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UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
| þ | Annual Report Pursuant to Section 13 or 15(d) |
of the Securities Exchange Act of 1934
For the Fiscal Year Ended December 31, 2011
OR
| ¨ | Transition Report Pursuant to Section 13 or 15(d) |
of the Securities Exchange Act of 1934
For the Transition Period from to
Commission File Number: 1-7959
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
(Exact name of registrant as specified in its charter)
Maryland
(State or other jurisdiction
of incorporation or organization)
52-1193298
(I.R.S. employer identification no.)
One StarPoint
Stamford, CT 06902
(Address of principal executive
offices, including zip code)
(203) 964-6000
(Registrant’s telephone number,
including area code)
Securities Registered Pursuant to Section 12(b) of the Act:
| Title of Each Class |
Name of Each Exchange on Which Registered | |
| Common Stock, par value $0.01 per share | New York Stock Exchange |
Securities Registered Pursuant to Section 12(g) of the Act:
None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes þ No ¨
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No þ
Note: Checking the box above will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Exchange Act from their obligations under those Sections.
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ No ¨
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Website, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period than the registrant was required to submit and post such files). Yes þ No ¨
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§ 229.405 of this chapter) is not contained herein, and will not be contained, to the best of the registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K þ
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer or a smaller reporting company. See definition of “large accelerated filer”, “accelerated filer” and smaller reporting company in Rule 12b-2 of the Exchange Act.
| Large accelerated filer þ | Accelerated filer ¨ | Non-accelerated filer ¨ | Smaller reporting company ¨ | |||
| (Do not check if smaller reporting company) |
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ¨ No þ
As of the last business day of the registrant’s most recently completed second fiscal quarter, June 30, 2011, the aggregate market value of the registrant’s voting and non-voting common equity held by non-affiliates of the registrant computed by reference to the closing sales price as quoted on the New York Stock Exchange was approximately $10.9 billion.
As of February 10, 2012, the registrant had 196,106,079 shares of common stock outstanding.
Documents Incorporated by Reference:
| Document |
Where Incorporated | |
| Proxy Statement | Part III (Items 10, 11, 12, 13 and 14) |
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This Annual Report is filed by Starwood Hotels & Resorts Worldwide, Inc., a Maryland corporation (the “Corporation”). Unless the context otherwise requires, all references to “we”, “us”, “our”, “Starwood”, or the “Company” refer to the Corporation and include those entities owned or controlled by the Corporation.
This Annual Report contains statements that constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are any statements other than statements of historical fact, including statements regarding the intent, belief or current expectations of Starwood, its directors or its officers with respect to the matters discussed in this Annual Report. In some cases, forward-looking statements can be identified by the use of words such as “may,” “will,” “expects,” “should,” “believes,” “plans,” “anticipates,” “estimates,” “predicts,” “potential,” “continue,” or other words of similar meaning. Such forward-looking statements appear in several places in this Annual Report, including, without limitation, Item 1. Business and Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations. All forward-looking statements involve risks and uncertainties that could cause actual results to differ materially from those discussed in, or implied by, the forward-looking statements including, without limitation, the risks and uncertainties disclosed under Item 1A. Risk Factors. We caution readers that any such statements are based on currently available operational, financial and competitive information, and they should not place undue reliance on these forward-looking statements, which reflect management’s opinion only as of the date on which they were made. Except as required by law, Starwood undertakes no obligation to publicly update or revise any forward-looking statements to reflect current or future events or circumstances.
| Item 1. | Business |
General
We are one of the world’s largest hotel and leisure companies. We conduct our hotel and leisure business both directly and through our subsidiaries. Our brand names include the following:
St. Regis® (luxury full-service hotels, resorts and residences) is for connoisseurs who desire the finest expressions of luxury. They provide flawless and bespoke service to high-end leisure and business travelers. St. Regis hotels are located in the ultimate locations within the world’s most desired destinations, important emerging markets and yet to be discovered paradises, and they typically have individual design characteristics to capture the distinctive personality of each location.
The Luxury Collection® (luxury full-service hotels and resorts) is a group of unique hotels and resorts offering exceptional service to an elite clientele. From legendary palaces and remote retreats to timeless modern classics, these remarkable hotels and resorts enable the most discerning traveler to collect a world of unique, authentic and enriching experiences indigenous to each destination that capture the sense of both luxury and place. They are distinguished by magnificent decor, spectacular settings and impeccable service.
W® (luxury and upscale full-service hotels, retreats and residences) is where iconic design and cutting-edge lifestyle set the stage for exclusive and extraordinary experiences. Each hotel and retreat is uniquely inspired by its destination, where innovative design is inspired by local influences and creates energizing spaces to play or work by day or mix and mingle out by night. Guests are invited into extraordinary environments that combine entertainment, vibrant lounges, modern guestrooms, and innovative cocktail culture and cuisine. The beats per minute increase as the day transitions to night, amplifying the scene in every W Living Room for guests to socialize and see and be seen. W Hotels Worldwide, a global design powerhouse brought to life through W Happenings, exclusive partnerships and the signature Whatever/Whenever® promises to grant its guests and local community alike access to What’s New/Next.
Westin® (luxury and upscale full-service hotels, resorts and residences) provides innovative programs and instinctive services which transform every aspect of a guest’s stay into a revitalizing experience. Indulge in a deliciously wholesome menu including exclusive SuperFoodsRx® dishes. Energize in the fitness studio with the
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industry-leading WestinWORKOUT®. Revive in the Heavenly® Bath where luxurious touches create a spa-like experience. And of course, experience truly restorative sleep in the world-renowned Heavenly® Bed—an oasis of lush sheets, down, and patented pillow-top mattress. Whether an epic city center location or refreshing resort destination, Westin ensures guests leave feeling better than when they arrived. Westin. For A Better You.
Le Méridien® (luxury and upscale full-service hotels, resorts and residences) is a Paris-born hotel brand, currently represented by approximately 100 properties in 43 countries worldwide. Le Méridien aims to target the creative mind: an audience inspired by creativity who are eager to learn something new and see things in a different light. A curated approach towards the arts connects Le Méridien with the creative mind in an authentic and credible way. A cultural curator was engaged, responsible for integrating the arts into the guest experience and identifying the appropriate creative talents, a family of cultural innovators, LM100 TM, to define and enrich the guest experience through their dedicated tailor-made creations. This esteemed group comprises of a global array of visionaries, from painters to photographers, musicians to designers and chefs. Le Méridien is more than a hotel, it’s a way of life that provides “A New Perspective”.
Sheraton® (luxury and upscale full-service hotels, resorts and residences) is our largest brand serving the needs of upscale business and leisure travelers worldwide. For over 75 years this full-service, iconic brand has welcomed guests, becoming a trusted friend to travelers and one of the world’s most recognized hotel brands. From being the first hotel brand to step into major international markets like China, to completely captivating entire destinations like Waikiki, Sheraton understands that travel is about bringing people together. In Sheraton lobbies you’ll find the Link@SheratonSM experienced with Microsoft. The Sheraton Club is a social space where guests indulge in the upside of everything. Sheraton Fitness programmed by Core Performance, our signature fitness program, brings guests together as they train and eat healthy on the road. Sheraton transcends lifestyles, generations and geographies and will continue to welcome generation after generation of world travelers as The World’s Gathering Place.
Four Points® (select-service hotels) delights the self-sufficient traveler with what is needed for greater comfort and productivity. Great Hotels. Great Rates. All at the honest value our guests deserve. Our guests start their day feeling energized and finish up relaxed, maybe even with one of our Best Brews (local craft beer). It’s the little indulgences that make their time away from home special.
Aloft® (select-service hotels) first opened in 2008. It will already be opening its 55th property in 2012. Aloft provides new heights: an oasis where you least expect it, a spirited neighborhood outpost, a haven at the side of the road. Bringing a cozy harmony of modern elements to the classic on-the-road tradition, Aloft offers a sassy, refreshing, ultra effortless alternative for both the business and leisure traveler. Fresh, fun, and fulfilling, Aloft is an experience to be discovered and rediscovered, destination after destination, as you ease on down the road. Style at a Steal.
Element(SM) (extended stay hotels), a brand introduced in 2006 with the first hotel opened in 2008, provides a modern, upscale and intuitively designed hotel experience that allows guests to live well and feel in control. Inspired by Westin, Element hotels promote balance through a thoughtful, upscale environment. Decidedly modern with an emphasis on nature, Element is intuitively constructed with an efficient use of space that encourages guests to stay connected, feel alive, and thrive while they are away. Primarily all Element hotels are LEED certified, depicting the importance of the environment in today’s world. Space to live your life.
Through our brands, we are well represented in most major markets around the world. Our operations are reported in two business segments, hotels and vacation ownership and residential operations.
Our revenue and earnings are derived primarily from hotel operations, which include management and other fees earned from hotels we manage pursuant to management contracts, the receipt of franchise and other fees and the operation of our owned hotels.
Our hotel business emphasizes the global operation of hotels and resorts primarily in the luxury and upscale segment of the lodging industry. We seek to acquire interests in, or management or franchise rights with respect to properties in this segment. At December 31, 2011, our hotel portfolio included owned, leased, managed and franchised hotels totaling 1,076 hotels with approximately 315,300 rooms in approximately 100 countries, and is
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comprised of 59 hotels that we own or lease or in which we have a majority equity interest, 518 hotels managed by us on behalf of third-party owners (including entities in which we have a minority equity interest) and 499 hotels for which we receive franchise fees.
Our revenues and earnings are also derived from the development, ownership and operation of vacation ownership resorts, marketing and selling vacation ownership interests (“VOIs”) in the resorts and providing financing to customers who purchase such interests. Generally these resorts are marketed under the brand names described above. Additionally, our revenue and earnings are derived from the development, marketing and selling of residential units at mixed use hotel projects owned by us as well as fees earned from the marketing and selling of residential units at mixed use hotel projects developed by third-party owners of hotels operated under our brands. At December 31, 2011, we had 22 owned vacation ownership resorts and residential properties (including 13 stand-alone, eight mixed-use and one unconsolidated joint venture) in the United States, Mexico and the Bahamas.
Due to the global economic crisis and its impact on the long-term growth outlook for the timeshare industry, in 2009 we evaluated all of our existing vacation ownership projects, as well as land held for future vacation ownership projects. At that time, we decided not to initiate any new vacation ownership projects. We also decided not to develop certain vacation ownership sites and future phases of certain existing projects. As the economy and market conditions improved in 2011, we commenced construction on a future phase at one timeshare location where we had ceased development.
Our operations are in geographically diverse locations around the world. The following tables reflect our hotel and vacation ownership and residential properties by type of revenue source and geographical presence by major geographic area as of December 31, 2011:
| Number of Properties |
Rooms | |||||||
| Managed and unconsolidated joint venture hotels |
518 | 172,900 | ||||||
| Franchised hotels |
499 | 123,000 | ||||||
| Owned hotels (a) |
59 | 19,400 | ||||||
| Vacation ownership resorts and stand-alone properties |
13 | 7,000 | ||||||
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|
|
|
|||||
| Total properties |
1,089 | 322,300 | ||||||
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| (a) | Includes wholly owned, majority owned and leased hotels. |
| Number of Properties |
Rooms | |||||||
| North America (and Caribbean) |
565 | 179,600 | ||||||
| Europe |
161 | 39,000 | ||||||
| Asia Pacific |
210 | 66,900 | ||||||
| Africa and the Middle East |
84 | 21,600 | ||||||
| Latin America |
69 | 15,200 | ||||||
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|
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| Total properties |
1,089 | 322,300 | ||||||
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We have implemented a strategy of reducing our investment in owned real estate and increasing our focus on the management and franchise business. In furtherance of this strategy, since 2006, we have sold 65 hotels for approximately $5.6 billion. As a result, our primary business objective is to maximize earnings and cash flow by increasing the number of our hotel management contracts and franchise agreements; selling VOIs; and investing in real estate assets where there is a strategic rationale for doing so, which may include selectively acquiring interests in additional assets and disposing of non-core hotels (including hotels where the return on invested capital is not adequate) and “trophy” assets that may be sold at significant premiums. We plan to meet these objectives by leveraging our global assets, broad customer base and other resources and by taking advantage of
our scale to reduce costs. The implementation of our strategy and financial planning is impacted by the
uncertainty relating to geopolitical and economic environments around the world and its consequent impact on travel.
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The Corporation was incorporated in 1980 under the laws of Maryland. Sheraton Hotels & Resorts and Westin Hotels & Resorts, Starwood’s largest brands, have been serving guests for more than 60 years. Starwood Vacation Ownership (and its predecessor, Vistana, Inc.) has been selling VOIs for more than 20 years.
Our principal executive offices are located at One StarPoint, Stamford, Connecticut 06902, and our telephone number is (203) 964-6000.
For a full discussion of our revenues, profits, assets and geographical segments, see our consolidated financial statements of this Annual Report, including the notes thereto. For additional information concerning our business, see Item 2 Properties, of this Annual Report.
Competition
The hotel and timeshare industry is highly competitive. Competition is generally based on quality and consistency of room, restaurant and meeting facilities and services, attractiveness of locations, availability of a global distribution system, price, the ability to earn and redeem loyalty program points and other factors. Management believes that we compete favorably in these areas. Our properties compete with other hotels and resorts in their geographic markets, including facilities owned by local interests and facilities owned by national and international chains. Our principal competitors include other hotel operating companies, national and international hotel brands, and ownership companies (including hotel REITs).
We encounter strong competition as a hotel, resort, residential and vacation ownership operator. While some of our competitors are private management firms, several are large national and international chains that own and operate their own hotels, as well as manage hotels for third-party owners and sell VOIs, under a variety of brands that compete directly with our brands.
Intellectual Property
We operate in a highly competitive industry and our intellectual property, including brands, logos, trademarks, service marks, and trade dress is an important component of our business. The success of our business depends, in part, on the increase in awareness of our brands and our ability to further develop our brands globally through the use of our intellectual property. To that end, we apply to register, register and renew our intellectual property, enforce our rights against the unauthorized use of our intellectual property by third parties; and otherwise protect our intellectual property through strategies and in jurisdictions where we reasonably deem appropriate.
Environmental Matters
We are subject to certain requirements and potential liabilities under various foreign and U.S. federal, state and local environmental laws, ordinances and regulations (“Environmental Laws”). Under such laws, we could be held liable for the costs of removing or cleaning up hazardous or toxic substances at, on, under, or in our currently or formerly owned or operated properties. Such laws often impose liability without regard to whether the owner or operator knew of, or was responsible for, the presence of such hazardous or toxic substances. The presence of hazardous or toxic substances may adversely affect the owner’s ability to sell or rent such real property or to borrow using such real property as collateral. Persons who arrange for the disposal or treatment of hazardous or toxic wastes may be liable for the costs of removal or remediation of such wastes at the treatment, storage or disposal facility, regardless of whether such facility is owned or operated by such person. We use certain substances and generate certain wastes that may be deemed hazardous or toxic under applicable Environmental Laws, and we from time to time have incurred, and in the future may incur, costs related to cleaning up contamination resulting from historic uses of certain of our current or former properties or our treatment, storage or disposal of wastes at facilities owned by others. Other Environmental Laws govern occupational exposure to asbestos-containing materials (“ACMs”) and require abatement or removal of certain ACMs (limited quantities of which are present in various building materials such as spray-on insulation, floor coverings, ceiling coverings, tiles, decorative treatments and piping located at certain of our hotels) in the event of damage or demolition, or certain renovations or remodeling. Environmental Laws also regulate polychlorinated biphenyls (“PCBs”), which may be present in electrical equipment. A number of our hotels have underground storage tanks (“USTs”) and equipment containing chlorofluorocarbons (“CFCs”); the operation and
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subsequent removal or upgrading of certain USTs and the use of equipment containing CFCs also are regulated by Environmental Laws. In connection with our ownership, operation and management of our properties, we could be held liable for costs of remedial or other action with respect to PCBs, USTs or CFCs.
Congress and some states are considering or have undertaken actions to regulate and reduce greenhouse gas emissions. New or revised laws and regulations or new interpretations of existing laws and regulations, such as those related to climate change, could affect the operation of our hotels and/or result in significant additional expense and operating restrictions. The cost impact of such legislation, regulation, or new interpretations would depend upon the specific requirements enacted and cannot be determined at this time.
Environmental Laws are not the only source of environmental liability. Under common law, owners and operators of real property may face liability for personal injury or property damage because of various environmental conditions such as alleged exposure to hazardous or toxic substances (including, but not limited to, ACMs, PCBs and CFCs), poor indoor air quality, radon or poor drinking water quality.
Although we have incurred and expect to incur remediation and various environmental-related costs during the ordinary course of operations, management does not anticipate that such costs will have a material adverse effect on our operations or financial condition.
Seasonality and Diversification
The hotel industry is seasonal in nature; however, the periods during which our properties experience higher revenue activities vary from property to property and depend principally upon location. Generally, our revenues and operating income have been lower in the first quarter than in the second, third or fourth quarters.
Comparability of Owned Hotel Results
We continually update and renovate our owned, leased and consolidated joint venture hotels. While undergoing renovation, these hotels are generally not operating at full capacity and, as such, these renovations can negatively impact our owned hotel revenues and operating income. Other events, such as the occurrence of natural disasters may cause a full or partial closure or sale of a hotel, and such events can negatively impact our revenues and operating income. Finally, as we pursue our strategy of reducing our investment in owned real estate assets, the sale of such assets can significantly reduce our revenues and operating income from owned, leased and consolidated joint venture hotels.
Employees
At December 31, 2011, approximately 154,000 people were employed at our corporate offices, owned and managed hotels and vacation ownership resorts, of which approximately 31% were employed in the United States. At December 31, 2011, approximately 25% of the U.S.-based employees were covered by various collective bargaining agreements providing, generally, for basic pay rates, working hours, other conditions of employment and orderly settlement of labor disputes. Generally, labor relations have been maintained in a normal and satisfactory manner, and management believes that our employee relations are satisfactory.
Where You Can Find More Information
We file an annual report on a Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and amendments to those reports, a proxy statement and other information with the Securities and Exchange Commission (“SEC”). Our SEC filings are available to the public over the Internet at the SEC’s website at http://www.sec.gov. Our SEC filings are also available on our website at http://www.starwoodhotels.com/ corporate/investor_relations.html as soon as reasonably practicable after they are filed with or furnished to the SEC. You may also read and copy any document we file with the SEC at its public reference room located at 100 F Street, NE, in Washington, D.C. 20549 on official business days during the hours of 10 a.m. to 3 p.m. Please call the SEC at (800) SEC-0330 for further information. Our filings with the SEC are also available at the New York Stock Exchange. For more information on obtaining copies of our public filings at the New York Stock Exchange, you should call (212) 656-5060. You may also obtain a copy of our filings free of charge by calling Investor Relations at (203) 351-3500.
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| Item 1A. | Risk Factors. |
Risks Relating to Hotel, Resort, Vacation Ownership and Residential Operations
We Are Subject to All the Operating Risks Common to the Hotel and Vacation Ownership and Residential Industries. Operating risks common to the hotel and vacation ownership and residential industries include:
| • | changes in general economic conditions, including the severity and duration of downturns in the United States, Europe and global economies; |
| • | impact of war and terrorist activity (including threatened terrorist activity) and heightened travel security measures instituted in response thereto; |
| • | domestic and international political and geopolitical conditions; |
| • | travelers’ fears of exposures to contagious diseases; |
| • | decreases in the demand for transient rooms and related lodging services, including a reduction in business travel as a result of general economic conditions; |
| • | decreases in demand or increases in supply for vacation ownership interests; |
| • | the impact of internet intermediaries on pricing and our increasing reliance on technology; |
| • | cyclical over-building in the hotel and vacation ownership industries; |
| • | restrictive changes in zoning and similar land use laws and regulations or in health, safety and environmental laws, rules and regulations and other governmental and regulatory action; |
| • | changes in travel patterns; |
| • | changes in operating costs including, but not limited to, energy, labor costs (including the impact of unionization), food costs, workers’ compensation and health-care related costs, insurance and unanticipated costs such as acts of nature and their consequences; |
| • | the costs and administrative burdens associated with compliance with applicable laws and regulations, including, among others, franchising, timeshare, privacy, licensing and labor and employment; |
| • | disputes with owners of properties, including condominium hotels, franchisees and homeowner associations which may result in litigation; |
| • | the availability and cost of capital to allow us and potential hotel owners and franchisees to fund construction, renovations and investments; |
| • | foreign exchange fluctuations; |
| • | the financial condition of third-party owners, project developers and franchisees, which may impact our ability to recover indemnity payments that may be owed to us and their ability to fund amounts required under development, management and franchise agreements and in most cases our recourse is limited to the equity value said party has in the property; |
| • | the financial condition of the airline industry and the impact on air travel; and |
| • | regulation or taxation of carbon dioxide emissions by airlines and other forms of transportation. |
If We Are Unable to Maintain Existing Management and Franchise Agreements or Obtain New Agreements on as Favorable Terms, our Operating Results May be Adversely Affected. We are impacted by our relationships with hotel owners and franchisees. Our hotel management contracts are typically long-term arrangements, but most allow the hotel owner to replace us in certain circumstances, such as the bankruptcy of the hotel owner or franchisee, the failure to meet certain financial or performance criteria and in certain cases, upon a sale of the property. Our ability to meet these financial and performance criteria is subject to, among other things, the risks common to hotel industries described above. Factors outside of our control, such as the current European sovereign debt crisis, could also have a significant negative impact on the financial condition and viability of our hotel property owners. Additionally, the nature of responsibilities under these management and franchise arrangements may give rise to disagreements with the property owners, making it difficult to maintain
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positive relationships with current and potential hotel owners and franchisees. Consequently, our operating results would be adversely affected if we could not maintain existing management, franchise or representation agreements or obtain new agreements on as favorable terms as the existing agreements.
We and Our Third Party Licensees May Not Be Able to Sell Residential Properties Using our Brands for a Profit or at Anticipated Prices. We utilize our brands in connection with the residential portions of certain properties that we develop and license our brands to third parties to use in a similar manner for a fee. Residential properties using our brands could become less attractive due to changes in mortgage rates and the availability of mortgage financing generally, market absorption or oversupply in a particular market. As a result, we and our third party licensees may not be able to sell these residences for a profit or at the prices that we or they have anticipated.
The Recent Recession in the Lodging Industry and the Global Economy Generally Will Continue to Impact Our Financial Results and Growth. The recent economic recession and continued economic uncertainty in the United States, Europe and much of the rest of the world has had a negative impact on the hotel and vacation ownership and residential industries. Substantial increases in air and ground travel costs and decreases in airline capacity have reduced demand for our hotel rooms and interval and fractional timeshare products. Accordingly, our financial results have been impacted by the economic recession and both our future financial results and growth could be further harmed if recovery from the economic recession slows or the economic recession becomes worse. In certain cases, we have entered into third party hotel management contracts which contain performance guarantees specifying that certain operating metrics will be achieved. As a result of the impact of the economic downturn on the lodging industry (and despite the stabilization in lodging that began in 2010), we may not meet the requisite performance levels, and we may be forced to loan or contribute monies to fund the shortfall of performance levels or terminate the management contract. For a more detailed description of our performance guarantees, see Note 25 of the consolidated financial statements.
Moreover, many businesses, particularly financial institutions, face restrictions on the ability to travel and hold conferences or events at resorts and luxury hotels. These restrictions as well as negative publicity associated with such companies holding large conference and corporate events has resulted in reduced corporate bookings that could impact our financial results in the future.
Our Revenues, Profits, or Market Share Could Be Harmed If We Are Unable to Compete Effectively. The hotel, vacation ownership and residential industries are highly competitive. Our properties compete for customers with other hotel and resort properties, ranging from national and international hotel brands to independent, local and regional hotel operators, and, with respect to our vacation ownership resorts and residential projects, with owners reselling their VOIs, including fractional ownership, or apartments. We compete based on a number of factors, including quality and consistency of rooms, restaurant and meeting facilities and services, attractiveness of locations, availability of a global distribution system, price, and the ability to earn and redeem loyalty program points. Some of our competitors may have substantially greater marketing and financial resources than we do, and if we are unable to successfully compete in these areas, our operating results could be adversely affected.
Moreover, our present growth strategy for development of additional lodging facilities entails entering into and maintaining various management agreements, franchise agreements, and leases with property owners. We compete with other hotel companies for this business primarily on the basis of fees, contract terms, brand recognition, and reputation. In connection with entering into these agreements, we may be required to make investments in, or guarantee the obligations of, third parties or guarantee minimum income to third parties. The terms of our management agreements, franchise agreements, and leases for each of our lodging facilities are influenced by contract terms offered by our competitors, among other things. We cannot assure you that any of our current arrangements will continue or that we will be able to enter into future collaborations, renew agreements, or enter into new agreements in the future on terms that are as favorable to us as those that exist today.
Our Businesses Are Capital Intensive. For our owned, managed and franchised properties to remain attractive and competitive, the property owners and we have to spend money periodically to keep the properties well maintained, modernized and refurbished. This creates an ongoing need for cash. Third-party property owners may be unable to access capital or unwilling to spend available capital when necessary, even if required
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by the terms of our management or franchise agreements. To the extent that property owners and we cannot fund expenditures from cash generated by operations, funds must be borrowed or otherwise obtained. Failure to make the investments necessary to maintain or improve such properties could adversely affect the reputation of our brands.
Recent events, including the failures and near failures of financial services companies and the decrease in liquidity and available capital, have negatively impacted the capital markets for hotel and real estate investments.
Any Failure to Protect our Trademarks Could Have a Negative Impact on the Value of Our Brand Names and Adversely Affect Our Business. We believe our trademarks are an important component of our business. We rely on trademark laws to protect our proprietary rights. The success of our business depends in part upon our continued ability to use our trademarks to increase brand awareness and further develop our brand in both domestic and international markets. From time to time, we apply to have certain trademarks registered and there is no guarantee that such trademark registrations will be granted. Further, monitoring the unauthorized use of our intellectual property is difficult. Litigation has been and may continue to be necessary to enforce our intellectual property rights or to determine the validity and scope of the proprietary rights of others. Litigation of this type could result in substantial costs and diversion of resources, may result in counterclaims or other claims against us and could significantly harm our results of operations. In addition, the laws of some foreign countries do not protect our proprietary rights to the same extent as do the laws of the United States. We cannot assure you that all of the steps we have taken to protect our trademarks in the United States and foreign countries will be adequate to prevent imitation of our trademarks by others. The unauthorized reproduction of our trademarks could diminish the value of our brand and its market acceptance, competitive advantages or goodwill, which could adversely affect our business.
Our Dependence on Hotel and Resort Development Exposes Us to Timing, Budgeting and Other Risks. We intend to develop hotel and resort properties and residential components of hotel properties, as suitable opportunities arise, taking into consideration the general economic climate. In addition, the owners and developers of new-build properties that we have entered into management or franchise agreements with are subject to these same risks which may impact the amount and timing of fees we had expected to collect from those properties. New project development has a number of risks, including risks associated with:
| • | construction delays or cost overruns that may increase project costs; |
| • | receipt of zoning, occupancy and other required governmental permits and authorizations; |
| • | development costs incurred for projects that are not pursued to completion; |
| • | so-called acts of God such as earthquakes, hurricanes, floods or fires that could adversely impact a project; |
| • | defects in design or construction that may result in additional costs to remedy or require all or a portion of a property to be closed during the period required to rectify the situation; |
| • | ability to raise capital; and |
| • | governmental restrictions on the nature or size of a project or timing of completion. |
We cannot assure you that any development project, including sites held for development of vacation ownership resorts, will in fact be developed, and, if developed, the time period or the budget of such development may be greater than initially contemplated and the actual number of units or rooms constructed may be less than initially contemplated.
International Operations Are Subject to Unique Political and Monetary Risks. We have significant international operations which as of December 31, 2011 included 161 owned, managed or franchised properties in Europe (including 16 properties with majority ownership); 84 managed or franchised properties in Africa and the Middle East; 69 owned, managed or franchised properties in Latin America (including nine properties with majority ownership); and 210 owned, managed or franchised properties in the Asia Pacific region (including four properties with majority ownership). International operations generally are subject to various political,
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geopolitical, and other risks that are not present in U.S. operations. These risks include exposure to local economic conditions, potential adverse changes in the diplomatic relations between foreign countries and the United States, hostility from local populations, including the risk of war and civil unrest, restrictions on the repatriation of non-U.S. earnings and withdrawal of foreign investments, restriction on the ability to pay dividends and remit earnings to affiliated companies, uncertainty as to the enforceability of contractual rights under local law, conflicts between local law and United States law and compliance with complex and changing laws, regulations and policies. In addition, sales in international jurisdictions typically are made in local currencies, which subject us to risks associated with currency fluctuations. Currency devaluations and unfavorable changes in international monetary and tax policies could have a material adverse effect on our profitability and financing plans, as could other changes in the international regulatory climate and international economic conditions.
Additionally, our current growth strategy is heavily dependent upon growth in international markets. As of December 31, 2011, 85% of our pipeline represented international growth. Further, 61% of our pipeline represents new properties in Asia Pacific and 44% represents new growth in China alone. If our international expansion plans are unsuccessful, our financial results could be materially adversely affected.
We Could be Adversely Affected by Violations of the U.S. Foreign Corrupt Practices Act. Our business operations in countries outside the United States are subject to anti-corruption laws and regulations, including restrictions imposed by the Foreign Corrupt Practices Act (“FCPA”). The FCPA and similar anti-corruption laws in other jurisdictions generally prohibit companies and their intermediaries from making improper payments to government officials for the purpose of obtaining or retaining business. We operate in many parts of the world that have experienced governmental corruption to some degree and, in certain circumstances, strict compliance with anti-corruption laws may conflict with local customs and practices. We train our employees concerning anti-corruption laws and issues, and also require our third-party business partners and agents and others who work with us or on our behalf that they must comply with our anti-corruption policies. We also have procedures and controls in place to monitor internal and external compliance. We cannot provide assurance that our internal controls and procedures will always protect us from the reckless or criminal acts committed by our employees or third parties with whom we work. If we are found to be liable for violations of the FCPA or similar anti-corruption laws in international jurisdictions, either due to our own acts or out of inadvertence, or due to the acts or inadvertence of others, we could suffer from criminal or civil penalties which could have a material and adverse effect on our results of operations, financial condition and cash flows.
Third Party Internet Reservation Channels May Negatively Impact Our Bookings. Some of our hotel rooms are booked through third party internet travel intermediaries such as Travelocity.com®, Expedia.com®, Orbitz.com® and Priceline.com®. As the percentage of internet bookings increases, these intermediaries may be able to obtain higher commissions, reduced room rates or other significant contract concessions from us. Moreover, some of these internet travel intermediaries are attempting to commoditize hotel rooms by increasing the importance of price and general indicators of quality (such as “three-star downtown hotel”) at the expense of brand identification. Over time consumers may develop loyalties to these third party internet reservations systems rather than to our lodging brands. Although we expect to derive most of our business from traditional channels and our websites, if the amount of sales made through internet intermediaries increases significantly, our business and profitability may be significantly harmed.
A Failure to Keep Pace with Developments in Technology Could Impair Our Operations or Competitive Position. The hospitality industry continues to demand the use of sophisticated technology and systems including technology utilized for property management, brand assurance and compliance, procurement, reservation systems, operation of our customer loyalty program, distribution and guest amenities. These technologies can be expected to require refinements, including to comply with the legal requirements such as privacy regulations and requirements established by third parties such as the payment card industry, and there is the risk that advanced new technologies will be introduced. Further, the development and maintenance of these technologies may require significant capital. There can be no assurance that as various systems and technologies become outdated or new technology is required, we will be able to replace or introduce them as quickly as our competition or within budgeted costs and timeframes. Further, there can be no assurance that we will achieve the benefits that may have been anticipated from any new technology or system.
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Disasters, Disruptions and Other Impairment of Our Information Technologies and Systems Could Adversely Affect our Business. Our business involves the processing, use, storage and transmission of personal information regarding our employees, customers, hotel owners, and vendors for various business purposes, including marketing and promotional purposes. The protection of personal as well as proprietary information is critical to us. We are subject to numerous laws and regulations designed to protect personal information, including Member State implementation of the European Union Directive on Data Protection and various U.S. federal and state laws. We have established policies and procedures to help protect the privacy and security of our information. However, every year the number of laws and regulations continues to grow, as does the complexity of such laws. Further, privacy regulations, on occasion, may be inconsistent from one jurisdiction to another. Compliance with applicable privacy regulations may increase our operating costs and/or adversely impact our ability to market our products, properties and services to our guests.
We are dependent on information technology networks and systems to process, transmit and store proprietary and personal information, and to communicate among our various locations around the world, which may include our reservation systems, vacation exchange systems, hotel/property management systems, customer and employee databases, call centers, administrative systems, and third party vendor systems. The complexity of this infrastructure contributes to the potential risk of security breaches. We rely on the security of our information systems and, those of our vendors and other authorized third parties, to protect our proprietary and personal information.
Despite our efforts, information networks and systems may be vulnerable to threats such as system, network or Internet failures; computer hacking or business disruption; cyber-terrorism; viruses, worms or other malicious software programs; employee error, negligence, fraud, or misuse of systems; or other unauthorized attempts by third parties to access, modify or delete our proprietary and personal information. Although we have taken steps to address these concerns by implementing network security and internal controls, there can be no assurance that a system failure, unauthorized access, or breach will not occur.
Any compromise of our networks or systems, public disclosure, or loss of personal or proprietary information could result in a disruption to our operations; damage to our reputation and a loss of confidence from our customers or employees; legal claims or proceedings, liability under laws that protect personal information, regulatory penalties, potentially resulting in significant monetary damages, regulatory enforcement actions, fines, and/or criminal or civil prosecution in one or more jurisdictions; and subjecting us to additional regulatory scrutiny, or additional costs and liabilities which could have a material adverse affect on our business, operations or financial condition.
Significant Owners of Our Properties May Concentrate Risks. There is potential for a concentration of ownership of hotels operated under our brands by any single owner. Following the acquisition of the Le Méridien brand business and a large disposition transaction to one ownership group in 2006, single ownership groups own significant numbers of hotels operated by us. While the risks associated with such ownership are no different than exist generally (i.e., the financial position of the owner, the overall state of the relationship with the owner and their participation in optional programs and the impact on cost efficiencies if they choose not to participate), they are more concentrated.
Our Real Estate Investments Subject Us to Numerous Risks. We are subject to the risks that generally relate to investments in real property because we own and lease hotels and resorts. The investment returns available from equity investments in real estate depend in large part on the amount of income earned and capital appreciation generated by the related properties, and the expenses incurred. In addition, a variety of other factors affect income from properties and real estate values, including governmental regulations, insurance, zoning, tax and eminent domain laws, interest rate levels and the availability of financing. For example, new or existing real estate zoning or tax laws can make it more expensive and/or time-consuming to develop real property or expand, modify or renovate hotels. When interest rates increase, the cost of acquiring, developing, expanding or renovating real property increases and real property values may decrease as the number of potential buyers decreases. Similarly, as financing becomes less available, it becomes more difficult both to acquire and to sell real property. Finally, under eminent domain laws, governments can take real property. Sometimes this taking is for less compensation than the owner believes the property is worth. Any of these factors could have a material
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adverse impact on our results of operations or financial condition. In addition, equity real estate investments are difficult to sell quickly and we may not be able to adjust our portfolio of owned properties quickly in response to economic or other conditions. If our properties do not generate revenue sufficient to meet operating expenses, including debt service and capital expenditures, our income will be adversely affected.
We May Be Subject to Environmental Liabilities. Our properties and operations are subject to a number of Environmental Laws. Under such laws, we could be held liable for the costs of removing or cleaning up hazardous or toxic substances at, on, under, or in our currently or formerly owned or operated properties. Such laws often impose liability without regard to whether the owner or operator knew of, or was responsible for, the presence of such hazardous or toxic substances. The presence of hazardous or toxic substances may adversely affect the owner’s ability to sell or rent such real property or to borrow using such real property as collateral. Persons who arrange for the disposal or treatment of hazardous or toxic wastes may be liable for the costs of removal or remediation of such wastes at the treatment, storage or disposal facility, regardless of whether such facility is owned or operated by such person. We use certain substances and generate certain wastes that may be deemed hazardous or toxic under applicable Environmental Laws, and we from time to time have incurred, and in the future may incur, costs related to cleaning up contamination resulting from historic uses at certain of our current or former properties or our treatment, storage or disposal of wastes at facilities owned by others. Other Environmental Laws govern occupational exposure to ACMs and require abatement or removal of certain ACMs (limited quantities of which are present in various building materials such as spray-on insulation, floor coverings, ceiling coverings, tiles, decorative treatments and piping located at certain of our hotels) in the event of damage or demolition, or certain renovations or remodeling. Environmental Laws also regulate PCBs, which may be present in electrical equipment. A number of our hotels have USTs and equipment containing CFCs; the operation and subsequent removal or upgrading of certain USTs and the use of equipment containing CFCs also are regulated by Environmental Laws. In connection with our ownership, operation and management of our properties, we could be held liable for costs of remedial or other action with respect to PCBs, USTs or CFCs.
Congress and some states are considering or have undertaken actions to regulate and reduce greenhouse gas emissions. New or revised laws and regulations or new interpretations of existing laws and regulations, such as those related to climate change, could affect the operation of our hotels and/or result in significant additional expense and operating restrictions on us. The cost impact of such legislation, regulation, or new interpretations would depend upon the specific requirements enacted and cannot be determined at this time.
Risks Relating to Operations in Syria and Other Countries Subject to Sanction Laws
From time to time the United States may impose sanctions that prohibit U.S. companies from engaging in business activities with certain persons or foreign countries or governments that it determines are adverse to U.S. foreign policy interests. For example, the United States has issued an executive order that prohibits U.S. companies from engaging in certain business activities with the government of Syria, a country that the United States has identified as a state sponsor of terrorism. During fiscal 2011, a foreign subsidiary of Starwood generated approximately $300,000 of revenue from management and other fees from existing hotels located in Syria. This amount constitutes significantly less than 1% of our worldwide annual revenues. We believe our activities in Syria are in full compliance with U.S. and local law. At any time, the United States may impose additional sanctions against Syria. If so, our existing activities in Syria may be adversely affected, or we may incur costs to respond to an executive order, depending on the nature of any further sanctions that might be imposed.
In addition, in 2011 the United States issued an executive order that prohibited U.S. companies from transacting with the government of Libya and certain entities and individuals associated with the former Gaddafi regime. A foreign subsidiary of Starwood currently has a management contract for one hotel located in Libya, as well as three hotels outside Libya that are indirectly owned by the government of Libya. Although the restriction was released following the fall of the Gaddafi regime, the United States may impose additional sanctions against Libya at any time.
Further, our activities in countries that are subject to U.S. sanction laws may reduce demand for our stock among certain investors. Any restrictions on Starwood’s ability to conduct its business operations in a jurisdiction that is subject to U.S. sanctions laws could negatively impact our financial results.
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Risks Relating to Debt Financing
Our Debt Service Obligations May Adversely Affect our Cash Flow. As a result of our debt obligations, we are subject to: (i) the risk that cash flow from operations will be insufficient to meet required payments of principal and interest, (ii) restrictive covenants, including covenants relating to certain financial ratios, and (iii) interest rate risk. Although we anticipate that we will be able to repay or refinance our existing indebtedness and any other indebtedness when it matures, there can be no assurance that we will be able to do so or that the terms of such refinancing will be favorable. Our leverage may have important consequences including the following: (i) our ability to obtain additional financing for acquisitions, working capital, capital expenditures or other purposes, if necessary, may be impaired or such financing may not be available on terms favorable to us and (ii) a substantial decrease in operating cash flow, EBITDA (as defined in our credit agreements) or a substantial increase in our expenses could make it difficult for us to meet our debt service requirements and restrictive covenants and force us to sell assets and/or modify our operations.
We Have Little Control Over the Availability of Funds Needed to Fund New Investments and Maintain Existing Hotels. In order to fund new hotel investments, as well as refurbish and improve existing hotels, both we and current and potential hotel owners must have access to capital. The availability of funds for new investments and maintenance of existing hotels depends in large measure on capital markets and liquidity factors over which we have little control. Current and prospective hotel owners may find hotel financing expensive and difficult to obtain. Delays, increased costs and other impediments to restructuring such projects may affect our ability to realize fees, recover loans and guarantee advances, or realize equity investments from such projects. Our ability to recover loans and guarantee advances from hotel operations or from owners through the proceeds of hotel sales, refinancing of debt or otherwise may also affect our ability to raise new capital. In addition, downgrades of our public debt ratings by rating agencies could increase our cost of capital. A breach of a covenant could result in an event of default that, if not cured or waived, could result in an acceleration of all or a substantial portion of our debt. For a more detailed description of the covenants imposed by our debt obligations, see Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations – Liquidity and Capital Resources – Cash Used for Financing Activities in this Annual Report.
Volatility in the Credit Markets Will Continue to Adversely Impact Our Ability to Sell the Loans That Our Vacation Ownership Business Generates. Our vacation ownership business provides financing to purchasers of our vacation ownership units, and we attempt to sell interests in those loans in the securities markets. Volatility in the credit markets may impact the timing and volume of the timeshare loans that we are able to sell. Although we expect to realize the economic value of our vacation ownership note portfolio even if future note sales are temporarily or indefinitely delayed, such delays may result in either increased borrowings to provide capital to replace anticipated proceeds from such sales or reduced spending in order to maintain our leverage and return targets.
Risks Relating to So-Called Acts of God, Terrorist Activity and War
Our financial and operating performance may be adversely affected by so-called acts of God, such as natural disasters, in locations where we own and/or operate significant properties and areas of the world from which we draw a large number of customers. Similarly, wars (including the potential for war), terrorist activity (including threats of terrorist activity), political unrest and other forms of civil strife and geopolitical uncertainty have caused in the past, and may cause in the future, our results to differ materially from anticipated results. In 2011, our hotels in Syria, Tunisia, Libya and Egypt experienced reduced bookings as a result of the political climate in these countries. If these conditions do not improve, our financial results could be negatively impacted.
Risks Related to Pandemic Diseases
Our business could be materially and adversely affected by the effect of a pandemic disease on the travel industry. For example, the past outbreaks of SARS and avian flu had a severe impact on the travel industry, and the recent outbreak of swine flu in Mexico had a similar impact. A prolonged recurrence of SARS, avian flu, swine flu or another pandemic disease also may result in health or other government authorities imposing restrictions on travel. Any of these events could result in a significant drop in demand for our hotel and vacation ownership businesses and adversely affect our financial condition and results of operations.
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Our Insurance Policies May Not Cover All Potential Losses
We carry insurance coverage for general liability, property, business interruption, and other risks with respect to our owned and leased properties and we make available insurance programs for owners of properties we manage. These policies offer coverage terms and conditions that we believe are usual and customary for our industry. Generally, our “all-risk” property policies provide that coverage is available on a per occurrence basis and that, for each occurrence, there is a limit as well as various sub-limits on the amount of insurance proceeds we will receive in excess of applicable deductibles. In addition, there may be overall limits under the policies. Sub-limits exist for certain types of claims such as service interruption, debris removal, expediting costs or landscaping replacement, and the dollar amounts of these sub-limits are significantly lower than the dollar amounts of the overall coverage limit. Our property policies also provide that for the coverage of critical earthquake (California and Mexico), hurricane and flood, all of the claims from each of our properties resulting from a particular insurable event must be combined together for purposes of evaluating whether the annual aggregate limits and sub-limits contained in our policies have been exceeded and any such claims will also be combined with the claims of owners of managed hotels that participate in our insurance program for the same purpose. Therefore, if insurable events occur that affect more than one of our owned hotels and/or managed hotels owned by third parties that participate in our insurance program, the claims from each affected hotel will be added together to determine whether the per occurrence limit, annual aggregate limit or sub-limits, depending on the type of claim, have been reached and if the limits or sub-limits are exceeded each affected hotel will only receive a proportional share of the amount of insurance proceeds provided for under the policy. In addition, under those circumstances, claims by third party owners will reduce the coverage available for our owned and leased properties.
In addition, there are also other risks including but not limited to war, certain forms of terrorism such as nuclear, biological or chemical terrorism, political risks, some environmental hazards and/or acts of God that may be deemed to fall completely outside the general coverage limits of our policies or may be uninsurable or may be too expensive to justify insuring against.
We may also encounter challenges with an insurance provider regarding whether it will pay a particular claim that we believe to be covered under our policy. Should an uninsured loss or a loss in excess of insured limits occur, we could lose all or a portion of the capital we have invested in a hotel or resort, as well as the anticipated future revenue from the hotel or resort. In that event, we might nevertheless remain obligated for any mortgage debt or other financial obligations related to the property.
Our Acquisitions/Dispositions and Investments in New Brands May Ultimately Not Prove Successful and We May Not Realize Anticipated Benefits
We consider corporate as well as property acquisitions and investments that complement our business. In many cases, we compete for these opportunities with third parties who may have substantially greater financial resources or different or lower acceptable financial metrics than we do. There can be no assurance that we will be able to identify acquisition or investment candidates or complete transactions on commercially reasonable terms or at all. If transactions are consummated, there can be no assurance that any anticipated benefits will actually be realized. Similarly, there can be no assurance that we will be able to obtain additional financing for acquisitions or investments, or that the ability to obtain such financing will not be restricted by the terms of our debt agreements.
We periodically review our business to identify properties or other assets that we believe either are non-core, no longer complement our business, are in markets which may not benefit us as much as other markets during an economic recovery or could be sold at significant premiums. We are focused on restructuring and enhancing real estate returns and monetizing investments, and from time to time, may attempt to sell these identified properties and assets. There can be no assurance, however, that we will be able to complete dispositions on commercially reasonable terms or at all or that any anticipated benefits will actually be received.
We may develop and launch additional brands in the future. There can be no assurance regarding the level of acceptance of these brands in the development and consumer marketplaces, that the cost incurred in developing the brands will be recovered or that the anticipated benefits from these new brands will be realized.
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Investing Through Partnerships or Joint Ventures Decreases Our Ability to Manage Risk
In addition to acquiring or developing hotels and resorts or acquiring companies that complement our business directly, we have from time to time invested, and expect to continue to invest, as a co-venturer. Joint venturers often have shared control over the operation of the joint venture assets. Therefore, joint venture investments may involve risks such as the possibility that the co-venturer in an investment might become bankrupt or not have the financial resources to meet its obligations, or have economic or business interests or goals that are inconsistent with our business interests or goals, or be in a position to take action contrary to our instructions or requests or contrary to our policies or objectives. Consequently, actions by a co-venturer might subject hotels and resorts owned by the joint venture to additional risk. Further, we may be unable to take action without the approval of our joint venture partners. Alternatively, our joint venture partners could take actions binding on the joint venture without our consent. Additionally, should a joint venture partner become bankrupt, we could become liable for our partner’s share of joint venture liabilities.
Our Vacation Ownership Business is Subject to Extensive Regulation and Risk of Default
We market and sell VOIs, which typically entitle the buyer to ownership of a fully-furnished resort unit for a one-week period on either an annual or an alternate-year basis. We also acquire, develop and operate vacation ownership resorts, and provide financing to purchasers of VOIs. These activities are all subject to extensive regulation by the federal government and the states in which vacation ownership resorts are located and in which VOIs are marketed and sold including regulation of our telemarketing activities under state and federal “Do Not Call” laws. In addition, the laws of most states in which we sell VOIs grant the purchaser the right to rescind the purchase contract at any time within a statutory rescission period. Although we believe that we are in material compliance with all applicable federal, state, local and foreign laws and regulations to which vacation ownership marketing, sales and operations are currently subject, changes in these requirements, or a determination by a regulatory authority that we were not in compliance, could adversely affect us. In particular, increased regulations of telemarketing activities could adversely impact the marketing of our VOIs.
We bear the risk of defaults under purchaser mortgages on VOIs. If a VOI purchaser defaults on the mortgage during the early part of the loan amortization period, we will not have recovered the marketing, selling (other than commissions in certain events), and general and administrative costs associated with such VOI, and such costs will be incurred again in connection with the resale of the repossessed VOI. Accordingly, there is no assurance that the sales price will be fully or partially recovered from a defaulting purchaser or, in the event of such defaults, that our allowance for losses will be adequate.
Risks Related to Our Dependence on Senior Management and Our Ability to Achieve Our Growth Strategy
Our future success and our ability to manage future growth depend in large part upon the efforts of our senior management and our ability to attract and retain key officers and other highly qualified personnel. Competition for such personnel is intense. In the past several years, we have experienced significant changes in our senior management, including executive officers (see Item 10, Directors, Executive Officers and Corporate Governance of this Annual Report). There can be no assurance that we will continue to be successful in attracting and retaining qualified personnel. Accordingly, there can be no assurance that our senior management will be able to successfully execute and implement our growth and operating strategies.
Over the last few years we have been pursuing a strategy of reducing our investment in owned real estate and increasing our focus on the management and franchise business. As a result, we are planning on substantially increasing the number of hotels we open every year and increasing the overall number of hotels in our system. This increase will require us to recruit and train a substantial number of new associates to work at these hotels as well as increasing our capabilities to enable hotels to open on time and successfully. There can be no assurance that our strategy will be successful.
Tax Risks
Evolving Government Regulation Could Impose Taxes or Other Burdens on Our Business. We rely upon generally available interpretations of tax laws and other types of laws and regulations in the countries and locales in which we operate. We cannot be sure that these interpretations are accurate or that the responsible taxing or
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other governmental authority is in agreement with our views. The imposition of additional taxes or requirements to change the way we conduct our business could cause us to have to pay taxes that we currently do not collect or pay or increase the costs of our services or increase our costs of operations.
Our current business practice with our internet reservation channels is that the intermediary collects hotel occupancy tax from its customer based on the price that the intermediary paid us for the hotel room. We then remit these taxes to the various tax authorities. Several jurisdictions have stated that they may take the position that the tax is also applicable to the intermediaries’ gross profit on these hotel transactions. If jurisdictions take this position, they should seek the additional tax payments from the intermediary; however, it is possible that they may seek to collect the additional tax payment from us and we would not be able to collect these taxes from the customers. To the extent that any tax authority succeeds in asserting that the hotel occupancy tax applies to the gross revenue on these transactions, we believe that any additional tax would be the responsibility of the intermediary. However, it is possible that we might have additional tax exposure. In such event, such actions could have a material adverse effect on our business, results of operations and financial condition.
Risks Relating to Ownership of Our Shares
Our Board of Directors May Issue Preferred Stock and Establish the Preferences and Rights of Such Preferred Stock. Our charter provides that the total number of shares of stock of all classes which the Corporation has authority to issue is 1,200,000,000, consisting of one billion shares of common stock and 200 million shares of preferred stock. Our Board of Directors has the authority, without a vote of stockholders, to establish the preferences and rights of any preferred shares to be issued and to issue such shares. The issuance of preferred shares having special preferences or rights could delay or prevent a change in control even if a change in control would be in the interests of our stockholders. Since our Board of Directors has the power to establish the preferences and rights of preferred shares without a stockholder vote, our Board of Directors may give the holders preferences, powers and rights, including voting rights, senior to the rights of holders of our shares.
Our Board of Directors May Implement Anti-Takeover Devices and Our Charter and Bylaws Contain Provisions which May Prevent Takeovers. Certain provisions of Maryland law permit our Board of Directors, without stockholder approval, to implement possible takeover defenses that are not currently in place, such as a classified board. In addition, our charter contains provisions relating to restrictions on transferability of our common stock, which provisions may be amended only by the affirmative vote of our stockholders holding two-thirds of the votes entitled to be cast on the matter. As permitted under the Maryland General Corporation Law, our Bylaws provide that directors have the exclusive right to amend our Bylaws.
We Cannot Provide Assurance That We Will Continue to Pay Dividends. There can be no assurance that we will continue to pay dividends. Our Board of Directors may suspend the payment of dividends if the Board deems such action to be in the best interests of the Company or stockholders. If we do not pay dividends, the price of our common stock must appreciate for you to realize a gain on your investment in the Company. This appreciation may not occur and our stock may, in fact, depreciate in value.
| Item 1B. Unresolved | Staff Comments. |
Not applicable.
| Item 2. | Properties. |
We are one of the largest hotel and leisure companies in the world, with operations in approximately 100 countries. We consider our hotels and resorts, including vacation ownership resorts (together “Resorts”), generally to be premier establishments with respect to desirability of location, size, facilities, physical condition, quality and variety of services offered in the markets in which they are located. Although obsolescence attributable to age, condition of facilities, and style can adversely affect our Resorts, Starwood and third-party
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owners of managed and franchised Resorts expend substantial funds to renovate and maintain their facilities in order to remain competitive. For further information see Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations – Liquidity and Capital Resources in this Annual Report.
At December 31, 2011 our hotel business included 1,076 owned, managed or franchised hotels with approximately 315,300 rooms and our owned vacation ownership and residential business included 13 stand-alone vacation ownership resorts and residential properties at December 31, 2011, predominantly under seven brands. All brands (other than the Four Points by Sheraton and the Aloft and Element brands) represent full-service properties that range in amenities from luxury hotels and extended stay resorts to more moderately priced hotels. Our Four Points by Sheraton, Aloft and Element brands are select-service properties that cater to more value oriented consumers.
The following table reflects our hotel and vacation ownership properties, by brand, as of December 31, 2011:
| Hotels, VOI and Residential(a) |
||||||||
| Properties | Rooms | |||||||
| St. Regis and Luxury Collection |
104 | 20,500 | ||||||
| W |
41 | 12,000 | ||||||
| Westin |
190 | 74,500 | ||||||
| Le Méridien |
99 | 25,600 | ||||||
| Sheraton |
421 | 148,400 | ||||||
| Four Points |
159 | 27.900 | ||||||
| Aloft |
55 | 8,700 | ||||||
| Independent / Other |
20 | 4,700 | ||||||
|
|
|
|
|
|||||
| Total |
1,089 | 322,300 | ||||||
|
|
|
|
|
|||||
| (a) | Includes vacation ownership properties of which 13 are stand-alone, eight are mixed-use and one is an unconsolidated joint venture totaling rooms of 7,000. |
Hotel Business
Managed and Franchised Hotels. Hotel and resort properties in the United States are often owned by entities that do not manage hotels or own a brand name. Hotel owners typically enter into management contracts with hotel management companies to operate their hotels. When a management company does not offer a brand affiliation, the hotel owner often chooses to pay separate franchise fees to secure the benefits of brand marketing, centralized reservations and other centralized administrative functions, particularly in the sales and marketing area. Management believes that companies, such as Starwood, that offer both hotel management services and well-established worldwide brand names appeal to hotel owners by providing the full range of management, marketing and reservation services. In 2011, we opened 80 managed and franchised hotels with approximately 21,000 rooms and 31 managed and franchised hotels with approximately 7,000 rooms left our system.
Managed Hotels. We manage hotels worldwide, usually under a long-term agreement with the hotel owner (including entities in which we have a minority equity interest). Our responsibilities under hotel management contracts typically include hiring, training and supervising the managers and employees that operate these facilities. For additional fees, we provide centralized reservation services and coordinate national and international advertising and certain marketing and promotional services. We prepare and implement annual budgets for the hotels we manage and are responsible for allocating property-owner funds for periodic maintenance and repair of buildings and furnishings. In addition to our owned and leased hotels, at December 31,
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2011, we managed 518 hotels with approximately 172,900 rooms worldwide. During the year ended December 31, 2011, we generated management fees by geographic area as follows:
| United States |
33.8 | % | ||
| Asia Pacific |
28.0 | % | ||
| Europe |
15.9 | % | ||
| Middle East and Africa |
13.7 | % | ||
| Americas (Latin America, Caribbean & Canada) |
8.6 | % | ||
|
|
|
|||
| Total |
100.0 | % | ||
|
|
|
Management contracts typically provide for base fees tied to gross revenue and incentive fees tied to profits as well as fees for other services, including centralized reservations, national and international advertising and sales and marketing. In our experience, owners seek hotel managers that can provide attractively priced base, incentive and marketing fees combined with demonstrated sales and marketing expertise and operations-focused management designed to enhance profitability. Some of our management contracts permit the hotel owner to terminate the agreement when the hotel is sold or otherwise transferred to a third party, as well as if we fail to meet established performance criteria. In addition, many hotel owners seek equity, debt or other investments from us to help finance hotel renovations or conversions to a Starwood brand, so as to align the interests of the owner and Starwood. Our ability or willingness to make such investments may determine, in part, whether we will be offered, will accept or will retain a particular management contract. During the year ended December 31, 2011, we opened 49 managed hotels with approximately 14,000 rooms, and 11 managed hotels with approximately 4,000 rooms left our system. In addition, during 2011, we signed management agreements for 70 hotels with approximately 20,000 rooms, a small portion of which opened in 2011 and the majority of which will open in the future.
Brand Franchising and Licensing. We franchise our Sheraton, Westin, Four Points by Sheraton, Luxury Collection, Le Méridien, Aloft and Element brand names and generally derive licensing and other fees from franchisees based on a fixed percentage of the franchised hotel’s room revenue, as well as fees for other services, including centralized reservations, national and international advertising and sales and marketing. In addition, a franchisee may purchase hotel supplies, including brand-specific products, from certain Starwood-approved vendors. We also review certain plans for, and the location of, franchised hotels and review their design. At December 31, 2011, there were 499 franchised properties with approximately 123,000 rooms. During the year ended December 31, 2011, we generated franchise fees by geographic area as follows:
| United States |
66.9 | % | ||
| Europe |
9.8 | % | ||
| Americas (Latin America, Caribbean & Canada) |
13.4 | % | ||
| Asia Pacific |
9.2 | % | ||
| Middle East and Africa |
0.7 | % | ||
|
|
|
|||
| Total |
100.0 | % | ||
|
|
|
In addition to the franchise contracts we retained in connection with the sale of hotels during the year ended December 31, 2011, we opened 31 franchised hotels with approximately 7,000 rooms, and 20 franchised hotels with approximately 4,000 rooms left our system. In addition, during 2011 we signed franchise agreements for 42 hotels with approximately 9,000 rooms, a portion of which opened in 2011 and a portion of which will open in the future.
Owned, Leased and Consolidated Joint Venture Hotels. Historically, we have derived the majority of our revenues and operating income from our owned, leased and consolidated joint venture hotels and a significant portion of these results are driven by these hotels in North America. However, beginning in 2006, we embarked upon a strategy of selling a significant number of hotels. Since 2006 and through December 31, 2011, we have sold 65 wholly-owned hotels which has substantially reduced our revenues and operating income from owned, leased and consolidated joint-venture hotels. The majority of these hotels were sold subject to long-term
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management or franchise contracts. To date, where we have sold hotels, we have not provided seller financing or other financial assistance to buyers. Total revenues generated from our owned, leased and consolidated joint venture hotels worldwide for the years ending December 31, 2011, 2010 and 2009 were $1.768 billion, $1.704 billion and $1.584 billion, respectively (total revenues from our owned, leased and consolidated joint venture hotels in North America were $1.001 billion, $1.067 billion and $1.024 billion for 2011, 2010 and 2009, respectively).
The following represents our top five markets in the United States by metropolitan area as a percentage of our total owned, leased and consolidated joint venture revenues for the years ended December 31, 2011 and 2010:
Top Five Domestic Markets in the United States as a % of Total Owned
Revenues for the Years Ended December 31, 2011 and 2010 (1)
| 2011 | 2010 | |||||||
| Metropolitan Area |
Revenues | Revenues | ||||||
| New York, NY |
12.4 | % | 12.3 | % | ||||
| Hawaii |
6.1 | % | 6.2 | % | ||||
| Phoenix, AZ |
5.3 | % | 5.0 | % | ||||
| San Francisco, CA |
4.1 | % | 4.0 | % | ||||
| Chicago, IL |
3.1 | % | 4.3 | % | ||||
The following represents our top five international markets by country as a percentage of our total owned, leased and consolidated joint venture revenues for the years ended December 31, 2011 and 2010:
Top Five International Markets as a % of Total Owned
Revenues for the Years Ended December 31, 2011 and 2010 (1)
| 2011 | 2010 | |||||||
| Country |
Revenues | Revenues | ||||||
| Canada |
11.0 | % | 10.8 | % | ||||
| Italy |
7.4 | % | 7.1 | % | ||||
| Spain |
5.9 | % | 5.6 | % | ||||
| Australia |
4.9 | % | 4.1 | % | ||||
| Mexico |
4.2 | % | 4.1 | % | ||||
| (1) | Includes the revenues of hotels sold for the period prior to their sale. |
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Following the sale of a significant number of our hotels in the past three years, we currently own or lease 59 hotels as follows:
| Hotel |
Location |
Rooms | ||||
| U.S. Hotels: |
||||||
| The St. Regis Hotel, New York |
New York, NY | 229 | ||||
| St. Regis Hotel, San Francisco |
San Francisco, CA | 260 | ||||
| The Phoenician |
Scottsdale, AZ | 643 | ||||
| W New York – Times Square |
New York, NY | 509 | ||||
| W Chicago Lakeshore |
Chicago, IL | 520 | ||||
| W Los Angeles Westwood |
Los Angeles, CA | 258 | ||||
| W New Orleans |
New Orleans, LA | 410 | ||||
| W New Orleans, French Quarter |
New Orleans, LA | 98 | ||||
| The Westin Maui Resort & Spa |
Maui, HI | 759 | ||||
| The Westin Peachtree Plaza, Atlanta |
Atlanta, GA | 1,068 | ||||
| The Westin San Francisco Airport |
San Francisco, CA | 397 | ||||
| The Westin St. John Resort & Villas |
St. John, Virgin Islands | 175 | ||||
| Sheraton Kauai Resort |
Kauai, HI | 394 | ||||
| Sheraton Steamboat Springs Resort |
Steamboat Springs, CO | 207 | ||||
| Sheraton Suites Philadelphia Airport |
Philadelphia, PA | 251 | ||||
| Aloft Lexington |
Lexington, MA | 136 | ||||
| Aloft Philadelphia Airport |
Philadelphia, PA | 136 | ||||
| Element Lexington |
Lexington, MA | 123 | ||||
| Four Points by Sheraton Philadelphia Airport |
Philadelphia, PA | 177 | ||||
| Four Points by Sheraton Tucson University Plaza |
Tucson, AZ | 150 | ||||
| The Manhattan at Times Square |
New York, NY | 659 | ||||
| Tremont Hotel |
Chicago, IL | 135 | ||||
| Clarion Hotel |
San Francisco, CA | 251 | ||||
| Cove Haven Resort |
Scranton, PA | 276 | ||||
| Pocono Palace Resort |
Scranton, PA | 189 | ||||
| Paradise Stream Resort |
Scranton, PA | 144 | ||||
| Perimeter Hotel, Atlanta |
Atlanta, GA | 275 | ||||
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| International Hotels: |
Location |
Rooms | ||||
| St. Regis Grand Hotel, Rome |
Rome, Italy | 161 | ||||
| St. Regis, Osaka |
Tokyo, Japan | 160 | ||||
| St. Regis, Florence |
Florence, Italy | 100 | ||||
| Hotel Gritti Palace |
Venice, Italy | 90 | ||||
| Park Tower |
Buenos Aires, Argentina | 181 | ||||
| Hotel Alfonso XIII |
Seville, Spain | 147 | ||||
| Hotel Imperial |
Vienna, Austria | 138 | ||||
| Hotel Goldener Hirsch |
Salzburg, Austria | 69 | ||||
| Hotel Maria Cristina |
San Sebastian, Spain | 136 | ||||
| W Barcelona |
Barcelona, Spain | 473 | ||||
| W London – Leicester Square |
London, England | 192 | ||||
| The Westin Excelsior, Rome |
Rome, Italy | 316 | ||||
| The Westin Resort & Spa, Los Cabos |
Los Cabos, Mexico | 243 | ||||
| The Westin Resort & Spa, Puerto Vallarta |
Puerto Vallarta, Mexico | 280 | ||||
| The Westin Excelsior, Florence |
Florence, Italy | 171 | ||||
| The Westin Resort & Spa Cancun |
Cancun, Mexico | 379 | ||||
| The Westin Denarau Island Resort |
Nadi, Fiji | 273 | ||||
| The Westin Dublin Hotel |
Dublin, Ireland | 163 | ||||
| Sheraton Centre Toronto Hotel |
Toronto, Canada | 1,377 | ||||
| Sheraton On The Park |
Sydney, Australia | 557 | ||||
| Sheraton Rio Hotel & Resort |
Rio de Janeiro, Brazil | 542 | ||||
| Sheraton Diana Majestic Hotel |
Milan, Italy | 106 | ||||
| Sheraton Ambassador Hotel |
Monterrey, Mexico | 229 | ||||
| Sheraton Lima Hotel & Convention Center |
Lima, Peru | 431 | ||||
| Sheraton Santa Maria de El Paular |
Rascafria, Spain | 44 | ||||
| Sheraton Fiji Resort |
Nadi, Fiji | 264 | ||||
| Sheraton Buenos Aires Hotel & Convention Center |
Buenos Aires, Argentina | 742 | ||||
| Sheraton Maria Isabel Hotel & Towers |
Mexico City, Mexico | 755 | ||||
| Sheraton Gateway Hotel in Toronto International Airport |
Toronto, Canada | 474 | ||||
| Le Centre Sheraton Montreal Hotel |
Montreal, Canada | 825 | ||||
| Sheraton Paris Airport Hotel & Conference Centre |
Paris, France | 252 | ||||
| The Park Lane Hotel, London |
London, England | 303 | ||||
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An indicator of the performance of our owned, leased and consolidated joint venture hotels is revenue per available room (“REVPAR”), as it measures the period-over-period growth in rooms revenue for comparable properties. This is particularly the case in the United States where there is no impact on this measure from foreign exchange rates.
The following table summarizes REVPAR, average daily rates (“ADR”) and average occupancy rates on a year-to-year basis for our 45 owned, leased and consolidated joint venture hotels (excluding six hotels sold or closed and 14 hotels undergoing significant repositionings or without comparable results in 2011 and 2010) (“Same-Store Owned Hotels”) for the years ended December 31, 2011 and 2010:
| Year
Ended December 31, |
||||||||||||
| 2011 | 2010 | Variance | ||||||||||
| Worldwide (45 hotels with approximately 16,000 rooms) |
||||||||||||
| REVPAR (1) |
$ | 159.12 | $ | 142.76 | 11.5 | % | ||||||
| ADR |
$ | 218.65 | $ | 205.49 | 6.4 | % | ||||||
| Occupancy |
72.8 | % | 69.5 | % | 3.3 | |||||||
| North America (22 hotels with approximately 9,000 rooms) |
||||||||||||
| REVPAR (1) |
$ | 164.78 | $ | 153.63 | 7.3 | % | ||||||
| ADR |
$ | 215.60 | $ | 207.44 | 3.9 | % | ||||||
| Occupancy |
76.4 | % | 74.1 | % | 2.3 | |||||||
| International (23 hotels with approximately 7,000 rooms) |
||||||||||||
| REVPAR (1) |
$ | 152.01 | $ | 129.11 | 17.7 | % | ||||||
| ADR |
$ | 222.95 | $ | 202.64 | 10.0 | % | ||||||
| Occupancy |
68.2 | % | 63.7 | % | 4.5 | |||||||
| (1) | REVPAR is calculated by dividing room revenue, which is derived from rooms and suites rented or leased, by total room nights available for a given period. REVPAR may not be comparable to similarly titled measures such as revenues. |
During the years ended December 31, 2011 and 2010, we invested approximately $283 million and $184 million, respectively, for capital expenditures at owned hotels. These capital expenditures included renovation costs at The Westin Peachtree Plaza in Atlanta, GA, Sheraton Kauai Resort in Koloa, HI, The St. Regis Florence in Florence, Italy, Hotel Alfonso XIII in Seville, Spain and the purchase of the Hotel Goldener Hirsch in Salzburg, Austria.
The following table summarizes REVPAR, ADR and average occupancy rates for our same-store owned, leased, managed and franchised hotels (“Same-Store Systemwide Hotels”) on a year-to-year basis for the years ended December 31, 2011 and 2010.
| Year
Ended December 31, |
||||||||||||
| 2011 | 2010 | Variance | ||||||||||
| Worldwide |
||||||||||||
| REVPAR (1) |
$ | 114.56 | $ | 104.43 | 9.7 | % | ||||||
| ADR |
$ | 168.37 | $ | 158.57 | 6.2 | % | ||||||
| Occupancy |
68.0 | % | 65.9 | % | 2.1 | |||||||
| North America |
||||||||||||
| REVPAR (1) |
$ | 108.57 | $ | 99.47 | 9.1 | % | ||||||
| ADR |
$ | 155.11 | $ | 148.45 | 4.5 | % | ||||||
| Occupancy |
70.0 | % | 67.0 | % | 3.0 | |||||||
| International |
||||||||||||
| REVPAR (1) |
$ | 123.40 | $ | 111.74 | 10.4 | % | ||||||
| ADR |
$ | 189.36 | $ | 174.17 | 8.7 | % | ||||||
| Occupancy |
65.2 | % | 64.2 | % | 1.0 | |||||||
| (1) | REVPAR is calculated by dividing room revenue, which is derived from rooms and suites rented or leased, by total room nights available for a given period. REVPAR may not be comparable to similarly titled measures such as revenues. |
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Vacation Ownership and Residential Business
We develop, own and operate vacation ownership resorts, market and sell the VOIs in the resorts and, in many cases, provide financing to customers who purchase such ownership interests. Owners of VOIs can trade their interval for intervals at other Starwood vacation ownership resorts, intervals at certain vacation ownership resorts not otherwise sponsored by Starwood through an exchange company, or for hotel stays at Starwood properties. From time to time, we securitize or sell the receivables generated from our sale of VOIs.
We have also entered into arrangements with several owners for mixed use hotel projects that will include a residential component. We have entered into licensing agreements for the use of certain of our brands to allow the owners to offer branded condominiums to prospective purchasers. In consideration, we typically receive a licensing fee equal to a percentage of the gross sales revenue of the units sold. The licensing arrangement generally terminates upon the earlier of sell-out of the units or a specified length of time. We recently completed the development of a residential project in Bal Harbour, Florida and are in the process of selling residential units.
At December 31, 2011, we had 22 residential and vacation ownership resorts and sites in our portfolio with 17 actively selling VOIs and residences including one unconsolidated joint venture. During 2011 and 2010 we invested approximately $70 million and $151 million, respectively, for vacation ownership capital expenditures, including VOI construction at the Westin Desert Willow Villas in Palm Desert, CA, the Westin Lagunamar Ocean Resort in Cancun, as well as construction costs at The St. Regis Bal Harbour Resort in Miami Beach, FL (“St. Regis Bal Harbour”) .
Due to the global economic crisis and its impact on the long-term outlook for the timeshare industry, during the fourth quarter of 2009, we completed a comprehensive review of our vacation ownership projects. We decided at that time that no new projects were to be initiated, and that we would not develop three vacation ownership sites and future phases of certain existing projects. As a result, inventories, fixed assets and land values at certain projects were determined to be impaired and were written down to their fair value, resulting in a primarily non-cash pre-tax impairment charge in 2009 of $255 million. Additionally, in connection with this review of the business, we made a decision to reduce the pricing of certain inventory at existing projects, resulting in a pre-tax charge of $17 million. As a result of these decisions and future plans for the vacation ownership business, we also recorded a $90 million non-cash charge for the impairment of goodwill associated with the vacation ownership reporting unit. As a result of the economic recovery, in 2011, we decided to construct additional timeshare inventory in a small portion of one of the projects where we had ceased development.
| Item 3. | Legal Proceedings. |
Information regarding Legal Proceedings is incorporated by reference from the “Litigation” section in Note 25, Commitments and Contingencies, of our consolidated financial statements set forth in Item 8. Financial Statements and Supplementary Data of this Annual Report, which is incorporated herein by reference.
| Item 4. | Mine Safety Disclosures. |
Not applicable.
| Item 5. | Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities |
Market Information
Our common stock, par value $0.01 per share (“Corporation Shares”), is traded on the New York Stock Exchange (the “NYSE”) under the symbol “HOT”.
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The following table sets forth the quarterly range of the high and low sale prices of the Corporation Shares for the fiscal periods indicated as reported on the NYSE Composite Tape:
| High | Low | |||||||
| 2011 |
||||||||
| Fourth quarter |
$ | 54.15 | $ | 35.78 | ||||
| Third quarter |
$ | 59.45 | $ | 37.88 | ||||
| Second quarter |
$ | 61.70 | $ | 50.87 | ||||
| First quarter |
$ | 65.51 | $ | 54.95 | ||||
| 2010 |
||||||||
| Fourth quarter |
$ | 62.72 | $ | 52.16 | ||||
| Third quarter |
$ | 54.25 | $ | 39.60 | ||||
| Second quarter |
$ | 56.65 | $ | 41.28 | ||||
| First quarter |
$ | 47.52 | $ | 33.15 | ||||
Approximate Number of Equity Security Holders
As of February 10, 2012, there were approximately 14,000 holders of record of Corporation Shares.
Dividends
The following table sets forth the frequency and amount of cash dividends declared by the Corporation to holders of Corporation Shares for the fiscal years ended December 31, 2011 and 2010:
| Dividends Declared |
||||
| 2011 |
||||
| Annual dividend |
$ | 0.50 | (a) | |
| 2010 |
||||
| Annual dividend |
$ | 0.30 | (b) | |
| (a) | The Corporation declared a dividend in the fourth quarter of 2011 to shareholders of record on December 15, 2011, which was paid in December 2011. |
| (b) | The Corporation declared a dividend in the fourth quarter of 2010 to shareholders of record on December 16, 2010, which was paid in December 2010. |
Conversion of Securities; Sale of Unregistered Securities
Units of SLC Operating Limited Partnership, our wholly-owned subsidiary, are convertible into Corporation Shares at the unit holders’ option, provided that we have the option to settle conversion requests in cash or Corporation Shares. At December 31, 2011 and 2010 there were approximately 159,000 and 166,000 of these units outstanding, respectively.
Issuer Purchases of Equity Securities
During the year ended December 31, 2011, our Board of Directors authorized a share purchase program of $250 million. As of December 31, 2011, $250 million of repurchase capacity remained available under this program.
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STOCK RETURN PERFORMANCE AND CUMULATIVE TOTAL RETURN
Set forth below is a line graph comparing the cumulative total stockholder return on the Corporation Shares against the cumulative total return on the S&P 500 and the S&P 500 Hotel Index (the “S&P 500 Hotel”) for the five fiscal years beginning after December 31, 2006 and ending December 31, 2011. The graph assumes that the value of the investments was $100 on December 31, 2006 and that all dividends and other distributions were reinvested. The comparisons are provided in response to SEC disclosure requirements and are not intended to forecast or be indicative of future performance.
| 12/31/06 | 12/31/07 | 12/31/08 | 12/31/09 | 12/31/10 | 12/31/11 | |||||||
| Starwood |
$100.00 | 71.89 | 30.69 | 63.05 | 105.31 | 83.98 | ||||||
| S&P 500 |
$100.00 | 105.49 | 66.47 | 84.06 | 96.74 | 98.76 | ||||||
| S&P 500 Hotel |
$100.00 | 87.56 | 45.28 | 70.57 | 108.15 | 87.28 |
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| Item 6. | Selected Financial Data. |
The following selected financial data should be read in conjunction with the information set forth under Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations, and our consolidated financial statements and related notes thereto (the “Notes”) beginning on page F-1 of this Annual Report.
| Year Ended December 31, | ||||||||||||||||||||
| 2011 | 2010 | 2009 | 2008 | 2007 | ||||||||||||||||
| (In millions, except per share data) | ||||||||||||||||||||
| Revenues |
$ | 5,624 | $ | 5,071 | $ | 4,696 | $ | 5,754 | $ | 5,999 | ||||||||||
| Operating income |
$ | 630 | $ | 600 | $ | 26 | $ | 610 | $ | 841 | ||||||||||
| Income (loss) from continuing operations (a) |
$ | 502 | $ | 310 | $ | (1 | ) | $ | 249 | $ | 532 | |||||||||
| Diluted earnings per share from continuing operations |
$ | 2.57 | $ | 1.63 | $ | 0.00 | $ | 1.34 | $ | 2.52 | ||||||||||
| Cash from operating activities |
$ | 641 | $ | 764 | $ | 571 | $ | 646 | $ | 884 | ||||||||||
| Cash from (used for) investing activities |
$ | (176 | ) | $ | (71 | ) | $ | 116 | $ | (172 | ) | $ | (215 | ) | ||||||
| Cash used for financing activities |
$ | (775 | ) | $ | (26 | ) | $ | (993 | ) | $ | (243 | ) | $ | (712 | ) | |||||
| Aggregate cash distributions paid |
$ | 99 | $ | 93 | $ | 165 | $ | 172 | $ | 90 | ||||||||||
| Cash distributions and dividends declared per Share |
$ | 0.50 | $ | 0.30 | $ | 0.20 | $ | 0.90 | $ | 0.90 | ||||||||||
| (a) | Amounts represent income from continuing operations attributable to Corporation Shares (i.e. excluding non-controlling interests). |
| At December 31, | ||||||||||||||||||||
| 2011 | 2010 | 2009 | 2008 | 2007 | ||||||||||||||||
| (In millions) | ||||||||||||||||||||
| Total assets |
$ | 9,560 | $ | 9,776 | $ | 8,761 | $ | 9,703 | $ | 9,622 | ||||||||||
| Long-term debt, net of current maturities |
$ | 2,596 | $ | 3,215 | $ | 2,955 | $ | 3,502 | $ | 3,590 | ||||||||||
| Item 7. | Management’s Discussion and Analysis of Financial Condition and Results of Operations. |
This Management’s Discussion and Analysis of Financial Condition and Results of Operations (“MD&A”) discusses our consolidated financial statements, which have been prepared in accordance with accounting principles generally accepted in the United States. The preparation of these consolidated financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities, the disclosure of contingent assets and liabilities at the date of the consolidated financial statements and the reported amounts of revenues and costs and expenses during the reporting periods. On an ongoing basis, management evaluates its estimates and judgments, including those relating to revenue recognition, bad debts, inventories, investments, plant, property and equipment, goodwill and intangible assets, income taxes, financing operations, frequent guest program liability, self-insurance claims payable, restructuring costs, retirement benefits and contingencies and litigation.
Management bases its estimates and judgments on historical experience and on various other factors that are believed to be reasonable under the circumstances, the results of which form the basis for making decisions about the carrying values of assets and liabilities that are not readily available from other sources. Actual results may differ from these estimates under different assumptions and conditions.
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CRITICAL ACCOUNTING POLICIES
We believe the following to be our critical accounting policies:
Revenue Recognition. Our revenues are primarily derived from the following sources: (1) hotel and resort revenues at our owned, leased and consolidated joint venture properties; (2) vacation ownership interests and residential unit revenues; (3) management and franchise revenues; (4) revenues from managed and franchised properties; and (5) other revenues which are ancillary to our operations. Generally, revenues are recognized when the services have been rendered. The following is a description of the composition of our revenues:
| • | Owned, Leased and Consolidated Joint Ventures — Represents revenue primarily derived from hotel operations, including the rental of rooms and food and beverage sales from owned, leased or consolidated joint venture hotels and resorts. Revenue is recognized when rooms are occupied and services have been rendered. These revenues are impacted by global economic conditions affecting the travel and hospitality industry as well as relative market share of the local competitive set of hotels. REVPAR is a leading indicator of revenue trends at owned, leased and consolidated joint venture hotels as it measures the period-over-period growth in rooms revenue for comparable properties. |
| • | Vacation Ownership Interests and Residential Units — We recognize revenue from VOI sales and financings and the sales of residential units which are typically a component of mixed use projects that include a hotel. Such revenues are impacted by the state of the global economy and, in particular, the U.S. economy, as well as interest rates and other economic conditions affecting the lending market. Revenue is generally recognized upon the buyer demonstrating a sufficient level of initial and continuing investment, the period of cancellation with refund has expired and receivables are deemed collectible. We determine the portion of revenues to recognize for sales accounted for under the percentage of completion method based on judgments and estimates including total project costs to complete. Additionally, we record reserves against these revenues based on expected default levels. Changes in costs could lead to adjustments to the percentage of completion status of a project, which may result in differences in the timing and amount of revenues recognized from the projects. We have also entered into licensing agreements with third-party developers to offer consumers branded condominiums or residences. Our fees from these agreements are generally based on the gross sales revenue of units sold. Residential fee revenue is recorded in the period that a purchase and sales agreement exists, delivery of services and obligations has occurred, the fee to the owner is deemed fixed and determinable and collectability of the fees is reasonably assured. Residential revenue on whole ownership units is generally recorded using the completed contract method, whereby revenue is recognized only when a sales contract is completed or substantially completed. During the performance period, costs and deposits are recorded on the balance sheet. |
| • | Management and Franchise Fees — Represents fees earned on hotels and resorts managed worldwide, usually under long-term contracts, franchise fees received in connection with the franchise of our Sheraton, Westin, Four Points by Sheraton, Le Méridien and Luxury Collection brand names, termination fees and the amortization of deferred gains related to sold properties for which we have significant continuing involvement. Management fees are comprised of a base fee, which is generally based on a percentage of gross revenues, and an incentive fee, which is generally based on the property’s profitability. For any time during the year, when the provisions of our management contracts allow receipt of incentive fees upon termination, incentive fees are recognized for the fees due and earned as if the contract was terminated at that date, exclusive of any termination fees due or payable. Therefore, during periods prior to year-end, the incentive fees recorded may not be indicative of the eventual incentive fees that will be recognized at year-end as conditions and incentive hurdle calculations may not be final. Franchise fees are generally based on a percentage of hotel room revenues. As with hotel revenues discussed above, these revenue sources are affected by conditions impacting the travel and hospitality industry as well as competition from other hotel management and franchise companies. |
| • | Other Revenues from Managed and Franchised Properties – These revenues represent reimbursements of costs incurred on behalf of managed hotel properties and franchisees. These costs relate primarily to payroll costs at managed properties where we are the employer. Since the reimbursements are made based |
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| upon the costs incurred with no added margin, these revenues and corresponding expenses have no effect on our operating income or our net income. |
Goodwill and Intangible Assets. Goodwill and intangible assets arise in connection with acquisitions, including the acquisition of management contracts. We do not amortize goodwill and intangible assets with indefinite lives. Intangible assets with finite lives are amortized over their respective useful lives. We review all goodwill and intangible assets for impairment annually, or upon the occurrence of a trigger event. Impairment charges, if any, are recognized in operating results.
In September 2011, the Financial Accounting Standards Board (“FASB”) issued ASU No. 2011-08, “Intangibles-Goodwill and Other (Topic 350): Testing Goodwill for Impairment”. This topic permits an entity to assess qualitative factors to determine whether it is more likely than not that the fair value of the reporting unit is less than its carrying amount as a basis to determine whether an additional impairment test is necessary. This topic is for annual and interim goodwill impairment tests performed for fiscal years beginning after December 13, 2011 with early adoption allowed. We early adopted this topic during the fourth quarter of 2011 in conjunction with our annual impairment testing (see Note 7).
Frequent Guest Program. Starwood Preferred Guest (“SPG”) is our frequent guest incentive marketing program. SPG members earn points based on spending at our owned, managed and franchised hotels, as incentives to first-time buyers of VOIs and residences, and through participation in affiliated partners’ programs such as co-branded credit cards. Points can be redeemed at substantially all of our owned, managed and franchised hotels as well as through other redemption opportunities with third parties, such as conversion to airline miles.
We charge our owned, managed and franchised hotels the cost of operating the SPG program, including the estimated cost of our future redemption obligation, based on a percentage of our SPG members’ qualified expenditures. The Company’s management and franchise agreements require that we be reimbursed for the costs of operating the SPG program, including marketing, promotions and communications and performing member services for the SPG members. As points are earned, the Company increases the SPG point liability for the amount of cash it receives from its managed and franchised hotels related to the future redemption obligation. For our owned hotels we record an expense for the amount of our future redemption obligation with the offset to the SPG point liability. When points are redeemed by the SPG members, the hotels recognize revenue and the SPG point liability is reduced.
Through the services of third-party actuarial analysts, we determine the value of the future redemption obligation based on statistical formulas which project the timing of future point redemptions based on historical experience, including an estimate of the “breakage” for points that will never be redeemed, and an estimate of the points that will eventually be redeemed as well as the cost of reimbursing hotels and other third parties in respect of other redemption opportunities for point redemptions.
We consolidate the assets and liabilities of the SPG program including the liability associated with the future redemption obligation which is included in other long-term liabilities and accrued expenses in the accompanying consolidated balance sheets. The total actuarially determined liability (see Note 17), as of December 31, 2011 and 2010 is $844 million and $753 million, respectively, of which $251 million and $225 million, respectively, is included in accrued expenses.
Long-Lived Assets. We evaluate the carrying value of our long-lived assets for impairment by comparing the expected undiscounted future cash flows of the assets to the net book value of the assets if certain trigger events occur. If the expected undiscounted future cash flows are less than the net book value of the assets, the excess of the net book value over the estimated fair value is charged to current earnings. Fair value is based upon discounted cash flows of the assets at a rate deemed reasonable for the type of asset and prevailing market conditions, sales of similar assets, appraisals and, if appropriate, current estimated net sales proceeds from pending offers. We evaluate the carrying value of our long-lived assets based on our plans, at the time, for such assets and such qualitative factors as future development in the surrounding area, status of expected local competition and projected incremental income from renovations. Changes to our plans, including a decision to dispose of or change the intended use of an asset, can have a material impact on the carrying value of the asset.
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Loan Loss Reserves. For the vacation ownership and residential segment, we record an estimate of expected uncollectibility on our VOI notes receivable as a reduction of revenue at the time we recognize a timeshare sale. We hold large amounts of homogeneous VOI notes receivable and therefore assess uncollectibility based on pools of receivables. In estimating loan loss reserves, we use a technique referred to as static pool analysis, which tracks defaults for each year’s mortgage originations over the life of the respective notes and projects an estimated default rate. As of December 31, 2011, the average estimated default rate for our pools of receivables was 9.9%.
The primary credit quality indicator used by us to calculate the loan loss reserve for the vacation ownership notes is the origination of the notes by brand (Sheraton, Westin, and Other), as we believe there is a relationship between the default behavior of borrowers and the brand associated with the vacation ownership property they have acquired. In addition to quantitatively calculating the loan loss reserve based on its static pool analysis, we supplement the process by evaluating certain qualitative data, including the aging of the respective receivables, current default trends by brand and origination year, and the Fair Isaac Corporation (“FICO”) scores of the buyers.
Given the significance of our respective pools of VOI notes receivable, a change in the projected default rate can have a significant impact to its loan loss reserve requirements, with a 0.1% change estimated to have an impact of approximately $4 million.
We consider a VOI note receivable delinquent when it is more than 30 days outstanding. All delinquent loans are placed on nonaccrual status and we do not resume interest accrual until payment is made. Upon reaching 120 days outstanding, the loan is considered to be in default and we commence the repossession process. Uncollectible VOI notes receivable are charged off when title to the unit is returned to us. We generally do not modify vacation ownership notes that become delinquent or upon default.
For the hotel segment, we measure the impairment of a loan based on the present value of expected future cash flows, discounted at the loan’s original effective interest rate, or the estimated fair value of the collateral. For impaired loans, we establish a specific impairment reserve for the difference between the recorded investment in the loan and the present value of the expected future cash flows or the estimated fair value of the collateral. We apply the loan impairment policy individually to all loans in the portfolio and do not aggregate loans for the purpose of applying such policy. For loans that we have determined to be impaired, we recognize interest income on a cash basis.
Assets Held for Sale. We consider properties to be assets held for sale when management approves and commits to a formal plan to actively market a property or group of properties for sale and a signed sales contract and significant non-refundable deposit or contract break-up fee exist. Upon designation as an asset held for sale, we record the carrying value of each property or group of properties at the lower of its carrying value which includes allocable segment goodwill or its estimated fair value, less estimated costs to sell, and we stop recording depreciation expense. Any gain realized in connection with the sale of a property for which we have significant continuing involvement (such as through a long-term management agreement) is deferred and recognized over the initial term of the related agreement. The operations of the properties held for sale prior to the sale date are recorded in discontinued operations unless we will have continuing involvement (such as through a management or franchise agreement) after the sale.
Legal Contingencies. We are subject to various legal proceedings and claims, the outcomes of which are subject to significant uncertainty. An estimated loss from a loss contingency should be accrued by a charge to income if it is probable that an asset has been impaired or a liability has been incurred and the amount of the loss can be reasonably estimated. We evaluate, among other factors, the degree of probability of an unfavorable outcome and the ability to make a reasonable estimate of the amount of loss. Changes in these factors could materially impact our financial position or our results of operations.
Income Taxes. We provide for income taxes in accordance with principles contained in ASC 740, Income Taxes. Under these principles, we recognize the amount of income tax payable or refundable for the current year and deferred tax assets and liabilities for the future tax consequences of events that have been recognized in our financial statements or tax returns.
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Deferred tax assets and liabilities are measured using enacted tax rates in effect for the year in which those temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities of a change in tax rates is recognized in earnings in the period when the new rate is enacted. Deferred tax assets are evaluated for future realization and reduced by a valuation allowance to the extent we believe a portion will not be realized. We consider many factors when assessing the likelihood of future realization of our deferred tax assets, including our recent cumulative earnings experience and expectations of future taxable income by taxing jurisdiction, the carry-forward periods available to us for tax reporting purposes and tax attributes.
We measure and recognize the amount of tax benefit that should be recorded for financial statement purposes for uncertain tax positions taken or expected to be taken in a tax return. With respect to uncertain tax positions, we evaluate the recognized tax benefits for derecognition, classification, interest and penalties, interim period accounting and disclosure requirements. Judgment is required in assessing the future tax consequences of events that have been recognized in our financial statements or tax returns.
RESULTS OF OPERATIONS
The following discussion presents an analysis of results of our operations for the years ended December 31, 2011, 2010 and 2009.
The difficult business conditions that plagued the global lodging industry in 2008 and 2009 began to stabilize in 2010. The lodging recovery continued into 2011 as occupancies approached prior peak levels, average daily rate increased, and new hotel supply in the developed world fell well below historic rates of growth. While we remain cautiously optimistic, we acknowledge that known and unknown challenges could slow down or derail the lodging recovery.
As we move forward, we believe we are uniquely positioned, due to the strength of our brands, our high-end focus, and our geographic diversification. Starwood is particularly well positioned to take advantage of global growth through our operating teams that have worked in the emerging markets for decades. We also expect to grow in the developed world as we build out our underpenetrated brands in these markets. We believe that we have the highest quality pipeline in the industry as measured by percentage growth potential as well as our focus on valuable management contracts in the four and five star segments.
We and our hotel owners have continued to invest capital in our hotels and provide innovative ways to utilize public space, such as our Link@Sheraton, which fosters relationships face-to-face or webcam-to-webcam, and also by maximizing guest room conveniences. Finally, we believe our SPG loyalty guest program is an industry leader. With our recently announced changes to the program, we expect to drive further loyalty from our SPG members as well as attract the next wave of global elite members. As the program is constantly refined and new promotions are offered, it provides rewards to our patrons while its growth in membership favorably impacts our results. As we move forward to 2012, we will continue to focus on providing superior guest experiences for our business, leisure, and group customers while maintaining a commitment to controlling our costs.
As discussed in Note 2 of our consolidated financial statements, following the adoption of ASU Nos. 2009-16 and 2009-17 on January 1, 2010, our statements of income beginning with the year ended December 31, 2010 no longer reflect securitization income, but instead report interest income, net charge-offs and certain other income associated with all securitized loan receivables, and interest expense associated with debt issued from the trusts to third-party investors in the same line items in our statements of income. Additionally, we no longer record initial gains or losses on new securitization activity since securitized vacation ownership notes receivable no longer receive sale accounting treatment. Finally, we no longer recognize gains or losses on the revaluation of the interest-only strip receivable as that asset is not recognized in a transaction accounted for as a secured borrowing.
Our statement of income for the year ended December 31, 2009 has not been retrospectively adjusted to reflect the adoption of ASU Nos. 2009-16 and 2009-17. While the years ended December 31, 2010 and 2011 have been accounted for under the new accounting standards, these years are not comparable to 2009 amounts, particularly with regards to vacation ownership and residential sales and services and interest expense.
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Year Ended December 31, 2011 Compared with Year Ended December 31, 2010
Continuing Operations
| Year
Ended December 31, 2011 |
Year
Ended December 31, 2010 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Owned, Leased and Consolidated Joint Venture Hotels |
$ | 1,768 | $ | 1,704 | $ | 64 | 3.8 | % | ||||||||
| Management Fees, Franchise Fees and Other Income |
814 | 712 | 102 | 14.3 | % | |||||||||||
| Vacation Ownership and Residential |
703 | 538 | 165 | 30.7 | % | |||||||||||
| Other Revenues from Managed and Franchised Properties |
2,339 | 2,117 | 222 | 10.5 | % | |||||||||||
|
|
|
|
|
|
|
|
|
|||||||||
| Total Revenues |
$ | 5,624 | $ | 5,071 | $ | 553 | 10.9 | % | ||||||||
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|
|
|
|
|
|
|
|||||||||
The increase in revenues from owned, leased and consolidated joint venture hotels was primarily due to increased REVPAR (as discussed below) at our existing owned, leased and consolidated joint venture hotels, offset in part by lost revenues from six wholly owned hotels sold or closed in 2011 and 2010. These sold or closed hotels had revenues of $56 million in the year ended December 31, 2011 compared to $158 million in the corresponding period of 2010. Revenues at our Same-Store Owned Hotels (45 hotels for the year ended December 31, 2011 and 2010, excluding the six hotels sold or closed and 14 additional hotels undergoing significant repositionings or without comparable results in 2011 and 2010) increased 9.4%, or $123 million, to $1.441 billion for the year ended December 31, 2011 when compared to $1.318 billion in the corresponding period of 2010 due primarily to an increase in REVPAR.
REVPAR at our Same-Store Owned Hotels increased 11.5% to $159.12 for the year ended December 31, 2011 when compared to the corresponding 2010 period. The increase in REVPAR at these Same-Store Owned Hotels was driven by a 6.4% increase in ADR to $218.65 for the year ended December 31, 2011 compared to $205.49 for the corresponding 2010 period and an increase in occupancy rates to 72.8% for the year ended December 31, 2011 when compared to 69.5% in the corresponding period in 2010. REVPAR at Same-Store Owned Hotels in North America increased 7.3% for the year ended December 31, 2011 when compared to the corresponding period of 2010. REVPAR growth was particularly strong at our owned hotels in San Francisco, California, Maui, Hawaii and Scottsdale, Arizona. REVPAR at our international Same-Store Owned Hotels increased by 17.7% for the year ended December 31, 2011 when compared to the corresponding period of 2010. REVPAR for Same-Store Owned Hotels internationally increased 8.1% excluding the favorable effects of foreign currency translation.
The increase in management fees, franchise fees and other income was primarily a result of an $83 million or 12.0% increase in management and franchise revenue to $772 million for the year ended December 31, 2011 compared to $689 million in the corresponding period of 2010. Management fees increased $46 million or 11.2% and franchise fees increased $26 million or 16.1% compared to the corresponding period of 2010. These increases were due to growth in REVPAR at existing hotels as well as the net addition of 38 managed and 11 franchised hotels to our system since the beginning of 2011. Additionally, other income increased approximately $19 million, for the year ended December 31, 2011 when compared to the corresponding period of 2010, primarily due to payments received on promissory notes that had previously been reserved due to uncertainty around collection.
Total vacation ownership and residential sales and services revenue increased 30.7% to $703 million, for the year ended December 31, 2011 when compared to $538 million in 2010, primarily driven by residential sales related to the St. Regis Bal Harbour project which received its certificate of occupancy in late 2011. Originated contract sales of VOI inventory increased 6.1% for the year ended December 31, 2011, when compared to the corresponding period in 2010. This increase was primarily driven by increased tour flow from new buyers and improved sales performance from existing owner channels. The average contract amount per vacation ownership unit sold was relatively unchanged, for the year ended December 31, 2011 when compared to the corresponding
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period of 2010, at approximately $14,900. Residential revenue increased approximately $125 million for the year ended December 31, 2011 primarily due to residential sales related to the St. Regis Bal Harbour project as discussed above.
Other revenues from managed and franchised properties increased primarily due to an increase in payroll costs commensurate with increased occupancy at our existing managed hotels and payroll costs for the new hotels entering the system. These revenues represent reimbursements of costs incurred on behalf of managed hotel and vacation ownership properties and franchisees and relate primarily to payroll costs at managed properties where we are the employer. Since the reimbursements are made based upon the costs incurred with no added margin, these revenues and corresponding expenses have no effect on our operating income and our net income.
| Year
Ended December 31, 2011 |
Year
Ended December 31, 2010 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Selling, General, Administrative and Other |
$ | 352 | $ | 344 | $ | 8 | 2.3 | % | ||||||||
Selling, general, administrative and other expenses for the year ended December 31, 2011 increased 2.3% to $352 million, when compared to the corresponding period of 2010, primarily due to higher legal costs incurred in 2011, while results in 2010 benefitted from the reimbursement of legal costs as a result of a favorable legal settlement. This increase was partially offset by lower incentive compensation in 2011 compared to 2010.
| Year
Ended December 31, 2011 |
Year
Ended December 31, 2010 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Restructuring, Goodwill Impairment and Other Special Charges (Credits), Net |
$ | 68 | $ | (75 | ) | $ | 143 | n/m | ||||||||
During the year ended December 31, 2011, we recorded a charge of approximately $70 million related to an unfavorable decision in a lawsuit.
During the year ended December 31, 2010, we received cash proceeds of $75 million in connection with the favorable settlement of a lawsuit. We recorded this settlement, net of the reimbursement of legal costs incurred in connection with the litigation, as a credit to restructuring, goodwill impairment, and other special (credits) charges. Additionally, we recorded an $8 million credit related to the reversal of a reserve associated with an acquisition in 1998 as the liability is no longer deemed necessary.
| Year
Ended December 31, 2011 |
Year
Ended December 31, 2010 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Depreciation and Amortization |
$ | 265 | $ | 285 | $ | (20 | ) | (7.0 | )% | |||||||
The decrease in depreciation expense for the year ended December 31, 2011, when compared to the corresponding period of 2010, was primarily due to reduced depreciation expense from sold hotels, partially offset by additional depreciation related to capital expenditures made in the last twelve months.
| Year
Ended December 31, 2011 |
Year
Ended December 31, 2010 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Operating Income |
$ | 630 | $ | 600 | $ | 30 | 5.0 | % | ||||||||
The increase in operating income for the year ended December 31, 2011, when compared to the corresponding period of 2010, was primarily due to continued improvement in results from our owned and leased
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hotels and the increase in management and franchise fees attributable to the increase in REVPAR as well as the net addition of 49 managed and franchised hotels to our system since the beginning of 2011. Additionally, residential sales at the St. Regis Bal Harbour favorably impacted 2011 operating income by $27 million. Operating income for the year ended December 31, 2011, as compared to 2010, was negatively impacted by a $70 million charge associated with an unfavorable legal decision in 2011, while 2010 benefited from a favorable settlement of a lawsuit of $75 million. Results were also negatively impacted by political unrest in the Middle East and North Africa, as well as the earthquake and tsunami in Japan.
| Year
Ended December 31, 2011 |
Year
Ended December 31, 2010 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Equity Earnings (Losses) and Gains and Losses from Unconsolidated Ventures, Net |
$ | 11 | $ | 10 | $ | 1 | 10.0 | % | ||||||||
The increase in equity earnings and gains and losses from unconsolidated joint ventures for the year ended December 31, 2011, when compared to the corresponding period of 2010 was primarily due to improved operating results at several properties owned by joint ventures in which we hold non-controlling interests, partially offset by unfavorable mark-to-market adjustments on US dollar denominated loans at several properties in Latin America.
| Year
Ended December 31, 2011 |
Year
Ended December 31, 2010 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Net Interest Expense |
$ | 216 | $ | 236 | $ | (20 | ) | (8.5 | )% | |||||||
The decrease in net interest expense for the year ended December 31, 2011, when compared to the corresponding period of 2010, was primarily due to a lower average debt balance and an increase in capitalized interest related to construction projects, primarily relating to the St. Regis Bal Harbour, partially offset by a $16 million charge for redemption premiums and other costs associated with the early payoff of all of our $605 million Senior Notes, which were originally issued in April 1, 2002 and due in May 2012. Our weighted average interest rate was 6.66% at December 31, 2011 as compared to 6.86% at December 31, 2010.
| Year
Ended December 31, 2011 |
Year
Ended December 31, 2010 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Loss on Asset Dispositions and Impairments, Net |
$ | — | $ | (39 | ) | $ | (39 | ) | 100.0 | % | ||||||
During the year ended December 31, 2011, we recorded an impairment charge of $31 million to write-off our noncontrolling interest in a joint venture that owns a hotel in Tokyo, Japan, a $9 million loss due to significant renovations and related asset retirements at two properties, $7 million in losses relating to the impairment of six hotels whose carrying value exceeded their book value and a $2 million loss on an investment in a management contract that was terminated during the period. These amounts were offset by a $50 million gain as a result of the write-up to fair value of our previously held noncontrolling interest in two hotels in which we obtained a controlling interest (see Note 4).
During the year ended December 31, 2010, we recorded a net loss on dispositions of approximately $39 million, primarily related to a $53 million loss on the sale of one wholly-owned hotel (see Note 5) as well as a $4 million impairment of fixed assets that are being retired in connection with a significant renovation of a wholly-owned hotel, and a $2 million impairment on one hotel whose carrying value exceeded its fair value. These charges were partially offset by a gain of $14 million from insurance proceeds received for a claim at a wholly-owned hotel that suffered damage from a storm in 2008, a $5 million gain as a result of an acquisition of a
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controlling interest in a joint venture in which we previously held a non-controlling interest (see Note 4) and a $4 million gain from the sale of non-hotel assets.
| Year
Ended December 31, 2011 |
Year
Ended December 31, 2010 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Income Tax (Benefit) Expense |
$ | (75 | ) | $ | 27 | $ | (102 | ) | n/m | |||||||
In 2011, we completed transactions that involved certain domestic and foreign subsidiaries. These transactions generated capital gains, increased the tax basis in subsidiaries including U.S partnerships and resulted in the inclusion of foreign earnings for U.S. tax purposes. The capital gains were largely reduced by the utilization of capital losses. Due to the uncertainty regarding our ability to generate capital gain income, the deferred tax asset associated with these capital losses was offset by a full valuation allowance prior to these transactions. These transactions resulted in a net tax benefit of $87 million. Additionally, during 2011, an income tax benefit of approximately $60 million was generated as the result of the sale of two wholly-owned hotels. Also, in 2011, the Internal Revenue Service (“IRS”) closed its audit in respect to tax years 2004 through 2006 resulting in the recognition of a tax benefit of approximately $25 million, primarily for the reversal of tax and interest reserves. These benefits were partially offset by tax on increased pretax income and valuation allowance increases in 2011 compared to 2010.
During 2010, the IRS closed its audit with respect to tax years 1998 through 2003 and we recognized a $42 million tax benefit in continuing operations, primarily associated with the refund of interest on taxes already paid. This benefit was partially offset by interest and taxes recorded on uncertain tax positions, which resulted in a charge of $23 million.
Discontinued Operations, Net of Tax
During the year ended December 31, 2011, we recorded a loss of $13 million primarily related to an $18 million pre-tax loss from the sale of our interest in a consolidated joint venture, offset by a $10 million income tax benefit on the sale. Additionally, we recorded $5 million of interest charges related to an uncertain tax position.
During the year ended December 31, 2010, we recorded a gain of $134 million related to the final settlement with the IRS regarding the disposition of World Directories Inc. a pre-tax gain of approximately $3 million ($36 million after tax) related to the sale of one wholly-owned hotel. The tax benefit was related to the realization of a high tax basis in this hotel that was generated through a previous transaction.
Year Ended December 31, 2010 Compared with Year Ended December 31, 2009
Continuing Operations
| Year
Ended December 31, 2010 |
Year
Ended December 31, 2009 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Owned, Leased and Consolidated Joint Venture Hotels |
$ | 1,704 | $ | 1,584 | $ | 120 | 7.6 | % | ||||||||
| Management Fees, Franchise Fees and Other Income |
712 | 658 | 54 | 8.2 | % | |||||||||||
| Vacation Ownership and Residential |
538 | 523 | 15 | 2.9 | % | |||||||||||
| Other Revenues from Managed and Franchised Properties |
2,117 | 1,931 | 186 | 9.6 | % | |||||||||||
|
|
|
|
|
|
|
|
|
|||||||||
| Total Revenues |
$ | 5,071 | $ | 4,696 | $ | 375 | 8.0 | % | ||||||||
|
|
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|
|
|
|
|
|
|||||||||
The increase in revenues from owned, leased and consolidated joint venture hotels was primarily due to improved REVPAR (as discussed below) at our existing owned, leased and consolidated joint venture hotels, offset in part by lost revenues from eight wholly owned hotels sold or closed in 2010 and 2009. These sold or closed hotels had revenues of $18 million in the year ended December 31, 2010 compared to $98 million in the corresponding period of 2009. Revenues at our Same-Store Owned Hotels (54 hotels for the year ended
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December 31, 2010 and 2009, excluding the eight hotels sold or closed and eight additional hotels undergoing significant repositionings or without comparable results in 2010 and 2009) increased 8.2%, or $107 million, to $1.421 billion for the year ended December 31, 2010 when compared to $1.314 billion in the corresponding period of 2009 due primarily to an increase in REVPAR.
REVPAR at our Same-Store Owned Hotels increased 11.2% to $136.27 for the year ended December 31, 2010 when compared to the corresponding period of 2009. The increase in REVPAR at these Same-Store Owned Hotels resulted from a 2.6% increase in ADR to $196.62 for the year ended December 31, 2010 compared to $191.60 for the corresponding period of 2009 and an increase in occupancy rates to 69.3% in the year ended December 31, 2010 when compared to 64.0% in the corresponding period in 2009. REVPAR at Same-Store Owned Hotels in North America increased 11.6% for the year ended December 31, 2010 when compared to the corresponding period of 2009. REVPAR growth was particularly strong at our owned hotels in New York, New York, Chicago, Illinois, Toronto, Canada and New Orleans, Louisiana. REVPAR at our international Same-Store Owned Hotels increased by 10.5% for the year ended December 31, 2010 when compared to the corresponding period of 2009. REVPAR for Same-Store Owned Hotels internationally increased 11.6% excluding the unfavorable effects of foreign currency translation.
The increase in management fees, franchise fees and other income was primarily a result of a $59 million or 9.4% increase in management and franchise revenue to $689 million for the year ended December 31, 2010 compared to $630 million in the corresponding period in 2009. Management fees increased $53 million or 14.9% and franchise fees increased $23 million or 16.7% compared to the corresponding period of 2009. These increases were due to growth in REVPAR at existing hotels as well as the net addition of 27 managed and 65 franchised hotels to our system since the beginning of 2009.
Total vacation ownership and residential sales and services revenue increased 2.9% to $538 million compared to $523 million in 2009 primarily driven by the impact of ASU 2009-17. Originated contract sales of VOI inventory decreased 3.1% for the year ended December 31, 2010 when compared to the corresponding period in 2009. This decline was primarily driven by lower tour flow which was down 6.8% for the year ended December 31, 2010 when compared to the corresponding period in 2009. The decline in tour flow was a result of the economic climate and resulting closure of fractional sales centers in the latter part of 2009. Additionally, the average contract amount per vacation ownership unit sold decreased 6.0% to approximately $15,000, driven by price reductions and inventory mix. Residential revenue increased approximately $6 million in the year ended December 31, 2010 primarily due to the recognition of $4 million of marketing and license fees associated with a new hotel and residential project in Guangzhou, China which opened in 2010.
Other revenues from managed and franchised properties increased primarily due to an increase in payroll costs commensurate with increased occupancy at our managed hotels and payroll costs for new hotels entering the system. These revenues represent reimbursements of costs incurred on behalf of managed hotel and vacation ownership properties and franchisees and relate primarily to payroll costs at managed properties where we are the employer. Since the reimbursements are made based upon the costs incurred with no added margin, these revenues and corresponding expenses have no effect on our operating income and our net income.
| Year
Ended December 31, 2010 |
Year
Ended December 31, 2009 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Selling, General, Administrative and Other |
$ | 344 | $ | 314 | $ | 30 | 9.6 | % | ||||||||
The increase in selling, general, administrative and other expenses for the year ended December 31, 2010 was primarily a result of higher incentive based compensation when compared to the corresponding period of 2009. The increase was partially offset by the reimbursement of previously expensed legal costs in connection
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with the favorable settlement of a lawsuit and an $8 million reversal of a guarantee liability which was favorably settled during the period (see Note 25).
| Year
Ended December 31, 2010 |
Year
Ended December 31, 2009 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Restructuring, Goodwill Impairment and Other Special Charges (Credits), Net |
$ | (75 | ) | $ | 379 | $ | 454 | n/m | ||||||||
During the year ended December 31, 2010, we received cash proceeds of $75 million in connection with the favorable settlement of a lawsuit. We recorded this settlement, net of the reimbursement of legal costs incurred in connection with the litigation, as a credit to restructuring, goodwill impairment, and other special (credits) charges. Additionally, we recorded an $8 million credit related to the reversal of a reserve associated with an acquisition in 1998 as the liability is no longer deemed necessary.
During the year ended December 31, 2009, we completed a comprehensive review of our vacation ownership business. We decided not to develop certain vacation ownership sites and future phases of certain existing projects. As a result of these decisions, we recorded a primarily non-cash impairment charge of $255 million in the restructuring, goodwill impairment and other special charges (credits) line item. Additionally, we recorded a $90 million non-cash charge for the impairment of goodwill in the vacation ownership reporting unit.
Throughout 2009, we also recorded restructuring and other special charges of $34 million related to our ongoing initiative of rationalizing our cost structure. These charges related to severance charges and costs to close vacation ownership sales galleries.
| Year
Ended December 31, 2010 |
Year
Ended December 31, 2009 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Depreciation and Amortization |
$ | 285 | $ | 309 | $ | (24 | ) | 7.8 | % | |||||||
The decrease in depreciation expense for the year ended December 31, 2010, when compared to the corresponding period of 2009, was due to reduced depreciation expense from sold hotels offset by additional capital expenditures made in the last twelve months.
| Year
Ended December 31, 2010 |
Year
Ended December 31, 2009 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Operating Income |
$ | 600 | $ | 26 | $ | 574 | n/m | |||||||||
The increase in operating income for the year ended December 31, 2010, when compared to the corresponding period of 2009, was primarily related to the restructuring, goodwill impairments and other special charges (credits) favorable benefit of $75 million in 2010 compared to a charge of $379 million in 2009. Additionally, the increase in operating income was favorably impacted by improved operating results in primarily all of our revenue streams.
| Year
Ended December 31, 2010 |
Year
Ended December 31, 2009 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Equity Earnings (Losses) and Gains and Losses from Unconsolidated Ventures, Net |
$ | 10 | $ | (4 | ) | $ | 14 | n/m | ||||||||
The increase in equity earnings and gains and losses from unconsolidated joint ventures for the year ended December 31, 2010, when compared to the same period of 2009, was primarily due to improved operating results at several properties owned by joint ventures in which we hold non-controlling interests. The increase also
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related to a charge of approximately $4 million, in 2009, related to an unfavorable mark-to-market adjustment on a US dollar denominated loan in an unconsolidated venture in Mexico.
| Year
Ended December 31, 2010 |
Year
Ended December 31, 2009 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Net Interest Expense |
$ | 236 | $ | 227 | $ | 9 | 4.0 | % | ||||||||
The increase in net interest expense was primarily due to interest of $27 million on securitized debt related to the adoption of ASU No. 2009-17, partially offset by certain early debt extinguishment costs of $21 million that were incurred in 2009. Our weighted average interest rate was 6.86% at December 31, 2010 as compared to 6.73% at December 31, 2009.
| Year
Ended December 31, 2010 |
Year
Ended December 31, 2009 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Loss on Asset Dispositions and Impairments, Net |
$ | (39 | ) | $ | (91 | ) | $ | 52 | n/m | |||||||
During the year ended December 31, 2010, we recorded a net loss on dispositions of approximately $39 million, primarily related to a $53 million loss on the sale of one wholly-owned hotel (see Note 5) as well as a $4 million impairment of fixed assets that were being retired in connection with a significant renovation of a wholly-owned hotel, and a $2 million impairment on one hotel whose carrying value exceeded its fair value. These charges were partially offset by a gain of $14 million from insurance proceeds received for a claim at a wholly-owned hotel that suffered damage from a storm in 2008, a $5 million gain as a result of an acquisition of a controlling interest in a joint venture in which we previously held a non-controlling interest (see Note 4) and a $4 million gain from the sale of non-hotel assets.
During the year ended December 31, 2009, we recorded a net loss on dispositions of approximately $91 million, primarily related to $41 million of impairment charges on six hotels whose carrying values exceeded their fair values, a $22 million impairment of our retained interests in vacation ownership mortgage receivables, a $13 million impairment of an investment in a hotel management contract that was cancelled, a $5 million impairment of certain technology-related fixed assets and a $4 million loss on the sale of a wholly-owned hotel.
| Year
Ended December 31, 2010 |
Year
Ended December 31, 2009 |
Increase / (decrease) from prior year |
Percentage change from prior year |
|||||||||||||
| (in millions) | ||||||||||||||||
| Income Tax (Benefit) Expense |
$ | 27 | $ | (293 | ) | $ | 320 | n/m | ||||||||
The $320 million increase in income tax expense primarily related to 2009 items that did not recur in 2010, including a $120 million deferred tax benefit for an Italian tax incentive program in which the tax basis of land and building for the hotels we owned in Italy was stepped up to fair value in exchange for paying a current tax of $9 million, a $51 million tax benefit related to previously unrecognized foreign tax credits for prior tax years and a $10 million benefit to reverse the deferred interest accrual associated with the deferral of taxable income. The remaining increase was primarily due to higher pretax income in 2010, partially offset by a benefit of $42 million related to an IRS audit.
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Discontinued Operations, Net of Tax
During the year ended December 31, 2010, we recorded a tax benefit of $134 million related to the final settlement with the IRS regarding the disposition of World Directories, Inc. and a pre-tax gain of approximately $3 million ($36 million after tax) related to the sale of one wholly-owned hotel. The tax benefit was related to the realization of a high tax basis in this hotel that was generated through a previous transaction.
During the year ended December 31, 2009, we sold our Bliss spa business and other non-core assets for cash proceeds of $227 million. Revenues and expenses from the Bliss spa business, together with revenues and expenses from one hotel that was sold in 2010, were reported in discontinued operations resulting in a loss of $2 million, net of tax. In addition, the net gain on the assets sold in 2009 and the one hotel held for sale at December 31, 2009 has been recorded in discontinued operations resulting in income of $76 million, net of tax.
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LIQUIDITY AND CAPITAL RESOURCES
Cash From Operating Activities
Cash flow from operating activities is generated primarily from management and franchise revenues, operating income from our owned hotels and resorts and sales of VOIs and residential units. Other sources of cash are distributions from joint ventures, servicing financial assets and interest income. These are the principal sources of cash used to fund our operating expenses, interest payments on debt, capital expenditures, dividend payments and property and income taxes. We believe that our existing borrowing availability together with capacity for additional borrowings and cash from operations will be adequate to meet all funding requirements for our operating expenses, principal and interest payments on debt, capital expenditures, dividends and share repurchases.
The majority of our cash flow is derived from corporate and leisure travelers and is dependent on the supply and demand in the lodging industry. In a recessionary economy, we experience significant declines in business and leisure travel. The impact of declining demand in the industry and higher hotel supply in key markets could have a material impact on our cash flow from operating activities.
Our day-to-day operations are financed through net working capital, a practice that is common in our industry. The ratio of our current assets to current liabilities was 1.27 and 1.21 as of December 31, 2011 and 2010, respectively. Consistent with industry practice, we sweep the majority of the cash at our owned hotels on a daily basis and fund payables as needed by drawing down on our existing revolving credit facility.
The majority of our restricted cash balance relates to cash used as collateral to reduce fees on letters of credit. Additionally, state and local regulations governing sales of VOIs and residential properties allow the purchaser of such a VOI or property to rescind the sale subsequent to its completion for a pre-specified number of days. In addition, cash payments received from buyers of units under construction are held in escrow during the period prior to obtaining a certificate of occupancy. These payments and the deposits collected from sales during the rescission period are another component of our restricted cash balances in our consolidated balance sheets. At December 31, 2011 and 2010, we had short-term restricted cash balances of $232 million and $53 million, respectively.
During 2011, we completed the securitization of vacation ownership receivables resulting in proceeds of approximately $177 million and received a tax refund from the IRS of $45 million (see Note 14).
Cash From Investing Activities
Gross capital spending during the full year ended December 31, 2011 was as follows (in millions):
| Maintenance Capital Expenditures (1): |
||||
| Owned, Leased and Consolidated Joint Venture Hotels |
$ | 129 | ||
| Corporate and information technology |
124 | |||
|
|
|
|||
| Subtotal |
253 | |||
|
|
|
|||
| Vacation Ownership and Residential Capital Expenditures (2): | ||||
| Net capital expenditures for inventory (excluding St. Regis Bal Harbour) |
(43 | ) | ||
| Capital expenditures for inventory — St. Regis Bal Harbour |
58 | |||
|
|
|
|||
| Subtotal |
15 | |||
| Development Capital |
209 | |||
|
|
|
|||
| Total Capital Expenditures |
$ | 477 | ||
|
|
|
| (1) | Maintenance capital expenditures includes renovations, asset replacements and improvements that extend the useful life of the asset. |
| (2) | Represents gross inventory capital expenditures of $165 less cost of sales of $150. |
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Gross capital spending during the year ended December 31, 2011 included approximately $253 million of maintenance capital, and $209 million of development capital. Investment spending on gross vacation ownership interest and residential inventory was $165 million, primarily related to the construction of our hotel and residential project in Bal Harbour, Florida. Our capital expenditure program includes both offensive and defensive capital. Defensive spending is related to maintenance and renovations that we believe are necessary to stay competitive in the markets we are in. Other than capital to address fire and life safety issues, we consider defensive capital to be discretionary, although reductions to this capital program could result in decreases to our cash flow from operations, as hotels in certain markets could become less desirable. The offensive capital expenditures, which are primarily related to new projects that we expect will generate a return, are also considered discretionary. We currently anticipate that our defensive capital expenditures for the full year 2012 (excluding vacation ownership and residential inventory) will be approximately $200 million for maintenance, renovations, and technology capital. In addition, for the full year 2012, we currently expect to spend approximately $375 million for investment projects, various joint ventures and other investments.
In order to secure management or franchise agreements, we have made loans to third-party owners, minority investments in joint ventures and provided certain guarantees and indemnifications related thereto. See Note 25 of the consolidated financial statements for discussion regarding the amount of loans we have outstanding with owners, unfunded loan commitments, equity and other potential contributions, surety bonds outstanding, performance guarantees and indemnifications we are obligated under, and investments in hotels and joint ventures.
We intend to finance the acquisition of additional hotel properties (including equity investments), hotel renovations, VOI and residential construction, capital improvements, technology spend and other core and ancillary business acquisitions and investments and provide for general corporate purposes, (including dividend payments and share repurchases) through our credit facility described below, the net proceeds from dispositions, the assumption of debt, and from cash generated from operations.
We periodically review our business to identify properties or other assets that we believe either are non-core (including hotels where the return on invested capital is not adequate), no longer complement our business, are in markets which may not benefit us as much as other markets during an economic recovery or could be sold at significant premiums. We are focused on enhancing real estate returns and monetizing investments.
Since 2006, we have sold 65 hotels realizing proceeds of approximately $5.6 billion in numerous transactions (see Note 5 of the consolidated financial statements). There can be no assurance, however, that we will be able to complete future dispositions on commercially reasonable terms or at all. During the year ended December 31, 2011 asset sales resulted in gross cash proceeds from investing activities of approximately $280 million.
In late 2011, we received certificates of occupancy for our St. Regis Bal Harbour project. As a result, we began closings of units that had previously been sold and, in the fourth quarter of 2011, $74 million of cash was released from escrow accounts related to these closings.
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Cash Used for Financing Activities
The following is a summary of our debt portfolio (including capital leases) as of December 31, 2011:
| Amount Outstanding at December 31, 2011 (a) |
Weighted Average Interest Rate at December 31, 2011 |
Weighted Average Maturity |
||||||||||
| (Dollars in millions) | (In years) | |||||||||||
| Floating Rate Debt |
||||||||||||
| Revolving Credit Facility |
$ | — | — | 1.9 | ||||||||
| Mortgages and Other |
40 | 5.02 | % | 5.0 | ||||||||
| Interest Rate Swaps |
400 | 4.69 | % | |||||||||
|
|
|
|||||||||||
| Total/Average |
$ | 440 | 4.72 | % | 5.0 | |||||||
|
|
|
|||||||||||
| Fixed Rate Debt |
||||||||||||
| Senior Notes |
$ | 2,093 | 7.08 | % | 3.9 | |||||||
| Mortgages and Other |
64 | 7.46 | % | 11.5 | ||||||||
| Interest Rate Swaps |
(400 | ) | 6.86 | % | ||||||||
|
|
|
|||||||||||
| Total/Average |
$ | 1,757 | 7.14 | % | 4.1 | |||||||
|
|
|
|||||||||||
| Total Debt |
||||||||||||
| Total Debt and Average Terms |
$ | 2,197 | 6.66 | % | 4.2 | |||||||
|
|
|
|||||||||||
| (a) | Excludes approximately $432 million of our share of unconsolidated joint venture debt and securitized vacation ownership debt of $532 million, all of which is non-recourse. |
For specifics related to our financing transactions, issuances, and terms entered into for the years ended December 31, 2011 and 2010, see Note 15 of the consolidated financial statements. We have evaluated the commitments of each of the lenders in our Revolving Credit Facility (the “Facility”) which matures on November 15, 2013. In addition, we have reviewed our debt covenants and do not anticipate any issues regarding the availability of funds under the Facility.
On December 15, 2011, we redeemed all $605 million of our 7.875% Senior Notes, which would have matured in May 2012. We paid $628 million in connection with this early redemption, including $16 million for the call premium and other associated costs (see Note 15).
Due to the adoption of ASU Nos. 2009-16 and 2009-17, as discussed in Notes 2, 9, and 10, our 2011 cash flows from financing activities include the borrowings and repayments of securitized vacation ownership debt.
| December 31, 2011 |
December 31, 2010 |
|||||||
| (in millions) | ||||||||
| Gross Unsecuritized Debt |
$ | 2,197 | $ | 2,857 | ||||
| less: cash (including restricted cash of $212 million in 2011 and $44 million in 2010) |
(666 | ) | (797 | ) | ||||
|
|
|
|
|
|||||
| Net Unsecuritized Debt |
$ | 1,531 | $ | 2,060 | ||||
|
|
|
|
|
|||||
| Gross Securitized Debt (non-recourse) |
$ | 532 | $ | 494 | ||||
| less: cash restricted for securitized debt repayments (not included above) |
(22 | ) | (19 | ) | ||||
|
|
|
|
|
|||||
| Net Securitized Debt |
$ | 510 | $ | 475 | ||||
|
|
|
|
|
|||||
| Total Net Debt |
$ | 2,041 | $ | 2,535 | ||||
|
|
|
|
|
|||||
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The cost of borrowing of the Facilities is determined by a combination of our leverage ratios and credit ratings. Changes in our credit ratings may result in changes in our borrowing costs. Downgrades in our credit ratings would likely increase the relative costs of borrowing and reduce our ability to issue long-term debt, whereas upgrades would likely reduce costs and increase our ability to issue long-term debt. A credit rating is not a recommendation to buy, sell or hold securities, is subject to revision or withdrawal at any time by the assigning rating organization and should be evaluated independently of any other rating. On February 1, 2012, our long-term debt rating was upgraded to investment grade by one of the major credit rating agencies.
Our Facility is used to fund general corporate cash needs. As of December 31, 2011, we have availability of over $1.5 billion under the Facility. The Facility allows for multi-currency borrowing and, if drawn upon, would have an applicable margin, inclusive of the commitment fee, of 2.5% plus the applicable currency LIBOR rate. Our ability to borrow under the Facility is subject to compliance with the terms and conditions under the Facility, including certain leverage and coverage covenants.
Based upon the current level of operations, management believes that our cash flow from operations, together with our significant cash balances, available borrowings under the Facility, and our capacity for additional borrowings will be adequate to meet anticipated requirements for scheduled maturities (primarily our $500 million of Senior Notes due in early 2013), dividends, working capital, capital expenditures, marketing and advertising program expenditures, other discretionary investments, interest and scheduled principal payments and share repurchases for the foreseeable future. However, there can be no assurance that we will be able to refinance our indebtedness as it becomes due and, if refinanced, on favorable terms. Approximately $159 million, included in our cash balance above, is deemed to be permanently invested in foreign countries and we would be subject to income taxes if we repatriated these amounts. In addition, there can be no assurance that in our continuing business we will generate cash flow at or above historical levels, that currently anticipated results will be achieved or that we will be able to complete dispositions on commercially reasonable terms or at all.
If we are unable to generate sufficient cash flow from operations in the future to service our debt, we may be required to sell additional assets at lower than preferred amounts, reduce capital expenditures, refinance all or a portion of our existing debt or obtain additional financing at unfavorable rates. Our ability to make scheduled principal payments, to pay interest on or to refinance our indebtedness depends on our future performance and financial results, which, to a certain extent, are subject to general conditions in or affecting the hotel and vacation ownership industries and to general economic, political, financial, competitive, legislative and regulatory factors beyond our control.
We had the following contractual obligations (1) outstanding as of December 31, 2011 (in millions):
| Total | Due in Less Than 1 Year |
Due in 1-3 Years |
Due in 3-5 Years |
Due After 5 Years |
||||||||||||||||
|
Debt(2) |
$ | 2,195 | $ | 3 | $ | 1,007 | $ | 494 | $ | 691 | ||||||||||
| Interest payable |
659 | 155 | 263 | 134 | 107 | |||||||||||||||
| Capital lease obligations (3) |
2 | — | — | — | 2 | |||||||||||||||
| Operating lease obligation |
1,455 | 84 | 177 | 170 | 1,024 | |||||||||||||||
| Unconditional purchase obligations (4) |
174 | 66 | 93 | 15 | — | |||||||||||||||
| Other long-term obligations |
1 | 1 | — | — | — | |||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
| Total contractual obligations |
$ | 4,486 | $ | 309 | $ | 1,540 | $ | 813 | $ | 1,824 | ||||||||||
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
| (1) | This table excludes unrecognized tax benefits that would require cash outlays for $172 million, the timing of which is uncertain. Refer to Note 15 of the consolidated financial statements for additional discussion on this matter. In addition, the table excludes amounts related to the construction of our St. Regis Bal Harbour project that has a total project cost of $759 million, of which $714 million has been paid through December 31, 2011. |
| (2) | Excludes securitized debt of $532 million, all of which is non-recourse. |
| (3) | Excludes sublease income of $0 million. |
| (4) | Included in these balances are commitments that may be reimbursed or satisfied by our managed and franchised properties. |
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Table of Contents
We had the following commercial commitments outstanding as of December 31, 2011 (in millions):
| Total | Less Than 1 Year |
1-3 Years | 3-5 Years | After 5 Years |
||||||||||||||||||||||||
| Standby letters of credit |
$ | 171 | $ | 168 | $ | — | $ | — | $ | 3 | ||||||||||||||||||
A dividend of $0.50 per share was paid in December 2011 to shareholders of record as of December 15, 2011.
A dividend of $0.30 per share was paid in December 2010 to shareholders of record as of December 16, 2010.
Off-Balance Sheet Arrangements
Our off-balance sheet arrangements include letters of credit of $171 million, unconditional purchase obligations of $167 million and surety bonds of $21 million. These items are discussed in greater detail in Item 8, Financial Statements and Supplementary Data, and in the Notes.
| Item 7A. | Quantitative and Qualitative Disclosures about Market Risk. |
In limited instances, we seek to reduce earnings and cash flow volatility associated with changes in interest rates and foreign currency exchange rates by entering into financial arrangements intended to provide a hedge against a portion of the risks associated with such volatility. We continue to have exposure to such risks to the extent they are not hedged.
We enter into a derivative financial arrangement to the extent it meets the objectives described above, and we do not engage in such transactions for trading or speculative purposes.
At December 31, 2011, we were party to the following derivative instruments:
| • | Forward contracts to hedge forecasted transactions for management and franchise fee revenues earned in foreign currencies. The aggregate dollar equivalent of the notional amounts was approximately $34 million. These contracts expire in 2012. |
| • | Forward foreign exchange contracts to manage the foreign currency exposure related to certain intercompany loans not deemed to be permanently invested. The aggregate dollar equivalent of the notional amounts of the forward contracts was approximately $659 million. These contracts expire in 2012. |
The following table sets forth the scheduled maturities and the total fair value of our debt portfolio and other financial instruments as of December 31, 2011 (in millions, excluding average exchange rates):
| Expected Maturity or Transaction Date At December 31, |
Total
at December 31, 2011 |
Total Fair Value at December 31, 2011 |
||||||||||||||||||||||||||||||
| 2012 | 2013 | 2014 | 2015 | 2016 | Thereafter | |||||||||||||||||||||||||||
| Liabilities |
||||||||||||||||||||||||||||||||
| Fixed rate |
$ | 3 | $ | 254 | $ | 351 | $ | 453 | $ | 4 | $ | 692 | $ | 1,757 | $ | 2,005 | ||||||||||||||||
| Average interest rate |
7.14 | % | ||||||||||||||||||||||||||||||
| Floating rate |
$ | — | $ | 251 | $ | 151 | $ | 2 | $ | 35 | $ | 1 | $ | 440 | $ | 440 | ||||||||||||||||
| Average interest rate |
4.72 | % | ||||||||||||||||||||||||||||||
| Forward Foreign Exchange Hedge Contracts: |
||||||||||||||||||||||||||||||||
| Fixed (EUR) to Fixed (USD) |
$ | 34 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | 3 | $ | 3 | ||||||||||||||||
| Average Exchange rate |
1.44 | |||||||||||||||||||||||||||||||
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Table of Contents
| Expected Maturity or Transaction Date At December 31, |
Total at December 31, 2011 |
Total Fair Value at December 31, 2011 |
||||||||||||||||||||||||||||||
| 2012 | 2013 | 2014 | 2015 | 2016 | Thereafter | |||||||||||||||||||||||||||
| Forward Foreign Exchange Contracts: |
||||||||||||||||||||||||||||||||
| Fixed (EUR) to Fixed (USD) |
$ | 104 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | ||||||||||||||||
| Average Exchange rate |
1.30 | |||||||||||||||||||||||||||||||
| Fixed (CLP) to Fixed (USD) |
$ | 56 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | ||||||||||||||||
| Average Exchange rate |
.00 | |||||||||||||||||||||||||||||||
| Fixed (THB) to Fixed (USD) |
$ | 14 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | ||||||||||||||||
| Average Exchange rate |
.03 | |||||||||||||||||||||||||||||||
| Fixed (JPY) to Fixed (USD) |
$ | 77 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | ||||||||||||||||
| Average Exchange rate |
.01 | |||||||||||||||||||||||||||||||
| Fixed (MXP) to Fixed (USD) |
$ | 4 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | ||||||||||||||||
| Average Exchange rate |
.07 | |||||||||||||||||||||||||||||||
| Fixed (AUD) to Fixed (USD) |
$ | 38 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | ||||||||||||||||
| Average Exchange rate |
.98 | |||||||||||||||||||||||||||||||
| Fixed (CAD) to Fixed (USD) |
$ | 283 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | (1 | ) | $ | (1 | ) | ||||||||||||||
| Average Exchange rate |
.98 | |||||||||||||||||||||||||||||||
| Fixed (GBP) to Fixed (EUR) |
$ | 65 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | 1 | $ | 1 | ||||||||||||||||
| Fixed (JPY) to Fixed (THB) |
$ | 18 | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | ||||||||||||||||
| Item 8. | Financial Statements and Supplementary Data. |
The financial statements and supplementary data required by this item appear beginning on page F-1 of this Annual Report and are incorporated herein by reference.
| Item 9. | Changes in and Disagreements with Accountants on Accounting and Financial Disclosure. |
Not applicable.
| Item 9A. | Controls and Procedures. |
As of the end of the period covered by this report, we carried out an evaluation, under the supervision and with the participation of our management, including our principal executive and principal financial officers, of the effectiveness of the design and operation of our disclosure controls and procedures (as such term is defined in Rules 13(a)-15(e) and 15(d)-15(e) of the Securities Exchange Act of 1934, as amended (the “Exchange Act”)). Based upon the foregoing evaluation, our principal executive and principal financial officers concluded that our disclosure controls and procedures were effective and operating to provide reasonable assurance that information required to be disclosed by us in the reports that we file or submit under the Exchange Act is recorded, processed, summarized, and reported within the time periods specified in the rules and forms of the Securities and Exchange Commission, and to provide reasonable assurance that such information is accumulated and communicated to our management, including our principal executive and principal financial officers, as appropriate, to allow timely decisions regarding required disclosure.
There has been no change in our internal control over financial reporting (as defined in Rules 13(a)-15(f) and 15(d)-15(f) under the Exchange Act) that occurred during the period covered by this report that has materially affected, or is reasonably likely to materially affect, our internal control over financial reporting.
Management’s Report on Internal Control over Financial Reporting and the Report of the Corporation’s Independent Registered Public Accounting Firm are set forth in Part II of the Annual Report and are incorporated herein by reference.
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Table of Contents
| Item 9B. | Other Information. |
Not applicable.
| Item 10. | Directors, Executive Officers and Corporate Governance. |
Information regarding directors, executive officers and corporate governance will be included in our proxy statement for the 2012 Annual Meeting of Stockholders (the “Proxy Statement”). The Proxy Statement will be filed with the Securities and Exchange Commission within 120 days after the close of our fiscal year ended December 31, 2011 and such information is incorporated herein by reference.
| Item 11. | Executive Compensation. |
Information regarding executive compensation will be included in our Proxy Statement. The Proxy Statement will be filed with the Securities and Exchange Commission within 120 days after the close of our fiscal year ended December 31, 2011 and such information is incorporated herein by reference.
| Item 12. | Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters. |
Information regarding security ownership of certain beneficial owners and management and related stockholder matters will be included in our Proxy Statement. The Proxy Statement will be filed with the Securities and Exchange Commission within 120 days after the close of our fiscal year ended December 31, 2011 and such information is incorporated herein by reference.
| Item 13. | Certain Relationships and Related Transactions and Director Independence. |
Information regarding certain relationships and related transactions and director independence will be included in our Proxy Statement. The Proxy Statement will be filed with the Securities and Exchange Commission within 120 days after the close of our fiscal year ended December 31, 2011 and such information is incorporated herein by reference.
| Item 14. | Principal Accounting Fees and Services. |
Information regarding principal accounting fees and services will be included in our Proxy Statement. The Proxy Statement will be filed with the Securities and Exchange Commission within 120 days after the close of our fiscal year ended December 31, 2011 and such information is incorporated herein by reference.
| Item 15. | Exhibits, Financial Statement Schedules. |
| (a) | The following documents are filed as part of this Annual Report: |
| 1-2. | The financial statements and financial statement schedule listed in the Index to Financial Statements and Schedule following the signature pages hereof. |
| 3. | Exhibits: |
44
Table of Contents
| Exhibit Number |
Description of Exhibit | |
| 2.1 | Formation Agreement, dated as of November 11, 1994, among the Company, Starwood Capital and the Starwood Partners (incorporated by reference to Exhibit 2 to the Company’s Current Report on Form 8-K dated November 16, 1994). (The SEC file number of all filings made by the Company pursuant to the Securities Exchange Act of 1934, as amended, and referenced herein is 1-7959). | |
| 2.2 | Form of Amendment No. 1 to Formation Agreement, dated as of July 1995, among the Company and the Starwood Partners (incorporated by reference to Exhibit 10.23 to the Company’s Registration Statement on Form S-2 filed with the SEC on June 29, 1995 (Registration Nos. 33-59155 and 33-59155-01)). | |
| 3.1 | Articles of Amendment and Restatement of the Company, as of May 30, 2007 (incorporated by reference to Appendix A to the Company’s 2007 Notice of Annual Meeting and Proxy Statement). | |
| 3.2 | Amended and Restated Bylaws of the Company, as amended and restated through April 10, 2006 (incorporated by reference to Exhibit 3.2 to the Company’s Current Report on Form 8-K filed with the SEC on April 13, 2006 (the “April 13 Form 8-K”). | |
| 3.3 | Amendment to Amended and Restated Bylaws of the Company, dated as of March 13, 2008 (incorporated by reference to Exhibit 3.1 to the Company’s Current Report on Form 8-K filed with the SEC on March 18, 2008). | |
| 4.1 | Termination Agreement dated as of April 7, 2006 between the Company and the Trust (incorporated by reference to Exhibit 4.1 of the April 13 Form 8-K). | |
| 4.2 | Amended and Restated Rights Agreement, dated as of April 7, 2006, between the Company and American Stock Transfer and Trust Company, as Rights Agent (which includes the form of Amended and Restated Articles Supplementary of the Series A Junior Participating Preferred Stock as Exhibit A, the form of Rights Certificate as Exhibit B and the Summary of Rights to Purchase Preferred Stock as Exhibit C) (incorporated by reference to Exhibit 4.2 of the April 13 Form 8-K). | |
| 4.3 | Amended and Restated Indenture, dated as of November 15, 1995, as Amended and Restated as of December 15, 1995 between ITT Corporation (formerly known as ITT Destinations, Inc.) and the First National Bank of Chicago, as trustee (incorporated by reference to Exhibit 4.A.IV to the First Amendment to ITT Corporation’s Registration Statement on Form S-3 filed November 13, 1996). | |
| 4.4 | First Indenture Supplement, dated as of December 31, 1998, among ITT Corporation, the Company and The Bank of New York (incorporated by reference to Exhibit 4.1 to the Company’s Current Report on Form 8-K filed with the SEC on January 8, 1999). | |
| 4.5 | Second Indenture Supplement, dated as of April 9, 2006, among the Company, Sheraton Holding Corporation and Bank of New York Trust Company, N.A., as trustee (incorporated by reference to Exhibit 4.3 to the April 13 Form 8-K). | |
| 4.6 | Indenture, dated as of April 19, 2002, among the Company, the guarantor parties named therein and U.S. Bank National Association, as trustee (incorporated by reference to Exhibit 4.1 to the Company’s and Sheraton Holding Corporation’s Joint Registration Statement on Form S-4 filed with the SEC on November 19, 2002 (the “2002 Forms S-4”)). | |
| 4.7 | Indenture, dated as of September 13, 2007, between the Company and the U.S. Bank National Association, as trustee (incorporated by reference to Exhibit 4.1 to the Company’s Current Report on Form 8-K filed with the SEC on September 17, 2007 (the “September 17 Form 8-K”)). | |
| 4.8 | Supplemental Indenture, dated as of September 13, 2007, between the Company and the U.S. Bank National Association, as trustee (incorporated by reference to Exhibit 4.2 to the September 17 Form 8-K). | |
| 4.9 | Supplemental Indenture No. 2, dated as of May 23, 2008, between the Company and U.S. Bank National Association, as trustee (incorporated by reference to Exhibit 4.1 to the Company’s Current Report on Form 8-K filed with the SEC on May 28, 2008). | |
| 4.10 | Supplemental Indenture No. 3, dated as of May 7, 2009, between the Company and the U.S. Bank National Association, as trustee (incorporated by reference to Exhibit 4.1 to the Company’s Current Report on Form 8-K files with the SEC on May 12, 2009). |
45
Table of Contents
| Exhibit Number |
Description of Exhibit | |
| 4.11 | Supplemental Indenture No. 4, dated as of November 20, 2009, between the Company and the U.S. Bank National Association, as trustee (incorporated by reference to Exhibit 4.1 to the Company’s Current Report on Form 8-K filed with the SEC on November 23, 2009). | |
| The registrant hereby agrees to file with the Commission a copy of any instrument, including indentures, defining the rights of long-term debt holders of the registrant and its consolidated subsidiaries upon the request of the Commission. | ||
| 10.1 | Third Amended and Restated Limited Partnership Agreement for Operating Partnership, dated January 6, 1999, among the Company and the limited partners of Operating Partnership (incorporated by reference to Exhibit 10.2 to the 1998 Form 10-K). | |
| 10.2 | Form of Trademark License Agreement, dated as of December 10, 1997, between Starwood Capital and the Company (incorporated by reference to Exhibit 10.22 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 1997 (the “1997 Form 10-K”)). | |
| 10.3 | Credit Agreement, dated as of April 20, 2010, among the Company, certain additional Dollar Revolving Loan Borrowers, certain additional Alternate Currency Revolving Loan Borrowers, various Lenders, Deutsche Bank AG New York Branch, as Administrative Agent, JPMorgan Chase Bank, N.A., as Syndication Agent, Deutsche Bank Securities Inc., J.P. Morgan Securities Inc. and Banc of America Securities LLC, as Lead Arrangers and Book Running Managers, (the “Credit Agreement”) (incorporated by reference to Exhibit 10.1 to the Company’s Current Report on Form 8-K filed with the SEC on April 22, 2010). | |
| 10.4 | First Amendment to Credit Agreement, dated as of March 23, 2011.+ | |
| 10.5 | Second Amendment to Credit Agreement, dated as of December 9, 2011. + | |
| 10.6 | Starwood Hotels & Resorts Worldwide, Inc. 1999 Long-Term Incentive Compensation Plan (the “1999 LTIP”) (incorporated by reference to Exhibit 10.4 to the Company’s Quarterly Report on Form 10-Q for the quarterly period ended June 30, 1999 (the “1999 Form 10-Q2”)). * | |
| 10.7 | First Amendment to the 1999 LTIP, dated as of August 1, 2001 (incorporated by reference to Exhibit 10.1 to the Company’s Quarterly Report on Form 10-Q for the quarterly period ended September 30, 2001). * | |
| 10.8 | Second Amendment to the 1999 LTIP (incorporated by reference to Exhibit 10.2 to the 2003 10-Q1). * | |
| 10.9 | Form of Non-Qualified Stock Option Agreement pursuant to the 1999 LTIP (incorporated by reference to Exhibit 10.30 to the 2004 Form 10-K). * | |
| 10.10 | Form of Restricted Stock Agreement pursuant to the 1999 LTIP (incorporated by reference to Exhibit 10.31 to the 2004 Form 10-K). * | |
| 10.11 | Starwood Hotels & Resorts Worldwide, Inc. 2002 Long-Term Incentive Compensation Plan (the “2002 LTIP”) (incorporated by reference to Annex B of the Company’s 2002 Proxy Statement). * | |
| 10.12 | First Amendment to the 2002 LTIP (incorporated by reference to Exhibit 10.1 to the 2003 10-Q1). * | |
| 10.13 | Form of Non-Qualified Stock Option Agreement pursuant to the 2002 LTIP (incorporated by reference to Exhibit 10.49 to the 2002 Form 10-K filed on February 28, 2003 (the “2002 10-K”)). * | |
| 10.14 | Form of Restricted Stock Agreement pursuant to the 2002 LTIP (incorporated by reference to Exhibit 10.35 to the 2004 Form 10-K). * | |
| 10.15 | 2004 Long-Term Incentive Compensation Plan, amended and restated as of December 31, 2008 (“2004 LTIP”) (incorporated by reference to Exhibit 10.3 to the Company’s Current Report on Form 8-K filed with the SEC on January 6, 2009 (the “January 2009 8-K”)). * | |
| 10.16 | Form of Non-Qualified Stock Option Agreement pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.4 to the 2004 Form 10-Q2). * | |
| 10.17 | Form of Restricted Stock Agreement pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.38 to the 2004 Form 10-K). * | |
| 10.18 | Form of Non-Qualified Stock Option Agreement pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.2 to the Company’s Current Report on Form 8-K filed February 13, 2006 (the February 2006 Form 8-K”)). * |
46
Table of Contents
| Exhibit Number |
Description of Exhibit | |
| 10.19 | Form of Restricted Stock Agreement pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.1 to the February 2006 Form 8-K). * | |
| 10.20 | Form of Amended and Restated Non-Qualified Stock Option Agreement pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.1 to the Company’s Quarterly Report on Form 10-Q for the period ended June 30, 2006 (the 2006 Form 10-Q2”)). * | |
| 10.21 | Form of Amended and Restated Restricted Stock Agreement pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.2 to the 2006 Form 10-Q2). * | |
| 10.22 | Annual Incentive Plan for Certain Executives, amended and restated as of December 2008 (incorporated by reference to Exhibit 10.2 to the January 2009 8-K). * | |
| 10.23 | Starwood Hotels & Resorts Worldwide, Inc. Amended and Restated Deferred Compensation Plan, effective as of January 22, 2008 (incorporate by reference to Exhibit 10.35 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2007). * | |
| 10.24 | Form of Indemnification Agreement between the Company and each of its Directors and executive officers (incorporated by reference to Exhibit 10.10 to the Company’s Current Report on Form 8-K filed with the SEC on November 25, 2009). * | |
| 10.25 | Employment Agreement, dated as of November 13, 2003, between the Company and Vasant Prabhu (incorporated by reference to Exhibit 10.68 to the 2003 10-K). * | |
| 10.26 | Letter Agreement, dated August 14, 2007, between the Company and Vasant Prabhu (incorporated by reference to Exhibit 10.1 to the Company’s Current Report on Form 8-K filed August 17, 2007 (the “August 17 Form 8-K”)). * | |
| 10.27 | Amendment, dated as of December 30, 2008, to employment agreement between the Company and Vasant Prabhu (incorporated by reference to Exhibit 10.34 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2008 (the “2008 Form 10-K”)). * | |
| 10.28 | Employment Agreement, dated as of September 25, 2000, between the Company and Kenneth Siegel (incorporated by reference to Exhibit 10.57 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2000 (the “2000 Form 10-K”)). * | |
| 10.29 | Letter Agreement, dated July 22, 2004 between the Company and Kenneth Siegel (incorporated by reference to Exhibit 10.73 to the 2004 Form 10-K). * | |
| 10.30 | Letter Agreement, dated August 14, 2007, between the Company and Kenneth S. Siegel (incorporated by reference to Exhibit 10.1 to the Company’s Current Report on Form 8-K filed August 17, 2007 (the “August 17 Form 8-K”)). * | |
| 10.31 | Amendment, dated as of December 30, 2008, to employment agreement between the Company and Kenneth S. Siegel (incorporated by reference to reference to Exhibit 10.43 to the 2008 Form 10-K). * | |
| 10.32 | Employment Agreement, dated as of August 2, 2007, between the Company and Bruce W. Duncan (incorporated by reference to Exhibit 10.5 to the Company’s quarterly report on Form 10-Q for the quarterly period ended June 30, 2007). * | |
| 10.33 | Form of Restricted Stock Unit Agreement between the Company and Bruce W. Duncan pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.2 to the 2007 Form 10-Q1). * | |
| 10.34 | Amended and Restated Employment Agreement, dated as of December 30, 2008, between the Company and Frits van Paasschen (incorporated by reference to Exhibit 10.52 to the 2008 Form 10-K). * | |
| 10.35 | Form of Non-Qualified Stock Option Agreement between the Company and Frits van Paasschen pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.5 to the 2007 Form 10-Q3). * | |
| 10.36 | Form of Restricted Stock Unit Agreement between the Company and Frits van Paasschen pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.6 to the 2007 Form 10-Q3). * | |
| 10.37 | Form of Restricted Stock Grant between the Company and Frits van Paasschen pursuant to the 2004 LTIP (incorporated by reference to Exhibit 10.7 to the 2007 Form 10-Q3). * | |
| 10.38 | Form of Severance Agreement between the Company and each of Messrs. Siegel and Prabhu (incorporated by reference to Exhibit 10.57 to the 2008 Form 10-K). * |
47
Table of Contents
| Exhibit Number |
Description of Exhibit | |
| 10.39 | Letter Agreement, dated August 22, 2008, between the Company and Matthew Avril (incorporated by reference to Exhibit 10.1 to the Company’s Quarterly Report on Form 10-Q for the quarterly period ended March 31, 2009 (the “2009 Form 10-Q1”). * | |
| 10.40 | Amendment, dated as of December 30, 2008, to employment agreement between the Company and Matthew Avril (incorporated by reference to Exhibit 10.2 to the 2009 Form 10-Q1). * | |
| 10.41 | Amendment, dated as of December 15, 2011, to employment agreement between the Company and Matthew Avril. *+ | |
| 10.42 | Amended and Restated Severance Agreement, dated as of December 30, 2008, between the Company and Matthew Avril (incorporated by reference to Exhibit 10.3 to the 2009 Form 10-Q1). * | |
| 10.43 | Letter Agreement, dated April 15, 2008, between the Company and Simon Turner (incorporated by reference to Exhibit 10.7 to the 2009 Form 10-Q1). * | |
| 10.44 | Amendment, dated as of December 30, 2008, to employment agreement between the Company and Simon Turner (incorporated by reference to Exhibit 10.8 to the 2009 Form 10-Q1). * | |
| 10.45 | Amended and Restated Severance Agreement, dated as of December 30, 2008, between the Company and Simon Turner (incorporated by reference to Exhibit 10.9 to the 2009 Form 10-Q1). * | |
| 12.1 | Calculation of Ratio of Earnings to Total Fixed Charges.+ | |
| 21.1 | List of our Subsidiaries. + | |
| 23.1 | Consent of Ernst & Young LLP. + | |
| 31.1 | Certification Pursuant to Rule 13a-14 under the Securities Exchange Act of 1934 – Chief Executive Officer. + | |
| 31.2 | Certification Pursuant to Rule 13a-14 under the Securities Exchange Act of 1934 – Chief Financial Officer. + | |
| 32.1 | Certification Pursuant to Section 1350 of Chapter 63 of Title 18 of the United States Code – Chief Executive Officer. + | |
| 32.2 | Certification Pursuant to Section 1350 of Chapter 63 of Title 18 of the United States Code – Chief Financial Officer. + |
| + | Filed herewith. |
| * | Indicates management contract or compensatory plan or arrangement |
48
Table of Contents
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
| STARWOOD HOTELS & RESORTS WORLD WIDE, INC. | ||||||
| By: | /S/ FRITS VAN PAASSCHEN | |||||
| Frits van Paasschen | ||||||
| Chief Executive Officer and Director | ||||||
Date: February 17, 2012
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant in the capacities and on the dates indicated.
| Signature |
Title |
Date | ||
| /s/ FRITS VAN PAASSCHEN | Chief Executive Officer and Director | February 17, 2012 | ||
| Frits van Paasschen | ||||
| /s/ BRUCE W. DUNCAN | Chairman and Director | February 17, 2012 | ||
| Bruce W. Duncan | ||||
| /s/ VASANT M. PRABHU | Executive Vice President and Chief | February 17, 2012 | ||
| Vasant M. Prabhu | Financial Officer (Principal Financial Officer) | |||
| /s/ ALAN M. SCHNAID | Senior Vice President, Corporate | February 17, 2012 | ||
| Alan M. Schnaid | Controller and Principal Accounting Officer | |||
| /s/ ADAM M. ARON | Director | February 17, 2012 | ||
| Adam M. Aron | ||||
| /s/ CHARLENE BARSHEFSKY | Director | February 17, 2012 | ||
| Charlene Barshefsky | ||||
| /s/ THOMAS E. CLARKE | Director | February 17, 2012 | ||
| Thomas E. Clarke | ||||
| /s/ CLAYTON C. DALEY, JR. | Director | February 17, 2012 | ||
| Clayton C. Daley, Jr. | ||||
| /s/ LIZANNE GALBREATH | Director | February 17, 2012 | ||
| Lizanne Galbreath | ||||
| /s/ ERIC HIPPEAU | Director | February 17, 2012 | ||
| Eric Hippeau | ||||
| /s/ STEPHEN R. QUAZZO | Director | February 17, 2012 | ||
| Stephen R. Quazzo | ||||
| /s/ THOMAS O. RYDER | Director | February 17, 2012 | ||
| Thomas O. Ryder | ||||
| /s/ KNEELAND C. YOUNGBLOOD | Director | February 17, 2012 | ||
| Kneeland C. Youngblood | ||||
49
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
INDEX TO FINANCIAL STATEMENTS AND SCHEDULE
F-1
Table of Contents
Management’s Report on Internal Control over Financial Reporting
Management of Starwood Hotels & Resorts Worldwide, Inc. and its subsidiaries (“Company”) is responsible for establishing and maintaining adequate internal control over financial reporting, as such term is defined in Exchange Act Rule 13a-15(f) or 15(d)-15(f). Those rules define internal control over financial reporting as a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles (“GAAP”) and includes those policies and procedures that:
| • | Pertain to the maintenance of records that in reasonable detail accurately and fairly reflect the transactions and dispositions of the assets of the Company; |
| • | Provide reasonable assurance that the transactions are recorded as necessary to permit the preparation of financial statements in accordance with GAAP, and the receipts and expenditures of the Company are being made only in accordance with authorizations of management and directors of the Company; and |
| • | Provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of the Company’s assets that could have a material effect on the financial statements. |
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with policies or procedures may deteriorate.
Our management assessed the effectiveness of the Company’s internal controls over financial reporting as of December 31, 2011. In making this assessment, the Company’s management used the criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Based on assessment and those criteria, management believes that, as of December 31, 2011, the Company’s internal control over financial reporting is effective.
Management has engaged Ernst & Young LLP, the independent registered public accounting firm that audited the financial statements included in this Annual Report on Form 10-K, to attest to the Company’s internal control over financial reporting. The report is included herein.
F-2
Table of Contents
Report of Independent Registered Public Accounting Firm
The Board of Directors and Stockholders of Starwood Hotels & Resorts Worldwide, Inc.
We have audited Starwood Hotels & Resorts Worldwide, Inc.’s (the “Company”) internal control over financial reporting as of December 31, 2011, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (the COSO criteria). The Company’s management is responsible for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit.
We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 2011 based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the consolidated balance sheets of the Company as of December 31, 2011 and 2010 and the related consolidated statements of income, comprehensive income, equity, and cash flows for each of the three years in the period ended December 31, 2011 of the Company and our report dated February 17, 2012, expressed an unqualified opinion thereon.
/s/ Ernst & Young LLP
New York, New York
February 17, 2012
F-3
Table of Contents
Report of Independent Registered Public Accounting Firm
The Board of Directors and Stockholders of Starwood Hotels & Resorts Worldwide, Inc.
We have audited the accompanying consolidated balance sheets of Starwood Hotels & Resorts Worldwide, Inc. (the “Company”) as of December 31, 2011 and 2010, and the related consolidated statements of income, comprehensive income, equity, and cash flows for each of the three years in the period ended December 31, 2011. Our audits also included the financial statement schedule listed in the Index at Item 15(a). These financial statements and schedule are the responsibility of the Company’s management. Our responsibility is to express an opinion on these financial statements and schedule based on our audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in all material respects, the consolidated financial position of the Company at December 31, 2011 and 2010, and the consolidated results of its operations and its cash flows for each of the three years in the period ended December 31, 2011, in conformity with U.S. generally accepted accounting principles. Also, in our opinion, the related financial statement schedule, when considered in relation to the basic financial statements taken as a whole, presents fairly in all material respects the information set forth therein.
As discussed in Note 2 to the consolidated financial statements, the Company adopted Financial Accounting Standards Board (“FASB”) Accounting Standards Update (“ASU”) No. 2009-16, Transfers and Servicing (Topic 860): Accounting for Transfers of Financial Assets (formerly Statement of Financial Accounting Standards (“SFAS”) No. 166), and ASU No. 2009-17, Consolidations (Topic 810): Improvements to Financial Reporting by Enterprises Involved with Variable Interest Entities (formerly SFAS No. 167) on January 1, 2010.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the Company’s internal control over financial reporting as of December 31, 2011, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission and our report dated February 17, 2012 expressed an unqualified opinion thereon.
/s/ Ernst & Young LLP
New York, New York
February 17, 2012
F-4
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
(In millions, except share data)
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| ASSETS | ||||||||
| Current assets: |
||||||||
| Cash and cash equivalents |
$ | 454 | $ | 753 | ||||
| Restricted cash |
232 | 53 | ||||||
| Accounts receivable, net of allowance for doubtful accounts of $46 and $45 |
569 | 513 | ||||||
| Inventories |
812 | 802 | ||||||
| Securitized vacation ownership notes receivable, net of allowance for doubtful accounts of $10 and $10 |
64 | 59 | ||||||
| Prepaid expenses and other |
125 | 126 | ||||||
| Deferred income taxes |
278 | 315 | ||||||
|
|
|
|
|
|||||
| Total current assets |
2,534 | 2,621 | ||||||
| Investments |
259 | 312 | ||||||
| Plant, property and equipment, net |
3,270 | 3,323 | ||||||
| Goodwill and intangible assets, net |
2,057 | 2,067 | ||||||
| Deferred income taxes |
639 | 664 | ||||||
| Other assets |
355 | 381 | ||||||
| Securitized vacation ownership notes receivable, net |
446 | 408 | ||||||
|
|
|
|
|
|||||
| $ | 9,560 | $ | 9,776 | |||||
|
|
|
|
|
|||||
| LIABILITIES AND STOCKHOLDERS’ EQUITY | ||||||||
| Current liabilities: |
||||||||
| Short-term borrowings and current maturities of long-term debt |
$ | 3 | $ | 9 | ||||
| Accounts payable |
144 | 138 | ||||||
| Current maturities of long-term securitized vacation ownership debt |
130 | 127 | ||||||
| Accrued expenses |
1,177 | 1,104 | ||||||
| Accrued salaries, wages and benefits |
375 | 410 | ||||||
| Accrued taxes and other |
163 | 377 | ||||||
|
|
|
|
|
|||||
| Total current liabilities |
1,992 | 2,165 | ||||||
| Long-term debt |
2,194 | 2,848 | ||||||
| Long-term securitized vacation ownership debt |
402 | 367 | ||||||
| Deferred income taxes |
46 | 24 | ||||||
| Other liabilities |
1,971 | 1,886 | ||||||
|
|
|
|
|
|||||
| 6,605 | 7,290 | |||||||
|
|
|
|
|
|||||
| Commitments and contingencies |
||||||||
| Stockholders’ equity: |
||||||||
| Common stock; $0.01 par value; authorized 1,000,000,000 shares; outstanding 195,913,400 and 192,970,437 shares at December 31, 2011 and 2010, respectively |
2 | 2 | ||||||
| Additional paid-in capital |
963 | 805 | ||||||
| Accumulated other comprehensive loss |
(348 | ) | (283 | ) | ||||
| Retained earnings |
2,337 | 1,947 | ||||||
|
|
|
|
|
|||||
| Total Starwood stockholders’ equity |
2,954 | 2,471 | ||||||
| Noncontrolling interest |
1 | 15 | ||||||
|
|
|
|
|
|||||
| Total equity |
2,955 | 2,486 | ||||||
|
|
|
|
|
|||||
| $ | 9,560 | $ | 9,776 | |||||
|
|
|
|
|
|||||
The accompanying notes to financial statements are an integral part of the above statements.
F-5
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
CONSOLIDATED STATEMENTS OF INCOME
(In millions, except per share data)
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Revenues |
||||||||||||
| Owned, leased and consolidated joint venture hotels |
$ | 1,768 | $ | 1,704 | $ | 1,584 | ||||||
| Vacation ownership and residential sales and services |
703 | 538 | 523 | |||||||||
| Management fees, franchise fees and other income |
814 | 712 | 658 | |||||||||
| Other revenues from managed and franchised properties |
2,339 | 2,117 | 1,931 | |||||||||
|
|
|
|
|
|
|
|||||||
| 5,624 | 5,071 | 4,696 | ||||||||||
| Costs and Expenses |
||||||||||||
| Owned, leased and consolidated joint venture hotels |
1,449 | 1,395 | 1,315 | |||||||||
| Vacation ownership and residential |
521 | 405 | 422 | |||||||||
| Selling, general, administrative and other |
352 | 344 | 314 | |||||||||
| Restructuring, goodwill impairment and other special charges (credits), net |
68 | (75 | ) | 379 | ||||||||
| Depreciation |
235 | 252 | 274 | |||||||||
| Amortization |
30 | 33 | 35 | |||||||||
| Other expenses from managed and franchised properties |
2,339 | 2,117 | 1,931 | |||||||||
|
|
|
|
|
|
|
|||||||
| 4,994 | 4,471 | 4,670 | ||||||||||
| Operating income |
630 | 600 | 26 | |||||||||
| Equity earnings (losses) and gains and losses from unconsolidated ventures, net |
11 | 10 | (4 | ) | ||||||||
| Interest expense, net of interest income of $3, $2 and $3 |
(216 | ) | (236 | ) | (227 | ) | ||||||
| Gain (loss) on asset dispositions and impairments, net |
— | (39 | ) | (91 | ) | |||||||
|
|
|
|
|
|
|
|||||||
| Income (loss) from continuing operations before taxes and noncontrolling interests |
425 | 335 | (296 | ) | ||||||||
| Income tax benefit (expense) |
75 | (27 | ) | 293 | ||||||||
|
|
|
|
|
|
|
|||||||
| Income (loss) from continuing operations |
500 | 308 | (3 | ) | ||||||||
| Discontinued operations: |
||||||||||||
| Income (loss) from operations, net of tax (benefit) expense of $0, $0 and $(2) |
— | (1 | ) | (2 | ) | |||||||
| Gain (loss) on dispositions, net of tax (benefit) expense of $(5), $(166) and $(35) |
(13 | ) | 168 | 76 | ||||||||
|
|
|
|
|
|
|
|||||||
| Net income |
487 | 475 | 71 | |||||||||
| Net (income) loss attributable to noncontrolling interests |
2 | 2 | 2 | |||||||||
|
|
|
|
|
|
|
|||||||
| Net income attributable to Starwood |
$ | 489 | $ | 477 | $ | 73 | ||||||
|
|
|
|
|
|
|
|||||||
| Earnings (Losses) Per Share — Basic |
||||||||||||
| Continuing operations |
$ | 2.65 | $ | 1.70 | $ | 0.00 | ||||||
| Discontinued operations |
(0.07 | ) | 0.91 | 0.41 | ||||||||
|
|
|
|
|
|
|
|||||||
| Net income |
$ | 2.58 | $ | 2.61 | $ | 0.41 | ||||||
|
|
|
|
|
|
|
|||||||
| Earnings (Losses) Per Share — Diluted |
||||||||||||
| Continuing operations |
$ | 2.57 | $ | 1.63 | $ | 0.00 | ||||||
| Discontinued operations |
(0.06 | ) | 0.88 | 0.41 | ||||||||
|
|
|
|
|
|
|
|||||||
| Net income |
$ | 2.51 | $ | 2.51 | $ | 0.41 | ||||||
|
|
|
|
|
|
|
|||||||
| Amounts attributable to Starwood’s Common Shareholders |
||||||||||||
| Income (loss) from continuing operations |
$ | 502 | $ | 310 | $ | (1 | ) | |||||
| Discontinued operations |
(13 | ) | 167 | 74 | ||||||||
|
|
|
|
|
|
|
|||||||
| Net income |
$ | 489 | $ | 477 | $ | 73 | ||||||
|
|
|
|
|
|
|
|||||||
| Weighted average number of shares |
189 | 183 | 180 | |||||||||
|
|
|
|
|
|
|
|||||||
| Weighted average number of shares assuming dilution |
195 | 190 | 180 | |||||||||
|
|
|
|
|
|
|
|||||||
| Dividends declared per share |
$ | 0.50 | $ | 0.30 | $ | 0.20 | ||||||
|
|
|
|
|
|
|
|||||||
The accompanying notes to financial statements are an integral part of the above statements.
F-6
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
(In millions)
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Net income |
$ | 487 | $ | 475 | $ | 71 | ||||||
| Other comprehensive income (loss), net of taxes: |
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| Foreign currency translation adjustments |
(48 | ) | 3 | 87 | ||||||||
| Reclassification of accumulated foreign currency translation adjustments on sold hotels |
— | — | (13 | ) | ||||||||
| Defined benefit pension and postretirement benefit plans net gains (losses) arising during the year |
(20 | ) | (4 | ) | 10 | |||||||
| Net curtailment and settlement gains |
— | — | 23 | |||||||||
| Amortization of actuarial gains and losses included in net periodic pension cost |
1 | 1 | 5 | |||||||||
| Change in fair value of derivatives |
1 | (1 | ) | — | ||||||||
| Reclassification adjustments for losses (gains) included in net income |
2 | 1 | (6 | ) | ||||||||
| Change in fair value of investments |
— | (1 | ) | 3 | ||||||||
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| (64 | ) | (1 | ) | 109 | ||||||||
| Comprehensive income |
423 | 474 | 180 | |||||||||
| Comprehensive (income) loss attributable to noncontrolling interests |
2 | 2 | 2 | |||||||||
| Foreign currency translation adjustments attributable to noncontrolling interests |
(1 | ) | 1 | (1 | ) | |||||||
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| Comprehensive income attributable to Starwood |
$ | 424 | $ | 477 | $ | 181 | ||||||
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The accompanying notes to financial statements are an integral part of the above statements.
F-7
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
CONSOLIDATED STATEMENTS OF EQUITY
| Equity Attributable to Starwood Stockholders | ||||||||||||||||||||||||||||
| Shares | Additional Paid-in Capital (1) |
Accumulated Other Comprehensive (Loss) Income (2) |
Retained Earnings |
Equity Attributable to Noncontrolling Interests |
Total | |||||||||||||||||||||||
| Shares | Amount | |||||||||||||||||||||||||||
| (in millions) | ||||||||||||||||||||||||||||
| Balance at December 31, 2008 |
183 | $ | 2 | $ | 493 | $ | (391 | ) | $ | 1,517 | $ | 23 | $ | 1,644 | ||||||||||||||
| Net income (loss) |
— | — | — | — | 73 | (2 | ) | 71 | ||||||||||||||||||||
| Stock option and restricted stock award transactions, net |
4 | — | 54 | — | — | — | 54 | |||||||||||||||||||||
| ESPP stock issuances |
— | — | 5 | — | — | — | 5 | |||||||||||||||||||||
| Other comprehensive income (loss) |
— | — | — | 108 | — | 1 | 109 | |||||||||||||||||||||
| Dividends declared |
— | — | — | — | (37 | ) | (1 | ) | (38 | ) | ||||||||||||||||||
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| Balance at December 31, 2009 |
187 | 2 | 552 | (283 | ) | 1,553 | 21 | 1,845 | ||||||||||||||||||||
| Net income (loss) |
— | — | — | — | 477 | (2 | ) | 475 | ||||||||||||||||||||
| Stock option and restricted stock award transactions, net |
6 | — | 248 | — | — | — | 248 | |||||||||||||||||||||
| ESPP stock issuances |
— | — | 5 | — | — | — | 5 | |||||||||||||||||||||
| Impact of adoption of ASU No. 2009-17 |
— | — | — | — | (26 | ) | — | (26 | ) | |||||||||||||||||||
| Other comprehensive income (loss) |
— | — | — | — | — | (1 | ) | (1 | ) | |||||||||||||||||||
| Dividends declared |
— | — | — | — | (57 | ) | (3 | ) | (60 | ) | ||||||||||||||||||
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| Balance at December 31, 2010 |
193 | 2 | 805 | (283 | ) | 1,947 | 15 | 2,486 | ||||||||||||||||||||
| Net income (loss) |
— | — | — | — | 489 | (2 | ) | 487 | ||||||||||||||||||||
| Stock option and restricted stock award transactions, net |
3 | — | 154 | — | — | — | 154 | |||||||||||||||||||||
| ESPP stock issuances |
— | — | 5 | — | — | — | 5 | |||||||||||||||||||||
| Other comprehensive income (loss) |
— | — | — | (65 | ) | — | 1 | (64 | ) | |||||||||||||||||||
| Dividends declared |
— | — | — | — | (99 | ) | (1 | ) | (100 | ) | ||||||||||||||||||
| Sale of controlling interest |
— | — | — | — | — | (13 | ) | (13 | ) | |||||||||||||||||||
| Other |
— | — | (1 | ) | — | — | 1 | — | ||||||||||||||||||||
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| Balance at December 31, 2011 |
196 | $ | 2 | $ | 963 | $ | (348 | ) | $ | 2,337 | $ | 1 | $ | 2,955 | ||||||||||||||
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| (1) | Stock option and restricted stock award transactions are net of a tax (expense) benefit of $26 million, $28 million and $(18) million in 2011, 2010, and 2009 respectively. |
| (2) | As of December 31, 2011, this balance is comprised of $276 million of cumulative translation adjustments and $75 million of net unrecognized actuarial losses, partially offset by $3 million of unrecognized gains on forward contracts. |
The accompanying notes to financial statements are an integral part of the above statements.
F-8
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS
(In millions)
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Operating Activities |
||||||||||||
| Net income |
$ | 487 | $ | 475 | $ | 71 | ||||||
| Adjustments to net income: |
||||||||||||
| Discontinued operations: |
||||||||||||
| (Gain) loss on dispositions, net |
13 | (168 | ) | (76 | ) | |||||||
| Depreciation and amortization |
— | — | 8 | |||||||||
| Other adjustments relating to discontinued operations |
— | — | — | |||||||||
| Stock-based compensation expense |
75 | 72 | 53 | |||||||||
| Excess stock-based compensation tax benefit |
(22 | ) | (20 | ) | — | |||||||
| Depreciation and amortization |
265 | 285 | 309 | |||||||||
| Amortization of deferred loan costs |
11 | 13 | 10 | |||||||||
| Non-cash portion of restructuring, goodwill impairment and other special charges (credits), net |
— | (7 | ) | 332 | ||||||||
| Non-cash foreign currency (gains) losses, net |
12 | (39 | ) | (6 | ) | |||||||
| Amortization of deferred gains |
(87 | ) | (81 | ) | (82 | ) | ||||||
| Provision for doubtful accounts |
31 | 55 | 72 | |||||||||
| Distributions in excess (deficit) of equity earnings |
7 | 3 | 30 | |||||||||
| Gain on sale of VOI notes receivable |
— | — | (24 | ) | ||||||||
| Loss (gain) on asset dispositions and impairments, net |
— | 39 | 91 | |||||||||
| Non-cash portion of income tax expense (benefit) |
63 | 16 | (260 | ) | ||||||||
| Changes in working capital: |
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| Restricted cash |
(27 | ) | 9 | 46 | ||||||||
| Accounts receivable |
(45 | ) | (22 | ) | 63 | |||||||
| Inventories |
(14 | ) | (110 | ) | (98 | ) | ||||||
| Prepaid expenses and other |
(15 | ) | 1 | 10 | ||||||||
| Accounts payable and accrued expenses |
78 | 13 | (44 | ) | ||||||||
| Accrued income taxes |
(195 | ) | 200 | (50 | ) | |||||||
| Securitized VOI notes receivable activity, net |
(45 | ) | (29 | ) | — | |||||||
| VOI notes receivable activity, net |
12 | 1 | 167 | |||||||||
| Other, net |
37 | 58 | (51 | ) | ||||||||
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| Cash (used for) from operating activities |
641 | 764 | 571 | |||||||||
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| Investing Activities |
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| Purchases of plant, property and equipment |
(385 | ) | (227 | ) | (196 | ) | ||||||
| Proceeds from asset sales, net |
290 | 148 | 310 | |||||||||
| Issuance of notes receivable |
(10 | ) | (1 | ) | (4 | ) | ||||||
| Collection of notes receivable, net |
7 | 2 | 2 | |||||||||
| Acquisitions, net of acquired cash |
(28 | ) | (18 | ) | — | |||||||
| Purchases of investments |
(8 | ) | (32 | ) | (5 | ) | ||||||
| Proceeds from investments |
4 | 49 | 35 | |||||||||
| Other, net |
(46 | ) | 8 | (26 | ) | |||||||
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| Cash (used for) from investing activities |
(176 | ) | (71 | ) | 116 | |||||||
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| Financing Activities |
||||||||||||
| Revolving credit facility and short-term borrowings (repayments), net |
— | (114 | ) | (102 | ) | |||||||
| Long-term debt issued |
47 | 3 | 726 | |||||||||
| Long-term debt repaid |
(650 | ) | (9 | ) | (1,681 | ) | ||||||
| Long-term securitized debt issued |
200 | 280 | — | |||||||||
| Long-term securitized debt repaid |
(162 | ) | (224 | ) | — | |||||||
| (Increase) decrease in restricted cash |
(144 | ) | — | — | ||||||||
| Dividends paid |
(99 | ) | (93 | ) | (165 | ) | ||||||
| Proceeds from stock option exercises |
70 | 141 | 2 | |||||||||
| Excess stock-based compensation tax benefit |
22 | 20 | — | |||||||||
| Share repurchases |
— | — | — | |||||||||
| Other, net |
(39 | ) | (30 | ) | 227 | |||||||
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| Cash (used for) from financing activities |
(755 | ) | (26 | ) | (993 | ) | ||||||
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| Exchange rate effect on cash and cash equivalents |
(9 | ) | (1 | ) | 4 | |||||||
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| Increase (decrease) in cash and cash equivalents |
(299 | ) | 666 | (302 | ) | |||||||
| Cash and cash equivalents — beginning of period |
753 | 87 | 389 | |||||||||
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| Cash and cash equivalents — end of period |
$ | 454 | $ | 753 | $ | 87 | ||||||
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| Supplemental Disclosures of Cash Flow Information |
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| Cash paid (received) during the period for: |
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| Interest |
$ | 204 | $ | 244 | $ | 214 | ||||||
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| Income taxes, net of refunds |
$ | 56 | $ | (171 | ) | $ | 12 | |||||
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| Non-cash acquisition of Hotel Imperial |
$ | 57 | $ | — | $ | — | ||||||
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The accompanying notes to financial statements are an integral part of the above statements.
F-9
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
Note 1. Basis of Presentation
The accompanying consolidated financial statements represent the consolidated financial position and consolidated results of operations of Starwood Hotels & Resorts Worldwide, Inc. and its subsidiaries (the “Company”). The Company is one of the world’s largest hotel and leisure companies. The Company’s principal business is hotels and leisure, which is comprised of a worldwide hospitality network of 1,089 full-service hotels, vacation ownership resorts and residential developments primarily serving two markets: luxury and upscale. The principal operations of Starwood Vacation Ownership, Inc. (“SVO”) include the development and operation of vacation ownership resorts; and marketing, selling and financing vacation ownership interests (“VOIs”) in the resorts.
The consolidated financial statements include assets, liabilities, revenues and expenses of the Company and all of its controlled subsidiaries and partnerships. In consolidating, all material intercompany transactions are eliminated. We have evaluated all subsequent events through the date the consolidated financial statements were filed.
In accordance with the guidance for noncontrolling interests in Accounting Standards Codification (“ASC”) 810, Consolidation, references in this report to our earnings per share, net income, and shareholders’ equity attributable to Starwood’s common shareholders do not include amounts attributable to noncontrolling interests.
Note 2. Significant Accounting Policies
Cash and Cash Equivalents. The Company considers all highly liquid investments purchased with an original maturity of three months or less to be cash equivalents.
Restricted Cash. The majority of the Company’s restricted cash relates to cash used as collateral to reduce fees on letters of credit. Restricted cash also consists of deposits received on sales of VOIs and residential properties that are held in escrow until a certificate of occupancy is obtained, the legal rescission period has expired and the deed of trust has been recorded in governmental property ownership records. At December 31, 2011 and 2010, the Company had short-term restricted cash balances of $232 million and $53 million, respectively.
Inventories. Inventories are comprised principally of VOIs of $261 million and $307 million as of December 31, 2011 and 2010, respectively, residential inventory of $521 million and $462 million at December 31, 2011 and 2010, respectively, and hotel inventory. VOI and residential inventory is carried at the lower of cost or net realizable value and includes $37 million, $29 million and $31 million of capitalized interest incurred in 2011, 2010 and 2009, respectively. Hotel inventory includes operating supplies and food and beverage inventory items which are generally valued at the lower of FIFO cost (first-in, first-out) or market.
Loan Loss Reserves. For the vacation ownership and residential segment, the Company records an estimate of expected uncollectibility on its VOI notes receivable as a reduction of revenue at the time it recognizes a timeshare sale. The Company holds large amounts of homogeneous VOI notes receivable and therefore assesses uncollectibility based on pools of receivables. In estimating loan loss reserves, the Company uses a technique referred to as static pool analysis, which tracks defaults for each year’s mortgage originations over the life of the respective notes and projects an estimated default rate. As of December 31, 2011, the average estimated default rate for the Company’s pools of receivables was 9.9%.
The primary credit quality indicator used by the Company to calculate the loan loss reserve for the vacation ownership notes is the origination of the notes by brand (Sheraton, Westin, and Other) as the Company believes there is a relationship between the default behavior of borrowers and the brand associated with the vacation ownership property they have acquired. In addition to quantitatively calculating the loan loss reserve based on its static pool analysis, the Company supplements the process by evaluating certain qualitative data, including the aging of the respective receivables, current default trends by brand and origination year, and the Fair Isaac Corporation (“FICO”) scores of the buyers.
F-10
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Given the significance of the Company’s respective pools of VOI notes receivable, a change in the projected default rate can have a significant impact to its loan loss reserve requirements, with a 0.1% change estimated to have an impact of approximately $4 million.
The Company considers a VOI note receivable delinquent when it is more than 30 days outstanding. All delinquent loans are placed on nonaccrual status and the Company does not resume interest accrual until payment is made. Upon reaching 120 days outstanding, the loan is considered to be in default and the Company commences the repossession process. Uncollectible VOI notes receivable are charged off when title to the unit is returned to the Company. The Company generally does not modify vacation ownership notes that become delinquent or upon default.
For the hotel segment, the Company measures the impairment of a loan based on the present value of expected future cash flows, discounted at the loan’s original effective interest rate, or the estimated fair value of the collateral. For impaired loans, the Company establishes a specific impairment reserve for the difference between the recorded investment in the loan and the present value of the expected future cash flows or the estimated fair value of the collateral. The Company applies the loan impairment policy individually to all loans in the portfolio and does not aggregate loans for the purpose of applying such policy. For loans that the Company has determined to be impaired, the Company recognizes interest income on a cash basis.
Assets Held for Sale. The Company considers properties to be assets held for sale when management approves and commits to a formal plan to actively market a property or group of properties for sale and a signed sales contract and significant non-refundable deposit or contract break-up fee exist. Upon designation as an asset held for sale, the Company records the carrying value of each property or group of properties at the lower of its carrying value which includes allocable segment goodwill or its estimated fair value, less estimated costs to sell, and the Company stops recording depreciation expense. Any gain realized in connection with the sale of a property for which the Company has significant continuing involvement (such as through a long-term management agreement) is deferred and recognized over the initial term of the related agreement (See Note 12). The operations of the properties held for sale prior to the sale date, if material, are recorded in discontinued operations unless the Company will have continuing involvement (such as through a management or franchise agreement) after the sale.
Investments. Investments in joint ventures are generally accounted for under the equity method of accounting when the Company has a 20% to 50% ownership interest or exercises significant influence over the venture. If the Company’s interest exceeds 50% or, if the Company has the power to direct the economic activities of the entity and the obligation to absorb losses, the results of the joint venture are consolidated herein. All other investments are generally accounted for under the cost method.
The fair market value of investments is based on the market prices for the last day of the period if the investment trades on quoted exchanges. For non-traded investments, fair value is estimated based on the underlying value of the investment, which is dependent on the performance of the investment as well as the volatility inherent in external markets for these types of investments. In assessing potential impairment for these investments, the Company will consider these factors as well as forecasted financial performance of its investment. If these forecasts are not met, the Company may have to record impairment charges.
Plant, Property and Equipment. Plant, property and equipment, including capitalized interest of $5 million, $2 million and $2 million incurred in 2011, 2010 and 2009, respectively, applicable to major project expenditures are recorded at cost. The cost of improvements that extend the life of plant, property and equipment are capitalized. These capitalized costs may include structural improvements, equipment and fixtures. Costs for normal repairs and maintenance are expensed as incurred. Depreciation is recorded on a straight-line basis over the estimated useful economic lives of 15 to 40 years for buildings and improvements; 3 to 10 years for furniture, fixtures and equipment; 3 to 20 years for information technology software and equipment; and the lesser of the
F-11
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
lease term or the economic useful life for leasehold improvements. Gains or losses on the sale or retirement of assets are included in income when the assets are retired or sold provided there is reasonable assurance of the collectability of the sales price and any future activities to be performed by the Company relating to the assets sold are insignificant.
The Company evaluates the carrying value of its assets for impairment. For assets in use when the trigger events specified in ASC 360, Property Plant, and Equipment occur, the expected undiscounted future cash flows of the assets are compared to the net book value of the assets. If the expected undiscounted future cash flows are less than the net book value of the assets, the excess of the net book value over the estimated fair value is charged to current earnings. Fair value is based upon discounted cash flows of the assets at rates deemed reasonable for the type of asset and prevailing market conditions, comparative sales for similar assets, appraisals and, if appropriate, current estimated net sales proceeds from pending offers.
Goodwill and Intangible Assets. Goodwill and intangible assets arise in connection with acquisitions, including the acquisition of management contracts. The Company does not amortize goodwill and intangible assets with indefinite lives. Intangible assets with finite lives are amortized on a straight-line basis over their respective useful lives. The Company reviews all goodwill and intangible assets for impairment annually, or upon the occurrence of a trigger event. Impairment charges, if any, are recognized in operating results.
Frequent Guest Program. Starwood Preferred Guest® (“SPG”) is the Company’s frequent guest incentive marketing program. SPG members earn points based on spending at the Company’s owned, managed and franchised hotels, as incentives to first-time buyers of VOIs and residences, and through participation in affiliated partners’ programs such as co-branded credit cards. Points can be redeemed at substantially all of the Company’s owned, leased, managed and franchised hotels as well as through other redemption opportunities with third parties, such as conversion to airline miles.
The Company charges its owned, managed and franchised hotels the cost of operating the SPG program, including the estimated cost of its future redemption obligation, based on a percentage of its SPG members qualified expenditures. The Company’s management and franchise agreements require that the Company be reimbursed for the costs of operating the SPG program, including marketing, promotions and communications, and performing member services for the SPG members. As points are earned, the Company increases the SPG point liability for the amount of cash it receives from its managed and franchised hotels related to the future redemption obligation. For its owned hotels the Company records an expense for the amount of its future redemption obligation with the offset to the SPG point liability. When points are redeemed by the SPG members, the hotels recognize revenue and the SPG point liability is reduced.
The Company, through the services of third-party actuarial analysts, determines the value of the future redemption obligation based on statistical formulas which project the timing of future point redemptions based on historical experience, including an estimate of the “breakage” for points that will never be redeemed, and an estimate of the points that will eventually be redeemed as well as the cost of reimbursing hotels and other third-parties in respect of other redemption opportunities for point redemptions.
The Company consolidates the assets and liabilities of the SPG program including the liability associated with the future redemption obligation which is included in other long-term liabilities and accrued expenses in the accompanying consolidated balance sheets. The total actuarially determined liability (see Note 17), as of December 31, 2011 and 2010, is $844 million and $753 million, respectively, of which $251 million and $225 million, respectively, is included in accrued expenses.
Legal Contingencies. The Company is subject to various legal proceedings and claims, the outcomes of which are subject to significant uncertainty. ASC 450, Contingencies requires that an estimated loss from a loss contingency be accrued with a corresponding charge to income if it is probable that an asset has been impaired or
F-12
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
a liability has been incurred and the amount of the loss can be reasonably estimated. Disclosure of a contingency is required if there is at least a reasonable possibility that a loss has been incurred. The Company evaluates, among other factors, the degree of probability of an unfavorable outcome and the ability to make a reasonable estimate of the amount of loss. Changes in these factors could materially impact the Company’s financial position or its results of operations.
Fair Value of Financial Instruments. Fair value is defined as the exchange price that would be received for an asset or paid to transfer a liability (an exit price) in the principal or most advantageous market for the asset or liability in an orderly transaction between market participants on the measurement date. The following hierarchy prioritizes the inputs to valuation methodologies used to measure fair value as follows;
| • | Level 1 — Quoted prices in active markets for identical assets or liabilities. |
| • | Level 2 — Inputs other than Level 1 that are observable, either directly or indirectly, such as quoted prices for similar assets or liabilities; quoted prices in markets that are not active; or other inputs that are observable or can be corroborated by observable market data for substantially the full term of the assets or liabilities. |
| • | Level 3 — Unobservable inputs that are supported by little or no market activity and that are significant to the fair value of the assets or liabilities. |
Derivative Financial Instruments. The Company periodically enters into interest rate swap agreements, based on market conditions, to manage interest rate exposure. The net settlements paid or received under these agreements are accrued consistent with the terms of the agreements and are recognized in interest expense over the term of the related debt.
The Company enters into forward contracts to manage exposure to foreign currency fluctuations. All foreign currency hedging instruments have an inverse correlation to the hedged assets or liabilities. Changes in the fair value of the derivative instruments are classified in the same manner as the classification of the changes in the underlying assets or liabilities due to fluctuations in foreign currency exchange rates. These forward contracts do not qualify as hedges.
The Company periodically enters into forward contracts to manage foreign exchange risk based on market conditions. The Company enters into forward contracts to hedge fluctuations in forecasted transactions based on foreign currencies that are billed in United States dollars. These forward contracts have been designated as cash flow hedges, and their change in fair value is recorded as a component of other comprehensive income. As a forecasted transaction occurs, the gain or loss is reclassified from other comprehensive income to management fees, franchise fees and other income.
The Company does not enter into derivative financial instruments for trading or speculative purposes and monitors the financial stability and credit standing of its counterparties.
Foreign Currency Translation. Balance sheet accounts are translated at the exchange rates in effect at each period end and income and expense accounts are translated at the average rates of exchange prevailing during the year. The national currencies of foreign operations are generally the functional currencies. Gains and losses from foreign exchange and the effect of exchange rate changes on intercompany transactions of a long-term investment nature are generally included in other comprehensive income. Gains and losses from foreign exchange rate changes related to intercompany receivables and payables that are not of a long-term investment nature are reported currently in costs and expenses and amounted to a net loss of $12 million in 2011, a net gain of $39 million in 2010 and a net gain of $6 million in 2009.
Income Taxes. The Company provides for income taxes in accordance with principles contained in ASC 740, Income Taxes. Under these principles, the Company recognizes the amount of income tax payable or
F-13
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
refundable for the current year and deferred tax assets and liabilities for the future tax consequences of events that have been recognized in its financial statements or tax returns.
Deferred tax assets and liabilities are measured using enacted tax rates in effect for the year in which those temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities of a change in tax rates is recognized in earnings in the period when the new rate is enacted. Deferred tax assets are evaluated for future realization and reduced by a valuation allowance to the extent the Company believes a portion will not be realized. The Company considers many factors when assessing the likelihood of future realization of its deferred tax assets, including its recent cumulative earnings experience and expectations of future taxable income by taxing jurisdiction, the carry-forward periods available to us for tax reporting purposes and tax attributes.
The Company measures and recognizes the amount of tax benefit that should be recorded for financial statement purposes for uncertain tax positions taken or expected to be taken in a tax return. With respect to uncertain tax positions, the Company evaluates the recognized tax benefits for derecognition, classification, interest and penalties, interim period accounting and disclosure requirements. Judgment is required in assessing the future tax consequences of events that have been recognized in its financial statements or tax returns.
Stock-Based Compensation. The Company calculates the fair value of share-based awards on the date of grant. Restricted stock awards are valued based on the share price. The Company has determined that a lattice valuation model would provide a better estimate of the fair value of options granted under its long-term incentive plans than a Black-Scholes model. The lattice valuation option pricing model requires the Company to estimate key assumptions such as expected life, volatility, risk-free interest rates and dividend yield to determine the fair value of share-based awards, based on both historical information and management decision regarding market factors and trends. The Company amortizes the share-based compensation expense over the period that the awards are expected to vest, net of estimated forfeitures. If the actual forfeitures differ from management estimates, additional adjustments to compensation expense are recorded. Please refer to Note 22, Stock-Based Compensation.
Revenue Recognition. The Company’s revenues are primarily derived from the following sources: (1) hotel and resort revenues at the Company’s owned, leased and consolidated joint venture properties; (2) vacation ownership and residential revenues; (3) management and franchise revenues; (4) revenues from managed and franchised properties; and (5) other revenues which are ancillary to the Company’s operations. Generally, revenues are recognized when the services have been rendered. Taxes collected from customers and submitted to taxing authorities are not recorded in revenue. The following is a description of the composition of revenues for the Company:
| • | Owned, Leased and Consolidated Joint Ventures — Represents revenue primarily derived from hotel operations, including the rental of rooms and food and beverage sales, from owned, leased or consolidated joint venture hotels and resorts. Revenue is recognized when rooms are occupied and services have been rendered. |
| • | Vacation Ownership and Residential — The Company recognizes sales of vacation ownership interests when the buyer has demonstrated a sufficient level of initial and continuing investment, the period of cancellation with refund has expired and receivables are deemed collectible. For sales that do not qualify for full revenue recognition as the project has progressed beyond the preliminary stages but has not yet reached completion, all revenue and profit are initially deferred and recognized in earnings through the percentage-of-completion method. The Company has also entered into licensing agreements with third-party developers to offer consumers branded condominiums or residences. The fees from these arrangements are generally based on the gross sales revenue of the units sold. Residential fee revenue is recorded in the period that a purchase and sales agreement exists, delivery of services and obligations has |
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STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
| occurred, the fee to the owner is deemed fixed and determinable and collectability of the fees is reasonably assured. Residential revenue on whole ownership units is generally recorded using the completed contract method, whereby revenue is recognized only when a sales contract is completed or substantially completed. During the performance period, costs and deposits are recorded on the balance sheet. |
| • | Management and Franchise Fees — Represents fees earned on hotels managed worldwide, usually under long-term contracts, franchise fees received in connection with the franchise of the Company’s Sheraton, Westin, Four Points by Sheraton, Le Méridien, St. Regis, W, Luxury Collection, Aloft and Element brand names, termination fees and the amortization of deferred gains related to sold properties for which the Company has significant continuing involvement. Management fees are comprised of a base fee, which is generally based on a percentage of gross revenues, and an incentive fee, which is generally based on the property’s profitability. Base fee revenues are recognized when earned in accordance with the terms of the contract. For any time during the year, when the provisions of the management contracts allow receipt of incentive fees upon termination, incentive fees are recognized for the fees due and earned as if the contract was terminated at that date, exclusive of any termination fees due or payable. Franchise fees are generally based on a percentage of hotel room revenues and are recognized as the fees are earned and become due from the franchisee. |
| • | Other Revenues from Managed and Franchised Properties — These revenues represent reimbursements of costs incurred on behalf of managed hotel properties and franchisees. These costs relate primarily to payroll costs at managed properties where the Company is the employer. Since the reimbursements are made based upon the costs incurred with no added margin, these revenues and corresponding expenses have no effect on the Company’s operating income or net income. |
Insurance Retention. Through its captive insurance company, the Company provides insurance coverage for workers’ compensation, property and general liability claims arising at hotel properties owned or managed by the Company through policies written directly and through reinsurance arrangements. Estimated insurance claims payable represent expected settlement of outstanding claims and a provision for claims that have been incurred but not reported. These estimates are based on the Company’s assessment of potential liability using an analysis of available information including pending claims, historical experience and current cost trends. The amount of the ultimate liability may vary from these estimates. Estimated costs of these self-insurance programs are accrued, based on the analysis of third-party actuaries.
Costs Incurred to Sell VOIs. The Company capitalizes direct costs attributable to the sale of VOIs until the sales are recognized. Selling and marketing costs capitalized under this methodology were approximately $4 million and $3 million as of December 31, 2011 and 2010, respectively, and all such capitalized costs are included in prepaid expenses and other assets in the accompanying consolidated balance sheets. Costs eligible for capitalization follow the guidelines of ASC 978, Real Estate – Time Sharing Activities. If a contract is cancelled, the Company charges the unrecoverable direct selling and marketing costs to expense and records forfeited deposits as income.
VOI and Residential Inventory Costs. Real estate and development costs are valued at the lower of cost or net realizable value. Development costs include both hard and soft construction costs and together with real estate costs are allocated to VOIs and residential units on the relative sales value method. Interest, property taxes and certain other carrying costs incurred during the construction process are capitalized as incurred. Such costs associated with completed VOI and residential units are expensed as incurred.
Advertising Costs. The Company enters into multi-media advertising campaigns, including television, radio, internet and print advertisements. Costs associated with these campaigns, including communication and production costs, are aggregated and expensed the first time that the advertising takes place. If it becomes
F-15
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STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
apparent that the media campaign will not take place, all costs are expensed at that time. During the years ended December 31, 2011, 2010 and 2009, the Company incurred approximately $149 million, $132 million and $118 million of advertising expense, respectively, a significant portion of which was reimbursed by managed and franchised hotels.
Use of Estimates. The preparation of financial statements in conformity with accounting principles generally accepted in the United States requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates.
Reclassifications. Certain reclassifications have been made to the prior years’ financial statements to conform to the current year presentation.
Impact of Recently Issued Accounting Standards.
Adopted Accounting Standards
In September 2011, the Financial Accounting Standards Board (“FASB”) issued ASU No. 2011-08, “Intangibles-Goodwill and Other (Topic 350): Testing Goodwill for Impairment”. This topic permits an entity to assess qualitative factors to determine whether it is more likely than not that the fair value of the reporting unit is less than its carrying amount as a basis to determine whether an additional impairment test is necessary. This topic is for annual and interim goodwill impairment tests performed for fiscal years beginning after December 15, 2011 with early adoption allowed. The Company early adopted this topic during the fourth quarter of 2011 in conjunction with its annual impairment testing (see Note 7).
In September 2011, the FASB issued ASU No. 2011-09, “Compensation-Retirement Benefits-Multiemployer Plans (Subtopic 715-80): Disclosures about an Employer’s Participation in a Multiemployer Plan”. This subtopic addresses concerns from users of financial statements on the lack of transparency about an employer’s participation in a multiemployer pension plan. The disclosures also will indicate the financial health of all of the significant plans in which the employer participates and assist a financial statement user to access additional information that is available outside of the financial statements. The subtopic is effective for annual reporting periods ending after December 15, 2011. The Company adopted this topic as of December 31, 2011 (see Note 19).
In July 2010, the FASB issued ASU No. 2010-20, “Receivables (Topic 310): Disclosures about the Credit Quality of Financing Receivables and the Allowance for Credit Losses.” This topic requires disclosures of financing receivables and allowance for credit losses on a disaggregated basis. The balance sheet related disclosures are required beginning at December 31, 2010 and the statements of income disclosures are required, beginning for the three months ended March 31, 2011. The Company adopted this topic on December 31, 2010 (see Note 10).
In June 2009, the FASB issued ASU No. 2009-16, “Transfers and Servicing (Topic 860): Accounting for Transfers of Financial Assets” (formerly Statement of Financial Accounting Standards (“SFAS”) No. 166), and ASU No. 2009-17, “Consolidations (Topic 810): Improvements to Financial Reporting by Enterprises Involved with Variable Interest Entities” (formerly SFAS No. 167).
ASU No. 2009-16 amended the accounting for transfers of financial assets. Under ASU No. 2009-16, the qualifying special purpose entities (“QSPEs”) used in the Company’s securitization transactions are no longer exempt from consolidation. ASU No. 2009-17 prescribes an ongoing assessment of the Company’s involvement in the activities of the QSPEs and the Company’s rights or obligations to receive benefits or absorb losses of the trusts that could be potentially significant in order to determine whether those variable interest entities (“VIEs”)
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STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
will be required to be consolidated in the Company’s financial statements. In accordance with ASU No. 2009-17, the Company concluded it is the primary beneficiary of the QSPEs and accordingly, the Company began consolidating the QSPEs on January 1, 2010 (see Note 9). Using the carrying amounts of the assets and liabilities of the QSPEs as prescribed by ASU No. 2009-17 and any corresponding elimination of activity between the QSPEs and the Company resulting from the consolidation on January 1, 2010, the Company recorded a $417 million increase in total assets, a $444 million increase in total liabilities, a $26 million (net of tax) decrease in beginning retained earnings and a $1 million decrease to stockholders equity. The Company has additional VIEs whereby the Company was determined not to be the primary beneficiary (see Note 25).
Beginning January 1, 2010, the Company’s statements of income no longer reflect activity related to its Retained Interests, but instead reflects activity related to its securitized vacation ownership notes receivable and the corresponding securitized debt, including interest income, loan loss provisions, and interest expense. Interest income and loan loss provisions associated with the securitized vacation ownership notes receivable are included in the vacation ownership and residential sales and services line item. The cash flows from borrowings and repayments associated with the securitized vacation ownership debt are now presented as cash flows from financing activities. The Company does not expect to recognize gains or losses from future securitizations as a result of the adoption of this new guidance.
While the year ended December 31, 2011 and 2010 have been accounted for under the new accounting standards, these years are not comparable to 2009 amounts, particularly with regards to vacation ownership and residential sales and services and interest expense.
In October 2009, the FASB issued ASU 2009-13 which supersedes certain guidance in ASC 605-25, Revenue Recognition – Multiple Element Arrangements. This topic requires an entity to allocate arrangement consideration at the inception of an arrangement to all of its deliverables based on their relative selling prices. This topic is effective for annual reporting periods beginning after June 15, 2010. The Company adopted this topic on January 1, 2011 and it did not have a material impact on its consolidated financial statements.
Note 3. Earnings (Losses) per Share
The following is a reconciliation of basic earnings (losses) per share to diluted earnings (losses) per share for income (losses) from continuing operations attributable to Starwood’s common shareholders (in millions, except per share data):
| Year Ended December 31, | ||||||||||||||||||||||||||||||||||||
| 2011 | 2010 | 2009 | ||||||||||||||||||||||||||||||||||
| Earnings | Shares | Per Share |
Earnings | Shares | Per Share |
Earnings (Losses) |
Shares | Per Share |
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| Basic earnings (losses) from continuing operations attributable to Starwood’s common shareholders |
$ | 502 | 189 | $ | 2.65 | $ | 310 | 183 | $ | 1.70 | $ | (1 | ) | 180 | $ | 0.00 | ||||||||||||||||||||
| Effect of dilutive securities: |
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| Employee options and restricted stock awards |
— | 6 | — | 7 | — | — | ||||||||||||||||||||||||||||||
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| Diluted earnings (losses) from continuing operations attributable to Starwood’s common shareholders |
$ | 502 | 195 | $ | 2.57 | $ | 310 | 190 | $ | 1.63 | $ | (1 | ) | 180 | $ | 0.00 | ||||||||||||||||||||
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Approximately 1 million shares, 5 million shares and 12 million shares were excluded from the computation of diluted shares in 2011, 2010 and 2009, respectively, as their impact would have been anti-dilutive.
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STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Note 4. Significant Acquisitions
During the year ended December 31, 2011, the Company executed a transaction with its former partner in a joint venture that owned three luxury hotels in Austria. In connection with the transaction, the Company acquired substantially the entire interest in two of the hotels in exchange for its interest in the third hotel and a cash payment, by the Company, of approximately $27 million. The Company previously held a 47.4% ownership interest in the hotels. In accordance with ASC 805, Business Combinations, the Company accounted for this transaction as a step acquisition, remeasured its previously held investment to fair value and recorded the approximately $50 million difference between fair value and its carrying value to the gain (loss) on asset dispositions and impairments, net, line item. The fair values of the assets and liabilities acquired have been recorded in the Company’s consolidated balance sheet, including the resulting goodwill of approximately $26 million. The Company entered into a long-term management contract for the hotel in which it exchanged its minority ownership interest and recorded a deferred gain of approximately $30 million in connection with this exchange.
During the year ended December 31, 2010, the Company paid approximately $23 million to acquire a controlling interest in a joint venture in which it had previously held a non-controlling interest. The primary business of the joint venture is to develop, license and manage restaurant concepts. The acquisition took place after one of the Company’s former partners exercised its right to put its interest to the Company in accordance with the terms of the joint venture agreement. In accordance with ASC 805, Business Combinations, the Company accounted for this transaction as a step acquisition, remeasured its previously held investment to fair value and recorded the approximately $5 million difference between fair value and its carrying value to the gain (loss) on asset dispositions and impairments, net, line item. The fair values of the assets and liabilities acquired were recorded in Starwood’s consolidated balance sheet, including the resulting goodwill of approximately $26 million. The results of operations going forward from the acquisition date have been included in the Company’s consolidated statements of income.
Note 5. Asset Dispositions and Impairments
During the year ended December 31, 2011, the Company sold two wholly-owned hotels for cash proceeds of approximately $237 million. These hotels were sold subject to long-term management agreements, and the Company recorded deferred gains of approximately $66 million relating to the sales. Also during the year ended December 31, 2011 the Company sold its interest in a consolidated joint venture for cash proceeds of approximately $44 million, with the buyer assuming $57 million of the Company’s debt (see Note 15). The Company recognized a pretax loss of $18 million in discontinued operations as a result of the sale (see Note 18).
Additionally, during the year ended December 31, 2011, the Company recorded an impairment charge of $31 million to write-off its noncontrolling interest in a joint venture that owns a hotel in Tokyo, Japan, a $16 million loss due to the impairment of fixed assets that were written down in connection with significant renovations and related asset retirements at two properties and losses relating to the impairment of six hotels whose carrying value exceeded their fair value. These amounts were partially offset by a $50 million gain as a result of remeasuring the fair value of its previously held noncontrolling interest in two hotels in which it obtained a controlling interest (see Note 4).
During the year ended December 31, 2010, the Company recorded a net loss on dispositions of approximately $39 million, primarily related to a $53 million loss on the sale of one wholly-owned hotel subject to a long-term management contract, a $4 million impairment of fixed assets that are being retired in connection with a significant renovation of a wholly-owned hotel, and a $2 million impairment on one hotel whose carrying value exceeded its fair value. These charges were partially offset by a gain of $14 million from insurance proceeds received for a claim at a wholly-owned hotel that suffered damage from a storm in 2008, a $5 million
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STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
gain as a result of an acquisition of a controlling interest in a joint venture in which we previously held a non-controlling interest (see Note 4) and a $4 million gain from the sale of non-hotel assets.
During the year ended December 31, 2009, the Company recorded impairment charges of $41 million relating to the impairment of six hotels. Also during 2009, as a result of market conditions at the time and the impact on the timeshare industry, the Company reviewed the fair value of its economic interests in securitized VOI notes receivable and concluded these interests were impaired. The fair value of the Company’s investment in these retained interests was determined by estimating the net present value of the expected future cash flows, based on expected default and prepayment rates resulting in an impairment charge of $22 million. Additionally, the Company recorded losses of $18 million, primarily related to impairments of hotel management contracts, certain technology-related fixed assets and an investment in which the Company holds a minority interest.
During the years ended December 31, 2011, 2010 and 2009, the Company reviewed the recoverability of its carrying values of its owned hotels and determined that certain hotels were impaired, as discussed above. The fair values of the hotels were estimated by using discounted cash flows, comparative sales for similar assets and recent letters of intent to sell certain assets. Impairment charges included above totaling $7 million, $2 million and $41 million, relating to six, one and six hotels, were recorded in the years ended December 31, 2011, 2010 and 2009, respectively. These assets are reported in the hotels operating segment.
Note 6. Plant, Property and Equipment
Plant, property and equipment consisted of the following (in millions):
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| Land and improvements |
$ | 614 | $ | 600 | ||||
| Buildings and improvements |
3,066 | 3,300 | ||||||
| Furniture, fixtures and equipment |
1,859 | 1,901 | ||||||
| Construction work in process |
244 | 170 | ||||||
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| 5,783 | 5,971 | |||||||
| Less accumulated depreciation and amortization |
(2,513 | ) | (2,648 | ) | ||||
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| $ | 3,270 | $ | 3,323 | |||||
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The above balances include unamortized capitalized computer software costs of $155 million and $132 million at December 31, 2011 and 2010 respectively. Amortization of capitalized computer software costs was $32 million, $36 million and $36 million for the years ended December 31, 2011, 2010 and 2009, respectively.
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STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Note 7. Goodwill and Intangible Assets
The changes in the carrying amount of goodwill for the years ended December 31, 2011 and 2010 is as follows (in millions):
| Hotel Segment |
Vacation Ownership Segment |
Total | ||||||||||
| Balance at January 1, 2010 |
$ | 1,332 | $ | 151 | $ | 1,483 | ||||||
| Acquisitions |
26 | — | 26 | |||||||||
| Cumulative translation adjustment |
(8 | ) | — | (8 | ) | |||||||
| Asset dispositions |
(10 | ) | — | (10 | ) | |||||||
| Other |
8 | — | 8 | |||||||||
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| Balance at December 31, 2010 |
$ | 1,348 | $ | 151 | $ | 1,499 | ||||||
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| Balance at January 1, 2011 |
$ | 1,348 | $ | 151 | $ | 1,499 | ||||||
| Acquisitions |
26 | — | 26 | |||||||||
| Cumulative translation adjustment |
(11 | ) | — | (11 | ) | |||||||
| Asset dispositions |
(33 | ) | — | (33 | ) | |||||||
| Other |
(1 | ) | — | (1 | ) | |||||||
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| Balance at December 31, 2011 |
$ | 1,329 | $ | 151 | $ | 1,480 | ||||||
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In 2011, the Company early adopted ASU 2011-08 (the “Topic”) to consider impairment for its two reporting units, hotel and vacation ownership. The Topic allows companies to perform a qualitative assessment of goodwill, to determine if the two-step goodwill impairment test is necessary. The determination depends on whether it is more likely than not that the fair value of a reporting unit is greater than the carrying amount. The Company concluded that the two-step goodwill impairment test is not required for either the hotel or vacation ownership reporting unit. The vacation ownership reporting unit results reflected a 30%, or $237 million, excess of fair value over book value in step 1 of the 2010 impairment test. The Company considered the fact that the 2011 results for the vacation ownership business exceeded expectations and evaluated other factors, such as discount rates and market rates of return for the business, all of which indicate an excess of fair value over book value. Based on this evaluation of internal and external qualitative factors, the Company concluded the two-step goodwill impairment test is not required for the vacation ownership reporting unit.
The Company considered similar factors for the hotel business. In the hotel reporting unit, results reflected a 135%, or $8.6 billion, excess of fair value over book value in step one of the 2010 impairment test. The internal and external factors affecting this business indicate that the fair value of the hotel reporting unit continues to significantly exceed its carrying value and therefore, the Company concluded the two-step goodwill impairment test is not required for the hotel reporting unit.
Prior to the adoption of the Topic in 2011, the Company performed its annual goodwill impairment test as of October 31, 2010 for its hotel and vacation ownership reporting units and determined that there was no impairment of its goodwill. The fair value was calculated using a discounted cash flow model, in which the underlying cash flows were derived from management’s current financial projections. The two key assumptions used in the fair value calculation are the discount rate and the capitalization rate in the terminal period, which were 10% and 2%, respectively.
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STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Intangible assets consisted of the following (in millions):
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| Trademarks and trade names |
$ | 313 | $ | 309 | ||||
| Management and franchise agreements |
412 | 377 | ||||||
| Other |
16 | 78 | ||||||
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| 741 | 764 | |||||||
| Accumulated amortization |
(164 | ) | (196 | ) | ||||
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| $ | 577 | $ | 568 | |||||
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The intangible assets related to management and franchise agreements have finite lives, and accordingly, the Company recorded amortization expense of $29 million, $33 million, and $35 million, respectively, during the years ended December 31, 2011, 2010 and 2009. The other intangible assets noted above have indefinite lives.
Amortization expense relating to intangible assets with finite lives for each of the years ended December 31, is expected to be as follows (in millions):
| 2012 |
$ | 29 | ||
| 2013 |
$ | 29 | ||
| 2014 |
$ | 29 | ||
| 2015 |
$ | 28 | ||
| 2016 |
$ | 28 |
Note 8. Other Assets
Other assets include the following (in millions):
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| VOI notes receivable, net of allowance of $46 and $69 |
$ | 93 | $ | 132 | ||||
| Prepaids |
104 | 88 | ||||||
| Deposits and other |
158 | 161 | ||||||
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| Total |
$ | 355 | $ | 381 | ||||
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See Note 10 for discussion relating to VOI notes receivable.
Note 9. Transfers of Financial Assets
As discussed in Note 2, the Company adopted ASU 2009-16 and ASU 2009 -17 on January 1, 2010. As a result, the Company concluded it has variable interests in the entities associated with its five outstanding securitization transactions. As these securitizations consist of similar, homogenous loans, they have been aggregated for disclosure purposes. The Company applied the variable interest model and determined it is the primary beneficiary of these VIEs. In making this determination, the Company evaluated the activities that significantly impact the economics of the VIEs, including the management of the securitized notes receivable and any related non-performing loans. The Company also evaluated its retention of the residual economic interests in the related VIEs. The Company is the servicer of the securitized mortgage receivables. The Company also has the
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STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
option, subject to certain limitations, to repurchase or replace VOI notes receivable, that are in default, at their outstanding principal amounts. Such activity totaled $31 million and $38 million during 2011 and 2010, respectively. The Company has been able to resell the VOIs underlying the VOI notes repurchased or replaced under these provisions without incurring significant losses. The Company holds the risk of potential loss (or gain) as the last to be paid out by proceeds of the VIEs under the terms of the agreements. As such, the Company holds both the power to direct the activities of the VIEs and obligation to absorb the losses (or benefits) from the VIEs.
The securitization agreements are without recourse to the Company, except for breaches of representations and warranties. Based on the right of the Company to fund defaults at its option, subject to certain limitations, it intends to do so until the debt is extinguished to maintain the credit rating of the underlying notes.
Upon transfer of vacation ownership notes receivable to the VIEs, the receivables and certain cash flows derived from them become restricted for use in meeting obligations to the VIE creditors. The VIEs utilize trusts which have ownership of cash balances that also have restrictions, the amounts of which are reported in restricted cash. The Company’s interests in trust assets are subordinate to the interests of third-party investors and, as such, may not be realized by the Company if needed to absorb deficiencies in cash flows that are allocated to the investors in the trusts’ debt (see Note 16). The Company is contractually obligated to receive the excess cash flows (spread between the collections on the notes and third party obligations defined in the securitization agreements) from the VIEs. Such activity totaled $44 million and $43 million during 2011 and 2010, respectively, and is classified in cash and cash equivalents.
During the year ended December 31, 2011, the Company completed the 2011 securitization of approximately $210 million of vacation ownership notes receivable. The securitization transaction did not qualify as a sale for accounting purposes and, accordingly, no gain or loss was recognized. Of the $210 million securitized in the 2011-A transaction, $200 million was previously unsecuritized and approximately $10 million had previously been securitized in the 2003 securitization which was terminated in connection with the 2011 securitization. The 2003 securitization was terminated, including pay-down of all outstanding principal and interest due. The net cash proceeds from the securitization, after termination of the 2003 securitization and associated deal costs, were approximately $177 million.
During the year ended December 31, 2010, the Company completed the 2010 securitization of approximately $300 million of vacation ownership notes receivable. The securitization transaction did not qualify as a sale for accounting purposes and, accordingly, no gain or loss was recognized. Approximately $93 million of proceeds from this transaction were used to terminate the securitization completed in June 2009 by repaying the outstanding principal and interest on the securitized debt. In connection with the termination, a charge of $5 million was recorded to interest expense, relating to the settlement of a balance guarantee interest rate swap and the write-off of deferred financing costs. The net cash proceeds from the securitization after termination of the 2009 securitization and associated deal costs were approximately $180 million.
See Note 10 for disclosures and amounts related to the securitized vacation ownership notes receivable consolidated on the Company’s balance sheets as of December 31, 2011 and 2010.
Prior to the adoption of ASU 2009-16 and 2009-17, the Company completed securitizations of its VOI notes receivables, which qualified for sales treatment. Retained Interests cash flows were limited to the cash available from the related VOI notes receivable, after servicing and other related fees, absorbing 100% of any credit losses on the related VOI notes receivable and QSPE fixed rate interest expense. The Company’s replacement of the defaulted VOI notes receivable under the securitization agreements with new VOI notes receivable resulted in net gains of approximately $3 million during 2009, which are included in vacation ownership and residential sales and services in the Company’s consolidated statements of income.
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STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
In June 2009, the Company securitized approximately $181 million of VOI notes receivable (the “2009-A Securitization”) resulting in cash proceeds of approximately $125 million. The Company retained $44 million of interests in the QSPE, which included $43 million of notes the Company effectively owned after the transfer and $1 million related to the interest only strip. The related loss on the 2009-A Securitization of $2 million was included in vacation ownership and residential sales and services in the Company’s consolidated statements of income.
In December 2009, the Company securitized approximately $200 million of VOI notes receivable (the “2009-B Securitization”) resulting in cash proceeds of approximately $166 million. The Company retained $31 million of interests in the QSPE, which included $22 million of notes the Company effectively owned after the transfer and $9 million related to the interest only strip. The related gain on the 2009-B Securitization of $19 million is included in vacation ownership and residential sales and services in the Company’s consolidated statements of income.
In December 2009, the Company entered into an amendment with the third-party beneficial interest owner regarding the notes issued in the 2009-A Securitization (the 2009-A Amendment). The amendment to the terms included a reduction of the coupon rate and an increase in the effective advance rate. As the increase in the advance rate produced additional cash proceeds of $9 million, this resulted effectively in additional loans sold to the QSPE from the original over collateralization. The related gain on the 2009-A Amendment of $4 million was included in vacation ownership and residential sales and services in the Company’s consolidated statements of income.
Note 10. Notes Receivable
Notes receivable (net of reserves) related to the Company’s vacation ownership loans consist of the following (in millions):
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| Vacation ownership loans-securitized |
$ | 510 | $ | 467 | ||||
| Vacation ownership loans-unsecuritized |
113 | 152 | ||||||
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| 623 | 619 | |||||||
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| Vacation ownership loans-securitized |
(64 | ) | (59 | ) | ||||
| Vacation ownership loans-unsecuritized |
(20 | ) | (20 | ) | ||||
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|||||
| $ | 539 | $ | 540 | |||||
|
|
|
|
|
|||||
The current and long-term maturities of unsecuritized VOI notes receivable are included in accounts receivable and other assets, respectively, in the Company’s consolidated balance sheets.
The Company records interest income associated with VOI notes in its vacation ownership and residential sale and services line item in its consolidated statements of income. Interest income related to the Company’s VOI notes receivable was as follows (in millions):
| Year Ended December 31, |
||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Vacation ownership loans-securitized |
$ | 64 | $ | 66 | $ | — | ||||||
| Vacation ownership loans-unsecuritized |
21 | 21 | 48 | |||||||||
|
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|
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|||||||
| $ | 85 | $ | 87 | $ | 48 | |||||||
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F-23
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The following tables present future maturities of gross VOI notes receivable (in millions) and interest rates:
| Securitized | Unsecuritized | Total | ||||||||||
| 2012 |
$ | 73 | $ | 29 | $ | 102 | ||||||
| 2013 |
77 | 14 | 91 | |||||||||
| 2014 |
79 | 12 | 91 | |||||||||
| 2015 |
78 | 14 | 92 | |||||||||
| Thereafter |
283 | 100 | 383 | |||||||||
|
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|
|
|
|||||||
| Balance at December 31, 2011 |
$ | 590 | $ | 169 | $ | 759 | ||||||
|
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|
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|
|||||||
| Weighted Average Interest Rates |
12.84 | % | 11.89 | % | 12.58 | % | ||||||
|
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|
|||||||
| Range of interest rates |
5 to 17 | % | 5 to 17 | % | 5 to 17 | % | ||||||
|
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|||||||
For the vacation ownership and residential segment, the Company records an estimate of expected uncollectibility on its VOI notes receivable as a reduction of revenue at the time it recognizes profit on a timeshare sale. The Company holds large amounts of homogeneous VOI notes receivable and therefore assesses uncollectibility based on pools of receivables. In estimating loss reserves, the Company uses a technique referred to as static pool analysis, which tracks uncollectible notes for each year’s sales over the life of the respective notes and projects an estimated default rate that is used in the determination of its loan loss reserve requirements. As of December 31, 2011, the average estimated default rate for the Company’s pools of receivables was 9.9%.
The activity and balances for the Company’s loan loss reserve are as follows (in millions):
| Securitized | Unsecuritized | Total | ||||||||||
| Balance at December 31, 2008 |
$ | — | $ | 91 | $ | 91 | ||||||
| Provisions for loan losses |
— | 64 | 64 | |||||||||
| Write-offs |
— | (61 | ) | (61 | ) | |||||||
|
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|||||||
| Balance at December 31, 2009 |
— | 94 | 94 | |||||||||
| Provisions for loan losses |
14 | 32 | 46 | |||||||||
| Write-offs |
— | (52 | ) | (52 | ) | |||||||
| Adoption of ASU No. 2009-17 |
77 | (4 | ) | 73 | ||||||||
| Other |
(9 | ) | 9 | — | ||||||||
|
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|
|||||||
| Balance at December 31, 2010 |
82 | 79 | 161 | |||||||||
| Provisions for loan losses |
2 | 27 | 29 | |||||||||
| Write-offs |
— | (54 | ) | (54 | ) | |||||||
| Other |
(4 | ) | 4 | — | ||||||||
|
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|
|||||||
| Balance at December 31, 2011 |
$ | 80 | $ | 56 | $ | 136 | ||||||
|
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|||||||
The primary credit quality indicator used by the Company to calculate the loan loss reserve for the vacation ownership notes is the origination of the notes by brand (Sheraton, Westin, and Other) as the Company believes there is a relationship between the default behavior of borrowers and the brand associated with the vacation ownership property they have acquired. In addition to quantitatively calculating the loan loss reserve based on its static pool analysis, the Company supplements the process by evaluating certain qualitative data, including the aging of the respective receivables, current default trends by brand and origination year, and the FICO scores of the buyers.
F-24
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Given the significance of the Company’s respective pools of VOI notes receivable, a change in the projected default rate can have a significant impact to its loan loss reserve requirements, with a 0.1% change estimated to have an impact of approximately $4 million.
The Company considers a VOI note receivable delinquent when it is more than 30 days outstanding. All delinquent loans are placed on nonaccrual status and the Company does not resume interest accrual until payment is made. Upon reaching 120 days outstanding, the loan is considered to be in default and the Company commences the repossession process. Uncollectible VOI notes receivable are charged off when title to the unit is returned to the Company. The Company generally does not modify vacation ownership notes that become delinquent or upon default.
Past due balances of VOI notes receivable by credit quality indicators are as follows (in millions):
| 30-59 Days | 60-89 Days | >90 Days | Total Past | Total | ||||||||||||||||||||
| Past Due | Past Due | Past Due | Due | Current | Receivables | |||||||||||||||||||
| As of December 31, 2011: |
||||||||||||||||||||||||
| Sheraton |
$ | 5 | $ | 3 | $ | 26 | $ | 34 | $ | 321 | $ | 355 | ||||||||||||
| Westin |
3 | 2 | 17 | 22 | 345 | 367 | ||||||||||||||||||
| Other |
1 | 1 | 4 | 6 | 31 | 37 | ||||||||||||||||||
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|||||||||||||
| $ | 9 | $ | 6 | $ | 47 | $ | 62 | $ | 697 | $ | 759 | |||||||||||||
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|
|||||||||||||
| As of December 31, 2010: |
||||||||||||||||||||||||
| Sheraton |
$ | 6 | $ | 4 | $ | 30 | $ | 40 | $ | 314 | $ | 354 | ||||||||||||
| Westin |
5 | 3 | 33 | 41 | 342 | 383 | ||||||||||||||||||
| Other |
1 | 1 | 4 | 6 | 37 | 43 | ||||||||||||||||||
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|||||||||||||
| $ | 12 | $ | 8 | $ | 67 | $ | 87 | $ | 693 | $ | 780 | |||||||||||||
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|||||||||||||
Note 11. Fair Value
The following table presents the Company’s fair value hierarchy for its financial assets and liabilities measured at fair value on a recurring basis as of December 31, 2011 (in millions):
| Level 1 | Level 2 | Level 3 | Total | |||||||||||||
| Assets: |
||||||||||||||||
| Interest Rate Swaps |
$ | — | $ | 12 | $ | — | $ | 12 | ||||||||
| Forward contracts |
— | 3 | — | 3 | ||||||||||||
|
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|||||||||
| $ | — | $ | 15 | $ | — | $ | 15 | |||||||||
The forward contracts are over the counter contracts that do not trade on a public exchange. The fair values of the contracts are based on inputs such as foreign currency spot rates and forward points that are readily available on public markets, and as such, are classified as Level 2. The Company considered both its credit risk, as well as its counterparties’ credit risk in determining fair value and no adjustment was made as it was deemed insignificant based on the short duration of the contracts and the Company’s rate of short-term debt.
The interest rate swaps are valued using an income approach. Expected future cash flows are converted to a present value amount based on market expectations of the yield curve on floating interest rates, which is readily available on public markets.
F-25
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Note 12. Deferred Gains
The Company defers gains realized in connection with the sale of a property for which the Company continues to manage the property through a long-term management agreement and recognizes the gains over the initial term of the related agreement. As of December 31, 2011 and 2010, the Company had total deferred gains of $1.018 billion and $1.011 billion, respectively, included in accrued expenses and other liabilities in the Company’s consolidated balance sheets. Amortization of deferred gains is included in management fees, franchise fees and other income in the Company’s consolidated statements of income and totaled approximately $87 million, $81 million and $82 million in 2011, 2010 and 2009, respectively.
Note 13. Restructuring, Goodwill Impairment and Other Special Charges (Credits), Net
Restructuring, Goodwill Impairment and Other Special Charges (Credits) by operating segment are as follows (in millions):
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Segment |
||||||||||||
| Hotel |
$ | 70 | $ | (74 | ) | $ | 21 | |||||
| Vacation Ownership & Residential |
(2 | ) | (1 | ) | 358 | |||||||
|
|
|
|
|
|
|
|||||||
| Total |
$ | 68 | $ | (75 | ) | $ | 379 | |||||
|
|
|
|
|
|
|
|||||||
During the year ended December 31, 2011, the Company recorded a charge of $70 million related to an unfavorable decision in a lawsuit (see Note 25) and a credit of $2 million to adjust previously recorded reserves to the amounts the Company now expects to pay.
During the year ended December 31, 2010, the Company received cash proceeds of $75 million in connection with the favorable settlement of a lawsuit. The Company recorded this settlement, net of the reimbursement of legal costs incurred in connection with the litigation, as a credit to restructuring, goodwill impairment, and other special charges (credits) line item. Additionally, the Company recorded a credit of $8 million as a liability associated with an acquisition in 1998 that was no longer deemed necessary (see Note 25).
During the year ended December 31, 2009, the Company completed a comprehensive review of its vacation ownership business. The Company decided not to develop certain vacation ownership sites and future phases of certain existing projects. As a result of these decisions, the Company recorded a primarily non-cash impairment charge of $255 million. The impairment included a charge of approximately $148 million primarily related to land held for development; a charge of $64 million for the reduction in inventory values at four properties; the write-off of fixed assets of $21 million; facility exit costs of $15 million and $7 million in other costs. Additionally, as a result of this decision and the economic climate at that time, the Company recorded a $90 million non-cash charge for the impairment of goodwill in the vacation ownership reporting unit.
Additionally, in 2009, the Company recorded restructuring and other special charges of $34 million, primarily related to severance charges and costs to close vacation ownership sales galleries, associated with its ongoing initiative of rationalizing its cost structure.
In determining the fair value associated with the impairment charges the Company primarily used the income and market approaches. Under the income approach, fair value was determined based on estimated future cash flows taking into consideration items such as operating margins and the sales pace of vacation ownership intervals, discounted using a rate commensurate with the inherent risk of the project. Under the market approach, fair value was determined with the comparable sales of similar assets and appraisals.
F-26
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The Company had remaining restructuring accruals of $89 million as of December 31, 2011, primarily recorded in accrued expenses.
Note 14. Income Taxes
Income tax data from continuing operations of the Company is as follows (in millions):
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Pretax income | ||||||||||||
| U.S. |
$ | 165 | $ | 85 | $ | (76 | ) | |||||
| Foreign |
260 | 250 | (220 | ) | ||||||||
|
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|
|
|
|
|||||||
| $ | 425 | $ | 335 | $ | (296 | ) | ||||||
|
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|
|||||||
| Provision (benefit) for income tax |
||||||||||||
| Current: |
||||||||||||
| U.S. federal |
$ | (215 | ) | $ | (61 | ) | $ | (84 | ) | |||
| State and local |
(21 | ) | 18 | 12 | ||||||||
| Foreign |
88 | 43 | 38 | |||||||||
|
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|
|
|
|
|||||||
| (148 | ) | — | (34 | ) | ||||||||
|
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|
|||||||
| Deferred: |
||||||||||||
| U.S. federal |
62 | 22 | (117 | ) | ||||||||
| State and local |
(11 | ) | (7 | ) | (18 | ) | ||||||
| Foreign |
22 | 12 | (124 | ) | ||||||||
|
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|
|||||||
| 73 | 27 | (259 | ) | |||||||||
|
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|
|||||||
| $ | (75 | ) | $ | 27 | $ | (293 | ) | |||||
|
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|
|||||||
No provision has been made for U.S. taxes payable on undistributed foreign earnings amounting to approximately $2.3 billion as of December 31, 2011 since these amounts are permanently reinvested. If such earnings were repatriated, additional tax expense may result, although the calculation of such additional taxes is not practicable.
Deferred income taxes represent the tax effect of the differences between the book and tax bases of assets and liabilities plus carryforward items. The composition of net deferred tax balances were as follows (in millions):
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| Current deferred tax assets |
$ | 278 | $ | 315 | ||||
| Long-term deferred tax assets |
639 | 664 | ||||||
| Current deferred tax liabilities (1) |
(7 | ) | (4 | ) | ||||
| Long-term deferred tax liabilities |
(46 | ) | (24 | ) | ||||
|
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|
|
|||||
| Deferred income taxes |
$ | 864 | $ | 951 | ||||
|
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|
|
|
|||||
| (1) | Included in the Accrued taxes and other line item in the consolidated balance sheets. |
F-27
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The tax effect of the temporary differences and carryforward items that give rise to deferred taxes were as follows (in millions):
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| Plant, property and equipment |
$ | (23 | ) | $ | (17 | ) | ||
| Intangibles |
(11 | ) | 177 | |||||
| Inventories |
118 | 140 | ||||||
| Deferred gains |
350 | 346 | ||||||
| Investments |
133 | (4 | ) | |||||
| Receivables (net of reserves) |
9 | 85 | ||||||
| Accrued expenses and other reserves |
201 | 181 | ||||||
| Employee benefits |
61 | 79 | ||||||
| Net operating loss, capital loss and tax credit carryforwards |
257 | 406 | ||||||
| Other |
(6 | ) | (45 | ) | ||||
|
|
|
|
|
|||||
| 1,089 | 1,348 | |||||||
| Less valuation allowance |
(225 | ) | (397 | ) | ||||
|
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|
|
|
|||||
| Deferred income taxes |
$ | 864 | $ | 951 | ||||
|
|
|
|
|
|||||
At December 31, 2011, the Company had federal net operating losses, which have varying expiration dates extending through 2031, of approximately $15 million. The Company also had federal general business credits of approximately $21million, which have varying expiration dates extending through 2030. The Company expects to realize substantially all of the tax benefit associated with these attributes.
At December 31, 2011, the Company had state net operating losses, which have varying expiration dates extending through 2028, of approximately $1.6 billion. The Company also had state tax credit carryforwards of $21 million which are indefinite or will fully expire by 2026. The Company has established a valuation allowance against the majority of these attributes as it is unlikely that the tax benefit of these attributes will be realized prior to expiration.
At December 31, 2011 the Company had foreign net operating losses and capital losses, which are indefinite or have varying expiration dates extending through 2020, of approximately $283 million and $22 million, respectively. The Company also had tax credit carryforwards of approximately $13 million in foreign jurisdictions. The tax credit carryforwards available in foreign jurisdictions are indefinite or will fully expire by 2020. The Company has established a valuation allowance against the majority of these attributes as it is unlikely that the tax benefit of these attributes will be realized prior to expiration.
F-28
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
A reconciliation of the tax provision of the Company at the U.S. statutory rate to the provision for income tax as reported is as follows (in millions):
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Tax provision at U.S. statutory rate |
$ | 149 | $ | 117 | $ | (104 | ) | |||||
| U.S. state and local income taxes |
(19 | ) | (2 | ) | (3 | ) | ||||||
| Tax on repatriation of foreign earnings |
25 | (19 | ) | (45 | ) | |||||||
| Foreign tax rate differential |
(64 | ) | (70 | ) | (25 | ) | ||||||
| Tax on capital gains |
334 | 99 | — | |||||||||
| Change in asset basis |
(130 | ) | — | (120 | ) | |||||||
| Nondeductible goodwill |
9 | 3 | 39 | |||||||||
| Change in uncertain tax positions |
8 | 23 | 9 | |||||||||
| Tax settlements |
(25 | ) | (42 | ) | 1 | |||||||
| Tax on asset dispositions |
(60 | ) | 1 | (32 | ) | |||||||
| Change in valuation allowances |
(304 | ) | (99 | ) | — | |||||||
| Other |
2 | 16 | (13 | ) | ||||||||
|
|
|
|
|
|
|
|||||||
| Provision for income tax (benefit) |
$ | (75 | ) | $ | 27 | $ | (293 | ) | ||||
|
|
|
|
|
|
|
|||||||
The foreign tax rate differential benefit primarily relates to the Company’s operations in Luxembourg and Singapore.
In 2011, the Company completed transactions that involved certain domestic and foreign subsidiaries. These transactions generated capital gains, increased the tax basis in subsidiaries including U.S. partnerships and resulted in the inclusion of foreign earnings for U.S. tax purposes. The capital gains were largely reduced by the utilization of capital losses. Due to the uncertainty regarding the Company’s ability to generate capital gain income, the deferred tax asset associated with these capital losses was offset by a full valuation allowance prior to these transactions. During 2009, the Company entered into an Italian tax incentive program through which the tax basis of its Italian owned hotels was adjusted resulting in a $120 million tax benefit.
During 2011, the IRS closed its audit with respect to tax years 2004 through 2006 resulting in a $25 million tax benefit primarily related to the reversal of tax and interest reserves. During 2010, the IRS closed its audit with respect to tax years 1998 through 2003 and the Company recognized a $42 million tax benefit in continuing operations primarily associated with the refund of interest on taxes previously paid. Also in 2010, as a result of the 1998 through 2003 audit closure, the Company recognized a $134 million tax benefit in discontinued operations primarily related to the portion of the tax no longer due.
As of December 31, 2011, the Company had approximately $153 million of total unrecognized tax benefits, of which $42 million would affect its effective tax rate if recognized. A reconciliation of the beginning and ending balance of unrecognized tax benefits is as follows (in millions):
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Beginning of Year |
$ | 510 | $ | 999 | $ | 1,003 | ||||||
| Additions based on tax positions related to the current year |
24 | 29 | 4 | |||||||||
| Additions for tax positions of prior years |
36 | 18 | 2 | |||||||||
| Settlements with tax authorities |
(407 | ) | (499 | ) | (7 | ) | ||||||
| Reductions for tax positions in prior years |
(6 | ) | (5 | ) | (1 | ) | ||||||
| Reductions due to the lapse of applicable statutes of limitations |
(4 | ) | (32 | ) | (2 | ) | ||||||
|
|
|
|
|
|
|
|||||||
| End of Year |
$ | 153 | $ | 510 | $ | 999 | ||||||
|
|
|
|
|
|
|
|||||||
F-29
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
It is reasonably possible that approximately $25 million of the Company’s unrecognized tax benefits as of December 31, 2011 will reverse within the next twelve months.
The Company recognizes interest and penalties related to unrecognized tax benefits through income tax expense. The Company had $74 million and $92 million accrued for the payment of interest as of December 31, 2011 and December 31, 2010, respectively. The Company did not have any reserves for penalties as of December 31, 2011 and 2010.
The Company is subject to taxation in the U.S. federal jurisdiction, as well as various state and foreign jurisdictions. As of December 31, 2011, the Company is no longer subject to examination by U.S. federal taxing authorities for years prior to 2007 and to examination by any U.S. state taxing authority prior to 1998. All subsequent periods remain eligible for examination. In the significant foreign jurisdictions in which the Company operates, the Company is no longer subject to examination by the relevant taxing authorities for any years prior to 2001.
Note 15. Debt
Long-term debt and short-term borrowings consisted of the following (in millions):
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| Senior Credit Facility: |
||||||||
| Revolving Credit Facility, maturing 2013 |
$ | — | $ | — | ||||
| Senior Notes, interest at 7.875%, settled 2011 |
— | 609 | ||||||
| Senior Notes, interest at 6.25%, maturing 2013 |
500 | 504 | ||||||
| Senior Notes, interest at 7.875%, maturing 2014 |
497 | 490 | ||||||
| Senior Notes, interest at 7.375%, maturing 2015 |
450 | 450 | ||||||
| Senior Notes, interest at 6.75%, maturing 2018 |
400 | 400 | ||||||
| Senior Notes, interest at 7.15%, maturing 2019 |
245 | 245 | ||||||
| Mortgages and other, interest rates ranging from 1.00% to 9.00%, various maturities |
105 | 159 | ||||||
|
|
|
|
|
|||||
| 2,197 | 2,857 | |||||||
| Less current maturities |
(3 | ) | (9 | ) | ||||
|
|
|
|
|
|||||
| Long-term debt |
$ | 2,194 | $ | 2,848 | ||||
|
|
|
|
|
|||||
F-30
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Aggregate debt maturities for each of the years ended December 31 are as follows (in millions):
| 2012 |
$ | 3 | ||
| 2013 |
505 | |||
| 2014 |
502 | |||
| 2015 |
455 | |||
| 2016 |
39 | |||
| Thereafter |
693 | |||
|
|
|
|||
| $ | 2,197 | |||
|
|
|
The Company maintains lines of credit under which bank loans and other short-term debt are drawn. In addition, smaller credit lines are maintained by the Company’s foreign subsidiaries. The Company had approximately $1.5 billion of available borrowing capacity under its domestic and foreign lines of credit as of December 31, 2011. The short-term borrowings under these lines of credit at December 31, 2011 and 2010 were de minimus.
The Company is subject to certain restrictive debt covenants under its short-term borrowing and long-term debt obligations including defined financial covenants, limitations on incurring additional debt, ability to pay dividends, escrow account funding requirements for debt service, capital expenditures, tax payments and insurance premiums, among other restrictions. The Company was in compliance with all of the short-term and long-term debt covenants at December 31, 2011.
During the year ended December 31, 2011, the Company entered into a credit agreement which provided a loan of approximately $38 million, which is due in 2016, and is secured by one of its owned hotels. Proceeds from this loan were used to pay off an existing credit agreement that was due in 2012.
During the year ended December 31, 2011, the Company redeemed all of the outstanding 7.875% Senior Notes due 2012, which had a principal amount of approximately $605 million. In connection with this transaction, the Company terminated two interest rate swaps related to the 7.875% Senior Notes, which had notional amounts totaling $200 million (see Note 23). As a result of the early redemption of the 7.875% Senior Notes, the Company recorded a net charge of approximately $16 million in interest expense, net of interest income line item in its statement of income, representing the tender premiums, swap settlements and other related redemption costs.
During the year ended December 31, 2011, the Company sold its interest in a consolidated joint venture which resulted in the buyer assuming approximately $57 million of the Company’s mortgage debt.
During the year ended December 31, 2011, the Company entered into two interest rate swaps with a total notional amount of $100 million, whereby the Company pays floating and receives fixed interest rates (see Note 23).
On April 20, 2010, the Company entered into a $1.5 billion senior credit facility. The facility matures on November 15, 2013 and replaces the previous $1.875 billion revolving credit agreement, which would have matured on February 11, 2011. The new facility includes an accordion feature under which the Company may increase the revolving loan commitment by up to $375 million subject to certain conditions and bank commitments. The multi-currency facility enhances the Company’s financial flexibility and is expected to be used for general corporate purposes. The Company had no borrowings under the senior credit facility and $171 million of letters of credit outstanding as of December 31, 2011.
F-31
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Note 16. Securitized Vacation Ownership Debt
Long-term and short-term securitized vacation ownership debt consisted of the following (in millions):
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| 2003 securitization, interest rates ranging from 3.95% to 6.96%, settled 2011 |
$ | — | $ | 17 | ||||
| 2005 securitization, interest rates ranging from 5.25% to 6.29%, maturing 2018 |
37 | 55 | ||||||
| 2006 securitization, interest rates ranging from 5.28% to 5.85%, maturing 2018 |
27 | 39 | ||||||
| 2009 securitizations, interest rate at 5.81%, maturing 2016 |
92 | 128 | ||||||
| 2010 securitization, interest rates ranging from 3.65% to 4.75%, maturing 2021 |
190 | 255 | ||||||
| 2011 securitization, interest rates ranging from 3.67% to 4.82%, maturing 2026 |
186 | — | ||||||
|
|
|
|
|
|||||
| 532 | 494 | |||||||
| Less current maturities |
(130 | ) | (127 | ) | ||||
|
|
|
|
|
|||||
| Long-term debt |
$ | 402 | $ | 367 | ||||
|
|
|
|
|
|||||
During the years ended December 31, 2011 and 2010, interest expense associated with securitized vacation ownership debt was $22 million and $27 million, respectively.
Note 17. Other Liabilities
Other liabilities consisted of the following (in millions):
| December 31, | ||||||||
| 2011 | 2010 | |||||||
| Deferred gains on asset sales |
$ | 933 | $ | 930 | ||||
| SPG point liability (a) |
724 | 702 | ||||||
| Deferred revenue including VOI and residential sales |
17 | 23 | ||||||
| Benefit plan liabilities |
74 | 61 | ||||||
| Insurance reserves |
47 | 46 | ||||||
| Other |
176 | 124 | ||||||
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| $ | 1,971 | $ | 1,886 | |||||
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| (a) | Includes the actuarially determined liability related to the SPG program and the liability associated with the American Express transaction discussed below. |
During the year ended December 31, 2009, the Company entered into an amendment to its existing co-branded credit card agreement (“Amendment”) with American Express and extended the term of its co-branding agreement to June 15, 2015. In connection with the Amendment in July 2009, the Company received $250 million in cash toward the purchase of future SPG points by American Express. In accordance with ASC 470, Debt, the Company has recorded this transaction as a financing arrangement with an implicit interest rate of 4.5%. The Amendment requires a fixed amount of $50 million per year to be deducted from the $250 million advance over the five year period regardless of the total amount of points purchased. As a result, the liability associated with this financing arrangement is being reduced ratably over a five year period beginning in October 2009. In accordance with the terms of the Amendment, if the Company fails to comply with certain financial covenants, the Company would have to repay the remaining balance of the liability, and, if the Company does not pay such liability, the Company is
F-32
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
required to pledge certain receivables as collateral for the remaining balance of the liability. As of December 31, 2011, a liability of $72 million related to the Amendment is recorded in other liabilities.
Note 18. Discontinued Operations
Summary of financial information for discontinued operations is as follows (in millions):
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Income Statement Data |
||||||||||||
| Gain (loss) on disposition, net of tax |
$ | (13 | ) | $ | 168 | $ | 76 | |||||
| Income (loss) from operations, net of tax |
$ | — | $ | (1 | ) | $ | (2 | ) | ||||
During the year ended December 31, 2011, the Company recorded a loss of $13 million, including an $18 million pretax loss from the sale of its interest in a consolidated joint venture, offset by a $10 million income tax benefit on the sale. Additionally, the Company recorded a $5 million charge related to interest on an uncertain tax position associated with a disposition in a prior year.
During the year ended December 31, 2010, the Company recorded a tax benefit of $134 million related to the final settlement with the IRS regarding the World Directories disposition (see Note 14) and a pretax gain of approximately $3 million ($36 million after tax) related to the sale of one wholly-owned hotel for $78 million. The tax benefit was related to the realization of a high tax basis in this hotel that was generated through a previous transaction.
For the year ended December 31, 2009, the $76 million (net of tax) gain on dispositions includes the gains from the sale of the Company’s Bliss spa business, other non-core assets and three hotels. The operations from the Bliss spa business, and the revenues and expenses from one hotel, which was in the process of being sold and was later sold in 2010, are included in discontinued operations, resulting in a loss of $2 million, net of tax.
Note 19. Employee Benefit Plan
During the year ended December 31, 2011, the Company recorded net actuarial losses of $20 million (net of tax) related to various employee benefit plans. These losses were recorded in other comprehensive income. The amortization of the net actuarial loss, a component of other comprehensive income, for the year ended December 31, 2011 was $1 million (net of tax).
Included in accumulated other comprehensive (loss) income at December 31, 2011 are unrecognized net actuarial losses of $85 million ($75 million, net of tax) that have not yet been recognized in net periodic pension cost. The actuarial loss included in accumulated other comprehensive (loss) income that is expected to be recognized in net periodic pension cost during the year ended December 31, 2012 is $2 million ($2 million, net of tax).
Defined Benefit and Postretirement Benefit Plans. The Company and its subsidiaries sponsor or previously sponsored numerous funded and unfunded domestic and international pension plans. All defined benefit plans covering U.S. employees are frozen. Certain plans covering non-U.S. employees remain active.
The Company also sponsors the Starwood Hotels & Resorts Worldwide, Inc. Retiree Welfare Program. This plan provides health care and life insurance benefits for certain eligible retired employees. The Company has prefunded a portion of the life insurance obligations through trust funds where such prefunding can be accomplished on a tax effective basis. The Company also funds this program on a pay-as-you-go basis.
F-33
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The following table sets forth the benefit obligation, fair value of plan assets, the funded status and the accumulated benefit obligation of the Company’s defined benefit pension and postretirement benefit plans at December 31 (in millions):
| Domestic Pension Benefits |
Foreign Pension Benefits |
Postretirement Benefits |
||||||||||||||||||||||
| 2011 | 2010 | 2011 | 2010 | 2011 | 2010 | |||||||||||||||||||
| Change in Benefit Obligation |
||||||||||||||||||||||||
| Benefit obligation at beginning of year |
$ | 19 | $ | 17 | $ | 183 | $ | 178 | $ | 20 | $ | 19 | ||||||||||||
| Service cost |
— | — | — | — | — | — | ||||||||||||||||||
| Interest cost |
1 | 1 | 10 | 10 | 1 | 1 | ||||||||||||||||||
| Actuarial loss |
1 | 2 | 18 | 5 | 1 | 2 | ||||||||||||||||||
| Effect of foreign exchange rates |
— | — | (1 | ) | (3 | ) | — | — | ||||||||||||||||
| Plan participant contributions |
— | — | — | — | 1 | 1 | ||||||||||||||||||
| Benefits paid |
(1 | ) | (1 | ) | (5 | ) | (7 | ) | (3 | ) | (3 | ) | ||||||||||||
| Other |
— | — | 1 | — | — | — | ||||||||||||||||||
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| Benefit obligation at end of year |
$ | 20 | $ | 19 | $ | 206 | $ | 183 | $ | 20 | $ | 20 | ||||||||||||
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| Change in Plan Assets |
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| Fair value of plan assets at beginning of year |
$ | — | $ | — | $ | 176 | $ | 159 | $ | 1 | $ | 1 | ||||||||||||
| Actual return on plan assets, net of expenses |
— | — | 12 | 14 | — | — | ||||||||||||||||||
| Employer contribution |
1 | 1 | 8 | 13 | 1 | 2 | ||||||||||||||||||
| Plan participant contributions |
— | — | — | — | 1 | 1 | ||||||||||||||||||
| Effect of foreign exchange rates |
— | — | (1 | ) | (3 | ) | — | — | ||||||||||||||||
| Benefits paid |
(1 | ) | (1 | ) | (5 | ) | (7 | ) | (3 | ) | (3 | ) | ||||||||||||
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| Fair value of plan assets at end of year |
$ | — | $ | — | $ | 190 | $ | 176 | $ | — | $ | 1 | ||||||||||||
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| Unfunded status |
$ | (20 | ) | $ | (19 | ) | $ | (16 | ) | $ | (7 | ) | $ | (20 | ) | $ | (19 | ) | ||||||
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| Accumulated benefit obligation |
$ | 20 | $ | 19 | $ | 205 | $ | 182 | n/a | n/a | ||||||||||||||
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| Plans with Accumulated Benefit Obligations in Excess of Plan Assets |
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| Projected benefit obligation |
$ | 20 | $ | 19 | $ | 140 | $ | 121 | n/a | n/a | ||||||||||||||
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| Accumulated benefit obligation |
$ | 20 | $ | 19 | $ | 140 | $ | 121 | n/a | n/a | ||||||||||||||
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| Fair value of plan assets |
$ | — | $ | — | $ | 105 | $ | 97 | n/a | n/a | ||||||||||||||
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The net underfunded status of the plans at December 31, 2011 was $56 million, of which $72 million is recorded in other liabilities, $3 million is recorded in accrued expenses and $19 million is recorded in other assets in the accompanying balance sheet.
All domestic pension plans are frozen plans, whereby employees do not accrue additional benefits. Therefore, at December 31, 2011 and 2010, the projected benefit obligation is equal to the accumulated benefit obligation.
F-34
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The following table presents the components of net periodic benefit cost for the years ended December 31 (in millions):
| Domestic Pension Benefits |
Foreign
Pension Benefits |
Postretirement Benefits |
||||||||||||||||||||||||||||||||||
| 2011 | 2010 | 2009 | 2011 | 2010 | 2009 | 2011 | 2010 | 2009 | ||||||||||||||||||||||||||||
| Service cost |
$ | — | $ | — | $ | — | $ | — | $ | — | $ | 5 | $ | — | $ | — | $ | — | ||||||||||||||||||
| Interest cost |
1 | 1 | 1 | 10 | 10 | 13 | 1 | 1 | 1 | |||||||||||||||||||||||||||
| Expected return on plan assets |
— | — | — | (12 | ) | (10 | ) | (10 | ) | — | — | — | ||||||||||||||||||||||||
| Amortization of net actuarial loss |
— | — | — | 1 | 1 | 5 | — | — | — | |||||||||||||||||||||||||||
| Other |
— | — | — | 1 | — | — | — | — | — | |||||||||||||||||||||||||||
| Settlement and curtailment (gain) loss |
— | — | — | — | — | (4 | ) | — | — | — | ||||||||||||||||||||||||||
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| Net periodic benefit cost |
$ | 1 | $ | 1 | $ | 1 | $ | — | $ | 1 | $ | 9 | $ | 1 | $ | 1 | $ | 1 | ||||||||||||||||||
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For measurement purposes, a 9% annual rate of increase in the per capita cost of covered health care benefits was assumed for 2012, gradually decreasing to 5% in 2020. A one-percentage point change in assumed health care cost trend rates would have approximately a $0.9 million effect on the postretirement obligation and a nominal impact on the total of service and interest cost components of net periodic benefit cost. The majority of participants in the Foreign Pension Plans are employees of managed hotels, for which the Company is reimbursed for costs related to their benefits. The impact of these reimbursements is not reflected above.
The weighted average assumptions used to determine benefit obligations at December 31 were as follows:
| Domestic Pension Benefits |
Foreign Pension Benefits |
Postretirement Benefits |
||||||||||||||||||||||
| 2011 | 2010 | 2011 | 2010 | 2011 | 2010 | |||||||||||||||||||
| Discount rate |
4.25 | % | 5.00 | % | 4.68 | % | 5.34 | % | 4.00 | % | 4.75 | % | ||||||||||||
| Rate of compensation increase |
n/a | n/a | 3.26 | % | 3.64 | % | n/a | n/a | ||||||||||||||||
The weighted average assumptions used to determine net periodic benefit cost for the years ended December 31 were as follows:
| Domestic Pension Benefits |
Foreign
Pension Benefits |
Postretirement Benefits |
||||||||||||||||||||||||||||||||||
| 2011 | 2010 | 2009 | 2011 | 2010 | 2009 | 2011 | 2010 | 2009 | ||||||||||||||||||||||||||||
| Discount rate |
5.00 | % | 5.51 | % | 5.99 | % | 5.34 | % | 5.93 | % | 6.19 | % | 4.75 | % | 5.50 | % | 6.00 | % | ||||||||||||||||||
| Rate of compensation increase |
n/a | n/a | n/a | 3.64 | % | 3.50 | % | 3.93 | % | n/a | n/a | n/a | ||||||||||||||||||||||||
| Expected return on plan assets |
n/a | n/a | n/a | 6.52 | % | 6.56 | % | 6.25 | % | 7.10 | % | 7.10 | % | 7.50 | % | |||||||||||||||||||||
The Company’s investment objectives are to minimize the volatility of the value of the assets and to ensure the assets are sufficient to pay plan benefits. The target asset allocation is 62% debt securities and 38% equity securities.
A number of factors were considered in the determination of the expected return on plan assets. These factors included current and expected allocation of plan assets, the investment strategy, historical rates of return and Company and investment expert expectations for investment performance over approximately a ten year period.
F-35
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The following table presents the Company’s fair value hierarchy of the plan assets measured at fair value on a recurring basis as of December 31, 2011 (in millions):
| Level 1 | Level 2 | Level 3 | Total | |||||||||||||
| Assets: |
||||||||||||||||
| Mutual Funds |
$ | 55 | $ | — | $ | — | $ | 55 | ||||||||
| Collective Trusts |
— | 5 | — | 5 | ||||||||||||
| Equity Index Funds |
— | 67 | — | 67 | ||||||||||||
| Bond Index Funds |
— | 63 | — | 63 | ||||||||||||
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| Total |
$ | 55 | $ | 135 | $ | — | $ | 190 | ||||||||
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The following table presents the Company’s fair value hierarchy of the plan assets measured at fair value on a recurring basis as of December 31, 2010 (in millions):
| Level 1 | Level 2 | Level 3 | Total | |||||||||||||
| Assets: |
||||||||||||||||
| Mutual Funds |
$ | 44 | $ | — | $ | — | $ | 44 | ||||||||
| Collective Trusts |
— | 5 | — | 5 | ||||||||||||
| Equity Index Funds |
— | 72 | — | 72 | ||||||||||||
| Bond Index Funds |
— | 56 | — | 56 | ||||||||||||
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| Total |
$ | 44 | $ | 133 | $ | — | $ | 177 | ||||||||
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The mutual funds are valued using quoted market prices in active markets.
The collective trusts, equity index funds and bond index funds are not publicly traded but are valued based on the underlying assets which are publicly traded.
The following table represents the Company’s expected pension and postretirement benefit plan payments for the next five years and the five years thereafter (in millions):
| Domestic Pension Benefits |
Foreign
Pension Benefits |
Postretirement Benefits |
||||||||||
| 2012 |
$ | 1 | $ | 7 | $ | 2 | ||||||
| 2013 |
$ | 1 | $ | 8 | $ | 2 | ||||||
| 2014 |
$ | 1 | $ | 9 | $ | 2 | ||||||
| 2015 |
$ | 1 | $ | 9 | $ | 2 | ||||||
| 2016 |
$ | 1 | $ | 10 | $ | 1 | ||||||
| 2017-2021 |
$ | 7 | $ | 56 | $ | 6 | ||||||
The Company expects to contribute $12 million to the plans during 2012. A significant portion of the contributions relate to the Foreign Pension Plans, which the Company is reimbursed.
Defined Contribution Plans. The Company and its subsidiaries sponsor various defined contribution plans, including the Starwood Hotels & Resorts Worldwide, Inc. Savings and Retirement Plan, which is a “401(k)” plan. The plan allows participation by employees on U.S. payroll who are at least age 21. Each participant may contribute on a pretax basis between 1% and 50% of his or her eligible compensation to the plan subject to certain maximum limits. Eligible employees are automatically enrolled after 90 days (unless they opt out). A company-paid matching contribution is provided to participants who have completed at least one year of
F-36
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
service. The amount of expense for matching contributions totaled $15 million in 2011, $13 million in 2010, and $15 million in 2009. The plan includes as an investment choice, the Company’s publicly traded common stock. The balances held in the Company’s stock were $67 million and $87 million at December 31, 2011 and 2010, respectively.
Multi-Employer Pension Plans. Certain employees are covered by union sponsored multi-employer pension plans pursuant to agreements between the Company and various unions. The Company’s participation in these plans is outlined in the table below (in millions):
| Pension Fund |
EIN/ Pension Plan Number |
Pension Protection Act Zone Status |
Contributions | |||||||||||||||||||||
| 2011 | 2010 | 2011 | 2010 | 2009 | ||||||||||||||||||||
| New York Hotel Trades Council and Hotel Association of New York City, Inc. Pension Fund |
13-1764242/001 | Yellow | (a) | Yellow | (b) | $ | 4 | $ | 4 | $ | 5 | |||||||||||||
| Other Funds |
5 | 5 | 4 | |||||||||||||||||||||
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| Total Contributions |
$ | 9 | $ | 9 | $ | 9 | ||||||||||||||||||
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| (a) | As of January 1, 2011 |
| (b) | As of January 1, 2010 |
Eligible employees at the Company’s owned hotels in New York City participate in the New York Hotel Trades Council and Hotel Association of New York City, Inc. Pension Fund. The Company contributions are based on a percentage of all union employee wages as dictated by the collective bargaining agreement that expires on June 30, 2012. The Company’s contributions did not exceed 5% of the total contributions to the pension fund in 2011, 2010 or 2009. The pension fund has implemented a funding improvement plan and the Company has not paid a surcharge.
Multi-Employer Health Plans. Certain employees are covered by union sponsored multi-employer health plans pursuant to agreements between the Company and various unions. The plan benefits can include medical, dental and life insurance for eligible participants and retirees. The Company contributions to these plans, which were charged to expense during 2011, 2010 and 2009, was approximately $26 million, $27 million and $29 million, respectively.
Note 20. Leases and Rentals
The Company leases certain equipment for the hotels’ operations under various lease agreements. The leases extend for varying periods through 2016 and generally are for a fixed amount each month. In addition, several of the Company’s hotels are subject to leases of land or building facilities from third parties, which extend for varying periods through 2096 and generally contain fixed and variable components. The variable components of leases of land or building facilities are primarily based on the operating profit or revenues of the related hotels.
The Company’s minimum future rents at December 31, 2011 payable under non-cancelable operating leases with third parties are as follows (in millions):
| 2012 |
$ | 84 | ||
| 2013 |
89 | |||
| 2014 |
88 | |||
| 2015 |
86 | |||
| 2016 |
84 | |||
| Thereafter |
1,024 |
F-37
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Rent expense under non-cancelable operating leases consisted of the following (in millions):
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Minimum rent |
$ | 104 | $ | 90 | $ | 89 | ||||||
| Contingent rent |
9 | 6 | 2 | |||||||||
| Sublease rent |
(4 | ) | (5 | ) | (3 | ) | ||||||
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| $ | 109 | $ | 91 | $ | 88 | |||||||
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Note 21. Stockholders’ Equity
Share Repurchases. In December 2011, the Company’s Board of Directors authorized a share repurchase program of $250 million. During the years ended December 31, 2011 and 2010, the Company did not repurchase any Company common shares. As of December 31, 2011, $250 million of repurchase capacity remained available under this program.
Note 22. Stock-Based Compensation
In 2004, the Company adopted the 2004 Long-Term Incentive Compensation Plan (“2004 LTIP”), which superseded the 2002 Long-Term Incentive Compensation Plan (“2002 LTIP”) and provides the terms of equity award grants to directors, officers, employees, consultants and advisors. Although no additional awards will be granted under the 2002 LTIP, the Company’s 1999 Long-Term Incentive Compensation Plan or the Company’s 1995 Share Option Plan, the provisions under each of the previous plans will continue to govern awards that have been granted and remain outstanding under those plans. The aggregate award pool for non-qualified or incentive stock options, performance shares, restricted stock and units or any combination of the foregoing which are available to be granted under the 2004 LTIP at December 31, 2011 was approximately 56 million.
Compensation expense, net of reimbursements during 2011, 2010 and 2009 was approximately $75 million, $72 million and $53 million, respectively, resulting in tax benefits of $29 million, $28 million and $21 million, respectively. As of December 31, 2011, there was approximately $76 million of unrecognized compensation cost, net of estimated forfeitures, including the impact of reimbursement from third parties, which is expected to be recognized over a weighted-average period of 1.5 years on a straight-line basis.
The Company utilizes the Lattice model to calculate the fair value option grants. Weighted average assumptions used to determine the fair value of option grants were as follows:
| Year Ended December 31, | ||||||||||||
| 2011 | 2010 | 2009 | ||||||||||
| Dividend yield |
0.75 | % | 0.75 | % | 3.50 | % | ||||||
| Volatility: |
||||||||||||
| Near term |
36.0 | % | 37.0 | % | 74.0 | % | ||||||
| Long term |
44.0 | % | 45.0 | % | 43.0 | % | ||||||
| Expected life |
6 yrs. | 6 yrs. | 7 yrs. | |||||||||
| Yield curve: |
||||||||||||
| 6 month |
0.18 | % | 0.19 | % | 0.45 | % | ||||||
| 1 year |
0.25 | % | 0.32 | % | 0.72 | % | ||||||
| 3 year |
1.18 | % | 1.36 | % | 1.40 | % | ||||||
| 5 year |
2.13 | % | 2.30 | % | 1.99 | % | ||||||
| 10 year |
3.42 | % | 3.61 | % | 3.02 | % | ||||||
F-38
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The dividend yield is estimated based on the current expected annualized dividend payment and the average expected price of the Company’s common shares during the same periods.
The estimated volatility is based on a combination of historical share price volatility as well as implied volatility based on market analysis. The historical share price volatility was measured over an 8-year period, which is equal to the contractual term of the options. The weighted average volatility for 2011 grants was 39%.
The expected life represents the period that the Company’s stock-based awards are expected to be outstanding and was determined based on an actuarial calculation using historical experience, giving consideration to the contractual terms of the stock-based awards and vesting schedules.
The yield curve (risk-free interest rate) is based on the implied zero-coupon yield from the U.S. Treasury yield curve over the expected term of the option.
The following table summarizes the Company’s stock option activity during 2011:
| Options (In Millions) |
Weighted
Average Exercise Price Per Share |
|||||||
| Outstanding at December 31, 2010 |
8.7 | $ | 29.72 | |||||
| Granted |
0.3 | 61.28 | ||||||
| Exercised |
(2.3 | ) | 31.01 | |||||
| Forfeited, Canceled or Expired |
— | — | ||||||
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| Outstanding at December 31, 2011 |
6.7 | $ | 30.70 | |||||
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| Exercisable at December 31, 2011 |
3.6 | $ | 39.53 | |||||
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The weighted-average fair value per option for options granted during 2011, 2010 and 2009 was $21.84, $14.73, and $4.69, respectively, and the service period is typically four years. The total intrinsic value of options exercised during 2011, 2010 and 2009 was approximately $62 million, $115 million and $1 million, respectively, resulting in tax benefits of approximately $23 million, $44 million and $0.3 million, respectively.
The aggregate intrinsic value of outstanding options as of December 31, 2011 was $128 million. The aggregate intrinsic value of exercisable options as of December 31, 2011 was $39 million. The weighted-average contractual life was 4.1 years for outstanding options and 3.0 years for exercisable option as of December 31, 2011.
The Company recognizes compensation expense, equal to the fair market value of the stock on the date of grant for restricted stock and unit grants, over the service period. The weighted-average fair value per restricted stock or unit granted during 2011, 2010 and 2009 was $60.77, $37.33 and $11.15, respectively. The service period is typically three or four years except in the case of restricted stock and units issued in lieu of a portion of an annual cash bonus where the restriction period is typically in equal installments over a two year period, or in equal installments on the first, second and third fiscal year ends following grant date with distribution on the third fiscal year end.
The fair value of restricted stock and units for which the restrictions lapsed during 2011, 2010 and 2009 was approximately $154 million, $62 million and $33 million, respectively.
F-39
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The following table summarizes the Company’s restricted stock and units activity during 2011:
| Number of Restricted Stock and Units |
Weighted Average Grant Date Value Per Share |
|||||||
| (In Millions) | ||||||||
| Outstanding at December 31, 2010 |
8.5 | $ | 28.11 | |||||
| Granted |
1.3 | 60.77 | ||||||
| Lapse of restrictions |
(2.7 | ) | 42.71 | |||||
| Forfeited or Canceled |
(0.2 | ) | 27.24 | |||||
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| Outstanding at December 31, 2011 |
6.9 | $ | 29.54 | |||||
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2002 Employee Stock Purchase Plan
In April 2002, the Board of Directors adopted (and in May 2002 the shareholders approved) the Company’s 2002 Employee Stock Purchase Plan (the “ESPP”) to provide employees of the Company with an opportunity to purchase shares through payroll deductions and reserved 11,988,793 shares for issuance under the ESPP. The ESPP commenced in October 2002.
All full-time employees who have completed 30 days of continuous service and who are employed by the Company on U.S. payrolls are eligible to participate in the ESPP. Eligible employees may contribute up to 20% of their total cash compensation to the ESPP. Amounts withheld are applied at the end of every three-month accumulation period to purchase shares. The value of the shares (determined as of the beginning of the offering period) that may be purchased by any participant in a calendar year is limited to $25,000. The purchase price to employees is equal to 95% of the fair market value of shares at the end of each period. Participants may withdraw their contributions at any time before shares are purchased.
Approximately 110,000 shares were issued under the ESPP during the year ended December 31, 2011 at purchase prices ranging from $42.33 to $58.05. Approximately 117,000 shares were issued under the ESPP during the year ended December 31, 2010 at purchase prices ranging from $36.77 to $54.00.
Note 23. Derivative Financial Instruments
The Company, based on market conditions, enters into forward contracts to manage foreign exchange risk. The Company enters into forward contracts to hedge forecasted transactions based in certain foreign currencies, including the Euro, Canadian Dollar and Yen. These forward contracts have been designated and qualify as cash flow hedges, and their change in fair value is recorded as a component of other comprehensive income and reclassified into earnings in the same period or periods in which the forecasted transaction occurs. To qualify as a hedge, the Company needs to formally document, designate and assess the effectiveness of the transactions that receive hedge accounting. The notional dollar amount of the outstanding Euro forward contracts at December 31, 2011 are $34 million, with average exchange rates of 1.4, with terms of primarily less than one year. The Yen forward contracts expired during 2011. The Company reviews the effectiveness of its hedging instruments on a quarterly basis and records any ineffectiveness into earnings. The Company discontinues hedge accounting for any hedge that is no longer evaluated to be highly effective. From time to time, the Company may choose to de-designate portions of hedges when changes in estimates of forecasted transactions occur. Each of these hedges was highly effective in offsetting fluctuations in foreign currencies.
The Company also enters into forward contracts to manage foreign exchange risk on intercompany loans that are not deemed permanently invested. These forward contracts are not designated as hedges, and their change in fair value is recorded in the Company’s consolidated statements of income during each reporting period.
F-40
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The Company enters into interest rate swap agreements to manage interest expense. The Company’s objective is to manage the impact of interest rates on the results of operations, cash flows and the market value of the Company’s debt. At December 31, 2011, the Company had six interest rate swap agreements with an aggregate notional amount of $400 million under which the Company pays floating rates and receives fixed rates of interest (“Fair Value Swaps”). The Fair Value Swaps hedge the change in fair value of certain fixed rate debt related to fluctuations in interest rates and mature in 2013 and 2014. The Fair Value Swaps modify the Company’s interest rate exposure by effectively converting debt with a fixed rate to a floating rate. These interest rate swaps have been designated and qualify as fair value hedges. During the fourth quarter of 2011, the Company terminated its 2012 interest rate swap agreements, resulting in a gain of approximately $2 million, through interest expense.
The counterparties to the Company’s derivative financial instruments are major financial institutions. The Company evaluates the bond ratings of the financial institutions and believes that credit risk is at an acceptable level.
The following tables summarize the fair value of the Company’s derivative instruments, the effect of derivative instruments on its Consolidated Statements of Comprehensive Income, the amounts reclassified from “Other comprehensive income” and the effect on the Consolidated Statements of Income during the year.
Fair Value of Derivative Instruments
(in millions)
| December 31, 2011 |
December 31, 2010 |
|||||||||||
| Balance Sheet Location |
Fair Value |
Balance Sheet Location |
Fair Value |
|||||||||
| Derivatives designated as hedging instruments |
||||||||||||
| Asset Derivatives |
||||||||||||
| Forward contracts |
Prepaid and other current assets | $ | 3 | Prepaid and other current assets | $ | — | ||||||
| Interest rate swaps |
Other assets | 12 | Other assets | 16 | ||||||||
|
|
|
|
|
|||||||||
| Total assets |
$ | 15 | $ | 16 | ||||||||
|
|
|
|
|
|||||||||
| December 31, 2011 |
December 31, 2010 |
|||||||||||
| Balance Sheet Location |
Fair Value |
Balance Sheet Location |
Fair Value |
|||||||||
| Derivatives not designated as hedging instruments |
||||||||||||
| Asset Derivatives |
||||||||||||
| Forward contracts |
Prepaid and other current assets | $ | — | Prepaid and other current assets | $ | — | ||||||
|
|
|
|
|
|||||||||
| Total assets |
$ | — | $ | — | ||||||||
|
|
|
|
|
|||||||||
| Liability Derivatives |
||||||||||||
| Forward contracts |
Accrued expenses | $ | — | Accrued expenses | $ | 9 | ||||||
|
|
|
|
|
|||||||||
| Total liabilities |
$ | — | $ | 9 | ||||||||
|
|
|
|
|
|||||||||
F-41
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Consolidated Statements of Income and Comprehensive Income
For the Years Ended December 31, 2011 and 2010
(in millions)
| Balance at December 31, 2009 |
$ | — | ||
| Mark-to-market loss (gain) on forward exchange contracts |
1 | |||
| Reclassification of gain (loss) from OCI to management fees, franchise fees, and other income |
(1 | ) | ||
|
|
|
|||
| Balance at December 31, 2010 |
$ | — | ||
|
|
|
|||
| Balance at December 31, 2010 |
$ | — | ||
| Mark-to-market loss (gain) on forward exchange contracts |
(1 | ) | ||
| Reclassification of gain (loss) from OCI to management fees, franchise fees, and other income |
(2 | ) | ||
|
|
|
|||
| Balance at December 31, 2011 |
$ | (3 | ) | |
|
|
|
| Derivatives Not Designated as Hedging Instruments |
Location of Gain or (Loss) Recognized in Income on Derivative |
Amount of Gain or (Loss) Recognized in Income on Derivative |
||||||||||||
| Year Ended December 31, |
||||||||||||||
| 2011 | 2010 | 2009 | ||||||||||||
| Foreign forward exchange contracts |
Interest expense, net | $ | 5 | $ | (45 | ) | $ | (15 | ) | |||||
|
|
|
|
|
|
|
|||||||||
| Total (loss) gain included in income |
$ | 5 | $ | (45 | ) | $ | (15 | ) | ||||||
|
|
|
|
|
|
|
|||||||||
F-42
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Note 24. Fair Value of Financial Instruments
The following table presents the carrying amounts and estimated fair values of the Company’s financial instruments (in millions):
| December 31, 2011 | December 31, 2010 | |||||||||||||||
| Carrying Amount |
Fair Value |
Carrying Amount |
Fair Value |
|||||||||||||
| Assets: |
||||||||||||||||
| Restricted cash |
$ | 2 | $ | 2 | $ | 10 | $ | 10 | ||||||||
| VOI notes receivable |
93 | 109 | 132 | 153 | ||||||||||||
| Securitized vacation ownership notes receivable |
446 | 551 | 408 | 492 | ||||||||||||
| Other notes receivable |
26 | 26 | 19 | 19 | ||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||
| Total financial assets |
$ | 567 | $ | 688 | $ | 569 | $ | 674 | ||||||||
|
|
|
|
|
|
|
|
|
|||||||||
| Liabilities: |
||||||||||||||||
| Long-term debt |
$ | 2,194 | $ | 2,442 | $ | 2,848 | $ | 3,120 | ||||||||
| Long-term securitized debt |
402 | 412 | 367 | 373 | ||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||
| Total financial liabilities |
$ | 2,596 | $ | 2,854 | $ | 3,215 | $ | 3,493 | ||||||||
|
|
|
|
|
|
|
|
|
|||||||||
| Off-Balance sheet: |
||||||||||||||||
| Letters of credit |
$ | — | $ | 171 | $ | — | $ | 159 | ||||||||
| Surety bonds |
— | 21 | — | 23 | ||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||
| Total Off-Balance sheet |
$ | — | $ | 192 | $ | — | $ | 182 | ||||||||
|
|
|
|
|
|
|
|
|
|||||||||
The Company believes the carrying values of its financial instruments related to current assets and liabilities approximate fair value. The Company records its derivative assets and liabilities at fair value. See Note 11 for recorded amounts and the method and assumption used to estimate fair value.
The carrying value of the Company’s restricted cash approximates its fair value. The Company estimates the fair value of its VOI notes receivable and securitized VOI notes receivable using assumptions related to current securitization market transactions. The amount is then compared to a discounted expected future cash flow model using a discount rate commensurate with the risk of the underlying notes, primarily determined by the credit worthiness of the borrowers based on their FICO scores. The results of these two methods are then evaluated to conclude on the estimated fair value. The fair value of other notes receivable is estimated based on terms of the instrument and current market conditions. These financial instrument assets are recorded in the other assets line item in the Company’s consolidated balance sheet.
The Company estimates the fair value of its publicly traded debt based on the bid prices in the public debt markets. The carrying amount of its floating rate debt is a reasonable basis of fair value due to the variable nature of the interest rates. The Company’s non-public, securitized debt, and fixed rate debt fair value is determined based upon discounted cash flows for the debt rates deemed reasonable for the type of debt, prevailing market conditions and the length to maturity for the debt. Other long-term liabilities represent a financial guarantee that the Company expects to fund. The carrying value of this liability approximates its fair value based on expected funding amount under the guarantee.
F-43
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The fair values of the Company’s letters of credit and surety bonds are estimated to be the same as the contract values based on the nature of the fee arrangements with the issuing financial institutions.
Note 25. Commitments and Contingencies
The Company had the following contractual obligations outstanding as of December 31, 2011 (in millions):
| Total | Due in Less Than 1 Year |
Due in 1-3 Years |
Due in 3-5 Years |
Due After 5 Years |
||||||||||||||||
| Unconditional purchase obligations (a) |
$ | 174 | $ | 66 | $ | 93 | $ | 15 | $ | — | ||||||||||
| Other long-term obligations |
1 | 1 | — | — | — | |||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
| Total contractual obligations |
$ | 175 | $ | 67 | $ | 93 | $ | 15 | $ | — | ||||||||||
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
| (a) | Included in these balances are commitments that may be reimbursed or satisfied by the Company’s managed and franchised properties. |
The Company had the following commercial commitments outstanding as of December 31, 2011 (in millions):
| Amount of Commitment Expiration Per Period | ||||||||||||||||||||
| Total | Less Than 1 Year |
1-3 Years | 3-5 Years | After 5 Years |
||||||||||||||||
| Standby letters of credit |
$ | 171 | $ | 168 | $ | — | $ | — | $ | 3 | ||||||||||
Variable Interest Entities. The Company has evaluated hotels in which it has a variable interest, which is generally in the form of investments, loans, guarantees, or equity. The Company determines if it is the primary beneficiary of the hotel by primarily considering the qualitative factors. Qualitative factors include evaluating if the Company has the power to control the VIE and has the obligation to absorb the losses and rights to receive the benefits of the VIE, that could potentially be significant to the VIE. The Company has determined it is not the primary beneficiary of these VIEs and therefore these entities are not consolidated in the Company’s financial statements. See Note 9 for the VIEs in which the Company is deemed the primary beneficiary and has consolidated the entities.
The 18 VIEs associated with the Company’s variable interests represents entities that own hotels for which the Company has entered into management or franchise agreements with the hotel owners. The Company is paid a fee primarily based on financial metrics of the hotel. The hotels are financed by the owners, generally in the form of working capital, equity, and debt.
At December 31, 2011, the Company has approximately $83 million of investments and a loan balance of $9 million associated with 16 VIEs. As the Company is not obligated to fund future cash contributions under these agreements, the maximum loss equals the carrying value. In addition, the Company has not contributed amounts to the VIEs in excess of their contractual obligations.
Additionally, the Company has approximately $5 million of investments and certain performance guarantees associated with two VIEs. During the year ended December 31, 2011 and 2010, respectively, the Company recorded a $1 million and $3 million charge to selling, general and administrative expenses, relating to one of these VIEs, for a performance guarantee relating to a hotel managed by the Company. The maximum remaining funding exposure of this guarantee is $1 million. The Company’s remaining performance guarantees have possible cash outlays of up to $63 million, $62 million of which, if required, would be funded over several years and would be largely offset by management fees received under these contracts.
Guaranteed Loans and Commitments. In limited cases, the Company has made loans to owners of or partners in hotel or resort ventures for which the Company has a management or franchise agreement. Loans
F-44
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
outstanding under this program totaled $13 million at December 31, 2011. The Company evaluates these loans for impairment, and at December 31, 2011, believes these loans are collectible. Unfunded loan commitments aggregating $19 million were outstanding at December 31, 2011, none of which is expected to be funded in the future. These loans typically are secured by pledges of project ownership interests and/or mortgages on the projects. The Company also has $94 million of equity and other potential contributions associated with managed or joint venture properties, $48 million of which is expected to be funded in 2012.
Surety bonds issued on behalf of the Company at December 31, 2011 totaled $21 million, the majority of which were required by state or local governments relating to the Company’s vacation ownership operations and by its insurers to secure large deductible insurance programs.
To secure management contracts, the Company may provide performance guarantees to third-party owners. Most of these performance guarantees allow the Company to terminate the contract rather than fund shortfalls if certain performance levels are not met. In limited cases, the Company is obligated to fund shortfalls in performance levels through the issuance of loans. Many of the performance tests are multi-year tests, are tied to the results of a competitive set of hotels, and have exclusions for force majeure and acts of war and terrorism. The Company does not anticipate any significant funding under performance guarantees or losing a significant number of management or franchise contracts in 2012.
In connection with the acquisition of the Le Méridien brand in November 2005, the Company assumed the obligation to guarantee certain performance levels at one Le Méridien managed hotel for the periods 2007 through 2014. During the year ended December 31, 2010, the Company reached an agreement with the owner of this property to fully release the Company of its performance guarantee obligation in return for a payment of approximately $1 million to the owner. Additionally, in connection with this settlement, the term of the management contract was extended by five years. As a result of this settlement, the Company recorded a credit to selling, general, administrative and other expenses of approximately $8 million for the difference between the carrying amount of the guarantee liability and the cash payment of $1 million.
In connection with the purchase of the Le Méridien brand in November 2005, the Company was indemnified for certain of Le Méridien’s historical liabilities by the entity that bought Le Méridien’s owned and leased hotel portfolio. The indemnity is limited to the financial resources of that entity. However, at this time, the Company believes that it is unlikely that it will have to fund any of these liabilities.
In connection with the sale of 33 hotels in 2006, the Company agreed to indemnify the buyer for certain liabilities, including operations and tax liabilities. At this time, the Company believes that it will not have to make any material payments under such indemnities.
Litigation. The Company is involved in various legal matters that have arisen in the normal course of business, some of which include claims for substantial sums. Accruals have been recorded when the outcome is probable and can be reasonably estimated. While the ultimate results of claims and litigation cannot be determined, the Company does not expect that the resolution of all legal matters will have a material adverse effect on its consolidated results of operations, financial position or cash flow. However, depending on the amount and the timing, an unfavorable resolution of some or all of these matters could materially affect the Company’s future results of operations or cash flows in a particular period.
In August 2009, Sheraton Operating Corporation (“Sheraton”) filed a lawsuit as plaintiff in the Supreme Court of the State of New York (the “Court”) against Castillo Grand LLC (“Castillo”) asserting claims arising out of a dispute over a hotel development contract. Two earlier lawsuits arising out of the same hotel development contract filed by Castillo against Sheraton in federal court had been dismissed for lack of subject matter jurisdiction. Castillo filed counterclaims in the state court action alleging, among other things, that Sheraton’s breach of contract resulted in design changes and construction delays. The matter was tried to the Court and, on November 18, 2011, the Court issued its Post Trial Decision ruling in favor of Castillo on some
F-45
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
claims and counterclaims and in favor of Sheraton on others. Overall, the decision is unfavorable to Sheraton. Judgment has not as yet been entered, pending the Court’s consideration of post-trial applications for the award of attorney’s fees and expenses. As a result of this decision, the Company recorded a reserve for this matter resulting in a pretax charge of $70 million. The legal decision is not final and Starwood intends to appeal.
Collective Bargaining Agreements. At December 31, 2011, approximately 25% of the Company’s U.S.-based employees were covered by various collective bargaining agreements, providing, generally, for basic pay rates, working hours, other conditions of employment and orderly settlement of labor disputes. Generally, labor relations have been maintained in a normal and satisfactory manner, and management believes that the Company’s employee relations are satisfactory.
Environmental Matters. The Company is subject to certain requirements and potential liabilities under various federal, state and local environmental laws, ordinances and regulations. Such laws often impose liability without regard to whether the current or previous owner or operator knew of, or was responsible for, the presence of such hazardous or toxic substances. Although the Company has incurred and expects to incur remediation and other environmental costs during the ordinary course of operations, management anticipates that such costs will not have a material adverse effect on the operations or financial condition of the Company.
Captive Insurance Company. Estimated insurance claims payable at December 31, 2011 and 2010 were $70 million and $72 million, respectively. At December 31, 2011 and 2010, standby letters of credit amounting to $60 million and $64 million, respectively, had been issued to provide collateral for the estimated claims. The letters of credit are guaranteed by the Company.
ITT Industries. In 1995, the former ITT Corporation, renamed ITT Industries, Inc. (“ITT Industries”), distributed to its stockholders all of the outstanding shares of common stock of ITT Corporation, then a wholly owned subsidiary of ITT Industries (the “Distribution”). In connection with this Distribution, ITT Corporation, which was then named ITT Destinations, Inc., changed its name to ITT Corporation. Subsequent to the acquisition of ITT Corporation in 1998, the Company changed the name of ITT Corporation to Sheraton Holding Corporation.
For purposes of governing certain of the ongoing relationships between the Company and ITT Industries after the Distribution and spin-off of ITT Corporation and to provide for an orderly transition, the Company and ITT Industries have entered into various agreements including a spin-off agreement, Employee Benefits Services and Liability Agreement, Tax Allocation Agreement and Intellectual Property Transfer and License Agreements. The Company may be liable to or due reimbursement from ITT Industries relating to the resolution of certain pre-spin-off matters under these agreements. Based on available information, management does not believe that these matters would have a material impact on the Company’s consolidated results of operations, financial position or cash flows. During the year ended December 31, 2010, the Company reversed a liability related to the 1998 acquisition (see Note 13).
Note 26. Business Segment and Geographical Information
The Company has two operating segments: hotels and vacation ownership and residential. The hotel segment generally represents a worldwide network of owned, leased and consolidated joint venture hotels and resorts operated primarily under the Company’s proprietary brand names including St. Regis®, The Luxury Collection®, Sheraton®, Westin®, W®, Le Méridien®, Four Points® by Sheraton, Aloft® and Element® as well as hotels and resorts which are managed or franchised under these brand names in exchange for fees. The vacation ownership and residential segment includes the development, ownership and operation of vacation ownership resorts, marketing and selling VOIs, providing financing to customers who purchase such interests, licensing fees from branded condominiums and residences and the sale of residential units.
F-46
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
The performance of the hotels and vacation ownership and residential segments is evaluated primarily on operating profit before corporate selling, general and administrative expense, interest expense, net of interest income, losses on asset dispositions and impairments, restructuring and other special charges (credits) and income tax benefit (expense). The Company does not allocate these items to its segments.
The following table presents revenues, operating income, assets and capital expenditures for the Company’s reportable segments (in millions):
| 2011 | 2010 | 2009 | ||||||||||
| Revenues: |
||||||||||||
| Hotel |
$ | 4,756 | $ | 4,383 | $ | 4,022 | ||||||
| Vacation ownership and residential |
868 | 688 | 674 | |||||||||
|
|
|
|
|
|
|
|||||||
| Total |
$ | 5,624 | $ | 5,071 | $ | 4,696 | ||||||
|
|
|
|
|
|
|
|||||||
| Operating income: |
||||||||||||
| Hotel |
$ | 694 | $ | 571 | $ | 471 | ||||||
| Vacation ownership and residential |
160 | 105 | 73 | |||||||||
|
|
|
|
|
|
|
|||||||
| Total segment operating income |
854 | 676 | 544 | |||||||||
| Selling, general, administrative and other |
(156 | ) | (151 | ) | (139 | ) | ||||||
| Restructuring, goodwill impairment and other special charges, net |
(68 | ) | 75 | (379 | ) | |||||||
|
|
|
|
|
|
|
|||||||
| Operating income |
630 | 600 | 26 | |||||||||
| Equity earnings and gains and losses from unconsolidated ventures, net: |
||||||||||||
| Hotel |
8 | 8 | (5 | ) | ||||||||
| Vacation ownership and residential |
3 | 2 | 1 | |||||||||
| Interest expense, net |
(216 | ) | (236 | ) | (227 | ) | ||||||
| Loss on asset dispositions and impairments, net |
— | (39 | ) | (91 | ) | |||||||
|
|
|
|
|
|
|
|||||||
| Income (loss) from continuing operations before taxes and noncontrolling interests |
$ | 425 | $ | 335 | $ | (296 | ) | |||||
|
|
|
|
|
|
|
|||||||
| Depreciation and amortization: |
||||||||||||
| Hotel |
$ | 191 | $ | 207 | $ | 229 | ||||||
| Vacation ownership and residential |
22 | 27 | 27 | |||||||||
| Corporate |
52 | 51 | 53 | |||||||||
|
|
|
|
|
|
|
|||||||
| Total |
$ | 265 | $ | 285 | $ | 309 | ||||||
|
|
|
|
|
|
|
|||||||
F-47
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
| 2011 | 2010 | 2009 | ||||||||||
| Capital expenditures: |
||||||||||||
| Hotel |
$ | 283 | $ | 184 | $ | 171 | ||||||
| Vacation ownership and residential |
70 | 151 | 145 | |||||||||
| Corporate |
124 | 42 | 27 | |||||||||
|
|
|
|
|
|
|
|||||||
| Total (a) |
$ | 477 | $ | 377 | $ | 343 | ||||||
|
|
|
|
|
|
|
|||||||
| Assets: |
||||||||||||
| Hotel (b) |
$ | 6,162 | $ | 6,440 | ||||||||
| Vacation ownership and residential (c) |
2,207 | 2,139 | ||||||||||
| Corporate |
1,191 | 1,197 | ||||||||||
|
|
|
|
|
|||||||||
| Total |
$ | 9,560 | $ | 9,776 | ||||||||
|
|
|
|
|
|||||||||
| (a) | Includes $385 million, $227 million, and $196 million of property, plant, and equipment expenditures as of December 31, 2011, 2010, and 2009, respectively. Additional expenditures included in the amounts above consist of vacation ownership inventory and investments in management contracts. |
| (b) | Includes $229 million and $294 million of investments in unconsolidated joint ventures at December 31, 2011 and 2010, respectively. |
| (c) | Includes $30 million and $27 million of investments in unconsolidated joint ventures at December 31, 2011 and 2010, respectively. |
The following table presents revenues and long-lived assets by geographical region (in millions):
| Revenues | Long-Lived Assets | |||||||||||||||||||
| 2011 | 2010 | 2009 | 2011 | 2010 | ||||||||||||||||
| United States |
$ | 3,561 | $ | 3,312 | $ | 3,387 | $ | 2,023 | $ | 2,186 | ||||||||||
| All other international |
2,063 | 1,759 | 1,309 | 1,506 | 1,449 | |||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
| Total |
$ | 5,624 | $ | 5,071 | $ | 4,696 | $ | 3,529 | $ | 3,635 | ||||||||||
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
There were no individual international countries which comprised over 10% of the total revenues of the Company for the years ended December 2011, 2010 or 2009, or 10% of the total long-lived assets of the Company as of December 31, 2011 or 2010.
F-48
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
NOTES TO FINANCIAL STATEMENTS
Note 27. Quarterly Results (Unaudited)
| Three Months Ended | ||||||||||||||||||||
| March 31 | June 30 | September 30 | December 31 | Year | ||||||||||||||||
| (In millions, except per share data) | ||||||||||||||||||||
| 2011 |
||||||||||||||||||||
| Revenues |
$ | 1,295 | $ | 1,426 | $ | 1,372 | $ | 1,531 | $ | 5,624 | ||||||||||
| Costs and expenses |
$ | 1,175 | $ | 1,249 | $ | 1,210 | $ | 1,360 | $ | 4,994 | ||||||||||
| Income from continuing operations |
$ | 27 | $ | 150 | $ | 165 | $ | 158 | $ | 500 | ||||||||||
| Net (income) loss from continuing operations attributable to noncontrolling interests |
$ | 2 | $ | — | $ | — | $ | — | $ | 2 | ||||||||||
| Income (loss) from continuing operations attributable to Starwood’s common shareholders |
$ | 29 | $ | 150 | $ | 165 | $ | 158 | $ | 502 | ||||||||||
| Discontinued operations |
$ | (1 | ) | $ | (19 | ) | $ | (2 | ) | $ | 9 | $ | (13 | ) | ||||||
| Net income attributable to Starwood |
$ | 28 | $ | 131 | $ | 163 | $ | 167 | $ | 489 | ||||||||||
| Earnings per share: (a) |
||||||||||||||||||||
| Basic — |
||||||||||||||||||||
| Income (loss) from continuing operations |
$ | 0.16 | $ | 0.79 | $ | 0.88 | $ | 0.82 | $ | 2.65 | ||||||||||
| Discontinued operations |
$ | (0.01 | ) | $ | (0.10 | ) | $ | (0.01 | ) | $ | 0.05 | $ | (0.07 | ) | ||||||
|
|
|
|
|
|
|
|
|
|
|
|||||||||||
| Net income |
$ | 0.15 | $ | 0.69 | $ | 0.87 | $ | 0.87 | $ | 2.58 | ||||||||||
| Diluted — |
||||||||||||||||||||
| Income (loss) from continuing operations |
$ | 0.15 | $ | 0.77 | $ | 0.85 | $ | 0.80 | $ | 2.57 | ||||||||||
| Discontinued operations |
$ | (0.01 | ) | $ | (0.09 | ) | $ | (0.01 | ) | $ | 0.05 | $ | (0.06 | ) | ||||||
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|
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| Net income |
$ | 0.14 | $ | 0.68 | $ | 0.84 | $ | 0.85 | $ | 2.51 | ||||||||||
| 2010 |
||||||||||||||||||||
| Revenues |
$ | 1,187 | $ | 1,289 | $ | 1,255 | $ | 1,340 | $ | 5,071 | ||||||||||
| Costs and expenses |
$ | 1,102 | $ | 1,152 | $ | 1,133 | $ | 1,084 | $ | 4,471 | ||||||||||
| Income (loss) from continuing operations |
$ | 28 | $ | 79 | $ | (5 | ) | $ | 206 | $ | 308 | |||||||||
| Net (income) loss from continuing operations attributable to noncontrolling interests |
$ | 2 | $ | — | $ | — | $ | — | $ | 2 | ||||||||||
| Income (loss) from continuing operations attributable to Starwood’s common shareholders |
$ | 30 | $ | 79 | $ | (5 | ) | $ | 206 | $ | 310 | |||||||||
| Discontinued operations |
$ | — | $ | 35 | $ | (1 | ) | $ | 133 | $ | 167 | |||||||||
| Net income attributable to Starwood |
$ | 30 | $ | 114 | $ | (6 | ) | $ | 339 | $ | 477 | |||||||||
| Earnings per share: (a) |
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| Basic — |
||||||||||||||||||||
| Income (loss) from continuing operations |
$ | 0.16 | $ | 0.44 | $ | (0.03 | ) | $ | 1.13 | $ | 1.70 | |||||||||
| Discontinued operations |
$ | — | $ | 0.19 | $ | 0.00 | $ | 0.72 | $ | 0.91 | ||||||||||
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|||||||||||
| Net income |
$ | 0.16 | $ | 0.63 | $ | (0.03 | ) | $ | 1.85 | $ | 2.61 | |||||||||
| Diluted — |
||||||||||||||||||||
| Income (loss) from continuing operations |
$ | 0.16 | $ | 0.42 | $ | (0.03 | ) | $ | 1.08 | $ | 1.63 | |||||||||
| Discontinued operations |
$ | — | $ | 0.19 | $ | 0.00 | $ | 0.70 | $ | 0.88 | ||||||||||
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|
|
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| Net income |
$ | 0.16 | $ | 0.61 | $ | (0.03 | ) | $ | 1.78 | $ | 2.51 | |||||||||
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| (a) | Amounts presented are attributable to Starwood’s common shareholders. |
F-49
Table of Contents
STARWOOD HOTELS & RESORTS WORLDWIDE, INC.
VALUATION AND QUALIFYING ACCOUNTS
(In millions)
| Additions (Deductions) | ||||||||||||||||||||
| Balance January 1, |
Charged to/reversed from Expenses |
Charged to/from Other Accounts (a) |
Payments/ Other |
Balance December 31, |
||||||||||||||||
| 2011 |
||||||||||||||||||||
| Trade receivables — allowance for doubtful accounts |
$ | 32 | $ | 5 | $ | (1 | ) | $ | (7 | ) | $ | 29 | ||||||||
| Notes receivable — allowance for doubtful accounts |
$ | 202 | $ | 28 | $ | — | $ | (55 | ) | $ | 175 | |||||||||
| Reserves included in accrued and other liabilities: |
||||||||||||||||||||
| Restructuring and other special charges |
$ | 29 | $ | 68 | $ | (7 | ) | $ | (1 | ) | $ | 89 | ||||||||
| 2010 |
||||||||||||||||||||
| Trade receivables — allowance for doubtful accounts |
$ | 33 | $ | 15 | $ | (3 | ) | $ | (13 | ) | $ | 32 | ||||||||
| Notes receivable — allowance for doubtful accounts |
$ | 139 | $ | 36 | $ | 78 | $ | (51 | ) | $ | 202 | |||||||||
| Reserves included in accrued and other liabilities: |
||||||||||||||||||||
| Restructuring and other special charges |
$ | 34 | $ | (75 | ) | $ | 8 | $ | 62 | $ | 29 | |||||||||
| 2009 |
||||||||||||||||||||
| Trade receivables — allowance for doubtful accounts |
$ | 31 | $ | 7 | $ | 5 | $ | (10 | ) | $ | 33 | |||||||||
| Notes receivable — allowance for doubtful accounts |
$ | 135 | $ | 65 | $ | (1 | ) | $ | (60 | ) | $ | 139 | ||||||||
| Reserves included in accrued and other liabilities: |
||||||||||||||||||||
| Restructuring and other special charges |
$ | 41 | $ | 379 | $ | (332 | ) | $ | (54 | ) | $ | 34 | ||||||||
| (a) | Charged to/from other accounts: |
| Description of Charged to/from Other Accounts |
||||
| 2011 |
||||
| Accrued expenses |
$ | (1 | ) | |
| Other liabilities |
(7 | ) | ||
|
|
|
|||
| Total charged to/from other accounts |
$ | (8 | ) | |
|
|
|
|||
| 2010 |
||||
| Accrued expenses |
$ | (3 | ) | |
| Accrued salaries, wages and benefits |
8 | |||
| Impact of ASU No. 2009-17 (see Note 2) |
78 | |||
|
|
|
|||
| Total charged to/from other accounts |
$ | 83 | ||
|
|
|
|||
| 2009 |
||||
| Plant, property and equipment |
$ | (178 | ) | |
| Goodwill |
(90 | ) | ||
| Inventory |
(61 | ) | ||
| Investments |
(5 | ) | ||
| Accounts receivable |
2 | |||
| Accrued expenses |
4 | |||
|
|
|
|||
| Total charged to/from other accounts |
$ | (328 | ) | |
|
|
|
|||
S-1
