 11th Avenue Hotel LLC (k)
Holiday Inns (Courtalin) Holding (x) IHG Peru SRL (dd) KHRG 851 LLC (k)
Holiday Inns (Courtalin) SAS (x) IHG PS Nominees Limited (n) KHRG Aertson LLC (k)
Holiday Inns (England) Limited (n) IHG Sermex SA de CV (ab) KHRG Alexis, LLC (k)
Holiday Inns (Germany), LLC (l) IHG Systems Pty Ltd (b) (aa) KHRG Allegro, LLC (k)
Holiday Inns (Jamaica) Inc. (l) IHG Szalloda Budapest Szolgaltato Kft. (at) KHRG Argyle, LLC (k)
Holiday Inns (Middle East) Limited (ac) IHG Technology Solutions LLC (k) KHRG Austin Beverage Company, LLC (k)
Holiday Inns (Philippines), Inc. (l) IND East Village SD Holdings, LLC (k) KHRG Baltimore, LLC (k)
Holiday Inns (Saudi Arabia), Inc. (l) InterContinental Berlin Service Company GmbH (au) KHRG Born LLC (k)
Holiday Inns (Thailand) Ltd. (ac) InterContinental (Branston) 1 Limited (c) (n) KHRG Boston Hotel, LLC (k)
Holiday Inns (UK), Inc. (l) InterContinental (PB) 1 (n) KHRG Bozeman LLC (k)
Holiday Inns Crowne Plaza (Hong Kong), Inc. (l) InterContinental (PB) 3 Limited (n) KHRG Buckhead LLC (k)
Holiday Inns Holdings (Australia) Pty Ltd (aa) InterContinental Brasil Administracao de KHRG Canary LLC (k)
Holiday Inns Inc. (k) Hoteis Ltda (q) KHRG Cayman LLC (k)
Holiday Inns Investment (Nepal) Ltd. (ac) Inter-Continental D.C. Operating Corp. (k) KHRG Cayman Employer Ltd. (k)
Holiday Inns of America (UK) Limited (n) Inter-Continental Florida Investment Corp. (k) KHRG Dallas LLC (k)
Holiday Inns of Belgium N.V. (ad) Inter-Continental Florida Partner Corp. (k) KHRG Dallas Beverage Company LLC (k)
Holiday Pacific Equity Corporation (k) InterContinental Gestion Hotelera S.L. (by) KHRG DC 1731 LLC (k)
Holiday Pacific LLC (k) Inter-Continental Hospitality Corporation (k) KHRG DC 2505 LLC (k)
Holiday Pacific Partners, LP (k) InterContinental Hotel Berlin GmbH (au) KHRG Employer, LLC (k)
Hotel InterContinental London (Holdings) Limited (n) InterContinental Hotel Düsseldorf GmbH (av) KHRG Goleta LLC (k)
Hotel Inter-Continental London Limited (n) Inter-Continental Hoteleira Limitada (aw) KHRG Gray LLC (k)
Hoteles Y Turismo HIH SRL (n) Inter-Continental Hotels (Montreal) Operating KHRG Gray U2 LLC (k)
IC Hotelbetriebsfuhrungs GmbH (ae) Corp. (ax) KHRG Huntington Beach LLC (k)
IC Hotels Management (Portugal) Unipessoal, Inter-Continental Hotels (Montreal) Owning KHRG Key West LLC (k)
Lda (af) Corp. (ax) KHRG King Street, LLC (k)
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 197
Group Financial Statements
Fully owned subsidiaries continued SC Hotels International Services, Inc. (k) Associates, joint ventures and other
KHRG La Peer LLC (k) SC Leisure Group Limited (n) 111 East 48th Street Holdings LLC (19.9%) (g) (h) (k)
KHRG Miami Beach LLC (k) SC NAS 2 Limited (n) Alkoer, S. de R.L. de C.V. (50%) (h) (cg)
KHRG Muse LLC (k) SC Quest Limited (n) BCRE IHG 180 Orchard Holdings LLC (49%) (g) (cf)
KHRG New Orleans LLC (k) SC Reservations (Philippines) Inc. (l) Beijing Orient Express Hotel Co., Ltd. (16.15%) (bm)
KHRG NPC LLC (k) SCH Insurance Company (bi) Blue Blood (Tianjin) Equity Investment
KHRG Palladian LLC (k) SCIH Branston 3 (cb) Management Co., Limited (30.05%) (bn)
KHRG Palomar Phoenix LLC (k) Semiramis for training of Hotel Personnel and Carr Clark SWW Subventure, LLC (26.67%) (g) (ca)
KHRG Philly Monaco LLC (k) Hotel Management SAE (ch) Carr Waterfront Hotel, LLC (11.46%) (g) (h) (ca)
KHRG Pittsburgh LLC (k) SF MH Acquisition LLC (k) China Hotel Investment Limited (30.05%) (i) (am)
KHRG Porsche Drive LLC (k) Six Continents Holdings Limited (n) Desarrollo Alkoer Irapuato S. de R.L. de C.V.
KHRG Reynolds LLC (k) Six Continents Hotels de Colombia SA (bj) (50%) (cg)
KHRG Riverplace LLC (k) Six Continents Hotels International Limited (n) Desarrollo Alkoer Saltillo S. de R.L. de C.V.
KHRG Sacramento LLC (k) Six Continents Hotels, Inc. (k) (50%) (cg)
KHRG Savannah LLC (k) Six Continents International Holdings B.V. (p) Desarrollo Alkoer Silao S. de R.L. de C.V. (50%) (cg)
KHRG Schofield LLC (k) Six Continents Investments Limited (f) (n) EDG Alpharetta EH LLC (0%) (d) (h) (r)
KHRG SFD LLC (k) Six Continents Limited (n) Gestion Hotelera Gestel, C.A. (50%) (c) (h) (ba)
KHRG SF Wharf LLC (k) Six Continents Overseas Holdings Limited (n) Groups360 LLC (13.05%) (h) (k)
KHRG SF Wharf U2 LLC (k) Six Continents Restaurants Limited (n) H.I. Soaltee Hotel Company Private Ltd (26%) (br)
KHRG South Beach LLC (k) SixCo North America, Inc. (w) Inter-Continental Hotels Saudi Arabia Limited
KHRG State Street LLC (k) Six Senses Americas IP LLC (k) (40%) (bs)
KHRG Sutter LLC (k) Six Senses Capital Pte. Ltd (ay) NF III Seattle, LLC (25%) (g) (r)
KHRG Sutter Union LLC (k) Six Senses North America Management LLC (k) NF III Seattle Op Co, LLC (25%) (g) (r)
KHRG Taconic LLC (k) SLC Sustainable Luxury Cyprus Limited (cs) Nuevas Fronteras S.A. (23.66%) (cd)
KHRG Tariff LLC (k) Solamar Lodging LLC (k) President Hotel & Tower Co Ltd. (30%) (bu)
KHRG Texas Hospitality, LLC (k) Southern Pacific Hotels Properties Limited (v) Shanghai Yuhuan Industrial Development Co.,
KHRG Texas Operations, LLC (k) SPHC Management Ltd. (bq) Ltd (1%) (da)
KHRG Tryon LLC (k) St David’s Cardiff Hotel OpCo Limited (n) Sustainable Luxury Gravity Global Private Limited
KHRG Vero Beach, LLC (k) Sustainable Luxury Holdings (BVI) Limited (v) (51%) (h) (de)
KHRG Vintage Park LLC (k) Sustainable Luxury Lanka Pvt. Ltd (cv) SURF-Samui Pte. Ltd (49%) (ay)
KHRG VZ Austin LLC (k) Sustainable Luxury Maldives Private Limited (cw) Tianjin ICBCI IHG Equity Investment Fund
KHRG Wabash LLC (k) Sustainable Luxury Mauritius Limited (cx) Management Co., Limited (21.04%) (bv)
KHRG Westwood, LLC (k) Sustainable Luxury Services (BVI) Limited (v)
KHRG Wilshire LLC (k) Sustainable Luxury Singapore Private Limited (ai)
Kimpton Hollywood Licenses LLC (k) Sustainable Luxury UK Limited (cy)
Kimpton Hotel & Restaurant Group, LLC (k) Sustainable Luxury USA Limited (cz) Key
Kimpton Phoenix Licenses Holdings LLC (k) The Grand Central Hotel Glasgow Limited (n) (a) Directly owned by InterContinental
Louisiana Acquisitions Corp. (k) The Met Hotel Leeds Limited (n) Hotels Group PLC
Luxury Resorts and Spas (France) SAS (dc) The Principal Edinburgh George Street Limited (n) (b) Ordinary shares and preference shares
Manchester Oxford Street Hotel OpCo Limited (n) The Principal London Limited (n) (c) Ordinary A and ordinary B shares
Mercer Fairview Holdings LLC (k) The Principal Manchester Limited (n) (d) 8% cumulative preference shares
Met Leeds Hotel OpCo Limited (n) The Principal York Limited (n) (e) 1
/4 vote ordinary shares and ordinary
MH Lodging LLC (k) The Roxburghe Hotel Edinburgh Limited (s) shares
Oxford Spires Hotel OpCo Limited (n) Vista Rockville FF&E, LLC (as) (f) Ordinary shares, 5% cumulative
Oxford Thames Hotel OpCo Limited (n) White Shield Insurance Company Limited (bk) preference shares and 7% cumulative
PML Services LLC (as) Wotton House Hotel OpCo Limited (n) preference shares
Pollstrong Limited (n) York Station Road Hotel OpCo Limited (n) (g) The entities do not have share capital
Powell Pine, Inc. (k) and are governed by an operating
Priscilla Holiday of Texas, Inc. (cl) agreement
Subsidiaries where the effective interest is
PT Regent Indonesia (bh) (h) Accounted for as associates and joint
less than 100% ventures due to IHG’s decision-making
PT SC Hotels & Resorts Indonesia (bh) IHG ANA Hotels Group Japan LLC (74.66%) (ar)
Raison d’Etre Holdings (BVI) Limited (v) rights contained in the partnership
IHG ANA Hotels Holdings Co., Ltd. (66%) (ar) agreement
Raison d’Etre Services (BVI) Limited (v) Regent Hospitality Worldwide, Inc. (51%) (bt)
Raison d’Etre Spas, LLC (k) (i) Accounted for as an other financial
Sustainable Luxury Holding (Thailand) Limited asset due to IHG being unable to
Raison d’Etre Spas, Sweden AB (db) (49%) (c) (j) (cu)
Regent Asia Pacific Hotel Management Ltd (bw) exercise significant influence over the
Sustainable Luxury Hospitality (Thailand) Limited financial and operating policy
Regent Asia Pacific Management Ltd (cp) (49%) (c) (j) (cu)
Regent Berlin GmbH (cq) decisions of the entity
Sustainable Luxury Management (Thailand) (j) Minority interest relates to one or more
Regent International Hotels Ltd (bw) Limited (49%) (c) (j) (cu)
Resort Services International (Cayo Largo) L.P. (ci) individual shareholders who are
Sustainable Luxury Operations (Thailand) Ltd employed or were previously employed
Roxburghe Hotel Edinburgh OpCo Limited (n) (99.98%) (j) (cu)
Russell London Hotel OpCo Limited (n) by the entity
Universal de Hoteles SA (9.99%) (j) (bj)
SBS Maryland Beverage Company LLC (as) World Trade Centre Montreal Hotel Corporation
(74.11%) (bl)
Notes to the Group Financial Statements IHG | Annual Report and Form 20-F 2020 199
Parent Company
Financial Statements
202 Parent Company Financial Statements
202 Parent Company statement of financial position
203 Parent Company statement of changes in equity
204 Notes to the Parent Company Financial
Statements
Parent Company Financial Statements IHG | Annual Report and Form 20-F 2020 201
Parent Company Financial Statements
2020 2019
31 December 2020 Note £m £m
Fixed assets
Investments 3 3,131 3,106
Current assets
Debtors: due after more than one year 4 18 –
Debtors: due within one year 4 927 25
Creditors: amounts falling due within one year 7 (600) (253)
Net current assets/(liabilities) 345 (228)
Total assets less current liabilities 3,476 2,878
Creditors: amounts falling due after one year 8 (2,138) (1,495)
Net assets 1,338 1,383
Paul Edgecliffe-Johnson
22 February 2021
Notes on pages 204 to 209 form an integral part of these Financial Statements.
Parent Company Financial Statements IHG | Annual Report and Form 20-F 2020 203
Parent Company Financial Statements
1. Accounting policies The following disclosures have not been provided as permitted
Authorisation of Financial Statements and statement by FRS 101:
of compliance with FRS 101
• A cash flow statement and related notes as required by IAS 7
The Parent Company Financial Statements of InterContinental Hotels
‘Statement of Cash Flows’;
Group PLC (the Company) for the year ended 31 December 2020
were authorised for issue by the Board of Directors on 22 February • A comparative period reconciliation for share capital as required
2021 and the statement of financial position was signed on the by IAS 1 ‘Presentation of Financial Statements’;
Board’s behalf by Paul Edgecliffe-Johnson. The Company is a public • Disclosures in respect of transactions with wholly owned
limited company incorporated and registered in England and Wales. subsidiaries as required by IAS 24 ‘Related Party Disclosures’;
The Company’s ordinary shares are publicly traded on the London • Disclosures in respect of capital management as required by
Stock Exchange and it is not under the control of any single paragraphs 134 to 136 of IAS 1 ‘Presentation of Financial
shareholder. Statements’;
The Directors have assessed, in the light of current and anticipated • The effects of new but not yet effective IFRSs as required by
economic conditions, the Company’s ability to continue as a going paragraphs 30 and 31 of IAS 8 ‘Accounting Policies, Changes in
concern. Having considered the going concern status and liquidity Accounting Estimates and Errors’; and
of the Group (see page 133) the Directors confirm they have a • Disclosures in respect of the compensation of key management
reasonable expectation that the Company has sufficient resources personnel as required by paragraph 17 of IAS 24 ‘Related Party
to continue operating until at least 30 June 2022 and there are no Disclosures’.
material uncertainties that may cast doubt on the Company’s going
concern status. Accordingly, they continue to adopt the going Where the Consolidated Financial Statements of the Company
concern basis in preparing the Parent Company Financial include the equivalent disclosures, the Company has also taken the
Statements. exemptions under FRS 101 available in respect of the following
disclosures:
The Parent Company Financial Statements are presented in sterling
and all values are rounded to the nearest million pounds (£m) except • The requirements of paragraphs 45(b) and 46 to 52 of IFRS 2
when otherwise indicated. ‘Share-based Payment’ in respect of group-settled share-based
payments; and
These Financial Statements have been prepared in accordance with
Financial Reporting Standard 101 ‘Reduced Disclosure Framework’ • The requirements of paragraphs 91 to 99 of IFRS 13 ‘Fair Value
(FRS 101). Measurement’ and the disclosures required by IFRS 7 ‘Financial
Instruments: Disclosures’.
No income statement is presented for the Company as permitted by
Section 408 of the Companies Act 2006. The accounting policies set out herein have, unless otherwise stated,
been applied consistently to all periods presented in these Financial
The audit fee of £0.02m (2019: £0.02m) was borne by a subsidiary Statements.
undertaking in both years.
Critical accounting policies and the use of judgements, estimates
Basis of preparation and assumptions
The Parent Company Financial Statements have been prepared Critical accounting estimates have been used by the Company in
in accordance with FRS 101, as applied in accordance with the estimating the potential financial impact of the Covid-19 pandemic
provisions of the Companies Act 2006. FRS 101 sets out a reduced on anticipated future cash flows of indirect operating subsidiaries
disclosure framework for a ‘qualifying entity’ as defined in the of the Company. The relevant estimates are in respect of the
standard which addresses the financial reporting requirements application of the expected credit loss model to Group receivables
and disclosure exemptions in the individual financial statements and impairment of non-financial assets and are the same as those
of qualifying entities that otherwise apply the recognition, disclosed in the Consolidated Financial Statements (page 135 to 137).
measurement and disclosure requirements of adopted IFRSs.
FRS 101 sets out amendments to adopted IFRSs that are necessary Significant accounting policies
to achieve compliance with the Companies Act and related Foreign currencies
Regulations. Transactions in foreign currencies are translated to the Company’s
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.
Notes to the Parent Company Financial Statements IHG | Annual Report and Form 20-F 2020 205
Parent Company Financial Statements
2. Directors’ remuneration
The average number of Directors of the Company during the year, analysed by category, was as follows:
2020 2019
Number of Directors
Non-Executive Directors 9 8
Executive Directors 3 3
12 11
2020 2019
£m £m
Directors’ remuneration
Base salaries, fees, performance payments and benefits 3.3 5.0
More detailed information on the remuneration, including pensions, share awards and shareholdings for each Director is shown in the Directors’
Remuneration Report on pages 96 to 111.
2020 2019
The number of Directors in respect of whose qualifying services shares were received or receivable
under long-term incentive schemes 3 3
3. Investments
£m
Cost and net book value
At 1 January 2020 3,106
Share-based payments capital contribution 25
At 31 December 2020 3,131
The Company is the beneficial owner of all the equity share capital of InterContinental Hotels Limited, a company registered in England
and Wales.
A full list of subsidiary and other related undertakings is given in note 34 of the Group Financial Statements on pages 197 to 199.
4. Debtors
2020 2019
£m £m
Due after more than one year
Deferred tax (note 5) 18 –
18 –
Due within one year
Amounts due from Group undertakings 926 11
Corporate tax 1 13
Deferred tax (note 5) – 1
927 25
The Company records fair value movements on its currency swaps in other comprehensive income. Deferred tax represents future tax
impacts when such amounts are recycled from reserves. In addition, the Company generated significant losses in the period that have been
carried forward for tax purposes. A deferred tax asset is recognised in this respect on the basis of an expectation of sufficient future profits
within the Group in the short term against which the future reversal of the temporary difference may be deducted.
Fair value
2020 2019
Pay leg Interest rate Receive leg Interest rate Maturity Hedged item £m £m
November 2018 £436m 3.5% €500m 2.125% May 2027 €500m 2.125% bonds 2027 – (16)
October 2020 £454m 2.7% €500m 1.625% October 2024 €500m 1.625% bonds 2024 (14) –
Hedge ineffectiveness arises where the cumulative changes in the fair value of the swaps exceed the change in the fair value of the bonds.
The change in value of the hedged item used as the basis for recognising hedge ineffectiveness for the period was £5m (2019: £24m).
The cash flow hedging reserve is analysed as follows:
Notes to the Parent Company Financial Statements IHG | Annual Report and Form 20-F 2020 207
Parent Company Financial Statements
More detailed information on loans and other borrowings is shown in note 22 of the Group Financial Statements on pages 177 and 178.
More detailed information on loans and other borrowings is shown in note 22 of the Group Financial Statements on pages 177 and 178.
9. Employee benefits
Share-based payments
The Company operates the Annual Performance Plan, Long Term Incentive Plan (performance-related awards and restricted stock units) and
the Colleague Share Plan.
More detailed information on the plans is shown in note 28 of the Group Financial Statements on pages 191 and 192.
The weighted average share price at the date of exercise for share awards vested during the year was 4,874.5p (2019: 4,584.8p).
The share awards outstanding at the year end have a weighted average contractual life of 1.0 years (2019: 1.1 years) for the Annual
Performance Plan, 1.4 years (2019: 1.3 years) for performance-related awards and 1.3 years (2019: 1.2 years) for restricted stock units.
The authority given to the Company at the Annual General Meeting (AGM) held on 7 May 2020 to purchase its own shares was still valid at
31 December 2020. A resolution to renew the authority will be put to shareholders at the AGM on 7 May 2021.
The Company no longer has an authorised share capital.
At 31 December 2020, 5,061,408 (2019: 5,684,427) shares with a nominal value of £1,055,411 (2019: £1,185,324) were held as treasury
shares at cost.
The share premium account represents the amount of proceeds received for shares in excess of their nominal value.
On 20 March 2020, the Board withdrew its recommendation of a final dividend in respect of 2019 of 85.9¢ per share (approximately
$150m). A final dividend in respect of 2020 is not proposed and there was no interim dividend for the year. The Board will consider future
dividends once visibility of the pace and scale of market recovery has improved.
12. Contingencies
There are no contingent liabilities to disclose in respect of guarantees of the liabilities of subsidiaries (2019: £95m).
Notes to the Parent Company Financial Statements IHG | Annual Report and Form 20-F 2020 209
Additional Information
Additional
Information
212 Other financial information
219 Directors’ Report
224 Group information
224 History and developments
224 Risk factors
230 Directors’ and Executive Committee
members’ shareholdings
230 Executive Directors’ benefits
upon termination of office
231 Description of securities other
than equity securities
232 Articles of Association
233 Working Time Regulations 1998
234 Material contracts
235 Legal proceedings
235 Exchange controls and restrictions
on payment of dividends
236 Shareholder information
236 Taxation
238 Disclosure controls and procedures
239 Summary of significant corporate
governance differences from
NYSE listing standards
240 Selected five-year consolidated
financial information
241 Return of funds
242 Purchases of equity securities
by the Company and affiliated
purchasers
242 Dividend history
243 Shareholder profiles
244 Exhibits
245 Forward-looking statements
246 Form 20-F cross-reference guide
248 Glossary
250 Useful information
250 Investor information
251 Financial calendars
251 Contacts
Additional Information IHG | Annual Report and Form 20-F 2020 211
Additional Information
Further explanation in relation to these measures and their definitions can be found on pages 47 to 51.
Per Group income statement 2,394 4,627 (2,233) (48.3) (153) 630 (783) (124.3)
System Fund (765) (1,373) 608 (44.3) 102 49 53 108.2
Reimbursement of costs (637) (1,171) 534 (45.6) – – – –
Operating exceptional items – – – – 270 186 84 45.2
Reportable segments 992 2,083 (1,091) (52.4) 219 865 (646) (74.7)
Reportable segments (see above) 512 1,040 (528) (50.8) 296 700 (404) (57.7)
Currency impact – (5) 5 – – (4) 4 –
Underlying revenue and underlying
operating profit 512 1,035 (523) (50.5) 296 696 (400) (57.5)
Revenues as included in the Group Financial Statements, note 3.
a
b
Before exceptional items.
EMEAA
Revenue Operating profitb
2020 2019 Change Change 2020 2019 Change Change
$m $m $m % $m $m $m %
Per Group financial statements, note 2 221 723 (502) (69.4) (50) 217 (267) (123.0)
Reportable segments (see above) 221 723 (502) (69.4) (50) 217 (267) (123.0)
Significant liquidated damages (1) (11) 10 (90.9) (1) (11) 10 (90.9)
Owned asset disposalsc (2) (12) 10 (83.3) (3) (2) (1) 50.0
Currency impact – 4 (4) – – 2 (2) –
Underlying revenue and underlying
operating profit 218 704 (486) (69.0) (54) 206 (260) (126.2)
Revenues as included in the Group Financial Statements, note 3.
a
b
Before exceptional items.
c
The results of the Holiday Inn Melbourne Airport have been removed in 2020 (being the year of disposal) and the prior year to determine underlying growth compared to the prior year.
Greater China
Revenue Operating profitb
2020 2019 Change Change 2020 2019 Change Change
$m $m $m % $m $m $m %
Per Group financial statements, note 2 77 135 (58) (43.0) 35 73 (38) (52.1)
b
Before exceptional items.
Other financial information IHG | Annual Report and Form 20-F 2020 213
Additional Information
b
Reported as a KPI on page 44.
b
Reported as a KPI on page 44.
Other financial information IHG | Annual Report and Form 20-F 2020 215
Additional Information
b
Reported as a KPI on page 45.
Other financial information IHG | Annual Report and Form 20-F 2020 217
Additional Information
Additional informtaion
This Directors’ Report includes the information required to be given Shares
in line with the Companies Act or, where provided elsewhere, an Share capital
appropriate cross reference is given. The Governance Report The Company’s issued share capital at 31 December 2020 consisted
approved by the Board is provided on pages 74 to 111 and of 187,717,720 ordinary shares of 20 340/399 pence each, including
incorporated by reference herein. 5,061,408 shares held in treasury, which constituted 2.7% of the total
issued share capital (including treasury shares). There are no special
Subsidiaries, joint ventures and associated undertakings control rights or restrictions on share transfers or limitations on the
The Group has over 400 subsidiaries, joint ventures and related holding of any class of shares.
undertakings (including branches). A list of subsidiaries and
During 2020, 623,019 shares were transferred from treasury to the
associated undertakings disclosed in accordance with the
employee share ownership trust.
Companies Act is provided at note 34 of the Group Financial
Statements on pages 197 to 199. As far as is known to management, IHG is not directly or indirectly
owned or controlled by another company or by any government.
Directors The Board focuses on shareholder value creation. When it decides to
For biographies of the current Directors see pages 76 to 79.
return capital to shareholders, it considers all of its options,
including share buybacks and special dividends.
Directors’ and Officers’ (D&O) liability insurance and existence of Share issues and buybacks
qualifying indemnity provisions In 2020, the Company did not issue any new shares, nor did it buy
The Company maintains the Group’s D&O liability insurance policy, back any existing shares.
which covers Directors and Officers of the Company defending civil
proceedings brought against them in their capacity as Directors or Dividends
Officers of the Company (including those who served as Directors or During the year, the Company took several steps to protect its cash
Officers during the year). There were no indemnity provisions relating flow, including the Board withdrawing its recommendation of a final
to the UK pension plan for the benefit of the Directors during 2020. dividend in respect of 2019 of 85.9 ¢ per share. An interim dividend
in respect of 2020 was not paid and the Board will continue to defer
Articles of Association consideration of further dividends until visibility of the pace and
The Company’s Articles of Association may only be amended by scale of market recovery has improved.
special resolution and are available on the Company’s website at
www.ihgplc.com/investors under Corporate governance.
Major institutional shareholders
As at 22 February 2021, the Company had been notified of the
following significant holdings in its ordinary shares under the UK
A summary is provided on pages 232 and 233. Disclosure Guidance and Transparency Rules (DTRs):
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 1,431,074 qualifying financial instruments to which voting rights are attached.
c
Total shown includes 123,160 qualifying financial instruments to which voting rights are attached.
In addition to the above notifications, the Company had been notified of the following holdings in its ordinary shares:
FMR LLC notified the Company on 22 January 2020 that it held less than 5% of voting rights.
BLS Capital Fondsmaeglerselskab A/S notified the Company on 10 November 2020 that it held less than 3% of voting rights.
As at 22 February 2021, the Company had not received any further notifications in relation to the holdings referred to above.
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.
Directors’ Report IHG | Annual Report and Form 20-F 2020 219
Additional Information
2020 share awards and grants to employees In accordance with the Rules, participant contributions have
Our current policy is to settle the majority of awards or grants under been used to purchase shares on a monthly basis on behalf of the
the Company’s share plans with shares purchased in the market or individuals (Purchased Shares) and held within the Nominee. At the
from shares held in treasury; however, the Company continues to end of the Plan Year, the participants received a conditional right to
review this policy. The Company’s share plans incorporate the receive one share (Matching Share) for every one Purchased Share
current Investment Association’s guidelines on dilution which that they have purchased. Providing the participants hold the
provide that commitments to new shares or re-issue treasury shares Purchased Shares in the Nominee until the first anniversary
under executive plans should not exceed 5% of the issued ordinary of the end of the Plan Year, the conditional right to Matching
share capital of the Company (adjusted for share issuance and Shares will vest.
cancellation) in any 10-year period. During the financial year ended
As at 31 December 2020, the Nominee held 35,776 ordinary shares
31 December 2020, the Company transferred 623,019 treasury
on behalf of Colleague Share Plan participants.
shares (0.33% of the total issued share capital) to satisfy obligations
under its share plans. The second plan year commenced in January 2021 following the
annual communication inviting employees to participate, and as at
The estimated maximum dilution from awards made under the
22 February 2021, the Nominee held 2,683 Purchased Shares in
Company’s share plans over the last 10 years is 3.5%.
relation to the second plan year.
As at 31 December 2020, no options were outstanding. The
Company has not utilised the authority given by shareholders at Future business developments of the Group
any of its AGMs to allot shares for cash without first offering such Further details on these are set out in the
shares to existing shareholders. Strategic Report on pages 2 to 71.
In July 2019, shares held in the ESOT that had been allocated to The average number of IHG employees, including part-time
share plan participants under the Annual Performance Plan were employees, during 2020 were as follows:
transferred to Equatex UK Limited (now Computershare Investor • 8,146 people worldwide (including those in our corporate offices,
Services Plc) where they are held in a nominee account on behalf of central reservations offices and owned hotels (excluding those in
those participants (Nominee). The shares held by the Nominee have a category below)), whose costs were borne by the Group;
been allocated to share plan participants on terms that entitle those
• 4,686 people who worked directly on behalf of the System Fund
participants to request or require the Nominee to exercise the voting
and whose costs were borne by the System Fund; and
rights relating to those shares. The Nominee shall exercise those
votes in accordance with the directions of the participants. Shares • 15,980 General Managers and (in the US predominantly) other
that have not been allocated to share plan participants under such hotel workers, who work in managed hotels, who have contracts or
terms continue to be held by the ESOT and the trustee may vote or are directly employed by IHG and whose costs are borne by those
abstain from exercising their voting rights in relation to those shares, hotels.
or accept or reject any offer relating to the shares, in any way
See note 4 of the Group Financial Statements on page 153
it sees fit.
for more information.
As at 31 December 2020, the Nominee held 294,932 ordinary shares
in the Company, in the form of unvested share plan awards,
Employment of disabled persons
allocated to Annual Performance Plan share plan participants.
IHG continues to focus on providing an inclusive environment, in
Unless otherwise requested by the Company, the trustee of the which employees are valued for who they are and what they bring to
ESOT waives all ordinary dividends on the shares held in the ESOT, the Group, and in which talented individuals are retained through all
other than shares which have been allocated to participants on levels of the organisation – see pages 26 to 28.
terms which entitle them to the benefit of dividends, except for such
We look to appoint the most appropriate person for the job
amount per share as shall, when multiplied by the number of shares
and are committed to providing equality of opportunity to all
held by it on the relevant date, equal one pence or less.
employees without discrimination. Every effort is made to ensure
that applications for employment from disabled employees are fully
Colleague Share Plan
and fairly considered and that disabled employees have equal
The Company’s Colleague Share Plan rules (Rules) were approved by
opportunities to training, career development and promotion.
shareholders at the Company’s 2019 AGM. A summary of the Rules
is set out in the appendix to the notice of the Company’s 2019 AGM, The Code of Conduct applies to all Directors, officers and
which is available at www.ihgplc.com/investors under Shareholder employees and complies with the NYSE rules as set out in Section
centre in the AGMs and meetings section. Following a detailed 406 of the US Sarbanes-Oxley Act 2002. Further details can be
communication plan, invitations to join the Colleague Share Plan found on page 239.
were sent to all eligible corporate employees at the end of 2019 with
the first plan year commencing in January 2020 (Plan Year). For more information on the Group’s employment policies,
including equal opportunities, employee communications
and development, see pages 26 to 28, and our website
www.ihgplc.com/responsible-business
Scope Global sample size was smaller in 2020 than in 2019 (92%), due
We report Scope 1, Scope 2 and Scope 3 emissions as defined by to the impacts of Covid-19 on our hotels and their capacity to
the GHG protocol: report utility data. Any missing datapoints for energy use in 2020
have been filled using average consumption per room night from
• Scope 1 emissions are direct emissions from the burning of fuels
the nearest 12-month period. Region-brand, regional and global
or from refrigerant losses by the emitter.
average consumption per room night were calculated for each fuel
• Scope 2 emissions are indirect emissions generated by the energy type and outliers were identified by comparison to the median of
purchased or acquired by the emitter. the relevant region-brand group. Consumption data has been
• Scope 3 emissions are indirect emissions that occur in a estimated for non-reporting hotels based on region-brand average
company’s value chain. consumption per room night, applied to a hotel’s number of room
nights. This ensures that all hotels have a consumption figure
Methodology
corresponding to their occupied room nights. As IHG’s System size
We have worked with external consultants to give us an up-to-date
is continually changing, 2019 and 2018 data have been restated.
picture of IHG’s carbon footprint and assess our performance
over time. To calculate our emissions, they use the GHG Protocol With our 2020 reporting, we have moved to calendar year
Corporate Accounting and Reporting Standard methodology and reporting, showing annual GHG emissions for the period 1 January
refer to other existing and emerging definitions, methodologies and to 31 December. In previous years, we reported emissions for the
standards, as relevant. Our consultants use utility consumption data period 1 October to 30 September, to ensure as much data as
as reported by hotels on the IHG Green Engage™ system, complete possible was available for annual calculations. From 2020, we are
outlier checks as necessary, apply sampling and extrapolation aligning our GHG reporting to our financial reporting period, to
methodology to estimate our global energy use and apply the enable analysis of both financial and non-financial indicators for
appropriate emission factors to calculate our GHG emissions. the same period.
For 2020, the sample covered 311 (88%) of our 354 UK hotels
and 4,649 (79%) of our 5,922 global hotels with occupancy during
the reporting period 2017-2020.
Directors’ Report IHG | Annual Report and Form 20-F 2020 221
Additional Information
Energy reduction initiatives • The 8.5-year €500 million bond issued by the Company on
IHG hotels globally use the IHG Green Engage™ system, a 15 November 2018, under which, if the bond’s credit rating was
comprehensive online environmental management platform that downgraded in connection with a change of control, the bond
helps them measure, track and report their utility consumption and holders would have the option to require the Company to redeem
carbon footprint, as well as providing over 200 ‘Green Solutions’ or, at the Company’s option, repurchase the outstanding notes
with detailed guidance to support hotels in reducing their energy, together with interest accrued.
water and waste impacts. To comply with the IHG Green Engage™ • The 4-year €500 million bond issued by the Company on
standard, hotels are required amongst others to report their monthly 8 October 2020, under which, if the bond’s credit rating was
energy consumption and complete key energy saving actions. In downgraded in connection with a change of control, the bond
addition, hotels are set annual carbon reduction targets to drive holders would have the option to require the Company to redeem
continuous improvement. or, at the Company’s option, repurchase the outstanding notes
In 2020, we saw our global GHG emissions (Scope 1, 2 and 3) fall together with interest accrued.
by 26% compared to base year 2018. This was largely due to the • The 8-year £400 million bond issued by the Company on
impacts of Covid-19 on our industry, resulting in low occupancy 8 October 2020, under which, if the bond’s credit rating was
levels and intermittent hotel closures, but also in part due to downgraded in connection with a change of control, the bond
targeted energy reduction efforts in our estate, including for holders would have the option to require the Company to redeem
example the implementation of a daily energy consumption tracker or, at the Company’s option, repurchase the outstanding notes
in some locations. Where possible, we have worked closely with together with interest accrued.
our hotels throughout the pandemic to help minimise energy
consumption and utility costs during hotel closure and maximise Further details on material contracts are set out on page 234.
energy efficiency during the re-opening stage.
Business relationships
For more information on the Group’s responsible
The Group is party to a technology agreement with Amadeus
business targets, see pages 20, 21, 29 and 30.
Hospitality Americas, Inc. (Amadeus), for the development and
hosting of the Group’s next generation Guest Reservation System.
Finance The initial term of 10 years will expire in 2028, and the Group has the
Political donations right to extend this agreement for two additional periods of up to 10
The Group made no political donations under the Companies Act years each on the same terms, conditions and pricing. The financial
during the year and proposes to maintain this policy. and performance obligations in this agreement are guaranteed by
Amadeus IT Group S.A., the parent company of Amadeus Hospitality
Financial risk management
Americas, Inc.
The Group’s financial risk management objectives and policies,
including its use of financial instruments, are set out in note 24 to the Otherwise, there are no specific individual contracts or
Group Financial Statements on pages 179 to 183. arrangements considered to be essential to the business of the
Group as a whole.
Significant agreements and change of control provisions
Disclosure of information to Auditor
The Group is a party to the following arrangements which could be
terminated upon a change of control of the Company and which are For details, see page 114.
considered significant in terms of their potential impact on the
business of the Group as a whole: The Companies (Miscellaneous Reporting) Regulations 2018
• The 10-year £400 million bond issued by the Company on An overview of how the Directors have had regard to the matters set
28 November 2012, under which, if the bond’s credit rating was forth in Section 172(1)(a) to (f) of the Companies Act 2006 is provided
downgraded in connection with a change of control, the bond in the Section 172 statement on pages 22 to 23. Further details can
holders would have the option to require the Company to redeem be found throughout the Strategic Report and Governance Report,
or, at the Company’s option, repurchase the outstanding notes as indicated in the Section 172 statement.
together with interest accrued. Specifically, a description of the actions taken by the Directors
• The $1.275 billion syndicated loan facility agreement dated during the year to provide employees with information on matters
30 March 2015 and maturing in September 2023, under which a concerning them, engage with employees to make better informed
change of control of the Company would entitle each lender to decisions, encourage employee involvement in the Company’s
cancel its commitment and declare all amounts due to it payable. employee share scheme and increase employee awareness of the
• The 10-year £300 million bond issued by the Company on financial and economic factors affecting the performance of the
14 August 2015, under which, if the bond’s credit rating was Company, can be found in our Employee engagement statement on
downgraded in connection with a change of control, the bond page 26, throughout the Governance Report and on page 220.
holders would have the option to require the Company to redeem Our statement of business relationships with suppliers, customers
or, at the Company’s option, repurchase the outstanding notes and others is set out on page 31.
together with interest accrued.
• The 10-year £350 million bond issued by the Company on
24 August 2016, under which, if the bond’s credit rating was
downgraded in connection with a change of control, the bond
holders would have the option to require the Company to redeem
or, at the Company’s option, repurchase the outstanding notes
together with interest accrued.
The Group has taken various actions to manage cash outflows and Nicolette Henfrey
strengthen its liquidity during 2020. As at 31 December 2020 the Company Secretary
Group had total liquidity of $2,925m, comprising $1,350m of InterContinental Hotels Group PLC
undrawn bank facilities and $1,575m of cash and cash equivalents Registered in England and Wales, Company number 5134420
(net of overdrafts and restricted cash). 22 February 2021
There remains unusually limited visibility on the pace and scale of
market recovery and therefore there are a wide range of possible
planning scenarios over the going concern period. The scenarios
and assessment considered by the Directors in adopting the going
concern basis for preparing these financial statements is included
on page 133.
Directors’ Report IHG | Annual Report and Form 20-F 2020 223
Additional Information
Group information
History and developments
The Company was incorporated and registered in England and Recent acquisitions and divestitures
Wales with registered number 5134420 on 21 May 2004 as a limited The Group had no material acquisitions in 2020, therefore there was
company under the Companies Act 1985 with the name Hackremco no cash outflow in this regard during the year (2019: $300 million,
(No. 2154) Limited. In 2004/05, as part of a scheme of arrangement 2018: $38 million). The 2019 net cash outflow principally related to
to facilitate the return of capital to shareholders, the following the acquisition of Six Senses Hotels Resorts Spas and its
structural changes were made to the Group: (i) on 24 March 2005, management business (‘Six Senses’) in February 2019.
Hackremco (No. 2154) Limited changed its name to New
InterContinental Hotels Group Limited; (ii) on 27 April 2005, New Further information is included in note 11 to the Group Financial
InterContinental Hotels Group Limited re-registered as a public Statements on page 164.
limited company and changed its name to New InterContinental
Hotels Group PLC; and (iii) on 27 June 2005, New InterContinental The Group had no material divestitures in 2020 or 2019.
Hotels Group PLC changed its name to InterContinental Hotels
Group PLC and became the holding company of the Group. Capital expenditure
• Gross capital expenditure in 2020 totalled $148 million compared
The Group, formerly known as Bass, and then Six Continents, was with $265 million in 2019 and $253 million in 2018, see page 215.
historically a conglomerate operating as, among other things, a
brewer, soft drinks manufacturer, hotelier, leisure operator, and • At 31 December 2020, capital committed (being contracts placed
restaurant, pub and bar owner. In 1988 Bass acquired Holiday Inn for expenditure on property, plant and equipment and intangible
International and the remainder of the Holiday Inn brand in 1990. assets not provided for in the Group Financial Statements) totalled
The InterContinental brand was acquired by Bass in 1998 and the $19 million.
Candlewood Suites brand was acquired by Six Continents in 2003.
On 15 April 2003, following shareholder and regulatory approval,
Six Continents PLC separated into two new listed groups,
InterContinental Hotels Group PLC, comprising the hotels and soft
drinks businesses, and Mitchells & Butler plc, comprising the retail
and standard commercial property developments business.
The Group disposed of its interests in the soft drinks business by way
of an initial public offering of Britvic (Britannia Soft Drinks Limited for
the period up to 18 November 2005, and thereafter, Britannia SD
Holdings Limited (renamed Britvic plc on 21 November 2005), which
became the holding company of the Britvic Group on 18 November
2005), a manufacturer and distributor of soft drinks in the UK, in
December 2005. The Group now continues as a stand-alone
hotels business.
Risk factors
The Group is subject to a variety of inherent risks that may have an • closure of key locations putting pressure on our processes,
adverse impact on its business operations, financial condition, systems and infrastructure;
turnover, profits, brands and reputation. This section describes the
• enhanced exposure to key person risks;
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 • strain on our third-party supplier relationships – both in relation to
yet known to the Group and some risks that the Group does not business continuity and wider risks of supplier insolvency and/or
currently believe to be material could later turn out to be material. default;
While the Covid-19 pandemic, and related restrictions imposed • heightened risk of impairment of non-current assets;
by governments and others, has not fundamentally changed our
• new global or local laws or requirements; and
risk factors, it has heightened the uncertainty in many areas which
we face in delivering our short- and longer-term ambitions and • significant cost pressures for owners raising risks of default on
reconfirmed that many of our risks are connected. This is most payments due to IHG, employees or suppliers; non-compliance by
obvious in relation to the continuing significance of the safety and owners with standards and other requirements; and owner
security of our colleagues and guests, government interventions insolvency and work-outs; impacting our ability to roll out initiatives
impacting domestic, national and international travel, consumer as planned and the wider risk to our business model.
confidence and appetite to travel internationally in the longer term,
More recently the Covid-19 pandemic has created further trends in
how we operate our hotels and the overall impact on our business
certain risk factors. For example:
resilience. The response to the primary safety concerns of Covid-19
has also created several secondary impacts. For example: • a sustained downturn caused by further waves of the pandemic
and/or a slower than anticipated industry recovery, including
• heightened risk of negative reputational impact (and the business
potential recovery pathways for business and leisure travel.
consequences) as a result of any of our pandemic crisis
This could create further volatility in our risk factors and also
management actions being negatively perceived by any
challenging conditions in the capital markets making it more
stakeholder group;
difficult to obtain additional funding if required and potential
• heightened cyber risks from working remotely; impact to financial performance or further actions required to
manage costs;
The principal risks are on pages 34 to 41, the cautionary statements The Group is reliant on the reputation of its existing brands and is
regarding forward-looking statements are on page 245 and financial and exposed to inherent reputation risks
forward-looking information including note 8 on pages 157 to 162, and Any event that materially damages the reputation of one or more
note 24 on pages 179 to 183. of the Group’s brands and/or fails to sustain the appeal of the
Group’s brands to its customers and owners may have an adverse
1. Macro external factors impact on the value of that brand and subsequent revenues from
The Group is exposed to the risks of political and that brand or business. In particular, if the Group is unable to create
economic developments consistent, valued and quality products and guest experiences
The Group is exposed to political, economic and financial market across the franchised, managed, owned, leased and managed lease
developments such as recession, inflation and availability of credit hotels or if the Group, its franchisees or business partners fail to act
and currency fluctuations that could lower revenues and reduce responsibly, this could result in an adverse impact on its brand
income. The outlook for 2021 may worsen due to continued reputation. In addition, the value of the Group’s brands could be
uncertainty following the conclusion of Brexit; uncertainty in the influenced by a number of external factors outside the Group’s
Eurozone; continuing disruption from Covid-19 on domestic and control, such as, but not limited to, changes in sentiments against
international travel patterns; potential disruptions in the US global brands, changes in applicable regulations related to the hotel
economy; the impact of fluctuating commodity prices (including oil) industry or to franchising, successful commoditisation of hotel
on economies dependent on such exports; continued unrest in brands by online travel agents and intermediaries, or changes in
parts of the Middle East, Africa and Asia; and barriers to global trade, owners’ perceptions of the value of the Group.
including unforeseeable changes in regulations, imposition of tariffs The Group is exposed to inherent uncertainties associated with
or embargoes, and other trade restrictions or controls. The brand development and expansion
interconnected nature of economies suggests any of these, or other The Group has launched or acquired a number of new brands,
events, could trigger a recession that reduces leisure and business such as EVEN Hotels, HUALUXE Hotels and Resorts, avid hotels,
travel to and from affected countries and adversely affects room voco hotels, Kimpton Hotels & Restaurants, Regent Hotels & Resorts,
rates and/or occupancy levels and other income-generating Six Senses Hotels Resorts Spas, Atwell Suites, and entered into
activities. Specifically, the Group is most exposed to the US market co-branded credit card relationships to support the IHG Rewards
and, increasingly, to Greater China. The owners or potential owners programme and an exclusive loyalty partnership with Mr & Mrs
of hotels franchised or managed by the Group face similar risks Smith. As the roll out, integration and growth of these brands
that could adversely impact their solvency and the Group’s ability (including associated loyalty programmes) is dependent on market
to secure and retain franchise or management agreements. conditions, guest preference and owner investment, and also
continued cooperation with third parties, there are inherent risks
Accordingly, the Group is particularly susceptible to adverse
that we will be unable to recover costs incurred in developing or
changes in these economies as well as changes in their currencies.
acquiring the brands or any new programmes or products, or those
In addition to trading conditions, the economic outlook also affects
brands, programmes, or products will not succeed as we intend. The
the financial health of current and potential owners and their ability
Group’s ongoing agenda to deliver industry-leading net rooms
to access capital, which could impact existing operations, timely
growth creates risks relating to the transition of systems, operating
payment of IHG fees, and the health of the pipeline.
models and processes, and may result in failures to improve
The Group is exposed to the risks of overcapacity in the commercial performance, leading to financial loss and undermining
hotel industry stakeholder confidence.
The future operating results of the Group could be adversely
The Group is exposed to a variety of risks related to identifying,
affected by industry overcapacity (by number of rooms) and weak
securing and retaining franchise and management agreements
demand due, for example, to the Covid-19 pandemic and associated
The Group’s growth strategy depends on its success in identifying,
restrictions on travel and customer confidence in returning to
securing and retaining franchise and management agreements. This
business and leisure travel, to the cyclical nature of the hotel
is an inherent risk for the hotel industry and the franchising business
industry, and to other differences between planning assumptions
and management model. Competition with other hotel companies
and actual operating conditions. These conditions could result in
may generally reduce the number of suitable franchise,
reductions in room rates and occupancy levels, which would
management and investment opportunities offered to the Group
adversely impact the financial performance of the Group.
and increase the bargaining position of property owners seeking
Group information IHG | Annual Report and Form 20-F 2020 225
Additional Information
to become a franchisee or engage a manager. The terms of new bargaining agreements and similar agreements. If relationships with
franchise or management agreements may not be as favourable as those colleagues or the unions that represent them deteriorate,
current arrangements; the Group may not be able to renew existing the properties we own, lease or manage could experience labour
arrangements on similarly favourable terms, or at all. disruptions such as strikes, lockouts, boycotts and public
demonstrations. Collective bargaining agreements representing
There can also be no assurance that the Group will be able to
half of our organised colleagues in the US expired during 2018.
identify, retain or add franchisees to the IHG System, to secure
These agreements were successfully renegotiated during 2019.
management contracts or open hotels in our development pipeline.
Hotel sector union member participation continues to increase in
For example, the availability of suitable sites, market saturation,
key markets within the Americas region, which may require IHG
planning and other local regulations or the availability and
to enter into new labour agreements as more employees become
affordability of finance may restrict the supply of suitable hotel
unionised in the future. Labour disputes, which are generally
development opportunities under franchise or management
more likely when collective bargaining agreements are being
agreements and mean that not every hotel in our development
renegotiated, could harm our relationship with our colleagues, result
pipeline may develop into a new hotel that enters our system.
in increased regulatory inquiries and enforcement by governmental
In connection with entering into franchise or management
authorities and deter guests. Further, adverse publicity related to a
agreements, the Group may be required to make investments in,
labour dispute could harm our reputation and reduce customer
or guarantee the obligations of, third parties or guarantee minimum
demand for our services.
income to third parties. There are also risks that significant franchisees
or groups of franchisees may have interests that conflict, or are Labour regulation and the negotiation of new or existing collective
not aligned, with those of the Group, including, for example, bargaining agreements could lead to higher wage and benefit costs,
the unwillingness of franchisees to support brand or system changes in work rules that raise operating expenses, legal costs and
improvement initiatives. This could result in franchisees prematurely limitations on our ability or the ability of our third-party property
terminating contracts which could lead to disputes, litigation, owners to take cost saving measures during economic downturns.
damages and other expenses and would adversely impact the We do not have the ability to control the negotiations of collective
overall IHG System size and the Group’s financial performance. bargaining agreements covering unionised labour employed by our
third-party property owners and franchisees. Increased unionisation
3. Leadership and talent of our workforce, new labour legislation or changes in regulations
The Group requires the right people, skills and capability to could disrupt our operations, reduce our profitability or interfere
manage growth and change with the ability of our management to focus on executing our
In order to remain competitive, the Group must employ the business strategies.
right people. This includes hiring and retaining highly skilled
employees with particular expertise or leadership capability. 4. Cybersecurity and information governance
The implementation of the Group’s strategic business plans could The Group is exposed to the risks related to cybersecurity and
be undermined by failure to build and sustain a resilient corporate data privacy
culture, failure to recruit or retain key personnel, unexpected loss The Group is increasingly dependent upon the collection, usage,
of key senior employees, failures in the Group’s succession retention, availability, integrity and confidentiality of information,
planning and incentive plans, or failure to invest in the including, but not limited to: guest, employee and owner credit card,
development of key skills. financial and personal data, business performance, financial
reporting and commercial development. The information is
The Group must compete against other companies inside and
sometimes held in different formats such as digital, paper, voice
outside the hospitality industry for suitably qualified or experienced
recordings and video and could be stored in many places, including
employees, up to and including Executive Directors. Some of the
facilities managed by third-party service providers, in our Company
markets in which the Group operates may experience economic
managed hotels, and by our franchisees, who are subject to the
growth and/or low levels of unemployment, and there may be
same or similar risks.
attractive roles and competitive rewards available elsewhere.
Cyber breaches increasingly appear to be an unfortunate reality
In the US and elsewhere, including our Greater China region, the
for most firms and we therefore invest in trying to avoid them where
Group is continuing to experience pay compression at senior leader
reasonable and practical to do so – in recognition of the possible
level which is limiting the ability to attract and retain talent in key
impact of cybersecurity breaches beyond data loss on operational
roles. The combination of temporary pay reductions, no 2020 bonus
performance and regulatory actions/ fines, as well as the potential
and the expected low outcomes for the in-flight LTIP awards may
impact on our reputation. The threats towards the hospitality
lead to significant retention risks for senior talent, particularly
industry and the Group’s information are dynamic, and include
given the challenges facing the hospitality sector in the
cyber-attacks, fraudulent use, loss or misuse by employees and
current environment.
breaches of our vendors’ security arrangements, amongst others.
Some emerging markets may not have the required local expertise
The Group experienced cybersecurity incidents including: (a) at a
to operate a hotel and may not be able to attract the right talent.
number of Kimpton hotels that resulted in unauthorised access to
Failure to attract and retain employees and increasing labour costs
guest payment card data; and (b) an incident that involved malware
may threaten the ability to operate hotels and our corporate support
being installed on servers that processed payment cards used at
functions, achieve business growth targets or impact the profitability
restaurants and bars of 12 IHG managed properties, that the Group
of our operations. Additionally, unless skills are supported by a
become aware of in 2016. These incidents resulted in the Group
sufficient infrastructure to enable knowledge and skills to be
reimbursing the impacted card networks for counterfeit fraud losses
passed on, the Group risks losing accumulated knowledge if
and related expenses and becoming subject to investigations
key employees leave the Group.
regarding compliance with applicable State and Federal data
Collective bargaining activity could disrupt operations, increase security standards, and legal action from individuals and
our labour costs or interfere with the ability of our management organisations impacted by the Security Incidents. To date, four
to focus on executing our business strategies. lawsuits have been filed against IHG entities relating to the
A significant number of colleagues at our managed, owned, leased Security Incidents.
and managed lease hotels (approximately 4,200 in the US, Canada,
The legal and regulatory environment around data privacy and
Mexico, Grand Cayman and Dutch Antilles) are covered by collective
requirements set out by the payment card industry surrounding
Group information IHG | Annual Report and Form 20-F 2020 227
Additional Information
to: guests, customers, joint-venture partners, suppliers, employees, The Group’s operations are dependent on maintaining sufficient
regulatory authorities, franchisees and/or the owners of the hotels it liquidity to meet all foreseeable medium-term requirements and
manages. Claims filed may include requests for punitive damages as provide headroom against unforeseen obligations
well as compensatory damages. Unfavourable outcomes of claims Cash and cash equivalents is held in short-term deposits and cash
or proceedings could have a material adverse impact on the Group’s funds which allow daily withdrawals of cash. Most of the Group’s
results of operations, cash flow and/or financial position. Exposure funds are held in the UK or US, although $44 million (2019: $16 million)
to significant litigation or fines may also affect the reputation of the is held in countries where repatriation is restricted as a result of
Group and its brands. (See also legal proceedings on page 235.) foreign exchange regulations. Medium and long-term borrowing
requirements are met through committed bank facilities and bonds.
The Group is required to comply with existing and changing
Short-term borrowing requirements may be met from drawings
regulations and act in accordance with societal expectations
under uncommitted overdrafts and facilities.
across numerous countries, territories and jurisdictions
Government regulations affect countless aspects of the Group’s The Group is exposed to an impairment of the carrying value of our
business including corporate governance, health and safety, brands, goodwill or other tangible and intangible assets negatively
the environment, social responsibility, bribery and corruption, affecting our consolidated operating results
employment law and diversity, disability access, data privacy and Significant amounts of goodwill, intangible assets, right-of-use
information protection, financial, accounting and tax. Regulatory assets, property, plant and equipment, investments and contract
changes may require significant changes in the way the business assets are recognised on the Group balance sheet. We review
operates and may inhibit the Group’s strategy, including the markets the value of our goodwill and indefinite-lived intangible assets for
the Group operates in, brand protection, and use or transmittal of impairment annually (or whenever events or circumstances indicate
personal data. If the Group fails to comply with existing or changing impairment may have occurred). Changes to estimated values can
regulations, the Group may be subject to fines, prosecution, loss result from political, economic and financial market developments
of licence to operate or reputational damage. or other shifts in the business climate, the competitive environment,
the perceived reputation of our brands (by guests or owners), or
The reputation of the Group and the value of its brands are
changes in interest rates, operating cash flows, market capitalisation,
influenced by a wide variety of factors, including the perception
or developments in the legal or regulatory environment.
of stakeholder groups such as guests, owners, suppliers and
Impairments of $226m were recognised in 2020, primarily due to
communities in which the Group operates. The social and
changes in forecast future cash flows as a consequence of Covid-19
environmental impacts of its business are under increasing scrutiny,
and the associated future economic impacts. Because of the
and the Group is exposed to the risk of damage to its reputation if
significance of our goodwill and other non-current assets, we have
it fails to (or fails to influence its business partners to) undertake
incurred and may incur future impairment charges on these assets
responsible practices and engage in ethical behaviour, or fails
which could have a material adverse effect on our financial results.
to comply with relevant regulatory requirements.
The Group is exposed to fluctuations in exchange rates, currency
The Group is exposed to risks associated with its
devaluations or restructurings and to interest rate risk in relation to
intellectual property
its borrowings
Given the importance of brand recognition to the Group’s business,
The US dollar is the predominant currency of the Group’s revenue
the protection of its intellectual property poses a risk due to
and cash flows. Movements in foreign exchange rates can affect
the variability and changes in controls, laws and effectiveness
the Group’s reported profit, net liabilities and interest cover. The
of enforcement globally, particularly in jurisdictions which may
most significant exposures of the Group are in currencies that are
not have developed levels of protection for corporate assets such
freely convertible. The Group’s reported debt has an exposure
as intellectual property, trade secret, know-how and customer
to borrowings held in pounds sterling (including €1,000 million
information, and records. Any widespread infringement,
euro bonds which have been swapped into sterling using currency
misappropriation or weakening of the control environment
swaps). Conducting business in currencies other than US dollars
could materially harm the value of the Group’s brands and its
exposes us to fluctuations in exchange rates, currency devaluations,
ability to develop the business and compete currently or in the
or restructurings. This could potentially lower our reported revenues,
future. Third-party claims that we infringe their intellectual property
increase our costs, reduce our profits or disrupt our operations.
could lead to disputes, litigation, damages and other expenses.
Our exposure to these factors is linked to the pace of our growth
(See also “The Group is exposed to the risks related to
in territories outside the US and, if the proportion of our revenues
cybersecurity and data privacy”.)
grows, this may increase the potential sensitivity to currency
movements having an adverse impact on our results.
8. Financial management and control systems
The Group is exposed to a variety of risks associated with its The Group is also exposed to interest rate risk in relation to its fixed
financial stability and ability to borrow and satisfy debt covenants and floating rate borrowings and may use interest rate swaps to
While the strategy of the Group is to grow through activities that do manage the exposure.
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 and any undrawn facilities could be unavailable. If the
Group’s financial performance does not meet market expectations,
it may not be able to refinance existing facilities on terms
considered favourable.
Group information IHG | Annual Report and Form 20-F 2020 229
Additional Information
As at 22 February 2021: (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 105; (ii) Non-Executive Directors had the number of beneficial interests in shares set out in
the table on page 110; and (iii) Executive Committee members had the number of beneficial interests in shares (including members’ share
awards under IHG’s share plans) set out in the table below. These shareholdings indicate all Directors’ or Executive Committee members’
beneficial interests and those held by their spouses and other connected persons. As at 22 February 2021, 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.
Number of shares held outright APP deferred share awards LTIP share awards (unvested) Total number of shares held
Executive
Committee 22 Feb 31 Dec 31 Dec 22 Feb 31 Dec 31 Dec 22 Feb 31 Dec 31 Dec 22 Feb 31 Dec 31 Dec
member 2021 2020 2019 2021 2020 2019 2021 2020 2019 2021 2020 2019
Keith Barr 70,279 70,279 52,832 37,705 37,705 32,697 119,227 119,227 102,537 227,211 227,211 188,066
Paul Edgecliffe-
Johnson 53,376 53,376 38,562 26,751 26,751 25,637 86,479 86,479 76,150 166,606 166,606 140,349
Elie Maalouf 67,428 67,428 43,652 25,417 25,417 32,591 88,691 88,691 74,695 181,536 181,536 150,938
Claire Bennett 16,521 16,521 9,152 14,379 14,379 8,494 55,340 55,340 44,675 86,240 86,240 62,321
Jolyon Bulley 57,939 57,939 52,164 11,787 11,787 7,891 51,624 51,624 38,216 121,350 121,350 98,271
Yasmin Diamond 7,581 7,581 2,354 11,016 11,016 9,491 36,887 36,887 30,331 55,484 55,484 42,176
Nicolette
Henfrey 4,528 4,528 1,528 6,621 6,621 5,077 32,939 32,939 21,239 44,088 44,088 27,844
Wayne Hoare 0 0 n/a1 4,666 4,666 n/a1 22,653 22,653 n/a1 27,319 27,319 n/a1
Kenneth
Macpherson 30,160 30,160 14,145 18,557 18,557 31,186 54,789 54,789 46,670 103,506 103,506 92,001
Ranjay
Radhakrishnan n/a2 n/a2 22,128 n/a2 n/a2 16,874 n/a2 n/a2 48,498 n/a2 n/a2 87,500
George Turner 27,951 27,951 17,983 18,151 18,151 17,288 55,848 55,848 46,691 101,950 101,950 81,962
1
Wayne Hoare joined the Company on 14 September 2020.
2
Ranjay Radhakrishnan left the Company on 29 February 2020.
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 IHG’s website at www.ihgplc.com/investors under Corporate governance in the Directors’ Remuneration Policy section.
Group information IHG | Annual Report and Form 20-F 2020 231
Additional Information
The Company’s Articles of Association (the Articles) were first respect of any proposal in which they have any material interest
adopted with effect from 27 June 2005 and were most recently (except in respect of the limited exceptions outlined above) nor
amended at the AGM held on 7 May 2020 and are available on the may they count in the quorum of the meeting at which such
Company’s website at www.ihgplc.com/investors under Corporate business is transacted.
governance. The following summarises material rights of holders of
As such, a Director has no power, in the absence of an independent
the Company’s ordinary shares under the material provisions of the
quorum, to vote on compensation to themselves, but may vote on a
Articles and English law. This summary is qualified in its entirety by
resolution (and may count in the quorum of the meeting at which it
reference to the Companies Act and the Articles.
was passed) to award compensation to Directors provided those
The Company’s shares may be held in certificated or uncertificated arrangements do not confer a benefit solely on them.
form. No holder of the Company’s shares will be required to make
The Directors are empowered to exercise all the powers of the
additional contributions of capital in respect of the Company’s
Company to borrow money, subject to the limitation that the
shares in the future.
aggregate amount of all monies borrowed by the Company and its
In the following description, a ‘shareholder’ is the person subsidiaries shall not exceed an amount equal to three times the
registered in the Company’s register of members as the holder Company’s share capital and consolidated reserves, unless
of the relevant share. sanctioned by an ordinary resolution of the Company.
Under the Articles, there are no age-limit requirements relating to a
Principal objects
person’s qualification to hold office as a Director of the Company.
The Company is incorporated under the name InterContinental
Hotels Group PLC and is registered in England and Wales with Directors are not required to hold any shares of the Company by way
registered number 5134420. The Articles do not restrict its objects of qualification.
or purposes.
The Articles require annual retirement and re-election of all Directors
at the AGM.
Directors
Under the Articles, a Director may have an interest in certain matters
Rights attaching to shares
(Permitted Interest) without the prior approval of the Board, provided
Dividend rights and rights to share in the Company’s profits
they have declared the nature and extent of such Permitted Interest
Under English law, dividends are payable on the Company’s ordinary
at a meeting of the Directors or in the manner set out in Section 184
shares only out of profits available for distribution, as determined in
or Section 185 of the Companies Act.
accordance with accounting principles generally accepted in the UK
Any matter in which a Director has a material interest, and which and by the Companies Act. No dividend will bear interest as against
does not comprise a Permitted Interest, must be authorised by the Company.
the Board in accordance with the procedure and requirements
Holders of the Company’s ordinary shares are entitled to receive
contained in the Articles. In particular, this includes the requirement
such dividends as may be declared by the shareholders in general
that a Director may not vote on a resolution to authorise a matter in
meeting, rateably according to the amounts paid up on such shares,
which they are interested, nor may they count in the quorum of the
provided that the dividend cannot exceed the amount
meeting at which such business is transacted.
recommended by the Directors.
Further, a Director may not vote in respect of any proposal in which
The Company’s Board of Directors may declare and pay to
they, or any person connected with them, has any material interest
shareholders such interim dividends as appear to them to be
other than by virtue of their interests in securities of, or otherwise
justified by the Company’s financial position. If authorised by an
in or through, the Company, nor may they count in the quorum of
ordinary resolution of the shareholders, the Board of Directors
the meeting at which such business is transacted. This is subject
may also direct payment of a dividend in whole or in part by the
to certain exceptions, including in relation to proposals:
distribution of specific assets (and in particular of paid-up shares
(a) indemnifying them in respect of obligations incurred on behalf of
or debentures of any other company).
the Company; (b) indemnifying a third party in respect of obligations
of the Company for which the Director has assumed responsibility Any dividend unclaimed by a member (or by a person entitled
under an indemnity or guarantee; (c) relating to an offer of securities by virtue of transmission on death or bankruptcy or otherwise by
in which they will be interested as an underwriter; (d) concerning operation of law) after six years from the date the dividend was
another body corporate in which the Director is beneficially declared, or became due for payment, will be forfeited and will
interested in less than one per cent of the issued shares of any revert to the Company.
class of shares of such a body corporate; (e) relating to an employee
Voting rights
benefit in which the Director will share equally with other employees;
The holders of ordinary shares are entitled, in respect of their
and (f) relating to liability insurance that the Company is empowered
holdings of such shares, to receive notice of general meetings and
to purchase for the benefit of Directors of the Company in respect of
to attend, speak and vote at such meetings in accordance with
actions undertaken as Directors (or officers) of the Company.
the Articles.
The Directors have authority under the Articles to set their own
Voting at any general meeting of shareholders is by a show of hands
remuneration (provided certain criteria are met). While an agreement
unless a poll, which is a written vote, is duly demanded. On a show
to award remuneration to a Director is an arrangement with the
of hands, every shareholder who is present in person or by proxy at
Company that comprises a Permitted Interest (and therefore
a general meeting has one vote regardless of the number of shares
does not require authorisation by the Board in that respect), it
held. Resolutions put to the members at electronic general meetings
is nevertheless a matter that would be expected to give rise to
shall be voted on by a poll, which poll votes may be cast by such
a conflict of interest between the Director concerned and the
electronic means as the Board in its sole discretion deems
Company, and such conflict must be authorised by a resolution
appropriate for the purposes of the meeting.
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
Group information IHG | Annual Report and Form 20-F 2020 233
Additional Information
The following contracts have been entered into otherwise than in On 14 September 2020, the Issuer and the Guarantors entered into
the course of ordinary business by members of the Group: (i) in the an amended and restated agency agreement (Agency Agreement)
two years immediately preceding the date of this document in the with HSBC Bank plc as principal paying agent and the Trustee,
case of contracts which are or may be material; or (ii) that contain pursuant to which the Issuer and the Guarantors appointed paying
provisions under which any Group member has any obligation agents and calculation agents in connection with the Programme
or entitlement that is material to the Group as at the date of and the Notes.
this document. To the extent that these agreements include
Under the Agency Agreement, each of the Issuer and the Guarantors
representations, warranties and indemnities, such provisions
has given a customary indemnity in favour of the paying agents and
are considered standard in an agreement of that nature, save
the calculation agents.
to the extent identified below.
On 14 September 2020, the Issuer and the Guarantors entered into
Syndicated Facility an amended and restated dealer agreement (Dealer Agreement)
On 30 March 2015, the Company signed a five-year $1.275 billion with HSBC Bank plc as arranger and Barclays Bank PLC,
bank facility agreement (Syndicated Facility) with Bank of America Commerzbank Aktiengesellschaft, HSBC Bank plc, Merrill Lynch
Merrill Lynch International Limited, Barclays Bank plc, HSBC Bank International, MUFG Securities EMEA plc, Truist Securities, Inc. and
PLC, SunTrust Robinson Humphrey, The Bank of Tokyo-Mitsubishi Wells Fargo Securities International Limited as dealers (Dealers),
UFJ, Ltd and The Royal Bank of Scotland plc, all acting as joint pursuant to which the Dealers were appointed in connection
bookrunners and The Bank of Tokyo-Mitsubishi UFJ, Ltd as facility with the Programme and the Notes.
agent. The Company has exercised its ability to extend the term of
Under the Dealer Agreement, each of the Issuer and the
the Syndicated Facility by two additional periods of 12 months, and,
Guarantors has given customary warranties and indemnities
in April 2020, agreed a further extension of the Syndicated Facility
in favour of the Dealers.
taking its term to September 2023. The interest margin payable
on borrowings under the Syndicated Facility is linked to IHG’s
£1 billion Euro Commercial Paper Programme
consolidated leverage ratio. The margin can vary between LIBOR +
In 2020, the Group established a £1 billion Euro Commercial Paper
0.90% and LIBOR + 2.75% depending on the level of the ratio.
Programme (ECP) and issued £600m of commercial paper under
The Syndicated Facility was undrawn as at 31 December 2020.
the Joint HM Treasury and Bank of England Covid Corporate
Financing Facility. The issuance matures on 16 March 2021.
£3 billion Euro Medium Term Note programme
In 2020, the Group updated its Euro Medium Term Note programme On 17 April 2020, an Issue and Paying Agency Agreement (IPA
(Programme) and issued a tranche of €500 million 1.625% notes due Agreement) was entered into by InterContinental Hotels Group PLC
8 October 2024 (2020 Euro Issuance) and a tranche of £400 million as issuer (Issuer), Six Continents Limited and InterContinental Hotels
3.375% notes due 8 October 2028 (2020 GBP Issuance). Limited as guarantors (Guarantors) and HSBC Bank PLC (HSBC),
pursuant to which the Issuer and the Guarantors appointed HSBC as
On 14 September 2020, an amended and restated trust deed (Trust
issue agent and principal paying agent in connection with the ECP.
Deed) was executed by InterContinental Hotels Group PLC as issuer
(Issuer), Six Continents Limited and InterContinental Hotels Limited Under the IPA Agreement, each of the Issuer and the Guarantors has
as guarantors (Guarantors) and HSBC Corporate Trustee Company given a customary indemnity in favour of HSBC.
(UK) Limited as trustee (Trustee), pursuant to which the trust deed
On 17 April 2020, the Issuer and Guarantors entered into a dealer
dated 27 November 2009, as supplemented by four supplemental
agreement (Dealer Agreement) with HSBC, pursuant to which HSBC
trust deeds dated 7 July 2011, 9 November 2012, 16 June 2015 and
was appointed as arranger and dealer in connection with the ECP.
11 August 2016 between the same parties relating to the Programme,
were amended and restated. Under the Trust Deed, the Issuer may Under the Dealer Agreement, each of the Issuer and the Guarantors
issue notes (Notes) unconditionally and irrevocably guaranteed by has given customary warranties and indemnities in favour of HSBC.
the Guarantors, up to a maximum nominal amount from time to time
outstanding of £3 billion (or its equivalent in other currencies). Notes
are to be issued in series (each a Series) in bearer form. Each Series
may comprise one or more tranches (each a Tranche) issued on
different issue dates. A Tranche of Notes may be issued on the terms
and conditions set out in a base prospectus as amended and/or
supplemented by a document setting out the 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.
The Final Terms issued under each of the 2020 Euro Issuance and
the 2020 GBP 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 companies have extensive operations in the UK, as well as is a class action, and both suits allege that the defendant hotel
internationally, and are involved in a number of legal claims and companies conspired to eliminate competitive branded keyword
proceedings incidental to those operations. These legal claims and search advertising in the hotel industry, which raised prices for hotel
proceedings are in various stages and include disputes related to rooms in violation of applicable law. As of 22 February 2021,
specific hotels where the potential materiality is not yet known. It is the likelihood of a favourable or unfavourable result cannot be
the Company’s view that such proceedings, either individually or in reasonably determined and it is not possible to determine whether
the aggregate, have not in the recent past and are not likely to have any loss is likely or to estimate the amount of any loss.
a significant effect on the Group’s financial position or profitability.
A claim was filed on 5 April 2019 and amended on 16 December
Notwithstanding the above, the Company notes the matters set out
2019 against Kimpton seeking class action status and alleging harm
below. Litigation is inherently unpredictable and, as of 22 February
related to the compromise of personal information due to a data
2021, unless stated otherwise, the outcome of these matters cannot
security breach. The allegations relate to a breach of the reservation
be reasonably determined.
system previously used by Kimpton. As of 22 February 2021 the
A claim was filed on 5 July 2016 by CPTS Hotel Lessee, LLC (CPTS) likelihood of a favourable or unfavourable result cannot be
against Holiday Hospitality Franchising, LLC (HHF). The claimant reasonably determined and it is not possible to determine whether
alleges breach of the licence agreement and seeks a declaratory any loss is likely or to estimate the amount of any loss.
judgement from the court that it has the right to terminate its licence
An arbitration was filed on 21 December 2018 alleging that
with HHF. HHF and InterContinental Hotels Group Resources, Inc.
IHG Hotels Limited and InterContinental Hotels Group PLC
filed a claim against CPTS Hotel Lessee, LLC also seeking a
misrepresented the right of a third party to license the Crowne Plaza
declaratory judgement and alleging breach of contract and fraud.
brand. The claimant seeks monetary damages for various alleged
On 1 May 2018, the court granted IHG’s motion for preliminary
losses. As of 22 February 2021 the likelihood of a favourable or
injunction and ruled that the license agreement at issue is not
unfavourable result cannot be reasonably determined and it is not
terminable at will by CPTS. As of 22 February 2021, the likelihood
possible to determine whether any loss is likely or to estimate the
of a favourable or unfavourable result cannot be reasonably
amount of any loss.
determined and it is not possible to determine whether any loss
is likely or to estimate the amount of any loss. A union pension plan filed an action against InterContinental Hotels
Group Resources, Inc. (“IHGR”) on 28 August 2019 in the Southern
A claim was filed on 26 June 2017 against Inter-Continental Hotels
District of New York alleging that IHGR failed to pay a pension fund
Corporation, InterContinental Hotels Group Resources, Inc., and
liability associated with its alleged withdrawal from the fund based
InterContinental Hotels Group (Canada), Inc. seeking class action
on the termination of IHGR’s management of three formerly
status and alleging breach of fiduciary duty, negligence, breach of
IHG-branded hotels. The parties reached agreement on a resolution
confidence, intrusion upon seclusion, breach of contract, breach of
of this matter on 14 October 2020, and the action was dismissed.
privacy legislation, and unjust enrichment regarding an alleged data
The parties have complied with the terms of the agreement.
breach. The claim was amended in March 2018 to name Six
Continents Hotels, Inc. as the sole defendant. The claimant alleges A claim was filed on 5 May 2017 against InterContinental Hotels Group
that security failures allowed customers’ financial information to be PLC, Inter-Continental Hotels Corporation, and InterContinental
compromised. As of 22 February 2021, the likelihood of a favourable Hotels Group Resources, Inc. seeking class action status and alleging
or unfavourable result cannot be reasonably determined and it is not breach of implied contract, negligence, and unjust enrichment
possible to determine whether any loss is likely or to estimate the regarding an alleged data breach. The claimant alleges that IHG
amount of any loss. failed to secure and safeguard customers’ personal financial data.
The parties reached an agreement on a resolution of this matter,
Two claims were filed on 19 March 2018 and 6 December 2018
which the Court approved on 2 September 2020 and the case was
against Six Continents Hotels, Inc. and other hotel companies,
dismissed with prejudice. The parties are complying with the terms
alleging violations of anti-trust regulations. One of the matters
of the agreement, and the claims administration process is underway.
Group information IHG | Annual Report and Form 20-F 2020 235
Additional Information
Shareholder information
Taxation
This section provides a summary of material US federal income Generally, exchanges of ordinary shares for ADSs, and ADSs for
tax and UK tax consequences to the US holders, described below, ordinary shares, will not be subject to US federal income tax or UK
of owning and disposing of ordinary shares or ADSs of the Company. taxation on capital gains, although UK stamp duty or stamp duty
This section addresses only the tax position of a US holder who reserve tax (SDRT) may arise as described below.
holds ordinary shares or ADSs as capital assets. This section does
Investors should consult their own tax advisers regarding the US
not, however, discuss all of the tax considerations that may be
federal, state and local, the UK and other tax consequences of
relevant to any particular US holder, such as the provisions of the
owning and disposing of ordinary shares or ADSs in their particular
Internal Revenue Code of 1986, as amended (IR Code) known as
circumstances.
the Medicare Contribution tax or tax consequences to US holders
subject to special rules, such as: The following disclosures assume that the Company is not, and will
not become, a passive foreign investment company (PFIC), as
• certain financial institutions.
described below.
• insurance companies.
• dealers and traders in securities who use a mark-to-market method Taxation of dividends
of tax accounting. UK taxation
• persons holding ordinary shares or ADSs as part of a straddle, Under current UK tax law, the Company will not be required to
conversion transaction, integrated transaction or wash sale, or withhold tax at source from dividend payments it makes.
persons entering into a constructive sale with respect to the A US holder who is not resident for UK tax purposes in the UK
ordinary shares or ADSs. and who is not trading in the UK will generally not be liable for
• persons whose functional currency for US federal income tax UK taxation on dividends received in respect of the ADSs or
purposes is not the US dollar. ordinary shares.
• partnerships or other entities classified as partnerships for US US federal income taxation
federal income tax purposes. A US holder is generally subject to US federal income taxation on
• persons liable for the alternative minimum tax. the gross amount of any dividend paid by the Company out of its
• tax-exempt organisations. current or accumulated earnings and profits (as determined for
US federal income tax purposes). Distributions in excess of the
• persons who acquired the Company’s ADSs or ordinary shares
Company’s current and accumulated earnings and profits, as
pursuant to the exercise of any employee stock option or otherwise
determined for US federal income tax purposes, will be treated as a
in connection with employment.
return of capital to the extent of the US holder’s basis in the shares
• persons who, directly or indirectly, own ordinary shares or ADSs or ADSs and thereafter as capital gain. Because the Company has
representing 10% or more of the Company’s voting power or value. not historically maintained, and does not currently maintain, books
This section does not generally deal with the position of a US holder in accordance with US tax principles, the Company does not expect
who is resident in the UK for UK tax purposes or who is subject to UK to be in a position to determine whether any distribution will be in
taxation on capital gains or income by virtue of carrying on a trade, excess of the Company’s current and accumulated earnings and
profession or vocation in the UK through a branch, agency or profits as computed for US federal income tax purposes. As a result,
permanent establishment to which such ADSs or ordinary shares are it is expected that amounts distributed will be reported to the
attributable (‘trading in the UK’). Internal Revenue Service (IRS) as dividends.
As used herein, a ‘US holder’ is a person who, for US federal Subject to applicable limitations, dividends paid to certain non-
income tax purposes, is a beneficial owner of ordinary shares corporate US holders will be taxable at the preferential rates
or ADSs and is: (i) a citizen or individual resident of the US; (ii) a applicable to long-term capital gain if the dividends constitute
corporation, or other entity taxable as a corporation, created or ‘qualified dividend income’. The Company expects that dividends
organised in or under the laws of the US, any state therein or the paid by the Company with respect to the ADSs will constitute
District of Columbia; (iii) an estate whose income is subject to qualified dividend income. US holders should consult their own tax
US federal income tax regardless of its source; or (iv) a trust, advisers to determine whether they are subject to any special rules
if a US court can exercise primary supervision over the trust’s that limit their ability to be taxed at these preferential rates.
administration and one or more US persons are authorised Dividends must be included in income when the US holder, in
to control all substantial decisions of the trust. the case of shares, or the ADR Depositary, in the case of ADSs,
This section is based on the IR Code, its legislative history, existing actually or constructively receives the dividend, and will not be
and proposed regulations, published rulings and court decisions, eligible for the dividends-received deduction generally allowed to
and on UK tax laws and the published practice of HM Revenue and US corporations in respect of dividends received from other US
Customs (HMRC), all as of the date hereof. These laws, and that corporations. For foreign tax credit limitation purposes, dividends
practice, are subject to change, possibly on a retroactive basis. will generally be income from sources outside the US.
This section is further based in part upon the representations The amount of any dividend paid in pounds sterling will be the
of the ADR Depositary and assumes that each obligation in the US dollar value of the sterling payments made, determined at the
deposit agreement and any related agreement will be performed in spot sterling/US dollar rate on the date the dividend distribution is
accordance with its terms. For US federal income tax purposes, an includible in income, regardless of whether the payment is in fact
owner of ADRs evidencing ADSs will generally be treated as the converted into US dollars. If the dividend is converted into US dollars
owner of the underlying shares represented by those ADSs. For UK on that date, a US holder should not be required to recognise foreign
tax purposes, in practice, HMRC will also regard holders of ADSs as currency gain or loss in respect of the dividend income. Generally,
the beneficial owners of the ordinary shares represented by those any gain or loss resulting from currency exchange fluctuations
ADSs (although case law has cast some doubt on this). The during the period from the date the dividend payment is includible in
discussion below assumes that HMRC’s position is followed. income to the date the payment is converted into US dollars will be
treated as ordinary income or loss from sources within the US.
Shareholder information IHG | Annual Report and Form 20-F 2020 237
Additional Information
A transfer of the underlying ordinary shares will generally be will be allowed as a credit against the holder’s US federal income
subject to stamp duty or SDRT, normally at the rate of 0.5% of tax liability and may entitle the holder to a refund, provided that
the amount or value of the consideration (rounded up to the next the required information is timely furnished to the IRS. US holders
multiple of £5 in the case of stamp duty). A transfer of ordinary should consult their tax advisers as to their qualification for
shares from a nominee to its beneficial owner, including the transfer exemption from backup withholding and the procedure for
of underlying ordinary shares from the depositary to an ADS holder, obtaining an exemption.
under which no beneficial interest passes, will not be subject to
Certain US holders who are individuals (and certain specified
stamp duty or SDRT.
entities), may be required to report information relating to their
US backup withholding and information reporting ownership of non-US securities unless the securities are held in
Payments of dividends and sales proceeds with respect to ADSs accounts at financial institutions (in which case the accounts may
and ordinary shares may be reported to the IRS and to the US holder. be reportable if maintained by non-US financial institutions). US
Backup withholding may apply to these reportable payments if the holders should consult their tax advisers regarding any reporting
US holder fails to provide an accurate taxpayer identification number obligations they may have with respect to the Company’s ordinary
or certification of exempt status or fails to report all interest and shares or ADSs.
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
As of the end of the period covered by this report, the Group carried These are defined as those controls and procedures designed to
out an evaluation under the supervision and with the participation of ensure that information required to be disclosed in reports filed
the Group’s management, including the Chief Executive Officer and under the Securities Exchange Act 1934 is recorded, processed,
Chief Financial Officer, of the effectiveness of the design and summarised and reported within the specified periods. Based on
operation of the Group’s disclosure controls and procedures (as that evaluation, the Chief Executive Officer and Chief Financial
defined in Rules 13a–15(e) and 15d–15(e) of the Securities Exchange Officer concluded that the Group’s disclosure controls and
Act 1934). procedures were effective.
Shareholder information IHG | Annual Report and Form 20-F 2020 239
Additional Information
The selected consolidated financial data set forth in the table below IFRS adopted pursuant to Regulation (EC) No 1606/2002 as it
for the years ended 31 December 2016, 2017, 2018, 2019 and 2020 applies in the European Union differs in certain respects from IFRS
has been prepared in accordance with IFRS as issued by the IASB as issued by the IASB. However, the differences have no impact
and in accordance with IFRS adopted pursuant to Regulation (EC) on the Group Financial Statements for the years presented. The
No 1606/2002 as it applies in the European Union, and is derived selected consolidated financial data set forth below should be read
from the audited Group Financial Statements. 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 and Form 20-F.
Group income statement data
$m, except earnings per ordinary share
For the year ended 31 December 2020 2019 2018 2017 2016
Total revenue 2,394 4,627 4,337 4,075 3,912
Operating profit before System Fund and exceptional items 219 865 832 774 706
System Fund (102) (49) (146) (34) 35
Operating exceptional items (270) (186) (104) 4 (29)
Operating (loss)/profit (153) 630 582 744 712
Financial income 4 6 5 4 6
Financial expenses (144) (121) (101) (95) (86)
Fair value gains/(losses) on contingent purchase consideration 13 27 (4) – –
(Loss)/profit before tax (280) 542 482 653 632
Tax:
On profit before exceptional items (32) (176) (159) (203) (185)
On exceptional items 52 20 22 (2) 12
Exceptional tax – – 5 87 –
20 (156) (132) (118) (173)
(Loss)/profit for the year from continuing operations: (260) 386 350 535 459
Attributable to:
Equity holders of the parent (260) 385 349 534 456
Non-controlling interest – 1 1 1 3
(Loss)/earnings per ordinary share (continuing and total operations):
Basic (142.9)¢ 210.4¢ 183.7¢ 276.7¢ 215.1¢
Diluted (142.9)¢ 209.2¢ 181.8¢ 275.3¢ 213.1¢
Since March 2003, the Group has returned over £6.6 billion of funds to shareholders by way of special dividends, capital returns and share
repurchase programmes.
The dividend was first determined in US dollars and converted to sterling immediately before announcement at the rate translated at $1=£0.597.
i
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.
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.
l
m
The dividend was first determined in US dollars and converted to sterling at the rate of £1 = $1.2860, as announced on 17 January 2019.
Shareholder information IHG | Annual Report and Form 20-F 2020 241
Additional Information
b
Reflects the resolution passed at the Company’s AGM held on 7 May 2020.
Dividend history
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
pence cents pence cents pence cents pence cents
2020 – – – – – – – –
2019 32.0 39.9 –a –a 32.0 39.9 – –
2018 27.7 36.3 60.4 78.1 88.1 114.4 203.8bd 262.1bd
2017 24.4 33.0 50.2 71.0 74.6 104.0 156.4b 202.5b
2016 22.6 30.0 49.4 64.0 72.0 94.0 438.2b 632.9b
2015 17.7 27.5 40.3 57.5 58.0 85.0 – –
2014 14.8 25.0 33.8 52.0 48.6 77.0 174.9b 293.0b
2013 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 64.0 108.4b 172.0b
2011 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 – –
2009 7.3 12.2 18.7 29.2 26.0 41.4 – –
2008 c
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 200b –
2006 5.1 9.6 13.3 25.9 18.4 35.5 118b –
a
The Board withdrew its recommendation of a final dividend in respect of 2019 of 85.9 ¢ per share. The Board will continue to defer consideration of further dividends until visibility of
the pace and scale of market recovery has improved.
b
Accompanied by a share consolidation.
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. Starting with the
interim dividend for 2008, all dividends have first been determined in US dollars and converted into sterling prior to payment.
d
This special dividend was announced on 19 October 2018 and paid on 29 January 2019.
The geographical profile presented is based on an analysis of shareholders (by manager) of 38,000 shares or above where geographical
ownership is known. This analysis only captures 90.1% of total issued share capital. Therefore, the known percentage distributions have
been multiplied by 100⁄90.1 (1.110) to achieve the figures shown in the table above.
As of 22 February 2021, 7,757,832 ADSs equivalent to 7,757,832 ordinary shares, or approximately 4.13% of the total issued share capital,
were outstanding and were held by 425 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 22 February 2021, there were a total of 32,786 recorded holders of ordinary shares, of whom 250 had registered addresses in the US
and held a total of 320,288 ordinary shares (0.17% of the total issued share capital).
Shareholder information IHG | Annual Report and Form 20-F 2020 243
Additional Information
Exhibits
The following exhibits are filed as part of this Annual Report on Form 20-F with the SEC, and are publicly available through the SEC’s website
at www.sec.gov, search InterContinental Hotels Group PLC, under Company Filings.
Additional informtaion
The Annual Report and Form 20-F 2020 contains certain forward- intermediaries; the Group’s exposure to inherent risks in relation
looking statements as defined under US legislation (Section 21E to changing technology and systems; the Group’s reliance upon
of the Securities Exchange Act of 1934) with respect to the financial the resilience of its reservation system and other key technology
condition, results of operations and business of the Group and platforms, and the risks that could disrupt their operation and/or
certain plans and objectives of the Board of Directors of integrity; the Group’s exposure to risks related to executing and
InterContinental Hotels Group PLC with respect thereto. Such realising benefits from strategic transactions, including acquisitions
statements include, but are not limited to, statements made in the and restructuring; the Group’s dependence upon a wide range of
Chair’s statement and in the Chief Executive Officer’s review. These external stakeholders and business partners; the Group’s exposure
forward-looking statements can be identified by the fact that they to the risk of litigation; the requirement to comply with existing and
do not relate only to historical or current facts. Forward-looking changing regulations and act in accordance with societal
statements often use words such as ‘anticipate’, ‘target’, ‘expect’, expectations across numerous countries, territories and
‘estimate’, ‘intend’, ‘plan’, ‘goal’, ‘believe’, or other words of similar jurisdictions; the Group’s exposure to risks associated with its
meaning. These statements are based on assumptions and intellectual property; the Group’s exposure to a variety of risks
assessments made by the Group’s management in light of their associated with its financial stability and ability to borrow and satisfy
experience and their perception of historical trends, current debt covenants; the Group’s operations being dependent on
conditions, expected future developments and other factors they maintaining sufficient liquidity to meet all foreseeable medium-term
believe to be appropriate. requirements and provide headroom against unforeseen obligations;
the Group’s exposure to an impairment of the carrying value of its
By their nature, forward-looking statements are inherently predictive,
brands, goodwill or other tangible and intangible assets negatively
speculative and involve risk and uncertainty. There are a number of
affecting its consolidated operating results; the Group’s exposure
factors that could cause actual results and developments to differ
to fluctations in exchange rates, currency devaluations or
materially from those expressed in, or implied by, such forward-
restructurings and to interest rate risk in relation to its borrowings;
looking statements, including, but not limited to: the risks of political
the risk that the Group may be affected by credit risk on treasury
and economic developments; the risks of overcapacity in the hotel
transactions; the risk that the Group’s financial performance may be
industry; the Group being subject to a competitive and changing
affected by changes in tax laws; the risks associated with insuring
industry; the Group’s reliance on the reputation of its existing brands
the Group’s business; the Group’s exposure to a variety of risks
and exposure to inherent reputation risks; the Group’s exposure
associated with safety, security and crisis management; the Group’s
to inherent uncertainties associated with brand development and
exposure to the risk of events or stakeholder expectations that
expansion; the Group’s exposure to a variety of risks related to
adversely impact domestic or international travel, including climate
identifying, securing and retaining franchise and management
change; and the risks associated with domestic and international
agreements; the Group’s requirement of the right people, skills
environmental laws and regulations that may cause us to incur
and capabiliity to manage growth and change; the risks associated
substantial costs or subject us to potential liabilities.
with collective bargaining activity which could disrupt operations,
increase labour costs or interfere with the ability of management to The main factors that could affect the business and financial results
focus on executing business strategies; the Group’s exposure to the are described in the Strategic Report of the Annual Report and Form
risks related to cybersecurity and data privacy; the Group’s exposure 20-F 2020.
to increasing competition from online travel agents and
Form 20-F cross-reference guide IHG | Annual Report and Form 20-F 2020 247
Additional Information
Glossary
Adjusted EBITDA Colleague Employee
operating profit, excluding System Fund individuals who work at IHG corporate individuals directly employed at IHG corporate
revenues and expenses, exceptional items offices, reservation centres, managed, offices, reservation centres and managed,
and depreciation and amortisation. owned, leased, managed lease and owned, leased, managed lease hotels.
franchised hotels collectively.
ADR employee engagement survey
an American Depositary Receipt, being a Companies Act our employee engagement survey, known as
receipt evidencing title to an ADS. the Companies Act 2006, as amended from Colleague HeartBeat, completed by IHG
time to time. employees only.
ADR Depositary
J.P. Morgan Chase Bank N.A. Company or Parent Company Enterprise contribution to revenue
InterContinental Hotels Group PLC. the percentage of room revenue booked
ADS
through IHG managed channels and
an American Depositary Share as evidenced comparable RevPAR
sources: direct via our websites, apps and
by an ADR, being a registered negotiable a comparison for a grouping of hotels that
call centres; through our interfaces with
security, listed on the New York Stock have traded in all months in financial years
Global Distribution Systems (GDS) and
Exchange, representing one ordinary share being compared. Principally excludes new
agreements with Online Travel Agencies
of 20 340 ⁄399 pence each of the Company. hotels, hotels closed for major refurbishment
(OTAs); other distribution partners directly
and hotels sold in either of the two years.
AGM connected to our reservation system; and
Hotels temporarily closed as a result of
Annual General Meeting of InterContinental Global Sales Office business or IHG Reward
Covid-19 are not excluded from comparable
Hotels Group PLC. members that book directly at a hotel.
RevPAR.
Annual Report ERG
Compound Annual Growth Rate (CAGR)
the Annual Report and Form 20-F in relation employee resource group.
the annual growth rate over a period of
to the years ending 31 December 2019 or
years, calculated on the basis that each EU
2020 as relevant.
year’s growth is compounded, that is, the the European Union.
APP amount of growth in each year is included
euro or €
Annual Performance Plan. in the following year’s number, which in
the currency of the European Economic and
turn grows further.
Articles Monetary Union.
the Articles of Association of the Company constant currency
exceptional items
for the time being in force. a prior-year value translated using the
items that are disclosed separately because
current year’s average exchange rates.
average daily rate of their size, nature or incidence.
rooms revenue divided by the number of contingencies
fee business
room nights sold. liabilities that are contingent upon the
IHG’s franchise and managed businesses
occurrence of one or more uncertain future
basic earnings per ordinary share combined.
events.
profit available for IHG equity holders
fee margin
divided by the weighted average number of continuing operations
fee margin is calculated by dividing ‘fee
ordinary shares in issue during the year. operations not classified as discontinued.
operating profit’ by ‘fee revenue’. Fee
Board currency swap revenue and fee operating profits are
the Board of Directors of InterContinental an exchange of a deposit and a borrowing, calculated from revenue from reportable
Hotels Group PLC. each denominated in a different currency, segments and operating profit from
for an agreed period of time. reportable segments, adjusted to exclude
capital expenditure
the revenue and operating profit from the
purchases of property, plant and equipment, Deferred Compensation Plan
Group’s owned, leased and managed lease
intangible assets, associate and joint venture a US plan that allows for the additional
hotels and significant liquidated damages.
investments, and other financial assets, plus provision for retirement within a dedicated
In addition, fee margin is adjusted for the
contract acquisition costs (key money). trust, either through employee deferral of
results of the Group’s captive insurance
salary with matching company contributions
Captive company, where premiums are intended
or through direct company contribution.
the Group’s captive insurance company, to match the expected claims and as such
SCH Insurance Company. derivatives these amounts are adjusted from the fee
financial instruments used to reduce risk, the margin to better depict the profitability of
cash-generating units (CGUs)
price of which is derived from an underlying the fee business. Fee margin is presented
the smallest identifiable groups of assets
asset, index or rate. at actual exchange rates.
that generate cash inflows that are largely
independent of the cash inflows from other direct channels franchisee
assets or groups of assets. methods of booking hotel rooms (both an owner who uses a brand under licence
digital and voice) not involving third-party from IHG.
CCFF
intermediaries.
Commercial paper issued under the goodwill
UK Government’s Covid Corporate Director the difference between the consideration
Financing Facility. a Director of InterContinental Hotels Group given for a business and the total of the fair
PLC. values of the separable assets and liabilities
Code
comprising that business.
UK Corporate Governance Code issued in DR Policy
2018 by the Financial Reporting Council in Directors’ Remuneration Policy. Group or IHG
the UK. the Company and its subsidiaries.
EMEAA
Europe, Middle East, Asia and Africa.
Useful information
Investor information
Website and electronic communication Share-dealing services
As part of IHG’s commitment to reduce the cost and environmental Equiniti offers the following share-dealing facilities.
impact of producing and distributing printed documents in large
Postal dealing
quantities, this Annual Report and Form 20-F 2020 has been
0371 384 2132 from the UKa
made available to shareholders through our website at
+44 121 415 7034 from overseasa
www.ihgplc.com/investors under Annual Report.
Telephone dealing
Shareholders may electronically appoint a proxy to vote on their
For more information, call +44 (0)345 603 7037b
behalf at the 2021 AGM. Shareholders who hold their shares through
CREST may appoint proxies through the CREST electronic proxy Internet dealing
appointment service, by using the procedures described in the Visit www.shareview.co.uk for more information.
CREST Manual.
Changes to the base cost of IHG shares
Shareholder hotel discount Details of all the changes to the base cost of IHG shares held from
IHG offers discounted hotel stays (subject to availability) for April 2004 to January 2019, for UK Capital Gains Tax purposes, may
registered shareholders only, through a controlled-access website. be found on our website at www.ihgplc.com/investors under
This is not available to shareholders who hold shares through Shareholder centre in the Tax information section.
nominee companies, ISAs or ADRs. For further details please
contact the Company Secretary’s office (see the opposite page). ‘Gone away’ shareholders
Working with ProSearch (an asset reunification company), we
Responsible Business Report continue to look for shareholders who have not kept their contact
In line with our commitment to responsible business practices, this details up to date. We have funds waiting to be claimed and are
year we have produced a Responsible Business Report showcasing committed to doing what we can to pay these to their rightful
our approach to responsible business and progress against our owners. Please contact ProSearch on +44 (0) 800 612 8671a
Responsible Business Targets. or email info@prosearchassets.com for further details.
b
Lines are open from 08:00 to 18:00 Monday to Friday, excluding UK public holidays.
2022
Contacts
a
Toll charges apply.
b
Universal International Freephone Number.
c
International calling rates may apply.
Useful information IHG | Annual Report and Form 20-F 2020 251
252 IHG | Annual Report and Form 20-F 2020
Designed and produced by Superunion, London.
www.superunion.com
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
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InterContinental Hotels Group PLC
Broadwater Park, Denham
Buckinghamshire UB9 5HR
United Kingdom
Tel +44 (0) 1895 512 000
www.ihgplc.com
Make a booking at www.ihg.com
InterContinental Hotels Group PLC Annual Report and Form 20-F 2020 www.ihgplc.com