Our performance

Our five-year targets, 2013-2017, signal our commitment to doing business responsibly and to creating shared value for IHG, our owners, the environment and the local community.

Sustainable communities

Provide skills and improved employability to 40,000 people via IHG® Academy

86% of target complete

Number of people participating in IHG® Academy programmes

Year No of people
2016 11,985
2015 9,287
2014 6,666

2016 progress

  • 11,985 participants benefitted from the IHG Academy.
  • 2,145 IHG Academy programmes across 75 countries.
  • At the end of 2015 we have exceeded the original target of 20,000 participants. As a result of this, we have doubled the target to 40,000 participants by year end 2017.

2017 priorities

  • Continue to provide skills and improved employability to people through IHG Academy, ensuring a positive impact for local people, our owners and IHG.
  • Continue to drive quality growth in the programme, including increasing engagement with our franchise hotels and enabling the transfer of talent inter-regionally.

Environmental sustainability*

Reduce carbon footprint per occupied room by 12% (from a 2012 baseline)

61% of target complete

Carbon footprint per occupied room (KgCO2e)

year Carbon footprint
2016 31.21
2015 31.30
2014 31.71
2013 33.39
2012 33.69

2016 progress

  • 7.4% reduction in carbon footprint per occupied room (to 31.21 KgCO2e) from 2013-2016, on a 2012 baseline across our entire estate.
  • We acknowledge there is still progress to be made to achieve our target by year end 2017 and are executing strategies to do so.
  • Reported a Carbon Disclosure Score of A-.

2017 priorities

  • Working closely across our franchised estate to drive reductions in our carbon footprint.
  • Continue to drive quality use of the IHG Green Engage system to reduce our impact on the environment and enable cost savings.

Reduce water use per occupied room in water-stressed areas (from a 2012 baseline) by 12%

66% of target complete

Water use (m3per occupied room

Year Water use per occupied room
2016 0.63
2015 0.66
2014 0.65
2013 0.66
2012 0.69

2016 progress

  • 7.9%** reduction in water use per occupied room (by 0.06m3) from 2013-2016, on a 2012 baseline in water-stressed areas.
  • We acknowledge there is still progress to be made to achieve our target by year end 2017 and are executing strategies to do so.
  • Completed the hospitality industry's most comprehensive water risk assessment across our global estate.

2017 priorities

  • Continue to reduce water use across our entire estate, with a particular focus on hotels in water-stressed areas.
  • Implement initiatives at hotel level to improve water stewardship and enable further reductions in water use.

* We are continuing to improve the quantity and quality of the environment data reported by hotels using the IHG Green Engage system; enabling us to improve the accuracy of our data. Each year our estate changes and the number of hotels reporting data increases, enabling our sampling to become more representative. Consequently, we are restating the impacts for all years from the baseline year 2012 annually to enable comparisons to be made. Reporting period from 1 October 2015 to 30 September 2016.
We calculate our environmental performance up to 15 decimal places. We have rounded to 2 decimal places in this report.

** We calculate water performance to 15 decimal places. Using full decimal place calculation results in a 7.9% reduction.

Responsible procurement

Diversity within our supply chain

Track and report supply chain diversity.

2016 progress

  • Our spend with diverse suppliers was $59.1m. A modest decrease on our spend in 2015 ($62.4m).

2017 priorities

  • Continue to work with diverse suppliers across our markets and increase this spend as appropriate.

Supplier evaluation of corporate responsibility criteria


Integrated corporate responsibility criteria into the selection and evaluation process for all preferred suppliers.

2016 progress

  • We have enhanced our procurement systems to require new suppliers to sign the IHG Vendor Code of Conduct as part of the process of becoming a preferred supplier.

2017 priorities

  • Continue to ensure that CR criteria is fully embedded in IHG procurement systems, forming an important decision criteria for preferred suppliers.