Intercontinental Hotels Group Plc · LSE:IHG

Intercontinental Hotels — Investor Presentation (February 2016)

76 slides from Intercontinental Hotels's investor presentation, February 2016

  1. Slide 1: Investor Presentation February 2016

    InterContinental O2, London Investor Presentation February 2016 IHG©

  2. Slide 2: Clearly defined and consistently executed strategy has driven market out-performance

    Clearly defined and consistently executed strategy has driven market out-performance Rooms growth % (’04 – ’15 CAGR) Room revenue growth % (’04 – ’15 CAGR) 3.1 5.4 4.1 1.8 Industry2 IHG Industry2 IHG Fee revenues1 ($bn) Return on Capital Employed3 (%) +8% CAGR 57 1.3 0.6 9 2004 2015 2004 2015 1Group

  3. Slide 3: Most pure play, asset light global hotel company

    Most pure play, asset light global hotel company - highest quality of earnings Highest quality revenue stream • >95% of profits from fee business following disposal of InterContinental Hong Kong • ~85% of IHG’s fee revenues linked to hotel revenues • ~15% linked to hotel profits IHG benefits from in

  4. Slide 4: Global business with a presence in nearly 100 countries

    Global business with a presence in nearly 100 countries; concentrated in the US and China December 2015 closing December 2015 closing room count (k) pipeline rooms (k) 86k (12%) 59k 73k (28%) (10%) 96k (45%) 107k 480k (14%) (64%) 38k (18%) 21k (10%) Greater China AMEA Europe Americas IHG© 4

  5. Slide 5: IHG has a consistently executed, winning strategy for high quality growth

    IHG has a consistently executed, winning strategy for high quality growth Value creation: superior shareholder returns Value creation: Superior shareholder returns Winning Model Targeted Portfolio Attractive markets Highest opportunity segments Managed & franchised model - Scale and efficiency of op

  6. Slide 6: IHG's portfolio of preferred brands is at the heart of our strategy

    IHG’s portfolio of preferred brands, supported by consumer insight, is at the heart of our strategy Luxury Price Point Midscale Wellbeing Family Time Romantic Getaway Short Break Experience Rest & Go Mixing Business with Pleasure Business Productivity Building Business Interactions Social Identity I

  7. Slide 7: IHG has a broad but targeted brand portfolio

    IHG has a broad but targeted brand portfolio • Holiday Inn Brand Family largest brand in the world by 2x Leading scale in targeted • InterContinental Hotels & Resorts largest luxury brand segments • Leading global boutique hotel business • New design innovation for Holiday Inn Express driving Evolve

  8. Slide 8: IHG is focused on the hotel markets where 80% of room revenue growth is forecast

    IHG is focused on the hotel markets where 80% of room revenue growth is forecast IHG’s priority markets: forecast share of hotel industry rooms revenue growth to 20251 UK 3% Russia / CIS 2% Canada 4% 4% Germany+2 United Greater States Middle East 7% China 25% 24% India 5% 3% Mexico 3% Indonesia = >$

  9. Slide 9: IHG's focused approach has driven an acceleration in room openings and signings

    IHG’s focused approach has driven an acceleration in room openings and signings • Material step up in openings and signings in the last two years • Accelerating growth with a focus on quality (nearly 150k rooms removed in 6 years) • 15% share of industry pipeline; 3x current supply share IHG annual

  10. Slide 10: Leading digital content and technology innovation drive direct channel delivery

    Leading digital content and technology innovation drive direct channel delivery Lower cost direct channels driving delivery1 2015 channel revenue contribution • Digital revenue up $430m YOY; more than 71.9% any other channel • $1.2bn of mobile gross bookings, up from 13.8% OTA <$50m in 2010 12.2% GD

  11. Slide 11: Global demand growth for IHG branded hotels

    Global demand growth for IHG branded hotels RevPAR X Rooms X Royalty Rate 2015 Group RevPAR growth 2015 system growth2 (%) 7.8% Inc. Kimpton Exc. Kimpton 4.8% 4.4% 3.1% 6.3% 0.8%pts 3.2% ADR Occupancy RevPAR Gross Net 2015: 3.8% total1 RevPAR growth 2015: 44k rooms opened (56k incl. Kimpton acquisit

  12. Slide 12: Strong fee revenue growth across all regions

    Strong fee revenue growth across all regions RevPAR X Rooms X Royalty Rate 2015 fee revenue1 $1,349m, up 12.2% 2015 (inc. Kimpton) 2015 (exc. Kimpton) 18 16.6% 16 14 12.2% 12 10 8 6 4 7.7% 8.4% $22m $6m 7.5% $3m 7.8% 6.2% 2 $1m 0 2015 fee $1,349m $786m $160m $159m $109m revenue1 Group2 Americas Euro

  13. Slide 13: Fee margin progression driven by scale and efficiency

    Fee margin progression driven by scale and efficiency • Fee margin growth of 125bps per annum over the last eleven years • Driven by focused development strategy to grow in priority markets and key cities • Scale and efficiency benefits will continue to be balanced with investment in growth 46.3% +1

  14. Slide 14: IHG's priorities for cash

    IHG’s priorities for cash Free cash flow Asset disposals/ (after maintenance Capital recycling capital expenditure) Investment grade credit rating Growth capital Sustainable ordinary Additional investment dividend capital returns IHG© 14

  15. Slide 15: Capital allocation approach supported by continuing strong cash flow generation

    Capital allocation approach supported by continuing strong cash flow generation 2015 Cash Flow ($m) 1,500 1,442 1,250 438 1,004 1,000 1,275 750 581 500 115 466 149 250 188 38 0 Net cash from ops Maintenance Free Cash Flow Recyclable & System Ordinary dividend Other Major asset Net cash pre- Kimpton

  16. Slide 16: Optimising capital allocation remains a priority

    Optimising capital allocation remains a priority – targeted investment to drive growth $m 2015 2014 Maintenance • Hotel maintenance capex Maintenance capex 56 101 nearly halved in 2015 with capex & key money Key money 59 53 completion of major asset disposal programme Total 115 154 $m 2015 2014 • Re

  17. Slide 17: Shareholder returns – consistent ordinary dividend growth and special dividends

    Shareholder returns – consistent ordinary dividend growth and special dividends Over $12bn returned since demerger including $1.5bn special dividend in 2016 • 2015 total dividend of 85¢, 10% growth, 11% CAGR since 2004 Annual ordinary dividend (¢ per share) 85 77 70 +11% 64 55 48 41 41 41 36 27 27 2

  18. Slide 18: Conclusion

    Conclusion • Attractive industry with significant growth opportunities • Clear strategy supported by focused investment drives outperformance • Brand developments meeting evolving owner and guest needs • Utilising technology to deliver direct revenue and lifetime relationships • Highly cash generati

  19. Slide 19: The travel and tourism industry

    Holiday Inn Resort, Bali The travel and tourism industry IHG©

  20. Slide 20: Travel and tourism - one of the five largest industries in the world

    Travel and tourism - one of the five largest industries in the world Travel and tourism is a • Direct GDP contribution $2.4 trillion1 major global • 5th largest global industry2 industry • 4%+ CAGR in direct GDP contribution since 20101 • Growing GDP share: 10 year forecast CAGR = 3.7%3 Strong • Sup

  21. Slide 21: In a diverse accommodation landscape the branded hotel segment is the fastest growing

    In a diverse accommodation landscape the branded hotel segment is the fastest growing Accommodation market rooms revenue share and growth Market ’02 – ’14 Hotel accommodation share (%)1 CAGR (%)1 Branded hotels 32 5.1 Unbranded hotels 34 2.9 66% Market ’02 – ’14 Non-hotel accommodation share (%)2 CA

  22. Slide 22: Page intentionally left blank

    Page intentionally left blank IHG© 22

  23. Slide 23: Commercial strategy

    InterContinental Bordeaux – Le Grand, France Commercial strategy IHG©

  24. Slide 24: Our commercial strategy supports the winning model to deliver a leading guest experience

    Our commercial strategy supports the winning model to deliver a leading guest experience Create & Deliver a Consistent & Differentiated In-Hotel Experience Grow & Make Direct the GRS Deepen Relationships Preferred Way with High-Value to Book Guests IHG© 24

  25. Slide 25: Understanding consumers' evolving needs and lifestyle are at the heart of our strategy

    Understanding consumers’ evolving needs and lifestyle are at the heart of our strategy Social media Connectivity Personalisation & advocacy New consumer digital lifestyle DREAM PLAN BOOK STAY SHARE RESEARCH READ REVIEWS MAKE JOURNEY POST PHOTO CHECK OPTIONS RESERVATIONS STAY WRITE REVIEW Continuous

  26. Slide 26: IHG's $1.5bn System Fund supports brand marketing and revenue delivery

    IHG’s $1.5bn(1) System Fund supports our brand marketing and our revenue delivery system Brands Sources of Income Sources of Spend Marketing & Reservations Advertising & Marketing Assessment ~30% ~3.0% of rooms revenue IHG Rewards Club Point Sales Distribution ~40% $1.5bn ~4.75% IHG Rewards Club bil

  27. Slide 27: Preferred Brands

    Holiday Inn Club Vacations, Cape Canaveral, Florida Preferred Brands IHG©

  28. Slide 28: Page intentionally left blank

    Page intentionally left blank IHG© 28

  29. Slide 29: Holiday Inn Brand Family – Brand re-fresh has driven market out-performance

    Holiday Inn® Brand Family – Brand re-fresh has driven market out-performance • $1bn global brand re-fresh announced in 2007 Largest ever • Re-launched 3,300 hotels, opened 1,500, and removed 1,100 global brand since programme started re-fresh • Reduced average hotel age to less than both Hampton Inn

  30. Slide 30: Holiday Inn Brand Family – Guest experience innovations and brand extensions

    Holiday Inn® Brand Family – Guest experience innovations and brand extensions • Next generation public area which offers unmatched solution for guest’s business and leisure needs Holiday Inn open lobby • Over 40 already open in Americas • 24 launched across eight markets in Europe; delivering up to

  31. Slide 31: Holiday Inn Brand Family – Global growth and design innovation

    Holiday Inn Brand Family – Global growth and design innovation Holiday Inn Express Wahid Hasyim, Jakarta Holiday Inn, Manhattan Financial District Holiday Inn Open Lobby, Frankfurt, Germany Holiday Inn Club Vacations, Las Vegas IHG© 31

  32. Slide 32: InterContinental Hotels & Resorts – Momentum behind world's largest luxury brand

    InterContinental Hotels & Resorts – Momentum behind world’s largest luxury brand Unrivalled global • Largest brand in the luxury segment; presence in 60+ countries luxury brand • Strong heritage; celebrating 70th birthday in 2016 • 9 iconic openings and 13 signings in 2015 Global Highlights - New op

  33. Slide 33: InterContinental Hotels & Resorts – Recent landmark openings and signings

    InterContinental Hotels & Resorts – Recent landmark openings and signings IHG© 33

  34. Slide 34: Accelerating boutique portfolio - delivering unique guest experiences

    Accelerating boutique portfolio - delivering unique guest experiences • Kimpton® hotel content live on ihg.com Kimpton integration • Utilising sales tools to drive corporate bookings progressing well • Global principles designed to drive non-US growth • 14 boutique openings and 27 signings − Kimpton

  35. Slide 35: Boutique portfolio – Recent landmark signings and openings

    Boutique portfolio – Recent landmark signings and openings Hotel Monaco, a Kimpton Hotel, Pittsburgh Hotel Van Zandt, a Kimpton Hotel, Austin Hotel Indigo, Lower East Side, New York Hotel Indigo, York IHG© 35

  36. Slide 36: Crowne Plaza – Growing scale and making business travel work

    Crowne Plaza – Growing scale and making business travel work • 9% annual room growth outside of US • Doubled non-US presence over last 10 years Growing scale • A leading upscale brand in Greater China – 40k open and pipeline rooms • New enhancements to drive business productivity – Complimentary Wi-

  37. Slide 37: Crowne Plaza – Market leading global growth

    Crowne Plaza – Market leading global growth Tonk Road, Jaipur Bandung, Indonesia Potsdamer Platz, Berlin Battersea, London IHG© 37

  38. Slide 38: HUALUXE Hotels and Resorts – Industry first in an untapped market

    HUALUXE Hotels and Resorts – Industry first in an untapped market • First global hotel brand designed specifically Innovative brand for Chinese guest developed for • Based on four Chinese guest priorities – tradition, rejuvenation, Chinese guest status recognition and enabling spaces • Developed in

  39. Slide 39: HUALUXE Hotels and Resorts – First openings in the heart of China

    HUALUXE Hotels and Resorts – First openings in the heart of China OPEN & PIPELINE HOTELS BEIJING SHANGHAI CHINA NANCHANG ● Opened in H1 2015 ● High tech zone and gateway to SE China HAIKOU ● Opened December ● Upmarket Leisure YANGJIANG District ● Opened February ● Popular leisure and Open hotels bus

  40. Slide 40: EVEN Hotels – Six signings and flagship opening in 2015

    EVEN Hotels – Six signings and flagship opening in 2015 • First two hotels opened in June 2014 • Recently opened the flagship EVEN Hotel Times Square South, Manhattan – ranked amongst the top 20 hotels in New York • Accelerated growth in 2015 with six new signings • Eight hotels in the US pipeline,

  41. Slide 41: EVEN Hotels – Addressing an unmet consumer need

    EVEN Hotels – Addressing an unmet consumer need Cork & Kale Restaurant Athletic Studio Bedroom Eat Well Social Area Well-come Island IHG© 41

  42. Slide 42: Extended stay – rapid growth of both new and acquired brands

    Extended stay – rapid growth of both new and acquired brands Extended stay global room count (k) Staybridge Suites +10% CAGR 56 Candlewood 51 47 45 24 22 20 20 30 23 13 10 32 28 30 25 17 13 2005 2007 2009 2011 2013 2015 • Staybridge Suites launched in 1998; Candlewood acquired in 2004 • Average 10%

  43. Slide 43: Strong direct channels

    EVEN Hotels, Norwalk Strong direct channels IHG©

  44. Slide 44: IHG has led the industry to create a powerful distribution platform

    IHG has led the industry to create a powerful distribution platform • 1st computerised reservation system History of hotel • 1st online bookings industry innovation and firsts • 1st to introduce best price guarantee • 1st to have apps on all mobile platforms • Websites in 16 languages Strong direct

  45. Slide 45: Dynamic marketing and clear guest benefits driving shift from OTAs to IHG direct channels

    Dynamic marketing and clear guest benefits driving shift from OTAs to IHG direct channels Dream Plan Book Stay Share • UK Holiday Inn Express® Lowest Price Promise – ~20% channel shift from OTA to IHG direct – Online IHG Rewards Club enrolments more than doubled – Utilised programmatic marketing to

  46. Slide 46: Dynamic marketing and clear guest benefits driving shift from OTAs to IHG direct channels

    Dynamic marketing and clear guest benefits driving shift from OTAs to IHG direct channels IHG© 46

  47. Slide 47: Accelerating digital revenue growth – our lowest cost distribution channel

    Accelerating digital revenue growth – our lowest cost distribution channel Dream Plan Book Stay Share IHG annual digital revenue ($bn)1 • Direct digital1 is the largest IHG channel; >20% of rooms revenue +11% CAGR – Revenue up $430m YOY; more than any other channel 4.2 – Supported by fast mobile gro

  48. Slide 48: Guest Request tool enhancing the stay experience

    Guest Request tool enhancing the stay experience Dream Plan Book Stay Share • New tool enhances in-hotel request process and utilises mobile app – Piloted in the US with further roll out in Americas during 2016 – Drove satisfaction levels up 5pts IHG© 48

  49. Slide 49: IHGConnect enhancing the stay experience and building IHG Rewards Club loyalty

    IHGConnect enhancing the stay experience and building IHG® Rewards Club loyalty Dream Plan Book Stay Share • IHGConnect delivering seamless wi-fi experience for guests – Roll out in progress; 1,500+ hotels expected to go live in 2016 – Developing personalised and dynamic landing page for loyalty mem

  50. Slide 50: Building membership communities through social media, reviews and IHG Rewards Club

    Building membership communities through social media, trusted reviews and IHG® Rewards Club Dream Plan Book Stay Share • Presence in 200 countries; ~5m followers, up 16% Developing guest • ‘Journey to Extraordinary’ campaign; 14% awareness communities increase for Holiday Inn® through social media •

  51. Slide 51: Strategic relationship with Amadeus to develop a next generation Guest Reservation System

    Strategic relationship with Amadeus to develop a next generation Guest Reservation System Dream Plan Book Stay Share • Amadeus will build the system; leverages proven expertise in technology • Fully integrated solution on target for 2017 phased launch IHG ecosystem Amadeus cloud based community mode

  52. Slide 52: New GRS will deliver more innovation and develop the guest experience further

    New GRS will deliver more innovation and develop the guest experience further Dream Plan Book Stay Share • Richer booking experience with more personalisation options Guest • Unique guest offerings on direct channels • Introduction of attribute pricing to optimise revenue for owners Owner – e.g mix

  53. Slide 53: Appendix

    Appendix IHG©

  54. Slide 54: Managed & Franchised business models - the detail

    Managed & Franchised business models - the detail Franchising Managing One of largest franchisers One of largest managers 525,902 franchised rooms 200,974 managed rooms Typically owner operators Typically institutional owners Standard contract Tailored contracts 20 year agreements in US 20+ year agr

  55. Slide 55: Strong fee revenue growth across all regions

    Strong fee revenue growth across all regions RevPAR X Rooms X Royalty Rate 2-year fee revenue¹ growth 2015 (inc. Kimpton) 2014 18 16.6% 16 14 12.2% 12 10 9.5% 8 7.2% 7.8% 7.5% 6.8% 7.8% 6.2% 6 5.0% 4 $22m $6m $3m 2 $1m 0 2-year fee 19.4% 24.4% 14.3% 11.2% 17.3% growth1 Group2 Americas Europe AMEA Gr

  56. Slide 56: The Americas – double digit profit growth driven by rate and openings momentum

    The Americas – double digit profit growth driven by rate and openings momentum 2015 Growth in fee revenue drivers1 Comparable FY RevPAR up 4.6%; US up 4.7% 16.6% • Growth led by rate up 3.8% • Q4 US and Americas RevPAR up 2.9% $22m 4.6% 4.3% 8.4% Net rooms growth 4.3% (1.8% ex. Kimpton) 1.8% • Gross

  57. Slide 57: Europe – robust trading in key markets and accelerating signings pace

    Europe – robust trading in key markets and accelerating signings pace 2015 Growth in fee revenue drivers1 Comparable RevPAR up 5.4% (Q4 up 3.6%) 7.5% • UK 5.1%: Provinces 6.4%; London 2.9% • Germany 4.4% 5.4% $22m 2.4% Net rooms growth 2.4%, highest since 2008 • Gross rooms growth 5.3% RevPAR Net ro

  58. Slide 58: AMEA – solid performance led by Japan and accelerating rooms growth

    AMEA – solid performance led by Japan and accelerating rooms growth in focus markets 2015 Growth in fee revenue drivers1 Comparable RevPAR up 4.5% (Q4 up 0.2%) 6.9% • Japan 14.6%; Middle East 0.2% 6.2% • Australia 4.5%; SE Asia 5.7% 4.5% $22m Net rooms growth 6.9% • Gross rooms growth 9.7% RevPAR Ne

  59. Slide 59: Greater China – continued market outperformance and rooms growth

    Greater China – continued market outperformance and rooms growth driving fee revenue 2015 Growth in fee revenue drivers1 Comparable RevPAR up 0.3% (Q4 down 0.9%) • Outperforming the industry 9.4% 7.8% Total RevPAR down 2.3% $22m • Increasing mix from tier 2 and 3 cities Net rooms rooms growth growth

  60. Slide 60: Greater China – regional RevPAR performance driven by market specific dynamics

    Greater China – regional RevPAR performance driven by market specific dynamics • Tier 1 city demand remains strong, with supply growth now moderated • In Tier 2/3/4 strong demand matched by fast supply growth from a low base • Hong Kong impacted by inbound tourism declines; Macau from austerity meas

  61. Slide 61: Foreign exchange translation exposure

    Foreign exchange translation exposure $(25)m impact from currency translation in 2015 • Recent trends indicate further impact in 2016 Reported EBIT ($m) Foreign exchange impact ($m)3 Region 2015 2015 vs. 2014 rates1 20162 vs. 2015 rates Americas 597 (12) (4) Europe 78 (14) (1) AMEA 86 (7) (1) Greate

  62. Slide 62: 2015/2016 significant flags

    2015/ 2016 significant flags • $3m Kimpton significant liquidated damages receipt (Americas managed) • $(2)m Kimpton integration costs (Americas managed) 2015 • $(3)m impact from Kimpton exits in July2013 2015 (Americas managed) • $(4)m InterContinental New York Barclay renovation costs (Americas ma

  63. Slide 63: Hotel franchising

    Hotel franchising Total gross revenue $bn¹ Group royalty drivers 2015 YoY Average 2015 14.1 rooms 3.7% RevPAR 4.5% 2014 13.4 Royalty fees 8.4% 2013 12.5 Franchise Fees $m Franchise EBIT $m (margin %) 2015 785 2015 669 (85%) 2014 747 2014 632 (85%) 2013 690 2013 586 (85%) Based on actual USD with the

  64. Slide 64: Hotel management

    Hotel management Total gross revenue $bn1 (total hotel) Management Fees² $m 2015 8.6 9.6 2015 373 429 2014 9.0 2014 379 2013 8.5 2013 365 Managed EBIT² $m (margin %) Reported managed lease revenue and EBIT $m $m 2015 2014 2015 217 15 (54%) Americas revenue 38 38 Americas EBIT 0 0 2014 222 (59%) Euro

  65. Slide 65: Owned & Leased

    Owned & Leased O&L revenue $m O&L EBIT $m (margin %) 2015 164 2015 27 (16%) 2014 404 2014 79 (20%) 2013 398 2013 86 (22%) O&L Revenue and EBIT from disposals ($m) O&L EBITDA $m $m 2015 2014 2015 36 InterContinental Barclay Revenue - 14 InterContinental Barclay EBIT - (1) InterContinental Mark Hopkin

  66. Slide 66: Revenue & Operating Profit

    Revenue & Operating Profit Total Revenue Total Operating Profit Half Year Full Year Half Year Full Year 2015 2014 2013 2015 2014 2013 2015 2014 2013 2015 2014 2013 Franchised 323 305 278 661 630 576 279 263 245 575 544 499 Managed 85 52 79 166 103 128 36 25 52 64 47 74 Owned & Leased 63 78 100 128 1

  67. Slide 67: Free Cash Flow Generation

    Free Cash Flow Generation $m 12 months to 31 December 2015 12 months to 31 December 2014 Operating profit1 680 651 Depreciation & amortisation 96 96 Working capital & other movements2 22 49 Movement in loyalty programme liability and System Fund surplus 42 58 Utilisation of provisions, net of cost -

  68. Slide 68: Uses of Free Cash Flow

    Uses of Free Cash Flow $m 12 months to 31 December 2015 12 months to 31 December 2014 Free cash flow 466 321 Capital expenditure: Recyclable investments (75) (57) Capital expenditure: System Fund investments (71) (57) Capital expenditure: Acquisition of business (438) - Loans advances to Associates

  69. Slide 69: 2015 Current Trading Comparable RevPAR, ADR & Occupancy Growth

    2015 Current Trading Comparable RevPAR, ADR & Occupancy Growth Qtr 4 Full Year Constant US$ RevPAR ADR Occupancy RevPAR ADR Occupancy % % %pts % % %pts Total Americas 2.9% 2.8% 0.0% 4.6% 3.8% 0.5% Total Europe 3.6% 3.9% (0.2%) 5.4% 3.9% 1.0% Total AMEA 0.2% 0.8% (0.4%) 4.5% 2.1% 1.6% Total Greater C

  70. Slide 70: Comparable RevPAR – 3 Months to 31 December 2015 Franchised and Managed

    Comparable RevPAR – 3 Months to 31 December 2015 Franchised and Managed Constant US$ Franchised Comparable Managed Comparable Hotels Occ % ADR RevPAR Hotels Occ % ADR RevPAR 2015 Pts 2015 Growth 2015 Growth 2015 Pts 2015 Growth 2015 Growth InterContinental 24 65.8% (0.1%) 142.25 6.1% 93.65 6.0% 18 7

  71. Slide 71: Comparable RevPAR – 3 Months to 31 December 2015 Owned & Leased and Total

    Comparable RevPAR – 3 Months to 31 December 2015 Owned & Leased and Total Constant US$ Owned & Leased Comparable Total Comparable Hotels Occ % ADR RevPAR Occ % ADR RevPAR 2015 Pts 2015 Growth 2015 Growth 2015 Pts 2015 Growth 2015 Growth InterContinental 1 77.6% 2.2% 316.91 4.3% 246.01 7.3% 72.3% 0.2

  72. Slide 72: Comparable RevPAR – 12 Months to 31 December 2015 Franchised and Managed

    Comparable RevPAR – 12 Months to 31 December 2015 Franchised and Managed Constant US$ Franchised Comparable Managed Comparable Hotels Occ % ADR RevPAR Hotels Occ % ADR RevPAR 2015 Pts 2015 Growth 2015 Growth 2015 Pts 2015 Growth 2015 Growth InterContinental 24 67.0% 1.3% 140.36 5.9% 94.07 8.1% 18 79

  73. Slide 73: Comparable RevPAR – 12 Months to 31 December 2015 Owned & Leased and Total

    Comparable RevPAR – 12 Months to 31 December 2015 Owned & Leased and Total Constant US$ Owned & Leased Comparable Total Comparable Hotels Occ % ADR RevPAR Occ % ADR RevPAR 2015 Pts 2015 Growth 2015 Growth 2015 Pts 2015 Growth 2015 Growth InterContinental 1 80.5% 2.4% 312.17 3.9% 251.41 7.1% 73.9% 0.

  74. Slide 74: Hotel & Room Count as at 31 December 2015

    Hotel & Room Count as at 31 December 2015 Franchised Managed Owned & Leased Total Hotels Rooms Hotels Rooms Hotels Rooms Hotels Rooms InterContinental 27 7,599 22 9,086 1 424 50 17,109 Kimpton 0 0 61 10,976 0 0 61 10,976 Crowne Plaza 160 42,461 12 3,855 0 0 172 46,316 Hotel Indigo 36 4,268 4 803 0 0

  75. Slide 75: Pipeline as at 31 December 2015

    Pipeline as at 31 December 2015 Franchised Managed Owned & Leased Total Hotels Rooms Hotels Rooms Hotels Rooms Hotels Rooms InterContinental 1 227 3 1,318 0 0 4 1,545 Kimpton 0 0 18 3,366 0 0 18 3,366 Crowne Plaza 12 1,971 3 519 0 0 15 2,490 Hotel Indigo 24 2,895 6 1,129 0 0 30 4,024 EVEN Hotels 4 5

  76. Slide 76: Investor Presentation

    Investor Presentation February 2016 Investor Relations team contact details: Catherine Dolton Matt Woollard catherine.dolton@ihg.com matthew.woollard@ihg.com +44 (0)1895 512216 +44 (0) 1895 512171 Adam Smith Debbie Holmes adam.smith@ihg.com debbie.holmes@ihg.com +44 (0)1895 512829 +44 (0) 1895 51217

InterContinental Hotels Group — Investor Presentation (February 2016) on 6ix