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InterContinental Hotels Group (IHG) Case Study

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Project Type

ESG Advisory  

Case Study Title

ESG Strategy & Reporting  

The client  

IHG (InterContinental Hotels Group) Plc is a global hospitality company, with a purpose to provide True Hospitality for Good. With a family of 18 hotel brands and one of the world’s largest hotel loyalty programmes, IHG has over 6,000 open hotels in over 100 countries.  

InterContinental Hotels Group PLC is the Group’s holding company and is incorporated and registered in England and Wales. Approximately 345,000 people work across IHG’s hotels and corporate offices globally.  

Background  

IHG takes its commitment to People and Planet seriously and sets publically available targets and commitments that are aligned to the UN Sustainable Development Goals.  

Scope of Work  

As Corporate Responsibility Director Lisa led the stakeholder engagement strategy, materiality review, communications, and authored the Responsible Business Report. The Report is produced annually and details IHG’s performance against public targets (energy, water, waste, community activites, work opportunities).  

Lisa liaised with Marketing and Communications Teams to embed the ESG narrative in Corporate Communications and in customer marketing.  

A highlight of the year was organising the annual volunteering event – the event in support of charities around the world involved 100,000 colleagues in fundraising and purposeful activities.   

“Lisa brought a brand leadership lens to our Corporate Responsibility work at IHG. This allowed us to better integrate our efforts with those of the Brand Team and enhanced the impact and efficacy of our CR communications. She was also a stellar member of the CR leadership team.”  

Paul Snyder – previously Vice President, Global Corporate Responsibility at InterContinental Hotels Group  

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The impact of COVID-19 on InterContinental Hotels Group: Case Study

• Region: Global
• ID: 5030908
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• The hotel industry has been hit catastrophically with hotels being closed and global travel coming to a halt, upending global travel. Despite IHG only having approximately 15% of its estate closed at the end of April, the financial results showed the impact this had. Q1 showed global RevPAR was down 24.9% with March being the worst month as RevPAR plunged 55%. April was worse with RevPAR down around 80%.
• IHG has a greater exposure to China compared to competitors such as Hilton and felt the impact of the pandemic earlier. The hotel group stated that it could only survive 18 months with no capacity in its hotels. In China, only 12 of IHG’s hotels are closed out of the 470 hotels, showing the situation is improving.
• IHG has secured new financing arrangements, which include amending its syndicated revolving credit facility to include a waiver of existing covenants until 31 December 2021. Additionally, the Bank of England confirmed IHG as an eligible issuer for the UK Government’s CCFF and IHG has issued $600m (US$745.2m) in commercial paper under this facility.
• This case study looks at how the COVID-19 pandemic is impacting IHG and assesses the company's response.
• Gain an overview of the current global COVID-19 situation
• Understand the impact that COVID-19 is having on the lodging industry
• Assess the impact on IHG
• Understand what the future may hold for the company
• IHG overview
• IHG’ Response
• IHG Post COVID-19

Companies Mentioned (Partial List)

A selection of companies mentioned in this report includes, but is not limited to:

• InterContinental Hotels Group (IHG)
• Wyndham Hotels & Resorts

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The heartbeat of millions of guests

Number of guest rooms

Pieces of feedback

Hotels responding to social alerts

• Case Study: Listening to the Heartbeat of Millions of Guests

With guests checking in and out of its 798,075 hotel rooms every day, IHG needs to have a finger on the pulse of guest experience. In order to holistically measure and improve customer experience across its many locations, IHG partnered with Medallia and Ipsos Loyalty to elevate its HeartBeat survey program in 2014.

In addition to launching Medallia’s Text Analytics tool which added qualitative insights to the robust reporting platform, IHG also integrated its white-labeled public reviews system, IHG Guest Reviews, with Medallia technology and Ipsos survey methodology. Driven by continuous desire to improve the feedback experience for guests, the integration combined IHG’s private survey tool with IHG Guest Reviews by inviting guests to leave a public review at the end of the post-stay survey questionnaire.

The Results

IHG uses the integrated feedback analysis to improve operations, transforming insights into initiatives and empowering hotel teams to respond to guests directly. Since 2014, the number of Medallia users has jumped from 7,500 to nearly 40,000. Hotels are paying more attention to social data, too: since launching the social tool in 2017, 88% of IHG’s global estate responds to social review alerts on a regular basis.

Source: Case Study, Listening to the Heartbeat of Millions of Guests

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IHG Leaders Lounge

We built and ran an 'always on' global Community of Practice of 1500 leaders for one of the largest companies in the world. They learn how to lead from each other, and from our 'micro lessons', in just five minutes a day. It's the new way to develop your leaders. And we pioneered it.

The Company: IHG

InterContinental Hotels Group or IHG is a British multinational hotels company headquartered in Denham, UK. IHG has over 742,000 rooms and 5,028 hotels across nearly 100 countries.

A new way of developing leaders

Tracy Robbins, former EVP of HR at IHG, explains why they introduced a new way of developing leaders at IHG using the IHG Leaders Lounge.

See IHG's Objectives

IHG's Objectives

• Grow 60,000 rooms over 3 years
• Introduce new thinking and new values
• Help globally dispersed leaders share new vision
• Encourage role modelling of behaviours to embed new culture
• Increase visibility and accessibility of leadership team
• Encourage leadership team to engage with employees across the company
• Encourage feedback from general managers and leadership teams around the world

Corporate Executive Board Case Study

To drive leadership productivity, InterContinental Hotels Group (IHG) establishes an exclusive online portal for its leaders that enables them to capitalize on the expertise of the leadership team and execution, not just development, oriented leader workflow tools.

Download CEB Case Study

The Results: What IHG achieved

Tracy Robbins, former EVP of HR at IHG, describes what IHG achieved as a result and the financial benefits.

See IHG's Results

The Results

• Commitment to helping IHG leaders learn
• Platform for leadership team to take accountability for themselves and their teams
• Instant two way sharing of ideas and best practice - real-time value
• Cost benefit from not running courses
• All business targets achieved

Award-winning Leadership Development

The IHG Leaders Lounge won InterContinental Hotels Group (and us) a string of awards from around the world, including these ones:

See all our awards

Working with the Leadership Hub team

Tracy Robbins, former EVP of HR at IHG, explains what the Leadership Hub team is like to work with and what value do they add and bring to an organization.

IHG Leadership Development Stories

Franck Merot

“The concept of the leader lounge is absolutely brilliant! When I first discovered the Leader Lounge, I got surprised and impressed by the fact that leaders would share their mistakes, learning, tools, tricks for the others to learn and grow faster. This is surely part of the winning way and a huge contribution in IHG Success.” Franck Merot, Hotel Manager

Bronagh Lavery

“I love how the lounge has evolved over the past 2 years in particular, the topics presented for conversation and how it’s going to evolve further in 2016. Great job team and it’s somewhere I like to visit every morning to get a sense of how leaders feel across IHG, inspiring best practices from other leaders and fun and useful tips. Thanks!” Bronagh Lavery, Director Product Management

Ingrid High

“Think you know I’m a big fan of the Leaders Lounge! I particularly like the “digestable” format in which it’s delivered – I intentionally block 15 minutes off twice a week when I’m in the office to log on and engage, but when travelling, as so many of us do, it’s nice to be able to just log on via phone or tablet,even at the airport, and consume some good content! Thanks for keeping it fresh. P.S. Another element I LOVE is the global engagement!” Ingrid High, Manager Sales & Marketing

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CASE STUDY​

Intercontinental hotels group, commercial operation date, facility type, energy storage system size, 10-year savings, stem’s learning software and storage counter rising electricity costs.

After exhausting more traditional energy efficiency measures and manual load shifting, InterContinental Hotels Group turned to Stem to reduce energy costs without affecting guest comfort. Stem’s proprietary combination of real-time data analytics, energy storage, and actionable insights had an immediate impact, helping the hotels halt rising energy costs. The modestly sized systems store and deploy automatically to deliver bill reductions every month, and powerful software tools have helped the hotels’ engineering teams to more than double the savings.

IHG is one of the world’s leading hotel companies, with 4,700 hotels and almost 700,000 rooms in 100 countries around the world. Located in the heart of San Francisco, the InterContinental San Francisco (ICSF) is a celebrated luxury hotel that prioritizes sustainability and efficiency.

The hotel relies on energy-intensive systems including HVAC, elevators, and laundry equipment to meet guest needs. When running simultaneously, these systems produce large energy spikes that can dramatically increase monthly utility bills. Prior to installing Stem’s system, demand charges amounted to 30-40% of electricity costs. Extensive energy efficiency measures could not address the hotel’s rising peak demand charges.

Real-time energy use displayed through Stem’s PowerScope software revealed multiple systems deploying simultaneously at especially costly times. Stem’s energy storage automatically deploys to decrease expensive spikes, and the ICSF engineering team leverages PowerScope software to know precisely when to stagger the start-up of other devices.

From Day 1, Stem’s energy storage system began providing automated savings. The Director of Engineering estimates that operational changes enabled by Stem’s software have reduced peak demand at ICSF by 75kW over time, which more than doubles the impact of the storage system’s automated response. Over its lifetime, the energy storage system will provide $84,000 in energy bill savings.

Harry Hobbs

“I love the batteries, but I love the software even more, I’ve increased my ROI by about 300% using the data. I like doing something that’s good for the grid, but this is good economics too. It’s the real-time data that is the real differentiator here. Most systems use the utility meter data, which is collected on a 15-minute basis. But that’s too late. By then, I may have a major peak that could dictate my demand charges for the entire month.”

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A CASE STUDY OF KNOWLEDGE MANAGEMENT PRACTICES AT THE INTERCONTINENTAL HOTELS' GROUP

2021, International Journal of Tourism and Hospitality Review

Purpose of the study: This study aims to gain an understanding of how (and if) the InterContinental Hotels Group (IHG) manages knowledge to create value. Methodology: Publicly available data about the IHG were assessed using Pawlowski and Bick's (2015) Global Knowledge Management Framework (GKMFW) to determine the extent to which the IHG is implementing knowledge management (KM). Four experts reviewed the findings for validation. Main findings: Knowledge management (KM) practices are used by the IHG at a basic level. Data collected in this study indicate that the IHG is not connecting KM processes in its strategy. This research highlights that the IHG and potentially other hotel companies could integrate KM to enhance their performance. Applications of this study: The study's findings are important for hotel industry stakeholders (academics, hotel executives, owners, etc.), assisting them to better understand "hotel KM". Stakeholders are encouraged to implement holistic and purposeful KM programs (i.e., a framework), potentially delivering more value to their organisations. Novelty/Originality of this study: This study is the first attempt to investigate KM activities in one major standard-setting hotel company (SSHC), as defined by Boardman and Barbato (2008). It highlights the limitations in hotel-specific KM research and the limited way in which KM is being applied in the InterContinental Hotels Group (IHG). It not only identifies a gap in the literature about KM in the hospitality industry but starts to fill this gap.

Related Papers

Islam El Bayoumi

Information and Knowledge Management

Mansour Esmaeil Zaei

IAEME Publication

Knowledge management (KM) has emerged over the last decade to become one of the most debated management concepts, but in the hospitality industry KM has not achieved the same scale of applications and empirical research as in other fields. Hotels can improve their service quality by enhancing employees` knowledge about customer's preferences and the corresponding service procedures. Service quality depends strongly on the ability of hotels to acquire, to develop, to accumulate and to distribute knowledge assets. Despite the popularity of knowledge management in other industries, hotels specific concerns have been hugely neglected in the literature and knowledge management has just rudimentarily been implemented in hotels. Especially hotel chains, which have to deliver an overall quality standard in geographically distributed hotels, can exploit knowledge management's benefits. Nevertheless, the implementation of knowledge management requires considerations. This article describes knowledge management in hotels, presents case-studies and gives strategic advice and structure recommendations for its implementation. An examination of hotels' knowledge management requires theoretical underpinning. Therefore, this article provides reflections about knowledge and analyzes different dimensions of knowledge management in hotels. Further, it presents major influences on strategic and structural aspects of knowledge management in hotels and suggests structures for the implementation of a knowledge management

Wasantha Dahanayaka

Nowadays, the business landscape is changing rapidly and the competitive environment is no longer predictable. Survival and success depend entirely on the organization's ability to adjust to the dynamics of the business environment by making effective decision-making and proper utilization of skills and knowledge of employees. These are recent developments that represent the recognition of knowledge as a key competitive tool for the hospitality and tourism sector because need to upgrade their customer service to a much higher plane in order to survive in this competitive environment. Tourism, as one of the world's major economic sectors will ultimately be required to adapt to these changes. But, hospitality and tourism industry has been slow in adopting KM approach. Therefore, suggestion if hospitality and tourism sector as an activity-based service sector that information and knowledge are fundamental want to remain competitive in this changing era, the adoption of a knowledge management approach will be required. This paper presents an overview of the relatively new concept of knowledge management and the issues in applying such an approach to a sector such as hospitality and tourism.

International Journal of Knowledge Management Studies

Ahmed Mehrez

Carina Antonia Hallin

Knowledge management (KM) has emerged over the last decade to become one of the most debated management concepts, but in the hospitality industry KM has not achieved the same scale of applications and empirical research as in other fields. This paper presents the first state-of-the-art survey of empirical KM research in the hospitality field. Database searches of the KM concept and related topics yielded 2365 hits, of which only 19 empirical articles were identified. The contents of the articles are discussed in juxtaposition with static versus dynamic perspectives on knowledge. The empirical quality of articles is assessed against relevant theory-of-science criteria. Findings reveal that five empirical contributions offer high research quality, and the remaining studies demonstrate that empirical KM research is limited, inconclusive, low on generalization and testability. It is suggested that future research should offer insight into actual learning dynamics to define what domain-specific knowledge means for hospitality management and employees, to investigate how to store real-time contextual knowledge, investigating employees' versus managers' knowledge abilities in forecasting business change, and to illuminate how knowledge vision and knowledge activities may be aligned.

مجلة کلیة السیاحة والفنادق. جامعة المنصورة

Eslam Fathy

Purpose: The current study aim to investigate and model the Knowledge Management Implementation (KMI) barriers, as well as suggesting some overcoming strategies to cope with KMI barriers . Design/methodology/approach: It has employed a quantitative method by developed a questionnaire based on the literature and distributed it among hotel employees in Four and Five-star hotels in Alexandria in Egypt. A total of 386 valid questionnaires were analyzed by SEM . Findings: Results of the path analysis indicated that barriers of the organizational culture and human resources have a positive impact on KMI. However, the technology infrastructure barriers have a negative impact on KMI . Originality/value: A major concern of hotel to increase the hotel performance with high level of employees' turnover, this study provides an inclusive investigation of KMI barriers in hotel industry. Also, it explores strategies to overcome the KMI barriers . Practical Implications: In order not to deprive...

Joseph M U S Y O K I Mbuvi

Athanassios Mihiotis

PurposeIn pursuit of an alternative competitive strategy for tourism's underperformers and particularly for niche markets such as tourist destination islands, this paper aims to introduce a framework that caters to the post‐modern tourist.Design/methodology/approachThrough a pilot study, the framework was introduced to senior hotel managers on the island of Crete. The framework explores how hotel managers can best use their employees’ knowledge in order to increase their market adaptability and develop unique capabilities.FindingsThe results demonstrated that managers scored highly in their ability to leverage knowledge gained from the market, whereas they gave less importance to their employees’ valuable, internal knowledge. In the majority of cases tested, senior managers lacked an overall knowledge strategy. Although the pilot study's findings cannot be generalized, they can help us anticipate the maturity levels of hotel managers towards knowledge management and contribu...

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InterContinental Hotels Group

As a longstanding relationship bank, we have provided consistent support to IHG as its business model has been transformed.

Earning your trust.

MUFG began working with InterContinental Hotels Group (IHG) when the company was created as part of the de-merger of Six Continents in 2003. Since then, MUFG has participated in all of the company's syndicated facilities, and was appointed as Facility Agent on the current revolving credit facility signed in 2014. MUFG has also increasingly supported IHG across a wide range of additional product areas, including repo, cash management; interest rate & FX risk management, and capital markets.

Staying Relevant as Your Needs Evolve

When IHG launched a joint venture with All Nippon Airlines (ANA) in Japan in 2006, MUFG's record with the company made it the clear choice as banking partner. This initially involved the financing of 30 hotels, although MUFG's involvement in Japan has subsequently grown in line with the business.

Over time, IHG has increasingly adopted an asset-light business model. To assist in the management of cash flows during the asset disposal process, MUFG provided repo facilities which allowed the company to optimize its short term investments.

As an international business with significant FX requirements, IHG requires regular support on FX trading and hedging with MUFG providing liquidity across G10 and exotic currencies. MUFG has also assisted with cross currency swaps, making long term credit lines available to support IHG's hedging strategy.

As part of its capital management strategy IHG periodically accesses the bond market.MUFG was mandated an active bookrunner as part of a competitive process in 2015, working to help IHG successfully issue a £300m bond.

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Today, IHG is a global leader in its sector, with nearly 5,100 hotels around the world and more than 750,000 guest rooms in almost 100 countries. IHG's brands include Holiday Inn and InterContinental Hotels & Resorts. Like the company, MUFG's business has evolved into a significant global footprint, allowing it to support IHG in new ways and deepen the partnership.

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Ralph Wheeler, SVP & Group Financial Controller, IHG, January 2017.

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The impact of COVID-19 on InterContinental Hotels Group: Case Study

Summary Recent months have been unprecedented in the tourism sector. Travel restrictions, flight suspensions, falling consumer confidence and a slew of negative press are just some of the issues lodging operators are having to contend with.

New York, May 22, 2020 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "The impact of COVID-19 on InterContinental Hotels Group: Case Study" - https://www.reportlinker.com/p05897047/?utm_source=GNW As one of the resorts industry’s largest players, IHG has been severely impacted. Key Highlights - The hotel industry has been hit catastrophically with hotels being closed and global travel coming to a halt, upending global travel. Despite IHG only having approximately 15% of its estate closed at the end of April, the financial results showed the impact this had. Q1 showed global RevPAR was down 24.9% with March being the worst month as RevPAR plunged 55%. April was worse with RevPAR down around 80%. - IHG has a greater exposure to China compared to competitors such as Hilton and felt the impact of the pandemic earlier. The hotel group stated that it could only survive 18 months with no capacity in its hotels. In China, only 12 of IHG’s hotels are closed out of the 470 hotels, showing the situation is improving. - IHG has secured new financing arrangements, which include amending its syndicated revolving credit facility to include a waiver of existing covenants until 31 December 2021. Additionally, the Bank of England confirmed IHG as an eligible issuer for the UK Government’s CCFF and IHG has issued $600m (US$745.2m) in commercial paper under this facility. Scope - This case study looks at how the COVID-19 pandemic is impacting IHG and assesses the company’s response. Reasons to Buy - Gain an overview of the current global COVID-19 situation - Understand the impact that COVID-19 is having on the lodging industry - Assess the impact on IHG - Understand what the future may hold for the company Read the full report: https://www.reportlinker.com/p05897047/?utm_source=GNW About Reportlinker ReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place. __________________________

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Stay near popular elektrostal attractions, electrostal history and art museum.

You can spend time exploring the galleries in Electrostal History and Art Museum in Elektrostal. Take in the museums while you're in the area.

Elektrostal Travel Info

Frequently asked questions.

Yes! The majority of room reservations are refundable if you cancel prior to the hotel's cancellation deadline, which is often 24 or 48 hours before your check-in date. If you have a non-refundable reservation, you might still have the option to cancel and receive a refund within 24 hours of booking. Filter your search by fully refundable to find flexible hotel deals in Elektrostal.

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Apart Hotel Yantar is one of the top choices for your stay based on our traveler data, and this 3-star hotel offers free parking and free WiFi. It's located 1.9 mi (3 km) from Electrostal History and Art Museum. Another good option is Apartments , located 4.6 mi (7.4 km) away.

Hotel Mys Otdykha Nadezhda : Offers spa services, an indoor pool, and free parking. Park Hotel Yahonty Noginsk and Areal Congress Hotel are a couple of other choices that feature an onsite pool.

Visitors can enjoy all that Elektrostal has to offer including its museums. There are 35 hotels and other accommodations in the surrounding area. Find out more about Elektrostal .

A favorite place to visit is Electrostal History and Art Museum . You'll also find History of Russian Scarfs and Shawls Museum and Central Museum of the Air Forces at Monino in the area. Check out what more to see and do in Expedia's Elektrostal guide .

The hottest months are usually July and August with an average temp of 63°F, while the coldest months are January and February with an average of 22°F. The snowiest months in Elektrostal are December, November, February, and January, with each month seeing an average of 38 inches of snowfall.

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• Yuri Gagarin Cosmonaut Training Center
• Peter the Great Military Academy
• Balashikha Arena
• Bykovo Manor
• Military Technical Museum
• Drama Theatre BOOM
• Malenky Puppet Theater
• Fryazino Centre for Culture and Leisure
• Shirokov House
• Borisoglebsky Sports Palace
• Fifth House Gallery
• Church of Vladimir

Hotels near Elektrostal Airports

• Sheremetyevo Airport
• Bykovo Airport
• Domodedovo Intl. Airport
• Vnukovo Intl. Airport
• Chkalovsky Airport Airport
• Zhukovsky Airport

Other Hotels near Elektrostal, Moscow Oblast

• Northern Europe Hotels
• Eastern Europe Hotels
• Lyubertsy Hotels
• Balashikha Hotels
• Zhukovsky Hotels
• Central Russia Hotels
• Noginsk Hotels
• Kosherovo Hotels
• Ramenskoye Hotels
• Zheleznodorozhny Hotels
• Shchelkovo Hotels
• Ogudnevskoe Hotels
• Fryazevo Hotels
• Istomkino Hotels
• Peshkovo Hotels
• Imeni Vorovskogo Hotels
• Berezka Hotels
• Afonasovo Pervoye Hotels
• Bol'shoye Bun'kovo Hotels
• Pavlovskiy Posad Hotels

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• Excellent 6
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• English ( 0 )

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ELEKTROSTAL HOTEL - Reviews

Apelsin Hotel

Noginskoye Shosse 36B, 144008 Elektrostal', Russia – Good location - show map

Cleanliness

Value for money

Apelsin Hotel Reserve now

Located next to Noginskoye Highway in Electrostal, Apelsin Hotel offers comfortable rooms with free Wi-Fi. Free parking is available. The elegant rooms are air conditioned and feature a flat-screen satellite TV and fridge. The private bathrooms come with a shower, hairdryer and free toiletries. Hotel Apelsin has a café serving Russian cuisine. The 24-hour front desk offers ironing service. Mashinostroitel Train Station is a 10-minute drive away. Domodedovo Airport is 88 km away.

Couples particularly like the location — they rated it 8.0 for a two-person trip.

Distance in property description is calculated using © OpenStreetMap

• Free parking
• Non-smoking rooms
• Airport shuttle

Property highlights

Free parking available at the hotel

Loyal customers

끖 There are more repeat guests here than most other properties.

Saved to 137 lists

Availability

Select dates to see this property's availability and prices

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Hotel surroundings, facilities of apelsin hotel.

• Toilet paper
• Bath or shower
• Private bathroom
• Free toiletries
• Refrigerator
• Clothes rack
• Flat-screen TV
• Satellite channels
• Street parking
• Accessible parking
• Invoice provided
• 24-hour front desk
• Daily housekeeping
• Ironing service Additional charge
• Laundry Additional charge
• Fax/photocopying Additional charge
• Meeting/banquet facilities Additional charge
• Fire extinguishers
• CCTV outside property
• CCTV in common areas
• Smoke alarms
• Security alarm
• Key card access
• 24-hour security
• Safety deposit box
• Vending machine (drinks)
• Air conditioning
• Non-smoking throughout
• Wake-up service
• Packed lunches
• Airport shuttle Additional charge
• Wake up service/Alarm clock
• Upper floors accessible by elevator

Property practices

See availability house rules.

Until 12:00

Cancellation/ prepayment

Cancellation and prepayment policies vary according to accommodation type. Please enter the dates of your stay and check the conditions of your required room.

Children and beds

Child policies

Children of any age are welcome.

Children 16 years and above will be charged as adults at this property.

To see correct prices and occupancy information, please add the number of children in your group and their ages to your search.

Cot and extra bed policies

Prices for cots and extra beds are not included in the total price, and will have to be paid for separately during your stay.

The number of extra beds and cots allowed is dependent on the option you choose. Please check your selected option for more information.

All cots and extra beds are subject to availability.

No age restriction

There is no age requirement for check-in

Free! Pets are allowed. No extra charges.

Accepted payment methods

Cash Apelsin Hotel accepts these cards and reserves the right to temporarily hold an amount prior to arrival.

Billing/invoices

Official invoices (for tax/billing purposes) are available at this property for business travellers.

FAQs about Apelsin Hotel

What is there to do at apelsin hotel, how far is apelsin hotel from the centre of elektrostal'.

Apelsin Hotel is 1.1 miles from the centre of Elektrostal'. All distances are measured in straight lines. Actual travel distances may vary.

What type of room can I book at Apelsin Hotel?

• Twin/Double

What are the check-in and check-out times at Apelsin Hotel?

Check-in at Apelsin Hotel is from 14:00, and check-out is until 12:00.

How much does it cost to stay at Apelsin Hotel?

The prices at Apelsin Hotel may vary depending on your stay (e.g. dates you select, hotel's policy etc.). See the prices by entering your dates.

The best of Elektrostal'

• Central Air Force Museum

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