Intercontinental Hotels Group Plc · LSE:IHG
Intercontinental Hotels — H1 2024 Earnings Presentation
86 slides from Intercontinental Hotels's earnings presentation, Aug 6, 2024
Slide 1: 2024 Half Year Results
2024 Half Year Results 6 August 2024
Slide 2: Cautionary note regarding forward-looking statements
Cautionary note regarding forward-looking statements This presentation may contain projections and forward looking-statements. The words “believe”, “expect”, “anticipate”, “intend” and “plan” and similar expressions identify forward-looking statements. All statements other than statements of histori
Slide 3: Introductory video
Introductory video True Hosp
Slide 4: Elie Maalouf
Elie Maalouf Chief Executive Officer 4
Slide 5: Agenda and speakers
Agenda and speakers Speakers Elie Maalouf Michael Glover Heather Balsley Chief Executive Officer Chief Financial Officer Chief Commercial & Marketing Officer Agenda H1 2024 Overview H1 2024 Financial Review Progress on Strategic Priorities Commercial & Marketing Conclusions Live Q&A (at 9:30am Londo
Slide 6: H1 2024 overview
H1 2024 overview H1 2024 A first half of strong financial performance and excellent signings; demonstrates the enduring attractions and benefits of our business model RevPAR System Size Profit and Earnings Capital Returns +3.0% H1 global RevPAR 955k rooms (6,430 hotels) 60.6% fee margin1, +1.8
Slide 7: H1 2024 Financial Review
H1 2024 Financial Review Michael Glover Chief Financial Officer 7
Slide 8: Financial performance overview
H1 2024 financial review Financial performance overview H1 2024 H1 2023 Reported Underlying % change % change Revenue from Reportable Segments 1 $1,108m $1,031m +7% +8% Operating profit from Reportable Segments1 (EBIT) $535m $479m +12% +12% Fee business revenue 1 $850m $799m +6% +7% Fee business ope
Slide 9: RevPAR, occupancy and ADR performance
H1 2024 financial review RevPAR, occupancy and ADR performance IHG Global RevPAR, Occupancy and ADR (YOY) Americas RevPAR, Occupancy and ADR (YOY) +3.2% +3.3% +3.0% +2.6% +1.7% +2.3% +1.0%pts +1.9% +2.0% +1.5% +1.7% +1.9% +0.9%pts 0.0%pts +0.6%pts +0.2%pts (0.3)% (1.1)%pts Q1 Q2 H1 Q1 Q2 H1 EMEAA Re
Slide 10: Demand driver performance
H1 2024 financial review Demand driver performance IHG Global demand drivers (H1 YOY) Americas demand drivers (H1 YOY) +7% +8% +4% +5% +4% +2% +5% +3% +1% +3% 0% +2% +2% 0% +2% (2)% (1)% (1)% Business Leisure Groups Business Leisure Groups EMEAA demand drivers (H1 YOY) Greater China demand drivers (
Slide 11: Net system size growth of +3.2% YOY
H1 2024 financial review Net system size growth of +3.2% YOY; H1 openings similar YOY1, strong acceleration of openings from Q1 to Q2 Net System Size Growth (YOY) Net System Size Growth (YTD) +10.9% +3.7% +8.6% Gross openings +2.7% +5.5% +1.8% +1.9% +4.9% +4.1% +1.3% +0.9% +3.2% Net system size grow
Slide 12: Record-breaking H1 signings performance
H1 2024 financial review Record-breaking H1 signings performance; up +67% YOY in total, supporting future system growth potential Pipeline at Q2 Signings H1 Signings 30 June 2024 (rooms) (rooms) (rooms) Americas Americas 5.1k 10.2k 109.7k H1 conversion signings up +134% YOY (+3% excluding NOVUM) 26.
Slide 13: Americas highlights
H1 2024 financial review Americas highlights Trading performance – H1 RevPAR up +1.7%, with occupancy flat at 68.0% and rate +1.7% higher – Q2 RevPAR up +3.3%, with occupancy of 72.7% up +1.0%pt and rate +1.9% higher – Fee margin1 82.0% (81.9% 1H23); $7m IMFs ($7m 1H23) – Operating profit from repor
Slide 14: EMEAA highlights
H1 2024 financial review EMEAA highlights Trading performance – H1 RevPAR up +7.5%, with occupancy of 69.8% up +2.5%pts and rate +3.5% higher – Q2 RevPAR up +6.3%, with occupancy of 73.0% up +2.4%pts and rate +2.8% higher – Fee margin1 64.2% (57.1% 1H23); $55m IMFs ($43m 1H23) – Operating profit fro
Slide 15: Greater China highlights
H1 2024 financial review Greater China highlights Trading performance – H1 RevPAR down -2.6%, with occupancy of 57.5% down -0.3%pts and rate -2.1% lower – Q2 RevPAR down -7.0%, with occupancy of 61.2% down -1.3%pts and rate -5.0% lower – Comparatives were significantly tougher in Q2 than Q1, and get
Slide 16: Fee margin +180bps ahead YOY
H1 2024 financial review Fee margin +180bps ahead YOY, driven by EMEAA strong trading 1 performance, cost control and non-regional ancillary fees streams TOTAL IHG Americas H1 2024 60.6% H1 2024 82.0% FY 2023 59.3% FY 2023 82.2% H1 2023 58.8% H1 2023 81.9% FY 2022 55.9% FY 2022 84.3% FY 2021 49.5% F
Slide 17: Cash flow: lower FCF and conversion
H1 2024 financial review Cash flow: lower FCF and conversion due to working capital movement of planned reduction of prior System Fund surplus +32 • System Fund cash flow movements ~$100m incrementally adverse in H1 2024, driven by planned reduction of Depreciation 567 the cumulative surplus that it
Slide 18: Targeted capital expenditure to drive growth
H1 2024 financial review Targeted capital expenditure to drive growth $m H1 2024 H1 2023 Key money & maintenance capex Key money 1 (86) (64) – Key money: used to secure hotel signings Maintenance capex (15) (16) – Maintenance: relates to owned, leased and managed Total (101) (80) lease hotels and co
Slide 19: Continuing our capital allocation approach
H1 2024 financial review Continuing our capital allocation approach to routinely return surplus capital to shareholders – on track to complete $800m buyback in 2024 #1: Invest in the business #2: Sustainably grow #3: Return surplus funds to drive growth the ordinary dividend to shareholders Objectiv
Slide 20: Modelling considerations
H1 2024 financial review Modelling considerations FY24 and near-term: Interest expense Tax rate Capital expenditure Adjusted interest expense1 is expected to Effective adjusted tax rate1 is expected to be Key money & maintenance capex expected to be increase in FY24 to $160m-$170m (FY23: ~27% in FY2
Slide 21: Progress on Strategic Priorities
Progress on Strategic Priorities Elie Maalouf Chief Executive Officer 21
Slide 22: IHG's growth algorithm and strategic priorities
IHG’s growth algorithm and strategic priorities
Slide 23: Our outlook: compounding growth and sustainable shareholder value creation
IHG’s growth algorithm and strategic priorities Our outlook: compounding growth and sustainable shareholder value creation Growth algorithm fundamentals: on average over the medium to long term RevPAR growth HSD % CAGR +100-150bps p.a. ~10% CAGR ~100% +12-15% CAGR + Fee revenue Fee margin EBIT Stron
Slide 24: Underpinned by clear purpose, ambition and strategic priorities
IHG’s growth algorithm and strategic priorities Underpinned by clear purpose, ambition and strategic priorities OUR PURPOSE OUR AMBITION WHAT WE DO WHY WE DO IT Provide True To be the hotel company of choice Hospitality for Good for guests and owners OUR STRATEGIC PRIORITIES HOW WE MAKE IT HAPPEN RE
Slide 25: Progress on strategic priorities
Progress on strategic priorities
Slide 26: Relentless focus on growth
Progress on strategic priorities OUR PILLARS RELENTLESS FOCUS ON GROWTH 26
Slide 27: Record-breaking signings demonstrating the strength of our brands
Progress on strategic priorities: relentless focus on growth Record-breaking signings demonstrating the strength of our brands Signed 57k rooms (384 hotels) in H1 2024; 41k rooms (256 hotels) across our established brands and a further 16k rooms (128 hotels) across our new brands Established brands
Slide 28: A strong start for Garner, our newest brand
Progress on strategic priorities: relentless focus on growth A strong start for Garner, our newest brand Redefining the midscale market with a differentiated proposition; targeting >500 hotels over the next 10 years and >1,000 hotels over the next 20 years – Launched new best-in-class midscale conve
Slide 29: Agreement with NOVUM Hospitality
Progress on strategic priorities: relentless focus on growth Agreement with NOVUM Hospitality Doubles IHG’s hotel presence in Germany; launches Holiday Inn – the niu collaboration, and debuts Garner and Candlewood Suites brands – Agreement signed in April 2024 – 108 open hotels (15.3k rooms) and 11
Slide 30: Increases in new build and conversions signings
Progress on strategic priorities: relentless focus on growth Increases in new build and conversions signings Improving owner confidence validated by positive new build signings trajectory, which continued into H1 2024; excellent growth in conversions 2020 - H1 2024 new build and conversion signings
Slide 31: Brands guests and owners love
Progress on strategic priorities OUR PILLARS BRANDS GUESTS AND OWNERS LOVE 31
Slide 32: Holiday Inn: the most trusted travel and hospitality brand
Progress on strategic priorities: brands guests and owners love Holiday Inn: the most trusted travel and hospitality brand* Evolved design, visual identity and service, adding sophistication while lowering costs; improved estate quality driving guest satisfaction, loyalty and revenue delivery – Refl
Slide 33: Driving hotel owner ROI and improved guest experiences
Progress on strategic priorities: brands guests and owners love Driving hotel owner ROI and improved guest experiences Modernising and optimising our brand designs and prototypes Suites / extended stay avid / Candlewood Crowne Plaza scalable prototypes dual brand design solutions First 2 opened in Q
Slide 34: Leading commercial engine
Progress on strategic priorities OUR PILLARS LEADING COMMERCIAL ENGINE 34
Slide 35: Innovating our hotel tech stack
Progress on strategic priorities: leading commercial engine Innovating our hotel tech stack Creating a superior value proposition for our owners through best-in-class technology platforms 1 2 3 Guest Reservation Revenue Management Property Management System System System (GRS) (RMS) (PMS) 35
Slide 36: Capitalising on enhanced GRS capabilities
Progress on strategic priorities: leading commercial engine Capitalising on enhanced GRS capabilities Driving value for our owners and IHG through ongoing, agile and rapid development Room attribute upsell: ‘Better View’, ‘Bigger Room’ and ‘Higher Floor’ now available in 6,000+ hotels Regent Hong Ko
Slide 37: Rolling out our best-in-class Revenue Management System
Progress on strategic priorities: leading commercial engine Rolling out our best-in-class Revenue Management System Driving revenue performance through a new platform bringing together leading data science and forecasting tools, to deliver advanced insights and recommendations to hotels Progress upd
Slide 38: Changes to System Fund arrangements
Progress on strategic priorities: leading commercial engine Changes to System Fund arrangements Improved hotel owner economics and increased ancillary fee streams The System Fund has two main sources of revenue: 1) Revenue from hotel owners 2) Revenue from customers – Hotel owners are the main contr
Slide 39: Care for our people, communities and planet
Progress on strategic priorities OUR PILLARS CARE FOR OUR PEOPLE, COMMUNITIES AND PLANET 39
Slide 40: Journey to Tomorrow
Progress on strategic priorities: care for our people, communities and planet Journey to Tomorrow Aligned to our purpose of True Hospitality for Good and building on years of important progress, Journey to Tomorrow puts IHG on a longer-term path to positive change for our people, communities and pla
Slide 41: Introduced the Low Carbon Pioneers programme
Progress on strategic priorities: care for our people, communities and planet Introduced the Low Carbon Pioneers programme The initiative is a first of its kind in our industry; focused on increasing adoption of carbon reduction practices across IHG’s estate Holiday Inn Express Madrid Airport – Spai
Slide 42: Announced a global partnership to help combat hunger
Progress on strategic priorities: care for our people, communities and planet Announced a global partnership to help combat hunger Part of our pledge to improve the lives of 30 million people around the world by 2030 through skills training, disaster response and helping tackle food poverty – New pa
Slide 43: Commercial & Marketing
Commercial & Marketing Heather Balsley Chief Commercial & Marketing Officer 43
Slide 44: Our Commercial & Marketing organisation
Commercial & Marketing: overview Our Commercial & Marketing organisation Maximising revenue delivery and returns for hotels to unlock system growth Develops IHG Hotels & Resorts Leads IHG One Rewards Orchestrates IHG’s masterbrand and 19 hotel brands loyalty programme to motivate commercial engine t
Slide 45: Our approach: a leading commercial engine powered by our brands
Commercial & Marketing: overview Our approach: a leading commercial engine powered by our brands Interdependent elements of our strategy work together to drive revenue at lowest possible cost to hotels IHG Hotels & Resorts masterbrand Enterprise contribution Brand portfolio Ancillary revenue IHG One
Slide 46: Masterbrand: building the 'brand' of IHG Hotels & Resorts
Commercial & Marketing: IHG Hotels & Resorts masterbrand Masterbrand: building the ‘brand’ of IHG Hotels & Resorts Strengthening awareness and reputation to drive revenue, inspire owner interest and talent acquisition OUR AMBITION: Positively influences MAKE commercial delivery Inspires owner intere
Slide 47: Masterbrand: 'masterbrand everywhere' strategy
Commercial & Marketing: IHG Hotels & Resorts masterbrand Masterbrand: ‘masterbrand everywhere’ strategy Global and targeted marketing across all guest touchpoints 1 2 3 Focus and broaden Span key customer Leverage the “billboard marketing journey moments effect” of 6k+ hotels One campaign for all Dr
Slide 48: Masterbrand: our investment is having an impact
Commercial & Marketing: IHG Hotels & Resorts masterbrand Masterbrand: our investment is having an impact A strong improvements in brand power, engagement and reputation Leading in Growing Leading in share of voice social engagement social reputation #1 +65% 4.37 Global share of voice Social engageme
Slide 49: Brand portfolio expansion since 2015
Commercial & Marketing: brand portfolio Brand portfolio expansion since 2015 Nine brands added to our industry-leading portfolio through a combination of organic launches, acquisitions and commercial partnerships Legend New Brand LUXURY & LIFESTYLE PREMIUM ESSENTIALS SUITES EXCLUSIVE PARTNERS 49
Slide 50: IHG One Rewards
Commercial & Marketing: IHG One Rewards loyalty programme IHG One Rewards Members are our most profitable guests Highest value Highest ROI Ancillary customers marketing revenue Spend 20% more per stay Data-driven and Points purchase + co-brand credit and return more often book direct 10x more often
Slide 51: IHG One Rewards
Commercial & Marketing: IHG One Rewards loyalty programme IHG One Rewards Loyalty members drive more profit per stay versus OTA + = Spend Cost Drive more MORE LESS HOTEL PROFIT ~ +10% ~ +20% ~ -50% OTA ADR Loyalty ADR OTA fees Book direct fees OTA net revenue Loyalty net revenue Note: book direct fe
Slide 52: IHG One Rewards
Commercial & Marketing: IHG One Rewards loyalty programme IHG One Rewards Our reimagined programme, launched in 2022, has significantly transformed the member and owner proposition New programme New IHG One Global awareness New US tiers & benefits Rewards app campaign co-brand products Members: - Of
Slide 53: IHG One Rewards: leading indicators of growing member stickiness
Commercial & Marketing: IHG One Rewards loyalty programme IHG One Rewards: leading indicators of growing member stickiness Members are happier, more engaged, and returning more frequently Happier members Higher engagement More frequent returns − Improved Elite member satisfaction − Milestone Rewards
Slide 54: IHG One Rewards: our investment is paying off
Commercial & Marketing: IHG One Rewards loyalty programme IHG One Rewards: our investment is paying off Member base growth with increased spend and return rates driving +10%pts in member penetration Size of member base Member penetration (total number of members) (room nights booked by members) 130m
Slide 55: IHG One Rewards: member scale is a critical enabler of our success
Commercial & Marketing: IHG One Rewards loyalty programme IHG One Rewards: member scale is a critical enabler of our success Powerful member base unlocks growth, new partners, and drives IHG margin and System Fund capacity 1 2 3 Powers growth Attracts partners Drives ancillary fees via owner percept
Slide 56: US co-brand credit cards: a powerful growth business
Commercial & Marketing: ancillary revenue (co-brand credit cards + point sales) US co-brand credit cards: a powerful growth business High value members powering material financial returns for IHG Cardholders are amongst the most valuable and engaged of all IHG One Rewards members Cardholders stay Ca
Slide 57: US co-brand credit cards: material momentum and further upside
Commercial & Marketing: ancillary revenue (co-brand credit cards + point sales) US co-brand credit cards: material momentum and further upside Optimised and relaunched our US co-brand credit card products, elevating performance across metrics Recent history H1 2024 US co-brand credit card highlights
Slide 58: Enterprise contribution: drives hotel profitability
Commercial & Marketing: enterprise contribution Enterprise contribution: drives hotel profitability Maximises revenue, minimises customer acquisition cost and drives pace of hotel ‘ramp-up’ to steady state performance Total enterprise contribution +3pts 80% − Digital contribution growth driven by st
Slide 59: Wrap up
Commercial & Marketing: wrap up Wrap up Continued momentum and ongoing investment to drive low-cost revenue and enable system size growth − IHG’s commercial engine drives high value, low cost of acquisition revenue for hotels, that complement our brand formats to optimise cost to build and operate t
Slide 60: Conclusions
Conclusions Elie Maalouf Chief Executive Officer 60
Slide 61: Conclusions
Conclusions Conclusions A well-invested, high-performing business that drives growth and shareholder value – H1 RevPAR growth +3.0% YOY, +3.2% in Q2 – Gross system growth of +4.9% YOY; net system growth of +3.2% YOY – Record-breaking signings of 57.1k rooms, +67% YOY; pipeline growth of +15% YOY – F
Slide 62: Please hold for the live Q&A
Please hold for the live Q&A which will commence at 9.30am UK time.
Slide 63: Q&A
Q&A Analysts and institutional investors wishing to ask questions should use the following dial-in details: UK: 020 3936 2999 France: 970 733 958 US: 646 787 9445 Passcode: 800930 To ask a question, press *1. To withdraw a question, press *2. For operator assistance, press *0.
Slide 64: Appendices: H1 2024 Financial Performance
Appendices H1 2024 Financial Performance
Slide 65: Revenue and operating profit breakdown
Appendices: H1 2024 financial performance Revenue and operating profit breakdown Results from reportable segments H1 2024 H1 2023 ‘24 vs ’23 ‘24 vs ‘23 FY 2023 $ change % change Franchise and base management fees $657m $625m $32m 5% $1,304m Incentive management fees $81m $73m $8m 11% $168m Central r
Slide 66: Revenue growth rate analysis H1 2024 vs H1 2023
Appendices: H1 2024 financial performance Revenue growth rate analysis H1 2024 vs H1 2023 RevPAR growth % Net rooms growth % Underlying Fee Revenue1 Comparable Total YOY Available Growth % Comments Hotels that have All hotels that were Aggregate number traded in all months open in H1 2024 and of roo
Slide 67: Revenue and operating profit 2021-2024 (post-IFRS 17)
Appendices: H1 2024 financial performance Revenue and operating profit 2021-2024 (post-IFRS 17) Total Revenue Total Operating Profit¹ H1 FY H1 FY Actual US$ 2024 2023 2022 2023 2022 2021 2024 2023 2022 2023 2022 2021 Franchise and Base Management Fees 471 456 406 936 861 683 - - - - - - Incentive Ma
Slide 68: Revenue and operating profit 2019-2022 (pre-IFRS 17)
Appendices: H1 2024 financial performance Revenue and operating profit 2019-2022 (pre-IFRS 17) Total Revenue Total Operating Profit¹ FY FY Actual US$ 2022 2021 2020 2019 2022 2021 2020 2019 Franchise and Base Management Fees 861 683 452 840 - - - - Incentive Management Fees 18 8 5 13 - - - - Fee Bus
Slide 69: H1 2024 underlying fee business revenue and operating profit reconciliations
Appendices: H1 2024 financial performance H1 2024 underlying fee business revenue and operating profit non-GAAP reconciliations Americas EMEAA Greater China Central Total IHG Operating Operating Operating Operating Operating $m Revenue Profit Revenue Profit Revenue Profit Revenue Loss Revenue Profit
Slide 70: H1 2023 underlying fee business revenue and operating profit reconciliations
Appendices: H1 2024 financial performance H1 2023 underlying fee business revenue and operating profit non-GAAP reconciliations Americas EMEAA Greater China Central Total IHG Operating Operating Operating Operating Operating $m Revenue Profit Revenue Profit Revenue Profit Revenue Loss Revenue Profit
Slide 71: Net system size growth (YOY)
Appendices: H1 2024 financial performance Net system size growth delivered through strength of brands and enterprise platform Net System Size Growth (YOY) TOTAL IHG Americas (15.4) (7.9) 44.9 954.8 13.1 521.5 925.3 516.3 H1 2023 Openings Exits H1 2024 H1 2023 Openings Exits H1 2024 Europe, Middle Ea
Slide 72: Net system size growth (YTD)
Appendices: H1 2024 financial performance Net system size growth delivered through strength of brands and enterprise platform Net System Size Growth (YTD) TOTAL IHG Americas (9.3) (4.9) 18.0 6.9 954.8 521.5 946.2 519.6 FY 2023 Openings Exits H1 2024 FY 2023 Openings Exits H1 2024 Europe, Middle East
Slide 73: Ordinary shares
Appendices: H1 2024 financial performance Ordinary shares Number of shares (m) H1 2024 H1 2023 Opening balance at 1 January 172.3 183.1 Closing balance at 30 June 168.6 177.7 Closing balance excluding treasury1, ESOT and forfeitable shares 161.3 170.2 Basic weighted average shares (excluding treasur
Slide 74: Currency impacts
Appendices: H1 2024 financial performance Currency impacts ($m) Reported H1 2023 Reported H1 2024 Revenue H1 2023 at H1 2024 AER2 Var. H1 2024 at H1 2023 AER2 Var. Americas 537 537 - 561 564 (3) EMEAA 309 304 5 347 353 (6) Greater China 74 71 3 77 79 (3) Central Overheads3 111 111 - 123 124 (1) Tota
Slide 75: Strong track record of margin accretion
Appendices: H1 2024 financial performance Strong track record of margin accretion by delivering growth in fee business revenue whilst leveraging an efficient overhead base $1,600m 60% – 130bps fee margin annual increase on average over the decade to 2019 $1,400m 55% – 100-150bps further expansion ex
Slide 76: IHG typically converts >100% of earnings into free cash
Appendices: H1 2024 financial performance IHG typically converts >100% of earnings into free cash 1,000 Conversion 250% 800 200% 600 150% 400 100% 200 50% 0 0% 2015 2016 2017 2018 2019 2020 2021 2022 2023 Adjusted Free Cash Flow Adjusted Earnings Conversion Rate (%) From 2015 to 2023 cumulatively, 1
Slide 77: Appendices: Progress on Strategic Priorities
Appendices Progress on Strategic Priorities
Slide 78: Asset light, mainly franchised, and geographically diverse
Appendices: progress on strategic priorities Asset light, mainly franchised, and geographically diverse System size and pipeline Strong competitive position in an industry where System size (rooms): Luxury branded players are gaining 2% <1% 11% 184k 522k market share 27% 71% 19% 55% Upscale/ Upper M
Slide 79: Strong portfolio of 19 preferred brands across chain scales
Appendices: progress on strategic priorities Strong portfolio of 19 preferred brands across chain scales Having added nine brands to our portfolio since 2015 LUXURY & PREMIUM ESSENTIALS SUITES EXCLUSIVE LIFESTYLE PARTNERS SYSTEM SYSTEM SYSTEM SYSTEM SYSTEM 14% 15% 60% 9% 2% PIPELINE PIPELINE PIPELIN
Slide 80: Luxury & Lifestyle
Appendices: progress on strategic priorities Luxury & Lifestyle Driving high-value growth through an industry-leading collection of brands; at 1H24, 517 properties in the system; pipeline of 365 more represents future rooms growth of ~50% Six Senses Regent InterContinental In 5 years In 6 years The
Slide 81: Luxury & Lifestyle
Appendices: progress on strategic priorities Luxury & Lifestyle Driving high-value growth through an industry-leading collection of brands; at 1H24, 517 properties in the system; pipeline of 365 more represents future rooms growth of ~50% Vignette Collection Kimpton Hotel Indigo First 18 hotels now
Slide 82: Premium
Appendices: progress on strategic priorities Premium Uniquely tailored to target upscale customer segments; at 1H24, 538 properties in the system; pipeline of 279 more represents future rooms growth of ~45% voco HUALUXE Crowne Plaza EVEN Our conversion-focused Designed specifically with the Our refr
Slide 83: Essentials
Appendices: progress on strategic priorities Essentials Continued opportunity for growth in our core segment; at 1H24, 4.5k properties in the system; pipeline of 1.2k more represents future rooms growth of ~30% Holiday Inn Express Holiday Inn Garner avid The world’s largest hotel An industry icon; a
Slide 84: Suites
Appendices: progress on strategic priorities Suites An expanding portfolio of extended stay properties across chain scales; at 1H24, 745 properties in the system; pipeline of 389 more represents future rooms growth of ~45% Staybridge Atwell Candlewood Holiday Inn Suites Suites Suites Club Vacations
Slide 85: Exclusive Partners
Appendices: progress on strategic priorities Exclusive Partners Demonstrating the strength of the IHG enterprise platform and desire for strategic partners to join our system Iberostar Beachfront Resorts Substantially strengthens our resort and all-inclusive presence Iberostar Selection Eolia Djerba
Slide 86: IHG sesorrs
IHG sesorrs e ees REGENT * Il EVEN IBEROSTAR 0 INTERCONTINENTAL 4f Holiday Inn NIGNETTE Garner KIMPTON avid HOTEL INDIGO ATWELL SUITES VOco qISTAYBRIDGER ne | 86 fe) CROWNE PLAZA (5) CANDLEWOOD SUITES REWARDS,
InterContinental Hotels Group — H1 2024 Earnings Presentation on 6ix