Final Results

RNS Number : 8144P
InterContinental Hotels Group PLC
23 February 2016
 

InterContinental Hotels Group PLC

Preliminary Results for the year to 31 December 2015

Strong results driven by disciplined execution of our winning strategy

 

Financial summary1

Reported

Underlying2


2015

2014 

% Change

2015

2014 

% Change

Revenue

$1,803m

$1,858m

(3)%

$1,522m

$1,409m

8%

Fee Revenue3

$1,349m

$1,255m

7%

$1,352m

$1,255m

8%

Operating profit

$680m

$651m

4%

$650m

$583m

11%

Adjusted EPS

174.9¢

158.3¢

10%

167.3¢

140.7¢

19%

Basic EPS4

520.0¢

158.3¢

228%




Total dividend per share

85.0¢

77.0¢

10%




Net debt

$529m

$1,533m

(65)%




 

1All figures before exceptional items unless otherwise noted.  2Excluding owned asset disposals, managed leases, significant liquidated damages and Kimpton; at constant FY14 exchange rates (CER).  Underlying adjusted EPS based on underlying EBIT, effective tax rate, and reported interest at actual exchange rates.  3Group revenue excluding owned & leased hotels, managed leases and significant liquidated damages; underlying excludes Kimpton.  4After exceptional items.

 

Richard Solomons, Chief Executive of InterContinental Hotels Group PLC, said:

"Our strong momentum in 2015 was driven by a clear strategy and disciplined execution. We delivered our highest room openings since 2009, our best signings since 2008, 11% underlying profit growth and 19% underlying EPS growth. 

Our high quality, fee based, business continues to generate significant operating cash flows following the completion of our major asset disposal programme.  Reflecting this and our on-going focus on delivering shareholder value, we today announce a $1.5bn special dividend, which will take total funds returned since 2003 to $12bn.

We have strengthened our brand portfolio, adding Kimpton Hotels & Restaurants into the IHG family and accelerating signings across our mainstream and extended stay brands. Through effective online distribution management we grew our direct digital revenue more than any other channel, and building on our track record of innovation we are on course to begin the roll out of a next generation cloud based Guest Reservation System in 2017.

Looking into the medium term, despite economic and political uncertainty in some markets, the prospects for the hotel industry remain good and the strength of our business model gives us the confidence to propose a 10% increase in total dividend for the year."

Financial Highlights

·      Strong revenue growth driven by both RevPAR and rooms

-     Global comparable RevPAR up 4.4% (Q4: 2.4%), led by rate up 3.1%, with RevPAR growth across all regions.

-     Net room growth of 4.8% (3.2% ex. Kimpton acquisition), with 44k room openings up 8% year-on-year.

-     $24.0bn total gross revenue from hotels in IHG's system (up 5% year-on-year; 11% CER).

·      High quality business model with a focus on disciplined execution and capital allocation

-     > 95% profit now from the fee business; ~85% of fee revenue from hotel revenues.

-     Group fee margin of 46.3%, up 1.6%pts (1.3%pts CER); scale benefits and tight overhead control creates capacity to invest for further growth, whilst driving consistent fee margin progression.

-     Focused investment in our brands and asset recycling led to net capital expenditure of $226m (gross: $264m).

-     $1.5bn will be returned to shareholders via a special dividend with share consolidation, to be paid in Q2 2016.

-     Proposed 10% increase in total dividend to 85.0¢, reflects confidence in the future prospects of the business.

-     Return on capital employed of 57% up from 9% in 2004.

Strategic Progress

·      Strengthening our preferred brands

-     Record year for opening and signings for Kimpton Hotels & Restaurants, and in January 2016, we signed the first for the brand outside the Americas, in Amsterdam; other management agreements being negotiated in all regions.

-     Expanded our boutique footprint, opening Hotel Indigo Lower East Side New York, IHG's 5,000th hotel, as well as adding our first property for the brand in AMEA, Hotel Indigo Bangkok Wireless Road. 

-     Crowne Plaza RevPAR up 6.1% with new brand hallmarks driving higher guest satisfaction.

-     Innovative guest room and public area enhancements for the Holiday Inn Brand Family, which drove guest satisfaction levels to an all-time high and the most pipeline signings for seven years.

-     Momentum continued across our new brands, opening the first three HUALUXE Hotels and Resorts in China; a flagship property for EVEN Hotels in New York and signing a further six hotels for the brand into the pipeline.

·      Growing through targeted hotel distribution

-     Signed 78k rooms into the pipeline, up 13% year-on-year, led by the Americas.

-     Highest global room signings for seven years, demonstrating owners' confidence in IHG and its brands.

-     214k pipeline rooms of which ~ 45% are under construction and ~90% are in our ten priority markets.

-     15% share of the active industry pipeline, more than three times current supply share. 

·      Driving revenue delivery through technology and loyalty

-    Digital revenue of $4.2bn, up more than $0.4bn year-on-year, ahead of any other channel.

-    40% of digital traffic from mobile devices, delivering gross revenue of $1.2bn, up from under $50m five years ago.

-    Enhanced IHG Rewards Club with the launch of Spire Elite, a new top tier of membership, and enhanced personalised member marketing campaigns, driving registrations up 35% year-on-year.

-    Industry's first cloud-based Guest Reservation System on track to begin roll-out in 2017.

 

Americas - Double digit profit growth driven by rate led RevPAR increases and room growth

Comparable RevPAR increased 4.6% (Q4: up 2.9%), driven by 3.8% rate growth. US RevPAR was up 4.7%, led by Crowne Plaza up 6.6% and Hotel Indigo up 7.5%. Fourth quarter US RevPAR growth of 2.9% was impacted by our concentration in oil producing markets, where RevPAR was down 9.8%; the remainder of the estate grew 4.8%.

On an underlying1 basis revenue was up 9% and operating profit up 10%, driven by franchise royalty growth of 5% and an $8m (28%) increase in fees associated with the initial franchising and relicensing of hotels. Managed profit was impacted by costs relating to our 20% interest in InterContinental New York Barclay during its refurbishment (2015: $4m, 2014: $5m). Underlying1 owned profits increased 26%, driven by 7.1% RevPAR uplift at InterContinental Boston and 6.3% RevPAR growth at Holiday Inn Aruba. Reported revenue and profits both increased 10% (revenue 11% at CER, profit 12% at CER), benefiting from Kimpton operating profit of $18m which included previously disclosed liquidated damage receipts of $3m. 

Opened 23k rooms (183 hotels), including four Holiday Inn Club Vacations properties (1k rooms), growing this portfolio by 30%. 15k rooms (104 hotels) were removed as we continue to focus on high quality brand representation.  We signed 38k rooms (325 hotels), including 78 hotels (8k rooms) for our extended stay brands.

2016:

The significant refurbishment and repositioning of InterContinental New York Barclay is planned to complete at the end of the first half. We expect to incur costs of $6m in the period before the hotel re-opens, which will result in improvements to the long-term profitability of the hotel. From the third quarter the hotel will start to contribute fees, which will increase to approximately $7m per annum once trading is fully ramped up.

To drive further growth across our brand portfolio we will invest an additional $7m, primarily into franchise development resources. Non-exceptional Kimpton integration costs are expected to be in line with 2015, at approximately $2m.

 

Europe - Robust trading in major markets and acceleration in signings pace

Comparable RevPAR increased by 5.4% (Q4: up 3.6%), driven by rate up 3.9%. UK RevPAR increased by 5.1%, led by rate growth in both London and the provinces. In Germany, our second major market, RevPAR growth was 4.4%, and across the rest of Europe our RevPAR grew in the mid-single digits, despite challenging trading conditions in Paris.

On an underlying1 basis revenue was up 8% and operating profit up 23%, with the transition of 61 UK managed hotels to franchise contracts driving a 14% increase in underlying1 franchise fees and cost efficiencies reducing regional overheads. Reported revenue declined 29% (17% at CER) and reported operating profit was down 12% (up 3% at CER), negatively impacted by foreign exchange translation and the sale of InterContinental Paris - Le Grand on 20 May 2015, which was retained on a long term management agreement.

Opened 5k rooms (36 hotels) including the landmark InterContinental London - The O2, and InterContinental Bordeaux - Le Grand, a conversion which marks our fifth open property for the brand in France.  We signed 9k rooms (48 hotels), including 14 properties in Germany, a record number in that country for the second year running, realised through our multi-development agreements.

 

AMEA - Solid growth led by RevPAR in Japan and new openings in priority markets

Comparable RevPAR increased 4.5% (Q4: up 0.2%), driven by growth in both rate and occupancy.  Trading across the region was mixed, with Japan continuing to outperform through rate led RevPAR growth of 14.6%, benefiting from international demand.  Australia increased 4.5%, while South East Asia grew 5.7%, led by recovery in Thailand after political disruption. However, the Middle East was impacted by declining oil prices, ending the year up 0.2%. 

On an underlying1 basis, revenue was up 6% and operating profit increased 9%, driven by robust trading in the managed business, and net room growth of 7% across the region. Reported revenues declined 0.4% (up 10% at CER) and profit increased 2% (11% at CER), adversely impacted by foreign exchange translation.

We opened 7k rooms (22 hotels) and signed 12k rooms (35 hotels), our fastest pace in seven years.  This included strong growth in Indonesia, one of our priority markets, increasing our presence by more than 30% with the opening of five hotels (1k rooms), and signing a further four properties (1k rooms).

2016:

Of the 7k rooms opened in 2015, 3k are located in Makkah, Saudi Arabia.  Due to the highly seasonal nature of demand in this market, the stabilised annual contribution from these rooms is expected to be approximately $1m from 2016.

 

1Excluding owned asset disposals, managed leases, significant liquidated damages and Kimpton; at constant FY14 exchange rates (CER).

 

Greater China - Market out-performance and rooms growth drive strong fee revenue increase

Comparable RevPAR increased by 0.3%, with growth of 2.9% in mainland China offset by significant declines in Hong Kong and Macau; fourth quarter RevPAR declined by 0.9% with mainland China up 0.5%. IHG's operational excellence in the region resulted in significant industry out-performance, with full year growth particularly strong in mainland tier 1 cities, up 6.0%, and the rest of the mainland showed marginal increases. Our strategy of using our mainstream brands to penetrate less developed cities impacted total RevPAR, which was down 2.3% for the region.

Underlying1 revenue was up 8% driven by the addition of 20k rooms into the managed estate over the last two years. Underlying1 profit declined by 11%, adversely impacted by $5m of on-going investment into building long term people capability, as well as the year-on-year impact from $5m of previously disclosed one-off upsides in 2014.  Reported revenue and operating profit declined by 14% (14% at CER) and 21% (20% at CER), respectively, both affected by the sale of InterContinental Hong Kong on 30 September 2015.

Opened 9k rooms (32 hotels) and signed 20k rooms (66 hotels), significantly ahead of the nearest international competitor on both metrics. The openings included the rebranded 495-room Crowne Plaza Sanya City Centre, whilst signings pace was up 24% year-on-year, driven by 13k Holiday Inn rooms entering the pipeline.

Highly cash generative business with disciplined approach to capital allocation 

·      Significant free cash flow from operations

-     Free cash flow of $466m, up 45% year on year (2014: $321m).

·      Completion of transition to asset light with $1.3bn proceeds from major asset disposals

-     Completed the sale of InterContinental Paris - Le Grand for gross proceeds of €330m.

-     Sold InterContinental Hong Kong for proceeds of $928m after final working capital adjustments and cash tax, marking the successful conclusion of our major owned asset disposal programme.

·      Investing for growth

-     Acquisition of Kimpton Hotels & Restaurants completed in January 2015 for $430m before working capital. Future tax relief associated with the tax amortisation of the purchase consideration expected to be approximately $160m.

-     $264m gross capital expenditure in 2015 comprised: $115m maintenance capex and key money; $78m recyclable investments; and $71m system funded capital investments.  $17m proceeds received from asset recycling and $21m system fund depreciation received via working capital, resulting in $226m of net capital expenditure.

-     Gross capex guidance remains unchanged at up to $350m per annum into the medium term, including approximately $100m of system funded investment in 2016, primarily for development of our new Guest Reservation System.

·      Shareholder returns

-     Proposed 11% increase in the final dividend to 57.5¢, taking the total dividend for the year up 10% to 85.0¢, reflecting our confidence in the future prospects of the business.

-     $1.5bn, equating to 632.9¢ per share, will be returned via a special dividend with share consolidation.

·      Efficient balance sheet provides flexibility

-     Financial position remains robust, with an on-going commitment to an investment grade credit rating.

-     Entered into a new $1.3bn syndicated loan facility during the first half and in August issued a £300m, 10-year bond at a 3.750% coupon rate, the lowest funding rate IHG has achieved in the Sterling bond market.

-     Year-end net debt of $529m (including $224m finance lease on InterContinental Boston), down $1,004m on 2014 due to the proceeds from asset disposals, partially offset by the purchase of Kimpton.

Foreign exchange - volatile currency markets impact reported profit

The strong US dollar in 2015 reduced reported profit by $25m and adversely impacted RevPAR growth by 4.6%pts when translated at actual rates.  Europe and AMEA were the two regions most affected, with foreign exchange reducing RevPAR growth by 13.6%pts and 8.0%pts respectively.

Currency markets continue to be volatile and we expect foreign exchange to have an impact on 2016 reported profit. If the average exchange rate during January 2016 had existed throughout 2015, 2015 reported operating profit would have reduced by a further $4m.

A full breakdown of constant currency vs. actual currency RevPAR by region is set out in appendix 2.

Interest, tax, and exceptional items

Interest: Net financial expenses increased by $7m to $87m due to the bridging loan used to acquire Kimpton, which was subsequently re-financed by a £300m sterling bond in August.

Tax: Effective rate for 2015 was 30% (2014: 31%).  2016 tax rate expected to be low 30s.

Exceptional operating items: Net exceptional operating gain of $819m for the full year was driven predominantly by a gain on the disposal of hotels.

1Excluding owned asset disposals, managed leases, significant liquidated damages and Kimpton; at constant FY14 exchange rates (CER).

Appendix 1: RevPAR Movement Summary

 

 

Full Year 2015

Q4 2015

RevPAR

Rate

Occ.

RevPAR

Rate

Occ.

Group

4.4%

3.1%

0.8pts

2.4%

2.2%

0.1pts

Americas

4.6%

3.8%

0.5pts

2.9%

2.8%

0.0pts

Europe

5.4%

3.9%

1.0pts

3.6%

3.9%

(0.2)pts

AMEA

4.5%

2.1%

1.6pts

0.2%

0.8%

(0.4)pts

G. China

0.3%

(3.0)%

2.1pts

(0.9)%

(3.1)%

1.5pts



Appendix 2: RevPAR movement summary at constant exchange rates (CER) vs. actual exchange rates (AER)

 

 

 

Full Year 2015

Q4 2015

CER

AER

Difference

CER

AER

Difference

Group

4.4%

(0.2)%

(4.6)pts

2.4%

(1.7)%

(4.1)pts

Americas

4.6%

2.8%

(1.8)pts

2.9%

1.0%

(1.9)pts

Europe

5.4%

(8.2)%

(13.6)pts

3.6%

(5.9)%

(9.5)pts

AMEA

4.5%

(3.5)%

(8.0)pts

0.2%

(6.8)%

(7.0)pts

G. China

0.3%

(1.2)%

(1.5)pts

(0.9)%

(3.9)%

(3.0)pts



 

Appendix 3: Full Year System & Pipeline Summary (rooms)

 


System

Pipeline

Openings

Removals

Net

Total

YoY%

Signings

Total

Group

55,752

(21,679)

34,073

744,368

4.8%

81,041

213,916

Kimpton acquisition

11,325

-

11,325

11,325

-

2,603

2,603

Underlying Group

44,427

(21,679)

22,748

733,043

3.2%

78,438

211,313

Americas

22,942

(14,709)

8,233

468,250

1.8%

37,655

93,781

Europe

5,493

(2,990)

2,503

106,711

2.4%

8,826

20,532

AMEA

6,612

(1,915)

4,697

72,573

6.9%

12,441

38,216

G. China

9,380

(2,065)

7,315

85,509

9.4%

19,516

58,784



Appendix 4: Full Year financial headlines

 

Operating Profit $m

Total

Americas

Europe

AMEA

G. China

Central

2015

2014

2015

2014

2015

2014

2015

2014

2015

2014

2015

2014

Franchised

669

639

575

544

77

78

12

12

5

5

-

-

Managed

241

228

64

47

28

30

90

88

59

63

-

-

Owned & leased

57

77

24

18

1

14

3

3

29

42

-

-

Regional overheads

(136)

(138)

(66)

(65)

(28)

(33)

(19)

(19)

(23)

(21)

-

-

Profit pre central overheads

831

806

597

544

78

89

86

84

70

89

-

-

Central overheads

(151)

(155)

-

-

-

-

-

-

-

-

(151)

(155)

Group Operating profit

680

651

597

544

78

89

86

84

70

89

(151)

(155)

 

 

Appendix 5: Constant exchange rate (CER) and underlying operating profit movement before exceptional items


Total***

Americas

Europe

AMEA

G. China

 

Reported

Actual*

CER**

Actual*

CER**

Actual*

CER**

Actual*

CER**

Actual*

CER**

 

Growth/ (decline)

4%

8%

10%

12%

(12)%

3%

2%

11%

(21)%

(20)%

 







 

Underlying****

Growth/ (decline)

Total***

Americas

Europe

AMEA

G. China

 

11%

10%

23%

9%

(11)%

 

Exchange rates:

GBP:USD

EUR:USD

* US dollar actual currency

 

2015

0.65

0.90

** Translated at constant 2014 exchange rates

 

2014

0.61

0.75

*** After central overheads

 

 

 



**** At CER and excluding: Kimpton, owned asset disposals, results from managed lease hotels and significant liquidated damages (see below for definitions)

 

Appendix 6: Definitions

 

CER: constant exchange rates with 2014 exchange rates applied to 2015.

Comparable RevPAR: Revenue per available room for hotels that have traded for all of 2014 and 2015, reported at CER.

Fee revenue: Group revenue excluding owned & leased hotels, managed leases and significant liquidated damages.

Fee margin: adjusted for owned and leased hotels, managed leases, significant liquidated damages and Kimpton.

Managed lease hotels: properties structured for legal reasons as operating leases but with the same characteristics as management contracts

Americas: Revenue 2015 $38m; 2014 $38m; EBIT 2015 $nil, 2014 $nil. Europe:  Revenue 2015 $75m; 2014 $90m; EBIT 2015 $1m, 2014 $2m. AMEA: Revenue 2015 $46m; 2014 $41m; EBIT 2015 $5m, 2014 $4m.

Owned asset disposals: InterContinental Hong Kong was sold on 30 September 2015 (2015: $98m revenue and $29m EBIT, 2014: $139m revenue and $42m EBIT) InterContinental Paris - Le Grand was sold on 20 May 2015 (2015: $30m revenue and $1m EBIT, 2014: $111m revenue and $14m EBIT); InterContinental Mark Hopkins San Francisco was sold on 27 March 2014 (2015: $nil revenue and $nil EBIT, 2014: $9m revenue and $nil EBIT) and 80% of IHG's interest in the InterContinental New York Barclay was disposed of on 31 March 2014 retaining the remaining 20% in a joint venture (2015: $nil revenue and $nil EBIT, 2014: $14m revenue and $(1)m EBIT).

Significant liquidated damages: $3m in 2015 ($3m Americas managed in Q2), and $7m in 2014 ($4m Americas franchised in Q1, $3m Americas franchised in Q2).

Total gross revenue: total rooms revenue from franchised hotels and total hotel revenue from managed, owned and leased hotels. Other than owned and leased hotels, it is not revenue attributable to IHG, as it is derived mainly from hotels owned by third parties.

Total RevPAR: Revenue per available room including hotels that have opened or exited in either 2014 or 2015, reported at CER.

 



Appendix 7: Investor information for proposed 2015 final dividend

Ex-dividend date:

31 March 2016

Record date:

1 April 2016 

Payment date:

13 May 2016

Dividend payment:

ADRs: 57.5 cents per ADR;    Ordinary shares: 40.3 pence per share.

Note: As from the interim dividend 2016, the ordinary dividend per ordinary share will be translated into Pence Sterling at a date closer to the payment date; this date and the basis for calculation will be announced at H1 results.



Appendix 8: Investor information for proposed special dividend

Ex-dividend date:

9 May 2016

Record date:

6 May 2016

Payment date:

23 May 2016

Dividend payment:

ADRs: 632.9 cents per ADR.  The corresponding amount in Pence Sterling per ordinary share will be announced on 12 May 2016, calculated based on the average of the market exchange rates for the three dealing days commencing 9 May 2016.

 

For further information, please contact:

Investor Relations (Catherine Dolton; Adam Smith; Matt Woollard):

+44 (0)1895 512 176

+44 (0)7808 098 724

Media Relations (Yasmin Diamond; Zoë Bird):

+44 (0)1895 512 008

+44 (0)7736 746 167




Presentation for Analysts and Shareholders:

A presentation with Richard Solomons, Chief Executive Officer and Paul Edgecliffe-Johnson, Chief Financial Officer will commence at 9:30am London time on 23 February at Goldman Sachs, Rivercourt, 120 Fleet Street, London, EC4A 2BE.  There will be an opportunity to ask questions.  The presentation will conclude at approximately 10:30am.

There will be a live audio webcast of the results presentation on the web address www.ihgplc.com/prelimswebcast.   The archived webcast of the presentation is expected to be on this website later on the day of the results and will remain on it for the foreseeable future.  There will also be a live dial-in facility:

UK toll:

UK toll free:

US toll:

Passcode:

+44 (0)20 3003 2666

0808 109 0700

+1 212 999 6659

IHG Investor

A replay of the conference call will also be available following the event - details are below. 

Replay:

Pin:

+44 (0)20 8196 1998

3891343#

 

US conference call and Q&A:

There will also be a conference call, primarily for US investors and analysts, at 9:00am New York Time on 23 February with Richard Solomons, Chief Executive Officer and Paul Edgecliffe-Johnson, Chief Financial Officer. There will be an opportunity to ask questions.

UK toll:

US toll:

US toll free:

Passcode:

+44 (0)20 3003 2666

+1 212 999 6659

+1 866 966 5335

IHG Investor

A replay of the conference call will also be available following the event - details are below. 

Replay:

Pin:

+44 (0)20 8196 1998

5409921#

 

Website:

The full release and supplementary data will be available on our website from 7:00am (London time) on 23 February. The web address is www.ihgplc.com/prelims16.

 

 

Notes to Editors:

IHG® (InterContinental Hotels Group) [LON:IHG, NYSE:IHG (ADRs)] is a global organisation with a broad portfolio of hotel brands, including InterContinental® Hotels & Resorts, Kimpton® Hotels & Restaurants, HUALUXE® Hotels and Resorts, Crowne Plaza® Hotels & Resorts, Hotel Indigo®, EVEN™ Hotels, Holiday Inn® Hotels & Resorts, Holiday Inn Express®, Staybridge Suites® and Candlewood Suites®.

 

IHG franchises, leases, manages or owns more than 5,000 hotels and 744,000 guest rooms in nearly 100 countries, with more than 1,300 hotels in its development pipeline. IHG also manages IHG® Rewards Club, the world's first and largest hotel loyalty programme with more than 92 million members worldwide. 

 

InterContinental Hotels Group PLC is the Group's holding company and is incorporated in Great Britain and registered in England and Wales. More than 350,000 people work across IHG's hotels and corporate offices globally.

 

Visit www.ihg.com for hotel information and reservations and www.ihgrewardsclub.com for more on IHG Rewards Club. For our latest news, visit: www.ihg.com/media and follow us on social media at: www.twitter.com/ihg, www.facebook.com/ihg and www.youtube.com/ihgplc.

 

Cautionary note regarding forward-looking statements:

This announcement contains certain forward-looking statements as defined under United States law (Section 21E of the Securities Exchange Act of 1934) and otherwise.  These forward-looking statements can be identified by the fact that they do not relate only to historical or current facts.  Forward-looking statements often use words such as 'anticipate', 'target', 'expect', 'estimate', 'intend', 'plan', 'goal', 'believe' or other words of similar meaning.  These statements are based on assumptions and assessments made by InterContinental Hotels Group PLC's management in light of their experience and their perception of historical trends, current conditions, expected future developments and other factors they believe to be appropriate.  By their nature, forward-looking statements are inherently predictive, speculative and involve risk and uncertainty.  There are a number of factors that could cause actual results and developments to differ materially from those expressed in or implied by, such forward-looking statements.  The main factors that could affect the business and the financial results are described in the 'Risk Factors' section in the current InterContinental Hotels Group PLC's Annual report and Form 20-F filed with the United States Securities and Exchange Commission.

 

 

 

 

This Business Review provides a commentary on the performance of InterContinental Hotels Group PLC (the Group or IHG) for the financial year ended 31 December 2015.

 

Group Performance


Group results

2015

2014

%


$m

$m

change

Revenue





955

871

9.6


265

374

(29.1)


241

242

(0.4)


207

242

(14.5)


135

129

4.7


____

____

___


1,803

1,858

(3.0)


____

____

___

Operating profit





597

544

9.7


78

89

(12.4)


86

84

2.4


70

89

(21.3)


(151)

(155)

2.6


____

____

___

Operating profit before exceptional items

680

651

4.5

Exceptional operating items

819

29

-


___

___

___


1,499

680

120.4

Net financial expenses

(87)

(80)

(8.8)


___

___

___

Profit before tax

1,412

600

135.3


___

___

___

Earnings per ordinary share





520.0¢

158.3¢

228.5


174.9¢

158.3¢

10.5





Average US dollar to sterling exchange rate

$1 : £0.65

$1 : £0.61

6.6

 

 

During the year ended 31 December 2015, revenue decreased by $55m (3.0%) to $1,803m primarily as a result of the disposal of owned hotels in line with the Group's asset-light strategy. Operating profit before exceptional items increased by $29m (4.5%) to $680m.

 

On 16 January 2015, the Group completed the acquisition of Kimpton Holding Group LLC (Kimpton) for cash consideration of $430m before working capital adjustments and cash acquired, resulting in the addition of 62 hotels (11,325 rooms) into the IHG System.

 

On 20 May 2015, the Group completed the sale of InterContinental Paris - Le Grand for gross proceeds of €330m and, on 30 September 2015, the Group completed the sale of InterContinental Hong Kong for proceeds of $928m after final working capital adjustments and cash tax.

 

On an underlying1 basis, revenue and operating profit increased by $113m (8.0%) and $67m (11.5%) respectively. The underlying results exclude the impact of owned hotel disposals in 2015 and the prior-year, the results of managed lease hotels, Kimpton, and significant liquidated damages receipts (2015: $3m; 2014: $7m).

 

At constant currency, net central overheads increased by $5m (3.2%) to $160m compared to 2014 (but at actual currency decreased by $4m (2.6%) to $151m).

 

Profit before tax increased by $812m to $1,412m, primarily due to the gain on sale of InterContinental Paris - Le Grand and InterContinental Hong Kong. Basic earnings per ordinary share increased by 228.5% to 520.0¢, whilst adjusted earnings per ordinary share increased by 10.5% to 174.9¢.

 

[1] Underlying excludes the impact of owned-asset disposals, significant liquidated damages, Kimpton, and the results from managed lease hotels, translated at constant currency by applying prior- year exchange rates.

 



2015

2014

%

Global total gross revenue

$bn

$bn

change





InterContinental

4.5

4.7

(4.3)

Kimpton

1.1

-

-

Crowne Plaza

4.2

4.2

-

Hotel Indigo

0.3

0.3

-

Holiday Inn

6.2

6.4

(3.1)

Holiday Inn Express

6.1

5.7

7.0

Staybridge Suites

0.8

0.7

14.3

Candlewood Suites

0.7

0.6

16.7

Other brands

0.1

0.2

(50.0)


____

____

____

Total

24.0

22.8

5.3

 

 

 

 

____

____

____


Hotels

Rooms

Global hotel and room count

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 184

4

 62,040

805


Kimpton

 61

61

 10,976

10,976


HUALUXE

 3

3

 798

798


Crowne Plaza

 406

-

 113,284

(278)


Hotel Indigo

 65

4

 7,664

933


EVEN Hotels

 3

1

 446

150


Holiday Inn1

1,226

14

 228,100

2,941


Holiday Inn Express

 2,425

60

 236,406

7,296


Staybridge Suites

 220

15

 23,964

1,555


Candlewood Suites

 341

19

 32,328

1,620


Other

98

11

28,362

7,277



____

____

______

_____

Total

5,032

192

744,368

34,073



____

____

______

_____

Analysed by ownership type






Franchised

 4,219

123

 530,748

15,764


Managed

 806

71

 211,403

19,282


Owned and leased

 7

(2)

 2,217

(973)



____

____

______

_____

Total

5,032

192

744,368

34,073



____

____

______

_____

 

1 Includes 47 Holiday Inn Resort properties (11,518 rooms) and 16 Holiday Inn Club Vacations properties (5,231 rooms) (2014: 42 Holiday Inn Resort properties (9,904 rooms) and 12 Holiday Inn Club Vacations properties (4,027 rooms)).

 


Hotels

Rooms

Global pipeline

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 52

2

 15,676

12


Kimpton

 18

18

 3,366

3,366


HUALUXE

 21

(3)

 6,632

(919)


Crowne Plaza

 84

(8)

 23,181

(2,155)


Hotel Indigo

 63

-

 9,208

112


EVEN Hotels

 8

5

 1,262

678


Holiday Inn1

 256

(13)

 52,204

(509)


Holiday Inn Express

 602

80

 75,605

12,651


Staybridge Suites

 114

15

 12,641

1,733


Candlewood Suites

 98

9

 8,720

1,003


Other

14

4

5,421

4,172



____

____

______

_____

Total

1,330

109

213,916

20,144



____

____

______

_____

Analysed by ownership type






Franchised

905

62

 102,169

7,439


Managed

424

 47

 111,545

 12,707


Owned and Leased

1

-

 202

(2)



____

____

______

_____

Total

1,330

109

213,916

20,144



____

____

______

_____

 

1 Includes 14 Holiday Inn Resort properties (3,548 rooms) (2014: 18 Holiday Inn Resort properties (4,412 rooms)).

 

 

THE AMERICAS



2015

2014

%

Americas results

$m

$m

change





Revenue





661

630

4.9


166

103

61.2


128

138

(7.2)


____

____

____

Total


955

871

9.6


____

____

____

Operating profit before exceptional items





575

544

5.7


64

47

36.2


24

18

33.3


____

____

____


663

609

8.9

Regional overheads

(66)

(65)

(1.5)


____

____

____

Total


597

544

9.7


____

____

____

 

 

Americas Comparable RevPAR movement on previous year

12 months ended

31 December 2015

Franchised



Crowne Plaza

6.7%


Holiday Inn

4.6%


Holiday Inn Express

4.1%


All brands

4.6%

Managed



InterContinental

2.4%


Kimpton

4.1%


Crowne Plaza

9.6%


Holiday Inn

5.7%


Staybridge Suites

4.2%


Candlewood Suites

6.7%


All brands

4.7%

Owned and leased



All brands

6.7%

 

Americas results

Franchised revenue increased by $31m (4.9%) to $661m, including the impact of the $7m liquidated damages receipts in 2014 (7.9% excluding these liquidated damages and on a constant currency basis). Royalties1 growth of 5.1% was driven by comparable RevPAR growth of 4.6%, including 4.6% for Holiday Inn and 4.1% for Holiday Inn Express, together with 1.2% rooms growth. Operating profit increased by $31m (5.7%) to $575m, including an $8m increase in fees associated with the initial franchising and relicensing of hotels. Excluding the benefit of significant liquidated damages (2015: $nil; 2014: $7m) and on a constant currency basis, operating profit increased by $47m (8.8%) to $584m.

 

Managed revenue increased by $63m (61.2%) to $166m, and operating profit increased by $17m (36.2%) to $64m. Revenue and operating profit included $38m (2014: $38m) and $nil (2014: $nil) respectively from one managed lease property. Kimpton contributed $59m to managed estate revenue and $18m to operating profit, including $3m of significant liquidated damages. Managed operating profit was impacted by costs relating to our 20% interest in InterContinental New York Barclay during its refurbishment (2015: $4m; 2014: $5m). Excluding results from both Kimpton and managed lease hotels and on a constant currency basis, revenue increased by $9m (13.8%) and operating profit increased by $2m (4.3%).

 

Owned and leased revenue decreased by $10m (7.2%) to $128m, and operating profit increased by $6m (33.3%) to $24m, following the disposal of two owned hotels (InterContinental Mark Hopkins San Francisco and an 80% interest in InterContinental New York Barclay) during 2014. Excluding these two hotels and on a constant currency basis, owned and leased revenue and operating profit increased by $13m and $5m, respectively, reflecting improved trading at InterContinental Boston and at Holiday Inn Aruba.

 

1 Royalties are fees, based on rooms revenue, that a franchisee pays to the brand owner for use of the brand name.

 


Hotels

Rooms

Americas hotel and room count

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 50

-

 17,109

212


Kimpton

 61

61

 10,976

10,976


Crowne Plaza

 172

(9)

 46,316

(2,050)


Hotel Indigo

 40

1

 5,071

520


EVEN Hotels

 3

1

 446

150


Holiday Inn1

772

2

 135,995

(285)


Holiday Inn Express

 2,106

46

 186,972

4,371


Staybridge Suites

 211

14

 22,662

1,462


Candlewood Suites

 341

19

 32,328

1,620


Other

84

6

21,700

2,582



____

____

______

_____

Total

3,840

141

479,575

19,558



____

____

______

_____

Analysed by ownership type






Franchised

3,548

71

 422,230

5,015


Managed

287

70

 55,715

14,543


Owned and leased

5

-

 1,630

-



____

____

______

_____

Total

3,840

141

479,575

19,558



____

____

______

_____

 

1 Includes 23 Holiday Inn Resort properties (5,902 rooms) and 16 Holiday Inn Club Vacations properties (5,231 rooms) (2014: 20 Holiday Inn Resort properties (4,864 rooms) and 12 Holiday Inn Club Vacations properties (4,027 rooms)).

 


Hotels

Rooms

Americas pipeline

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 4

(3)

 1,545

(792)


Kimpton

 18

18

 3,366

3,366


Crowne Plaza

 15

(3)

 2,490

(716)


Hotel Indigo

 30

(1)

 4,024

(235)


EVEN Hotels

 8

5

 1,262

678


Holiday Inn1

 125

(14)

 18,203

(1,952)


Holiday Inn Express

 449

60

 43,945

6,820


Staybridge Suites

 105

15

 11,230

1,636


Candlewood Suites

 98

9

 8,720

1,003


Other

13

3

1,599

381



____

____

______

_____

Total

865

89

96,384

10,189



____

____

______

_____

Analysed by ownership type






Franchised

809

69

85,863

6,883


Managed

55

20

10,319

3,308


Owned and leased

1

-

202

(2)



____

____

______

_____

Total                

865

89

96,384

10,189



____

____

______

_____

 

1 Includes seven Holiday Inn Resort properties (1,657 rooms) (2014: nine Holiday Inn Resort properties (1,916 rooms)).

 

EUROPE



2015

2014

%

Europe results

$m

$m

change





Revenue





104

104

-


131

159

(17.6)


30

111

(73.0)


____

____

____

Total


265

374

(29.1)


____

____

____

Operating profit before exceptional items





77

78

(1.3)


28

30

(6.7)


1

14

(92.9)


____

____

____


106

122

(13.1)

Regional overheads

(28)

(33)

15.2


____

____

____

Total


78

89

(12.4)


____

____

____

 

 

 

Europe comparable RevPAR movement on previous year

12 months ended

31 December

2015



Franchised



All brands

5.3%




Managed



All brands

6.2%




Europe results

Franchised revenue remained flat at $104m, whilst operating profit decreased by $1m (1.3%) to $77m. On a constant currency basis, revenue and operating profit increased by $15m (14.4%) and $11m (14.1%) respectively, following the transition of UK managed hotels to franchise contracts.

 

Managed revenue decreased by $28m (17.6%) and operating profit decreased by $2m (6.7%). Revenue and operating profit included $75m (2014: $90m) and $1m (2014: $2m) respectively from managed leases. Excluding properties operated under this arrangement, and on a constant currency basis, revenue decreased by $2m (2.9%) and operating profit increased by $3m (10.7%), impacted by the transition of UK managed hotels to franchise contracts.

 

The one remaining hotel in the owned and leased estate, InterContinental Paris - Le Grand, was sold on 20 May 2015 for gross proceeds of €330m. Owned and leased revenue decreased by $81m (73.0%) to $30m and operating profit decreased by $13m (92.9%) to $1m.

 


Hotels

Rooms

Europe hotel and room count

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 32

2

 9,886

514


Crowne Plaza

 88

5

 20,269

874


Hotel Indigo

 19

2

 1,790

222


Holiday Inn1

 285

1

 46,150

428


Holiday Inn Express

 228

2

 27,525

387


Staybridge Suites

 6

1

 877

93


Other

 2

-

 214

(15)



____

____

______

_____

Total

660

13

106,711

2,503



____

____

______

_____

Analysed by ownership type






Franchised

 615

50

 94,410

10,394


Managed

 45

(36)

 12,301

(7,421)


Owned and leased

 -  

(1)

 -  

(470)



____

____

______

_____

Total

660

13

106,711

2,503



____

____

______

_____

 

1 2015 and 2014 include two Holiday Inn Resort properties (212 rooms).

 


Hotels

Rooms

Europe pipeline

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 5

2

 882

37


Crowne Plaza

 11

(3)

 2,673

(244)


Hotel Indigo

 11

(1)

 1,403

35


Holiday Inn

 37

-

 7,834

890


Holiday Inn Express

 45

1

 7,198

824


Staybridge Suites

 4

-

 511

97


Other

 -  

-

 31

-



____

____

______

_____

Total

113

(1)

20,532

1,639



____

____

______

_____

Analysed by ownership type






Franchised

88

(7)

 14,127

131


Managed

25

6

 6,405

1,508



____

____

______

_____

Total

113

(1)

20,532

1,639



____

____

______

_____

 

ASIA, MIDDLE EAST AND AFRICA (AMEA)


12 months ended 31 December


2015

2014

%

AMEA results

$m

$m

change





Revenue





Franchised

16

16

-


Managed

189

187

1.1


Owned and leased

36

39

(7.7)



____

____

____

Total


241

242

(0.4)


____

____

____

Operating profit before exceptional items





Franchised

12

12

-


Managed

90

88

2.3


Owned and leased

3

3

-



____

____

____


105

103

1.9

Regional overheads

(19)

(19)

-


____

____

____

Total


86

84

2.4


____

____

____

 

 

AMEA comparable RevPAR movement on previous year

12 months ended

31 December

2015



Franchised



All brands

(0.5)%

 

Managed



All brands

5.4%

 

 

AMEA results

Franchised revenue and operating profit remained flat at $16m and $12m respectively. On a constant currency basis, revenue and operating profit increased by $1m (6.3%) and $1m (8.3%) respectively.

 

Managed revenue increased by $2m (1.1%) to $189m and operating profit increased by $2m (2.3%) to $90m. Comparable RevPAR increased by 5.4%, with the majority of rooms opening in the last quarter of 2015. Revenue and operating profit included $46m (2014: $41m) and $5m (2014: $4m) respectively from one managed lease property. Excluding results from this hotel and on a constant currency basis, revenue increased by $9m (6.2%), whilst operating profit increased by $6m (7.1%).

 

In the owned and leased estate, revenue decreased by $3m (7.7%) to $36m and operating profit remained flat at $3m. On a constant currency basis, revenue increased by $3m (7.7%) and operating profit increased by $1m (33.3%).

 


Hotels

Rooms

AMEA hotel and room count

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 68

1

 21,238

(186)


Crowne Plaza

 71

2

 20,011

323


Hotel Indigo

 1

1

 192

192


Holiday Inn1

 91

6

 20,984

1,234


Holiday Inn Express

 27

3

 5,886

591


Staybridge Suites

 3

-

 425

-


Other

6

1

3,837

2,543



____

____

______

_____

Total

267

14

72,573

4,697



____

____

______

_____

Analysed by ownership type






Franchised

 52

2

 11,924

355


Managed

 213

12

 60,062

4,342


Owned and leased

 2

-

 587

-



____

____

______

_____

Total

267

14

72,573

4,697



____

____

______

_____

 

1 Includes 15 Holiday Inn Resort properties (3,169 rooms) (2014: 14 Holiday Inn Resort properties (3,003 rooms)).

 

 


Hotels

Rooms

AMEA pipeline

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 22

-

 5,349

(455)


Crowne Plaza

 19

3

 5,301

889


Hotel Indigo

 13

3

 2,281

458


Holiday Inn1

 45

(5)

11,529

(1,701)


Holiday Inn Express

 43

4

 9,344

1,167


Staybridge Suites

 5

-

 900

-


Other

-

-

3,512

3,512



____

____

______

_____

Total

147

5

38,216

3,870



____

____

______

_____

Analysed by ownership type






Franchised

8

-

2,179

425


Managed

139

5

36,037

3,445



____

____

______

_____

Total

147

5

38,216

3,870



____

____

______

_____

 

1 Includes four Holiday Inn Resort properties (1,071 rooms) (2014: seven Holiday Inn Resort properties (1,729 rooms)).

 

GREATER CHINA


12 months ended 31 December


2015

2014

%

Greater China results

$m

$m

Change





Revenue





Franchised

4

4

-


Managed

105

99

6.1


Owned and leased

98

139

(29.5)



____

____

____

Total


207

242

(14.5)


____

____

____

Operating profit before exceptional items





Franchised

5

5

-


Managed

59

63

(6.3)


Owned and leased

29

42

(31.0)



____

____

____


93

110

(15.5)

Regional overheads

(23)

(21)

(9.5)


____

____

____

Total


70

89

(21.3)


____

____

____

 

 

Greater China comparable RevPAR movement on previous year

12 months ended

31 December

2015



Managed



All brands

 

1.1%

 

Greater China results

Franchised revenue and operating profit remained flat at $4m and $5m respectively.

 

Managed revenue increased by $6m (6.1%) to $105m, whilst operating profit decreased by $4m (6.3%) to $59m, impacted by the investment in people capability and previously disclosed one-off upsides in 2014. Comparable RevPAR increased by 1.1%, whilst the Greater China System size grew by 10.4%, driving a 4.8% increase in total gross revenue derived from rooms business. Total gross revenue derived from non-rooms business increased by 7.9%, due primarily to increased food and beverage revenue. On a constant currency basis, revenue increased by $8m (8.1%) to $107m, whilst operating profit decreased by $3m (4.8%) to $60m.

 

The one remaining hotel in the owned and leased estate, InterContinental Hong Kong, was sold on 30 September 2015 for proceeds of $928m after final working capital adjustments and cash tax. Owned and leased revenue decreased by $41m (29.5%) to $98m and operating profit decreased by $13m (31.0%) to $29m.

 


Hotels

Rooms

Greater China hotel and room count

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 34

1

 13,807

265


HUALUXE

 3

3

 798

798


Crowne Plaza

 75

2

 26,688

575


Hotel Indigo

 5

-

 611

(1)


Holiday Inn1

 78

5

 24,971

1,564


Holiday Inn Express

 64

9

 16,023

1,947


Other

 6

4

 2,611

2,167



____

____

______

_____

Total

265

24

85,509

7,315



____

____

______

_____

Analysed by ownership type






Franchised

4

-

 2,184

-


Managed

261

25

 83,325

7,818


Owned and leased

-

(1)

 -

(503)



____

____

______

_____

Total

265

24

85,509

7,315



____

____

______

_____

 

1 Includes seven Holiday Inn Resort properties (2,235 rooms) (2014: six Holiday Inn Resort properties (1,825 rooms)).

 


Hotels

Rooms

Greater China pipeline

at 31 December

 

2015

Change

over 2014

 

2015

Change

over 2014






Analysed by brand






InterContinental

 21

3

 7,900

1,222


HUALUXE

 21

(3)

 6,632

(919)


Crowne Plaza

 39

(5)

 12,717

(2,084)


Hotel Indigo

 9

(1)

 1,500

(146)


Holiday Inn1

 49

6

 14,638

2,254


Holiday Inn Express

 65

15

 15,118

3,840


Other

1

1

 279

279



____

____

______

_____

Total

205

16

58,784

4,446



____

____

______

_____

Analysed by ownership type






Managed

205

16

58,784

4,446



____

____

______

_____

Total

205

16

58,784

4,446



____

____

______

_____

 

1 Includes three Holiday Inn Resort properties (820 rooms) (2014: two Holiday Inn Resort properties (767 rooms)).

 

Central



2015

2014

%

Central results

$m

$m

change





Revenue

135

129

4.7

Gross central costs

(286)

(284)

(0.7)


____

____

____

Net central costs


(151)

(155)

(2.6)


____

____

____

 

Central results

 

SYSTEM FUND


12 months ended 31 December

 


2015

2014

%

 

System Fund assessments

$m

$m

change

 





 

Assessment fees and contributions received from hotels

1,351

1,271

6.3

 

Proceeds from sale of IHG Rewards Club points

222

196

13.3

 


____

____

____

 

Total


1,573

1,467

7.2

 


____

____

____

 



System Fund assessments

In addition to franchise or management fees, hotels within the IHG System pay assessments and contributions (other than for Kimpton and InterContinental) which are collected by IHG for specific use within the System Fund. The System Fund also receives proceeds from the sale of IHG Rewards Club points. The System Fund is managed for the benefit of hotels in the IHG System with the objective of driving revenues for the hotels.

 

The System Fund is used to pay for marketing, the IHG Rewards Club loyalty programme and the Guest Reservation System. The operation of the System Fund does not result in a profit or loss for the Group and consequently the revenues and expenses of the System Fund are not included in the Group Income Statement.

 

In the year to 31 December 2015, System Fund income increased by 7.2% to $1,573m primarily as a result of a 6.3% increase in assessment fees and contributions from hotels resulting from increased hotel room revenues, reflecting increases in RevPAR and IHG System size. Continued strong performance in co-branded credit card schemes drove the 13.3% increase in proceeds from the sale of IHG Rewards Club points.

 

OTHER FINANCIAL INFORMATION

 

Exceptional operating items

Exceptional operating items totalled a net gain of $819m. The gain included $871m related primarily to the profit on sale of InterContinental Paris - Le Grand and InterContinental Hong Kong, and $9m related to the sale of an associate investment. Exceptional charges included $6m reorganisation costs relating to the completion of a project to implement more efficient processes and procedures in the Global Technology function; $5m corporate development costs; $10m Kimpton integration costs; and $36m impairment charges relating to two hotels in The Americas and an associate investment in the AMEA region.

Exceptional operating items are treated as exceptional by reason of their size or nature and are excluded from the calculation of adjusted earnings per ordinary share in order to provide a more meaningful comparison of performance.

 

Net financial expenses

Net financial expenses increased by $7m to $87m, reflecting the issue of £300m 3.75% public bonds in August 2015, that was used to refinance the bridging loan used to acquire Kimpton.

Financing costs included $2m (2014: $2m) of interest costs associated with IHG Rewards Club where interest is charged on the accumulated balance of cash received in advance of the redemption of points awarded. Financing costs in 2015 also included $20m (2014: $19m) in respect of the InterContinental Boston finance lease.

 

Taxation

The effective rate of tax on operating profit excluding the impact of exceptional items was 30% (2014: 31%). Excluding the impact of prior-year items, the equivalent tax rate would be 36% (2014: 35%). This rate is higher than the average UK statutory rate of 20.25% (2014: 21.5%), due mainly to certain overseas profits (particularly in the US) being subject to statutory rates higher than the UK statutory rate, unrelieved foreign taxes and disallowable expenses.

 

Taxation within exceptional items totalled a charge of $8m (2014: $29m). In 2015, the charge comprised $56m relating to the disposal of InterContinental Hong Kong and InterContinental Paris - Le Grand, a credit of $21m in respect of the 2014 disposal of an 80% interest in InterContinental New York Barclay reflecting the judgement that state tax law changes would now apply to the deferred gain, and credits of $27m for current and deferred tax relief on other operating exceptional items of current and prior years. In 2014, the charge comprised $56m relating to the disposal of an 80% interest in InterContinental New York Barclay, offset by a credit of $27m relating to a restructuring of the UK hotel portfolio and other reorganisation costs.

 

Net tax paid in 2015 totalled $110m (2014: $136m) including $1m (2014: $nil) in respect of disposals. Tax paid represents an effective rate of 8% (2014: 23%) on total profits and is lower than the effective income statement tax rate of 30% (2014: 31%) primarily due to exceptional accounting gains taxable on a deferred basis, without which the equivalent effective rate would be 20%. The remaining difference was primarily due to the impact of deferred taxes (including the realisation of assets such as tax losses), the receipt of refunds in respect of prior-years and provisions for tax for which no payment of tax has currently been made.

 

Dividends

The Board has proposed a final dividend per ordinary share of 57.5¢ (40.3p). With the interim dividend per ordinary share of 27.5¢ (17.7p), the full-year dividend per ordinary share for 2015 will total 85.0¢ (58.0p), an increase of 10.4% over 2014.

 

In February 2016, the Board proposed a $1.5bn return of funds to shareholders by way of a special dividend and share consolidation.

 

Earnings per ordinary share

Basic earnings per ordinary share increased by 228.5% to 520.0¢ from 158.3¢ in 2014. Adjusted earnings per ordinary share increased by 10.5% to 174.9¢ from 158.3¢ in 2014.

 

Share price and market capitalisation

The IHG share price closed at £26.58 on 31 December 2015, up from £25.95 on 31 December 2014. The market capitalisation of the Group at the year end was £6.3bn.

 

Capital structure and liquidity management

The Group successfully refinanced its bank debt in March 2015, putting in place a $1.275bn revolving syndicated bank facility which matures in March 2020 (the Syndicated Facility), with two one-year extension options exercisable in 2016 and 2017. The Group also put in place a $75m revolving bilateral facility (the Bilateral facility) in October 2015 which also matures in March 2020 and has two one-year extension options exercisable in 2016 and 2017. The facilities were undrawn at 31 December 2015.

 

The Syndicated and Bilateral facilities contain the same terms and two financial covenants; interest cover and net debt divided by earnings before interest, tax, depreciation and amortisation (EBITDA). The Group is in compliance with all of the financial covenants in its loan documents, none of which is expected to present a material restriction on funding in the near future.

 

In August 2015, the Group issued £300m of public bonds at a 3.750% coupon rate, the lowest funding rate the Group has achieved in the Sterling bond market. The bonds are repayable in 2025, extending the maturity profile of the Group's debt. This is in addition to £250m of public bonds which are repayable on 9 December 2016 and £400m of public bonds which are repayable on 28 November 2022.

 

Additional funding is provided by the 99-year finance lease (of which 90 years remain) on InterContinental Boston and other uncommitted bank facilities. In the Group's opinion, the available facilities are sufficient for the Group's present liquidity requirements.

 

Net debt of $529m (2014: $1,533m) is analysed by currency as follows:

 


2015

2014


$m

$m




Borrowings




Sterling

1,405

1,028


US dollar

253

557


Euros

4

103


Other

4

7

Cash and cash equivalents




Sterling

(619)

(21)


US dollar

(460)

(54)


Euros

(15)

(25)


Canadian dollar

(8)

(14)


Chinese renminbi

(4)

(8)


Other

(31)

(40)



____

____

Net debt

529

1,533


____

____




Average debt levels

1,420

1,322


____

____

 

 

 

 

InterContinental Hotels Group PLC

GROUP INCOME STATEMENT

For the year ended 31 December 2015

 


Year ended 31 December 2015

Year ended 31 December 2014

 


Before

exceptional

items

Exceptional

items

(note 4)

 

 

Total

Before

exceptional

items

Exceptional

items

(note 4)

 

 

Total


$m

$m

$m

$m

$m

$m








Revenue (note 3)

1,803

-

1,803

1,858

-

1,858

Cost of sales

(640)

-

(640)

(741)

-

(741)

Administrative expenses

(395)

(25)

(420)

(382)

(101)

(483)

Share of (losses)/profits of associates and joint ventures

 

(3)

 

-

 

(3)

 

(4)

 

-

 

(4)

Other operating income and expenses

 

11

 

880

 

891

 

16

 

130

 

146


_____

____

____

_____

____

____


776

855

1,631

747

29

776








Depreciation and amortisation

(96)

-

(96)

(96)

-

(96)

Impairment charges

-

(36)

(36)

-

-

-


_____

____

_____

_____

____

____








Operating profit (note 3)

680

819

1,499

651

29

680

Financial income

5

-

5

3

-

3

Financial expenses

(92)

-

(92)

(83)

-

(83)


_____

____

_____

_____

____

____








Profit before tax

593

819

1,412

571

29

600








Tax (note 5)

(180)

(8)

(188)

(179)

(29)

(208)


_____

____

_____

_____

____

____

Profit for the year from continuing operations


413


811


1,224

 

392

 

-

 

392


 ____

____

_____

_____

____

____








Attributable to:








Equity holders of the parent

411

811

1,222

391

-

391


Non-controlling interest

2

-

2

1

-

1



____

____

_____

____

____

____



413

811

1,224

392

-

392


____

____

_____

____

____

____








Earnings per ordinary share

(note 6)







Continuing and total operations:








Basic



520.0¢



158.3¢


Diluted



513.4¢



156.4¢


Adjusted

174.9¢



158.3¢




Adjusted diluted

172.7¢



156.4¢




_____


_____

_____


_____








 

 

 

 

InterContinental Hotels Group PLC

GROUP STATEMENT OF COMPREHENSIVE INCOME

For the year ended 31 December 2015

 

 


2015

Year ended

31 December

$m

2014

Year ended

31 December

$m




Profit for the year

1,224

392




Other comprehensive income






Items that may be subsequently reclassified to profit or loss:



Gains on valuation of available-for-sale financial assets, net of related tax charge of $nil (2014 $1m)

 

2

 

11

Exchange (losses)/gains on retranslation of foreign operations, net of related tax charge of $1m (2014 credit of $1m)

 

(2)

 

42

Exchange losses reclassified to profit on hotel disposal (note 9)

2

-


_____

____


2

53

Items that will not be reclassified to profit or loss:



Re-measurement gains/(losses) on defined benefit plans, net of related tax charge of $4m (2014 credit of $7m)

 

9

 

(18)

Tax related to pension contributions

7

2


_____

____


16

(16)





_____

____

Total other comprehensive income for the year

18

37


_____

____

Total comprehensive income for the year

1,242

429


_____

_____




Attributable to:




Equity holders of the parent

1,240

428


Non-controlling interest

2

1


_____

_____


1,242

429


_____

_____

 

 



InterContinental Hotels Group PLC

GROUP STATEMENT OF CHANGES IN EQUITY

For the year ended 31 December 2015

 


Year ended 31 December 2015


Equity share capital

Other reserves*

Retained earnings

Non-controlling interest

 

Total equity


$m

$m

$m

$m

$m







At beginning of the year

178

(2,539)

1,636

8

(717)







Total comprehensive income for the year

 

-

 

2

 

1,238

 

2

 

1,242

Movement in shares in employee share trusts

 

-

 

15

 

(62)

 

-

 

(47)

Equity-settled share-based cost

-

-

24

-

24

Tax related to share schemes

-

-

5

-

5

Equity dividends paid

-

-

(188)

-

(188)

Exchange adjustments

(9)

9

-

-

-


_____

_____

_____

____

____

At end of the year

169

(2,513)

2,653

10

319


_____

_____

_____

_____

_____

 

 


Year ended 31 December 2014


Equity share capital

Other reserves*

Retained earnings

Non-controlling interest

 

Total equity


$m

$m

$m

$m

$m







At beginning of the year

189

(2,605)

2,334

8

(74)







Total comprehensive income for the year

-

53

375

1

429

Repurchase of shares

-

-

(110)

-

(110)

Transaction costs relating to shareholder returns

 

-

 

-

 

           (1)

 

-

 

(1)

Movement in shares in employee share trusts

 

-

 

2

 

(60)

 

-

 

(58)

Equity-settled share-based cost

-

-

28

-

28

Tax related to share schemes

-

-

12

-

12

Equity dividends paid

-

-

(942)

(1)

(943)

Exchange adjustments

(11)

11

-

-

-


_____

_____

____

____

____

At end of the year

178

(2,539)

1,636

8

(717)


_____

_____

_____

_____

_____

 

*

Other reserves comprise the capital redemption reserve, shares held by employee share trusts, other reserves, unrealised gains and losses reserve and currency translation reserve.

 

 

All items above are shown net of tax.

 

InterContinental Hotels Group PLC

GROUP STATEMENT OF FINANCIAL POSITION

31 December 2015


2015

31 December

2014

31 December


$m

$m

ASSETS



Property, plant and equipment

428

741

Goodwill and other intangible assets

1,226

643

Investment in associates and joint ventures

136

116

Trade and other receivables

3

3

Retirement benefit assets

-

8

Other financial assets

284

252

Non-current tax receivable

37

34

Deferred tax assets

49

87


_____

_____

Total non-current assets

2,163

1,884


_____

_____

Inventories

3

3

Trade and other receivables

462

448

Current tax receivable

4

4

Derivative financial instruments

-

2

Other financial assets

-

5

Cash and cash equivalents

1,137

162


_____

_____

Total current assets

1,606

624

Assets classified as held for sale

-

310


_____

_____

Total assets (note 3)

3,769

2,818


_____

_____

LIABILITIES



Loans and other borrowings

(427)

(126)

Derivative financial instruments

(3)

-

Trade and other payables

(839)

(769)

Provisions

(15)

(1)

Current tax payable

(85)

(47)


_____

_____

Total current liabilities

(1,369)

(943)


_____

_____

Loans and other borrowings

(1,239)

(1,569)

Retirement benefit obligations

(129)

(146)

Trade and other payables

(578)

(627)

Provisions

-

(9)

Deferred tax liabilities

(135)

(147)


_____

_____

Total non-current liabilities

(2,081)

(2,498)

Liabilities classified as held for sale

-

(94)


_____

_____

Total liabilities

(3,450)

(3,535)


_____

_____

Net assets/(liabilities)

319

(717)


_____

_____

EQUITY



Equity share capital

169

178

Capital redemption reserve

11

12

Shares held by employee share trusts

(18)

(35)

Other reserves

(2,888)

(2,896)

Unrealised gains and losses reserve

113

111

Currency translation reserve

269

269

Retained earnings

2,653

1,636


_____

_____

IHG shareholders' equity

309

(725)

Non-controlling interest

10

8


_____

_____

Total equity

319

(717)


_____

_____



InterContinental Hotels Group PLC

GROUP STATEMENT OF CASH FLOWS

For the year ended 31 December 2015

 


2015

Year ended

31 December

2014

Year ended

31 December


$m

$m




Profit for the year

1,224

392

Adjustments reconciling profit for the year to cash flow from operations (note 10)

 

(414)

 

361


_____

_____

Cash flow from operations

810

753

Interest paid

(75)

(76)

Interest received

2

2

Tax paid on operating activities

(109)

(136)


_____

_____

Net cash from operating activities

628

543


_____

_____

Cash flow from investing activities



Purchase of property, plant and equipment

(42)

(84)

Purchase of intangible assets

(157)

(162)

Investment in other financial assets

(28)

(5)

Investment in associates and joint ventures

(30)

(15)

Loan advances to associates and joint ventures

(25)

(3)

Acquisition of business, net of cash acquired (note 8)

(438)

-

Capitalised interest paid

(4)

(2)

Disposal of hotel assets, net of costs and cash disposed (note 9)

1,277

345

Proceeds from other financial assets

6

49

Loan repayments by associates and joint ventures

22

-

Proceeds from disposal of associates and joint ventures

9

-

Tax paid on disposals

(1)

-


_____

_____

Net cash from investing activities

589

123


_____

_____

Cash flow from financing activities



Purchase of own shares

-

(110)

Purchase of own shares by employee share trusts

(47)

(68)

Dividends paid to shareholders

(188)

(942)

Dividend paid to non-controlling interests

-

(1)

Transaction costs relating to shareholder returns

-

(1)

Issue of long-term bonds

458

-

Other new borrowings

400

-

New borrowings repaid

(400)

-

(Decrease)/increase in other borrowings

(355)

382

Proceeds from foreign exchange swaps

22

-

Close-out of currency swaps

-

4


_____

_____

Net cash from financing activities

(110)

(736)


_____

_____

Net movement in cash and cash equivalents in the year

1,107

(70)

Cash and cash equivalents, net of overdrafts, at beginning of the year

55

134

Exchange rate effects

(64)

(9)


_____

_____

Cash and cash equivalents, net of overdrafts, at end of the year

1,098

55


_____

_____

 

 

InterContinental Hotels Group plc

NOTES TO THE PRELIMINARY FINANCIAL STATEMENTS

 

 

1.

Basis of preparation

 


The audited consolidated financial statements of InterContinental Hotels Group PLC (the Group or IHG) for the year ended 31 December 2015 have been prepared in accordance with International Financial Reporting Standards (IFRSs) as adopted by the European Union and as applied in accordance with the provisions of the Companies Act 2006.   Other than the changes listed below, they have been prepared on a consistent basis using the accounting policies set out in the InterContinental Hotels Group PLC Annual Report and Financial Statements for the year ended 31 December 2014.

 


With effect from 1 January 2015, the Group has adopted Amendments to IAS 19 'Defined Benefit Plans: Employee Contributions', and Annual Improvements to IFRSs 2010 - 2012 Cycle and 2011 - 2013 Cycle. The adoption of these amendments has had no material impact on the consolidated financial statements.

 

 

2.

Exchange rates

 

 


The results of operations have been translated into US dollars at the average rates of exchange for the year. In the case of sterling, the translation rate is $1= £0.65 (2014 $1=£0.61). In the case of the euro, the translation rate is $1 = €0.90 (2014 $1 = €0.75).

 

Assets and liabilities have been translated into US dollars at the rates of exchange on the last day of the year. In the case of sterling, the translation rate is $1=£0.68 (2014 $1 = £0.64). In the case of the euro, the translation rate is $1 = €0.92 (2014 $1 = €0.82).

 

 

3.

Segmental information








Revenue





2015

2014



$m

$m






Americas 

955

871


Europe 

265

374


AMEA

241

242


Greater China

207

242


Central

135

129



_____

_____


Total revenue

1,803

1,858



_____

_____






All results relate to continuing operations.

 


Profit

2015

$m

2014

$m






Americas 

597

544


Europe 

78

89


AMEA

86

84


Greater China

70

89


Central

(151)

(155)



_____

____


Reportable segments' operating profit

680

651


Exceptional operating items (note 4)

819

29



_____

____


Operating profit

1,499

680






Net finance costs

(87)

(80)



_____

____


Profit before tax

1,412

600



_____

_____






All results relate to continuing operations.



 


Assets

2015

$m

2014

$m






Americas

1,355

919


Europe

383

626


AMEA

260

244


Greater China

148

394


Central

396

346



_____

____


Segment assets

2,542

2,529






Unallocated assets:




Non-current tax receivable

37

34


Deferred tax assets

49

87


Current tax receivable

4

4


Derivative financial instruments

-

2


Cash and cash equivalents

1,137

162



_____

____


Total assets

3,769

2,818



_____

_____

 

4.

Exceptional items

 


 

 

2015

$m

2014

$m

 


Exceptional operating items



 



Administrative expenses:



 



Venezuelan currency losses (a)

(4)

(14)

 



Reorganisation costs (b)

(6)

(29)

 



Corporate development costs (c)

(5)

-

 



Kimpton acquisition costs (d)

-

(7)

 



Kimpton integration costs (e)

(10)

-

 



Pension settlement cost (f)

-

(6)

 



UK portfolio restructuring (g)

-

(45)

 




_______

_______

 




(25)

(101)

 



Other operating income and expenses:



 



Gain on disposal of hotels (note 9)

871

130

 



Gain on disposal of investment in associate (h)

9

-

 




_____

____

 



880

130


    Impairment charges:






Property, plant and equipment (i)

(27)

-

 



Associates (j)

(9)

-

 



_____

____




(36)

-




_____

____




819

29




_____

_____


Tax






Tax on exceptional operating items (k)

(8)

(29)

 




_____

_____

 






 





 


All items above relate to continuing operations. These items are treated as exceptional by reason of their size or nature.


a)

Arises from changes to the Venezuelan exchange rate mechanisms and the adoption of the SIMADI exchange rate in 2015 and the SICAD II exchange rate in 2014, these being the most accessible exchange rates open to the Group for converting its bolivar earnings into US dollars.  The exceptional losses arise from the re-measurement of the Group's bolivar assets and liabilities to the relevant exchange rates, being approximately $1 = 190VEF on adoption of SIMADI and approximately $1 = 50VEF on adoption of SICAD II.  The Group has used the SIMADI exchange rate for translating the results of its Venezuelan operations since 1 April 2015.


b)

Relates to the implementation of more efficient processes and procedures in the Group's Global Technology infrastructure to help mitigate future cost increases, together with, in 2014, costs incurred in introducing a new HR operating model across the business to provide enhanced management information and more efficient processes.  These restructuring programmes have now been completed.


c)

Primarily legal costs related to development opportunities.


d)

Related to acquisition transaction costs incurred in the period to 31 December 2014 on the acquisition of Kimpton, which completed on 16 January 2015 (see note 8).


e)

Relates to the initial costs of integrating Kimpton into the operations of the Group.  The integration programme remains in progress and further costs will be incurred in 2016.


f)

In 2014, resulted from the partial cash-out of the UK unfunded pension arrangements. 


g)

Related to the costs of securing a restructuring of the UK hotel portfolio which resulted in the transfer of 61 managed hotels to franchise contracts.


h)

Relates to the disposal of an associate investment in the AMEA region.


i)

An impairment charge of $27m has been recognised during the year relating to two hotels in North America following a re-assessment of their recoverable amounts.


j)

An impairment charge of $9m has been recognised during the year relating to an associate investment in the AMEA region following a re-assessment of its recoverable amount.


k)

In 2015, comprises a charge of $56m relating to disposal of hotels, a credit of $21m in respect of the 2014 disposal of an 80.1% interest in InterContinental New York Barclay reflecting the judgment that state tax law changes would now apply to the deferred gain, and credits of $27m for current and deferred tax relief on other operating exceptional items of current and prior periods.  In 2014, the charge comprised $56m relating to the disposal of an 80.1% interest in InterContinental New York Barclay offset by a credit of $27m relating to a restructuring of the UK hotel portfolio and other reorganisation costs.

 

5.

Tax

 


The tax charge on profit from continuing operations, excluding the impact of exceptional items (note 4), has been calculated using a tax rate of 30% (2014 31%) analysed as follows:

 


Year ended 31 December

2015

2015

2015

2014

 

2014

2014



Profit

$m

Tax

$m

Tax

rate

Profit

$m

Tax

$m

Tax

rate










Before exceptional items

593

(180)

 30%

571

(179)

31%


Exceptional items

819

(8)


29

(29)




____

____


____

____




1,412

(188)


600

(208)




_____

_____


_____

_____



Analysed as:









UK tax


(2)



(5)




Foreign tax


(186)



(203)





____



____





(188)



(208)





_____



_____


 

6.

Earnings per ordinary share

 


Basic earnings per ordinary share is calculated by dividing the profit for the year available for IHG equity holders by the weighted average number of ordinary shares, excluding investment in own shares, in issue during the year.

 

Diluted earnings per ordinary share is calculated by adjusting basic earnings per ordinary share to reflect the notional exercise of the weighted average number of dilutive ordinary share awards outstanding during the year.

 

Adjusted earnings per ordinary share is disclosed in order to show performance undistorted by exceptional items, to give a more meaningful comparison of the Group's performance.

 


Continuing and total operations

2015

2014

 

 





 


Basic earnings per ordinary share



 


Profit available for equity holders ($m)

1,222

391

 


Basic weighted average number of ordinary shares (millions)

235

247

 


Basic earnings per ordinary share (cents)

520.0

158.3

 



_____

_____

 


Diluted earnings per ordinary share



 


Profit available for equity holders ($m)

1,222

391

 


Diluted weighted average number of ordinary shares (millions)

238

250

 


Diluted earnings per ordinary share (cents)

513.4

156.4

 



_____

_____

 


Adjusted earnings per ordinary share



 


Profit available for equity holders ($m)

1,222

391

 


Adjusting items (note 4):



 



Exceptional operating items ($m)

(819)

(29)

 



Tax on exceptional operating items ($m)

8

29

 



____

____

 


Adjusted earnings ($m)

411

391

 


Basic weighted average number of ordinary shares (millions)

235

247

 


Adjusted earnings per ordinary share (cents)

174.9

158.3

 



_____

_____

 


Diluted weighted average number of ordinary shares (millions)

238

250

 


Adjusted diluted earnings per ordinary share (cents)

172.7

156.4

 



_____

_____

 


The diluted weighted average number of ordinary shares is calculated as:



2015

millions

2014

millions

 


Basic weighted average number of ordinary shares

235

247


Dilutive potential ordinary shares

3

3



____

____



238

250



_____

_____

 

7.

Dividends and shareholder returns

 



2015

cents per share

2014

cents per share

2015

$m

2014

$m

 


Paid during the year:





 



Final (declared for previous year)

52.0

47.0

125

122

 



Interim

27.5

25.0

63

57

 



Special

-

293.0

-

763

 



____

____

____

____

 



79.5

365.0

188

942

 



_____

_____

_____

_____

 







 


Proposed for approval at the Annual General Meeting

(not recognised as a liability at 31 December)

 

 


Final

57.5

52.0

135

122

 



_____

_____

_____

_____

 



In February 2016, the Board proposed a $1.5bn return of funds to shareholders by way of a special dividend with a share consolidation.







 

8.

Acquisition of business

 


On 16 January 2015, the Group acquired a 100% ownership interest in Kimpton Hotel & Restaurant Group, LLC ('Kimpton'), an unlisted company based in the US.  Kimpton is the world's largest independent boutique hotel operator and the acquisition makes IHG the market leader in the boutique segment.

 


The fair values of the identifiable assets and liabilities of Kimpton at the date of acquisition were as follows:

 







$m

 






Identifiable intangible assets:


 



Brands

193

 



Management contracts

71

 



Software

2

 


Property, plant and equipment

3

 


Other financial assets

10

 


Trade and other receivables

29

 


Cash and cash equivalents

3

 


Trade and other payables

(27)

 


Non-current liabilities

(10)

 



____

 


Net identifiable assets acquired

274

 


 

Goodwill

 

167

 



____

 


Total purchase consideration

441

 




_____

 


Net cash outflow arising on acquisition:


 





 


Cash consideration, including working capital payment of $11m

441

 


Less: cash and cash equivalents acquired

(3)

 



____

 



438

 




_____

 

 


The goodwill is mainly attributable to the growth opportunities identified for the acquired business, both in the US and globally, plus cost synergies expected to arise. The amount of goodwill that is expected to be deductible for income tax purposes is $164m.

 


 

Included in trade and other receivables are trade receivables with a gross contractual value of $26m, which are expected to be collectable in full. The fair value of trade receivables approximates the book value of $26m.

 

No contingent liabilities were recognised as a result of the acquisition.

 

Kimpton contributed revenue of $59m and operating profit of $18m for the period between the date of acquisition and the balance sheet date. The results of Kimpton are included in the Americas managed business segment.

 

If the acquisition had taken place at 1 January 2015, there would have been no material difference to reported Group revenue and operating profit for the year ended 31 December 2015.

 

Integration costs of $10m were charged to exceptional administrative expenses in the year ended 31 December 2015.  Acquisition transaction costs of $7m were charged to exceptional administrative expenses in the year ended 31 December 2014.

 

 

9.

Disposal of hotel assets

 


During the year ended 31 December 2015, the Group sold the InterContinental Paris - Le Grand on 20 May 2015, and the InterContinental Hong Kong on 30 September 2015.

Principal disposals during the year ended 31 December 2014 were the sale of the InterContinental Mark Hopkins San Francisco on 27 March 2014 and the disposal of an 80.1% interest in the InterContinental New York Barclay on 31 March 2014.

 



2015

2014

 



$m

$m

 


Net assets disposed:



 



Property, plant and equipment

6

110

 



Non-current assets held for sale

577

228

 



Other financial asset

-

5

 



Other assets held for sale, including cash and cash equivalents

43

-

 



Net current liabilities

-

(4)

 



Borrowings

(2)

-

 



Deferred tax liability held for sale

(66)

-

 



Other liabilities held for sale

(48)

-

 



_____

____

 



510

339

 





 


Gain on disposal of hotels

871

130

 


Exchange losses reclassified from currency translation reserve

2

-

 



_____

____

 


Total consideration

1,383

469

 



_____

_____

 


Satisfied by:



 



Cash consideration, net of costs paid

1,289

345

 



Other financial assets

-

52

 



Intangible assets - management contracts

97

50

 



Investment in associate

-

22

 



Accrued disposal costs

(3)

-

 



_____

____

 



1,383

469

 



_____

_____

 



 


Net cash inflow arising on disposals:





Current year disposals:





Cash consideration, net of costs paid

1,289

345



Less: cash and cash equivalents disposed

(11)

-


Prior year disposals - costs paid

(1)

-



_____

____



1,277

345

 

 


_____

_____

 

10.

Reconciliation of profit for the year to cash flow from operations



2015

2014



$m

$m






Profit for the year

1,224

392


Adjustments for:




Net financial expenses

87

80


Income tax charge

188

208


Depreciation and amortisation

96

96


Impairment

36

-


Other exceptional operating items

(855)

(29)


Equity-settled share-based cost

19

21


Dividends from associates and joint ventures

5

2


Other items

6

4


Net change in loyalty programme liability and System Fund surplus

42

58


Other changes in net working capital

11

43


Utilisation of provisions

-

(2)


Retirement benefit contributions, net of costs

(4)

(6)


Cash flows relating to exceptional operating items

(45)

(114)



_____

______


Total adjustments

(414)

361



_____

______


Cash flow from operations

810

753



_____

_____

 

11.

Net debt



2015

2014



$m

$m






Cash and cash equivalents

1,137

162


Loans and other borrowings - current

(427)

(126)


Loans and other borrowings - non-current

(1,239)

(1,569)



_____

_____


Net debt

(529)

(1,533)



_____

_____


Finance lease obligation included above

(224)

(218)



_____

_____

 

12.

Movement in net debt



2015

2014

 



$m

$m

 





 


Net increase/(decrease) in cash and cash equivalents, net of overdrafts

1,107

(70)

 


Add back cash flows in respect of other components of net debt:



 


Issue of long-term bonds

(458)

-

 


Other new borrowings

(400)

-

 


New borrowings repaid

400

-

 


Decrease/(increase) in other borrowings

355

(382)

 


        Close-out of currency swaps

-

(4)

 



_____

_____

 


Decrease/(increase) in net debt arising from cash flows

1,004

(456)

 





 


Non-cash movements:



 



Finance lease obligations

(6)

(3)

 



Increase in accrued interest

(7)

-

 



Exchange and other adjustments

13

79

 



_____

_____

 


Decrease/(increase) in net debt

1,004

(380)

 





 


Net debt at beginning of the year

(1,533)

(1,153)

 



_____

_____

 


Net debt at end of the year

(529)

(1,533)

 



_____

_____

 

 

13.

Loyalty programme liability


Following the announcement on 14 April 2015 of the introduction of an expiration policy for points earned under the Group's loyalty programme, IHG Rewards Club, the Group released $156m from the programme's future redemption liability. The amount released was based on the advice of an external actuary who used statistical models to estimate the impact of the programme change on members' behaviour.  The liability release resulted in a corresponding increase in the System Fund surplus which is also recorded on the Group statement of financial position.

 

14.

Commitments and contingencies

 


At 31 December 2015, the amount contracted for but not provided for in the financial statements for expenditure on property, plant and equipment and intangible assets was $76m (2014 $117m).  The Group has also committed to invest in a number of its associates, with an estimated outstanding commitment of $45m at 31 December 2015 (2014 $89m) based on current forecasts.

 

At 31 December 2015, the Group had no contingent liabilities (2014 $nil).

 

In limited cases, the Group may provide performance guarantees to third-party hotel owners to secure management contracts.  At 31 December 2015, the amount provided in the financial statements was $1m (2014 $2m) and the maximum unprovided exposure under such guarantees was $13m (2014 $29m). 

 

The Group may guarantee loans made to facilitate third-party ownership of hotels in which the Group has an equity interest.  At 31 December 2015, there were guarantees of $30m in place (2014 $20m).

 

In connection with an associate investment, the Group has provided an indemnity to its joint venture partner for 100% of the obligations related to a $43m supplemental bank loan made to the associate on 31 December 2015. 

 

From time to time, the Group is subject to legal proceedings the ultimate outcome of each being always subject to many uncertainties inherent in litigation.  The Group has also given warranties in respect of the disposal of certain of its former subsidiaries.  It is the view of the Directors that, other than to the extent that liabilities have been provided for in these financial statements, it is not possible to quantify any loss to which these proceedings or claims under these warranties may give rise, however, as at the date of reporting, the Group does not believe that the outcome of these matters will have a material effect on the Group's financial position.

 

15.

Group financial statements

 


The preliminary statement of results was approved by the Board on 22 February 2016. The preliminary statement of results does not represent the full Group financial statements of InterContinental Hotels Group PLC and its subsidiaries which will be delivered to the Registrar of Companies in due course. The financial information for the year ended 31 December 2014 has been extracted from the IHG Annual Report and Financial Statements for that year as filed with the Registrar of Companies.

 




Auditor's review

 


The auditors, Ernst & Young LLP, have given an unqualified report under Chapter 3 of Part 16 of the Companies Act 2006 in respect of the full Group financial statements.

 

 

 

 

 

 

 

 

 


This information is provided by RNS
The company news service from the London Stock Exchange
 
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