A Superior Owner Proposition

IHG is one of the world's leading hotel companies because of our strategy for high-quality growth. A central pillar of this strategy is our highly competitive proposition to owners, which drives superior returns. Delivering 163 million room nights across 4,942 hotels in nearly 100 countries and territories each year gives us clear benefits of scale and scope. Our business is ownerdriven, with a focus on high-quality growth, and proven strength in source markets such as USA, UK, Germany, Russia, China and Japan.

While owners appreciate our vast scale and global footprint, they rightfully want to experience it locally, too. IHG never loses sight of providing strong local support for each and every hotel - always with a clear vision to create Great Hotels Guests Love®.

IHG History

Our history

1777

William Bass sets up a brewery in Burton-on-Trent. The Bass business thrives, developing into one of the UK's leading brewers.

1876

The Bass red triangle becomes the first trademark to be registered in the UK.

Bass

1960s

Bass acquires a number of well-known regional brewing companies including Mitchells & Butlers in the Midlands (1961), before merging with Charringtons in London in 1967. These acquisitions make Bass one of the largest brewers and pub owners in the UK.

1988

Bass makes its first significant international move into the hotel industry, buying Holiday Inns International.

Holiday Inn sign

1989

The Beer Orders legislation is passed. This limits the number of tied pubs that major brewers can own and signals a major industry restructuring.

Bass reduces the number of pubs that it owns dramatically and focuses on larger outlets. At the same time, it directs cashflow into developing an international hotel business.

1990

Bass buys the North American Holiday Inn business and Holiday Inn grows internationally.

1991

Bass launches Holiday Inn Express, a complementary brand in the limited service segment.

1994

Bass launches Crowne Plaza, a move into the upscale hotel market.

Crowne Plaza

Bass's pubs business continues to grow. The business has also become increasingly branded. Bass opens the first O'Neill’s public house in 1994 and acquires the restaurant chain Harvester in September 1995.

The Harvester acquisition, the development of the All Bar One brand in 1994 and the acquisition of the Browns restaurant chain marks a significant commitment to the growing eating out market in the UK.

1996

Bass's attempt to acquire half of the Carlsberg-Tetley brewing business in the UK is blocked by the UK government.

Bass renews its focus on its hotels and pubs divisions. Over the next few years, it sells smaller, non-core businesses such as Gala bingo and Coral bookmakers, along with some of its pubs, including the leased pub business.

1997

As the hotel business becomes more purely brand focused, Bass sells its North American midscale hotel buildings, but keeps control of the branding of the hotels through franchise agreements.

Bass creates and launches a new hotel brand, Staybridge Suites by Holiday Inn. It's an entry into the profitable North American upscale extended stay market. Staybridge Suites becomes the fastest brand in this segment to reach 50 units in the Americas.

Staybridge Suites

1998

Bass acquires the InterContinental hotel company, adding an upper upscale brand to its hotel portfolio. It's an acquisition that brings considerable synergies and cost savings.

1999

The group strengthens its pub division in the UK by cherry picking 550 high-potential sites from Punch Taverns, who had acquired the 3,500 strong pub estate of Allied Domecq.

2000

By acquiring Southern Pacific Hotels Corporation (SPHC) in Australia, Bass confirms its position as the leading hotel company in Asia Pacific.

It also acquires Bristol Hotels & Resorts Inc., a US-based hotel management company comprising 112 hotels operating mainly under leases. This gives the group a stronger management contract presence in the world's largest hotel market.

The group sells Bass Brewers to a major Belgian brewer for £2.3 billion.

This marks the final step in refocusing the group from a domestic brewing operation to a leading international hospitality retailer – a process that has taken over ten years to complete.

It also involves the sale of the Bass name and a change of name to Six Continents PLC – a name that better reflects the global spread of the group's businesses.

Six Continents

2001

In February, Six Continents sells 988 smaller, unbranded pubs for £625 million.

In April, it acquires the European Posthouse chain of hotels for £810 million. The chain has hotels in strategic locations that are suitable for conversion to Holiday Inn, consolidating the Holiday Inn brand in the UK and Europe.

The group buys the InterContinental Hong Kong for £241 million, strengthening its position in the upscale hotel market in the key Chinese and Asia Pacific markets.

2002

On 1 October, Six Continents PLC announces the proposed separation of the group’s hotels and soft drinks businesses (to be called InterContinental Hotels Group PLC) from the retail business (to be called Mitchells & Butlers plc), and the return of £700 million of capital to shareholders.

This process is completed on 15 April 2003. InterContinental Hotels Group PLC (IHG) is now a distinct, discrete company, listed in the UK and the US stock markets.

InterContinental Hotel Group plc

2003

In July, IHG sells 16 Staybridge Suites hotels to Hospitality Properties Trust (HPT) and enters into a 20-year management agreement.

In December, IHG adds the midscale extended stay brand Candlewood Suites to its portfolio.

2004

In April, IHG announces the introduction of a new brand, Hotel Indigo, focused on providing affordable boutique accommodation.

Hotel Indigo

In the same month, the group adopts new standards for selling or re-selling hotel rooms for guest stays through online travel companies.

2005

Following the success of the extended stay Staybridge Suites brand in North America, IHG launches Staybridge Suites UK in April 2005.

IHG announces the disposal of 100% of its holding in Britvic plc. IHG is now a company with a pure hotels focus.

2006

IHG signs an operating joint venture with All Nippon Airways (ANA). The resulting joint venture – IHG ANA Hotels Group Japan – will be the largest international hotel operator in Japan, the world’s second largest hotel market. The deal sees the introduction of three new brands created for Japan: ANA-InterContinental, ANA-Crowne Plaza and ANA-Holiday Inn.

Champagne glasses

2007

IHG announces a worldwide relaunch of the Holiday Inn brand family, comprising Holiday Inn, Express by Holiday Inn and Holiday Inn Express. The relaunch programme will give Holiday Inn a refreshed and contemporary brand image. All Holiday Inn hotels open or under development are expected to have implemented the relaunch programme by the end of 2010, with the first due to open in mid 2008 in the US.

Holiday Inn logos

2008

IHG entered the timeshare market through an exclusive licensing and marketing agreement, launching our Holiday Inn Club Vacations brand.

2009

Holiday Inn and Holiday Inn Express are announced by The London Organising Committee of the Olympic Games and Paralympic Games (LOCOG) as the 'Official Hotel Services Provider to London 2012' and a Tier Three commercial partner.

IHG launches 'Green Engage', an online system to help hotels manage their energy consumption more effectively. The system compares hotels of a similar nature across the world and lists actions hotels can take to reduce waste, and energy and water consumption.

2010

IHG entered an innovative alliance with the Las Vegas Sands Corp., bringing The Venetian and The Palazzo Resorts into the InterContinental system.

IHG launches its Priority Club Rewards iPhone app, complementing IHG's mobile websites that provide customers with the functionality to find and book hotel rooms, check rates and view or change reservations for all seven of its brands.

2011

IHG launches 'Best Price Guarantee', the website guarantee for guests booking on any IHG brand site. Any guest who finds a qualifying, lower room price for an IHG hotel elsewhere online will receive their first night free and the rest of their stay will match the price found.

Best Price Guarantee logo

2012

In February, IHG launches EVEN™ Hotels, the first mainstream hotel brand focused on wellness and fulfilling the demand for healthier travel.

EVEN Hotels logo

The following month, IHG unveils the first upscale international hotel brand designed with the Chinese traveller in mind, HUALUXE™ Hotels and Resorts.

Hualuxe Hotels and Resorts logo

2013

IHG was the first in the industry to commit to free guest internet for all loyalty members worldwide.

IHG Strategic Vision

IHG Strategic Vision

Our strategy is to be the first choice for hotel guests and owners by building the best operating system in the industry, focused on strategic markets and segments.

We’re focused on winning through our strong portfolio of nine hotel brands, our talented people who demonstrate our promise and bring brands to life for guests, and our best-in-class delivery systems that enable us to leverage our scale. At the heart of our culture is a commitment to act responsibly in everything we do. Simply stated, our goals are:

Improving the performance of our brands

  • Using our insight to make our brands the first choice for guests.
  • Delivering consistent customer experiences.

Generating excellent returns for IHG-branded hotels

  • Improving hotel revenue by encouraging guest visits.
  • Improving efficiency of each hotel and operating process.

Strengthening our organization

  • Investing in our people and our ability to do business.
  • Building strong relationships within our company and with our owners across the world.

Putting our market scale and knowledge to good use

  • Using our worldwide scale and experience to convert more hotels to our brands.
  • Making the most of our global presence – guests choose brands they know when they travel.

We have a holistic set of carefully selected key performance indicators (KPIs) to monitor our success in achieving our strategy.

  • ‘Where we compete,’ focusing on relevant consumer segments, the most attractive markets, and the appropriate business model
  • ‘How we win,’ focusing on our corporate priorities of preferred brands, talented people, best-in-class delivery, and responsible business

In particular, we use the following measurements to monitor our performance:

  • Global RevPAR
  • System contribution - the proportion of business delivered to IHG-branded hotels by our dedicated IHG booking channels
  • Employee engagement
  • Responsible business practices

These KPIs are used to measure the progress of our group to deliver Great Hotels Guests Love®.

IHG AMEA Leadership

Jan Smits

Jan Smits - Chief Executive Officer, Asia, Middle East and Africa

Joined the Group: 2002

Skills and Experience: Jan has 31 years' experience in the hospitality industry. He held various senior positions in the Asia and Australasia region. He became Managing Director, Asia Australasia in June 2009. Following the amalgamation of our Middle East and Africa region with our Asia Australasia region, he became Chief Executive, Asia, Middle East and Africa in August 2011.

Key Responsibilities: These include business development and performance of all the hotel brands and properties in Asia, Middle East and Africa.

Rajit - Chief Development Officer, Asia, Middle East and Africa

Alan is responsible for IHG's operations across more than 250 hotels in Asia, Middle East and Africa (AMEA). He is also responsible for the team which manages the region's hotel performance systems and processes.

Alan Watts - Chief Operating Officer, Asia, Middle East and Africa

Alan is responsible for IHG's operations across more than 250 hotels in Asia, Middle East and Africa (AMEA). He is also responsible for the team which manages the region's hotel performance systems and processes.

Clarence Tan - Senior Vice President, Development, Asia, Middle East and Africa

Clarence leads the development efforts for all IHG brands, focusing on growing our presence across key markets in AMEA.

Pascal Gauvin - Chief Operating Officer, India, Middle East & Africa

Pascal is responsible for IHG's operations in India, Middle East and Africa, and driving growth in key markets.

Karin Sheppard, Chief Operating Officer, Australasia

Karin is responsible for IHG's operations in Australasia and driving growth across key markets.

Leanne Harwood - Vice President, Operations, SEA & Korea

Leanne is responsible for IHG's operations in Australasia and driving growth across key markets.

Amadeo Zarzosa - Vice President, Operations, Resorts & New Hotel Openings, Asia, Middle East & Africa

Amadeo is responsible for IHG's operations in Australasia and driving growth across key resort destinations.

Jeanette Chan - Chief Financial Officer, Asia, Middle East & Africa

Jeanette is Chief Financial Officer for Asia, Middle East & Africa (AMEA). She leads the group's finance organisation in AMEA and is responsible for the financial performance and profit maximisation for IHG's hotels across the region.

Janice Gan - Vice President, Legal, Asia, Middle East and Africa

Janice is responsible for the provision of legal advice, the compliance function and overall reputation of IHG across the AMEA region.

Nick Barton - Chief Commercial Officer, Asia, Middle East & Africa

Nick is responsible for maximising hotel performance and strengthening the profile of IHG's hotel brands in Asia, Middle East and Africa.

Jean Tan - Vice President, Communications, Asia, Middle East and Africa

Jean is responsible for building IHG's internal and external reputation and strengthening the profile of IHG and our portfolio of hotel brands through corporate, brand, internal and owner communications.

Deborah Woollard - Vice President, Human Resources, Asia, Middle East & Africa

Deborah is responsible for shaping and delivering human resources strategies to support the business plans and objectives for the group in the AMEA region.

Tony Yeoh - Vice President, Information Technology

Tony is responsible for the technology infrastructure in IHG's hotels, corporate offices and Global Business Support Centre in Asia, Middle East & Africa.

Last updated 1st March 2016

Investors

To execute our asset light strategy, we strengthen our portfolio of preferred and differentiated brands by developing hotels in the most attractive high-growth markets and industry segments. Investing in the future growth of our brands enables us to drive sustainable growth in our profitability and deliver superior shareholder returns over the long term.

An outside seating area
Annual Report & Form 20-F 2014


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Please visit our corporate site for investor information.

Corporate Responsibility

Corporate Responsibility

Being a responsible business is part of IHG’s DNA and is at the heart of everything we do. This is part of our culture and underpins our entire strategy. As the owner of an IHG hotel, you will benefit from our three core programmes developed to reduce your hotel’s operating costs, reduce environmental impact and support the local community around your hotel.

IHG Green Engage

  • The award-winning IHG Green Engage system helps your hotel to track, measure and report on your carbon footprint and utility consumption. The system also recommends more than 200 cost-saving Green Solutions which help deliver greater sustainability. The average hotel can achieve impressive energy savings of up to 25%.

IHG® Shelter in a Storm Program

  • IHG Shelter in a Storm is our disaster relief programme and equips our hotels to act quickly and decisively to support guests, colleagues and local communities when disaster strikes. Central to this is our IHG® Shelter Fund. The fund is built up by fundraising activities in our hotels and corporate offices throughout the year. This means we can provide financial assistance, vital supplies and accommodations immediately after a disaster.

IHG® Academy

  • The IHG Academy is a pioneering global collaboration between IHG hotels, local education providers, and community organisations that gives local people a chance to learn the skills they need to find work in the hotel industry. In addition to benefiting our local communities, the programme can also reduce recruitment costs by helping to build a talent pipeline for your hotel. Currently, we operate over 1,000 IHG Academy programmes in nearly 60 countries across the globe.

Owners Association

The IHG Owners Association represents the interests of our franchise owners and operators of more than 3,400 InterContinental Hotels Group (IHG) hotels worldwide in the United States, Europe, the Middle East, Africa, Canada, Mexico and Latin America. The Association works globally in partnership with IHG to improve revenue for our hotels, further strengthen the value of IHG’s brands and most importantly, enhance the experience for our guests.


Please visit the IHG Owners Association site for more information.