CHICAGO--(BUSINESS WIRE)--Jul. 31, 2014--
Hyatt Hotels Corporation ("Hyatt" or the "Company") (NYSE: H) today
reported second quarter 2014 financial results as follows:
-
Adjusted EBITDA was $231 million in the second quarter of 2014
compared to $212 million in the second quarter of 2013, an increase of
9.0%.
-
Adjusted for special items, net income attributable to Hyatt was $72
million, or $0.47 per share, during the second quarter of 2014
compared to net income attributable to Hyatt of $70 million, or $0.43
per share, during the second quarter of 2013.
-
Net income attributable to Hyatt was $74 million, or $0.48 per share,
during the second quarter of 2014 compared to net income attributable
to Hyatt of $112 million, or $0.70 per share, in the second quarter of
2013.
-
Comparable owned and leased hotels RevPAR increased 4.8% (4.0%
excluding the effect of currency) in the second quarter of 2014
compared to the second quarter of 2013.
-
Comparable owned and leased hotels operating margins decreased 20
basis points in the second quarter of 2014 compared to the second
quarter of 2013. Owned and leased hotels operating margins decreased
40 basis points in the second quarter of 2014 compared to the second
quarter of 2013.
-
Comparable systemwide RevPAR increased 5.5% (6.1% excluding the effect
of currency) in the second quarter of 2014 compared to the second
quarter of 2013.
-
Comparable U.S. full service hotel RevPAR increased 5.5% in the second
quarter of 2014 compared to the second quarter of 2013. Comparable
U.S. select service hotel RevPAR increased 8.4% in the second quarter
of 2014 compared to the second quarter of 2013.
-
Ten hotels were opened. As of June 30, 2014, the Company's executed
contract base consisted of approximately 240 hotels or approximately
54,000 rooms.
-
The Company repurchased 1,563,153 shares of common stock at a weighted
average price of $57.33 per share, for an aggregate purchase price of
approximately $90 million.
Mark S. Hoplamazian
, president and chief executive officer of Hyatt
Hotels Corporation, said, "In the second quarter, we reported constant
currency systemwide RevPAR growth of 6.1% driven by continued robust
transient demand and rate growth. Comparable owned and leased hotels
RevPAR increased 4.0% and comparable owned and leased hotels operating
margins decreased 20 basis points partially due to a difficult
comparison to a strong second quarter in 2013 as well as adverse market
conditions at two hotels outside the Americas. On a year-to-date basis,
we saw strong performance at owned and leased hotels with comparable
RevPAR up 5.1% and comparable operating margins up 60 basis points.
"We opened 10 hotels in the quarter including iconic hotels, such as
Andaz Tokyo Toranomon Hills and Park Hyatt Vienna. We opened six Hyatt
Place hotels in important new locations including our first Hyatt Place
hotels in China and Dubai. We are on track to open approximately 40
hotels this year, reflecting continued owner preference for our brands.
"We continue to be active asset recyclers. By year-end 2014, we expect
to close on the sale of Hyatt Residential Group for $190 million. In
addition, we are currently marketing for sale eight full service hotels
and more than 40 select service hotels. We expect to maintain our brand
presence on each hotel upon sale.
"In addition to pursuing investment opportunities, we continue to return
capital to shareholders. Since the beginning of the second quarter, we
have repurchased more than $100 million of Class A common shares.
"Looking ahead, we expect strong transient demand in the Americas and
U.S. hotel supply growth to remain low in most markets. U.S. group pace
for the coming years continues to improve giving us the confidence that
we will continue seeing strong progression in overall rates and higher
levels of food and beverage revenues. We remain focused on driving
colleague, guest and owner preference for our brands and are well
positioned for strong growth in the years ahead."
Owned and Leased Hotels Segment
Total segment Adjusted EBITDA increased 8.3% in the second quarter of
2014 compared to the same period in 2013.
Owned and leased hotels Adjusted EBITDA increased 4.8% in the second
quarter of 2014 compared to the same period in 2013. See the table on
page 16 of the accompanying schedules for a detailed list of portfolio
changes and the year-over-year net impact to second quarter owned and
leased hotels Adjusted EBITDA.
Pro rata share of unconsolidated hospitality ventures Adjusted EBITDA
increased 31.6% in the second quarter of 2014 compared to the same
period in 2013, primarily due to the Company's investment in the all
inclusive segment.
Revenue increased 3.5% in the second quarter of 2014 compared to the
same period in 2013. Owned and leased hotels expenses increased 4.1% in
the second quarter of 2014 compared to the same period in 2013.
RevPAR for comparable owned and leased hotels increased 4.8% (4.0%
excluding the effect of currency) in the second quarter of 2014 compared
to the same period in 2013. Occupancy improved 100 basis points and ADR
increased 3.5% (2.7% excluding the effect of currency) compared to the
same period in 2013.
Comparable owned and leased hotels revenue increased 3.0% in the second
quarter of 2014 compared to the same period in 2013. Excluding expenses
related to benefit programs funded through rabbi trusts and
non-comparable hotel expenses, expenses increased 3.3% in the second
quarter of 2014 compared to the same period in 2013. See the table on
page 10 of the accompanying schedules for a reconciliation of comparable
owned and leased hotels expenses to owned and leased hotels expenses.
Comparable owned and leased hotels operating margins decreased 20 basis
points in the second quarter of 2014 compared to the second quarter of
2013. Comparable owned and leased hotels operating margins were
negatively impacted by approximately 50 basis points due to adverse
market conditions at two hotels outside the Americas. Comparable owned
and leased hotels operating margins for hotels in the Americas increased
100 basis points in the second quarter of 2014 compared to the second
quarter of 2013. Comparable owned and leased hotels operating margins in
ASPAC and EAME/SW Asia decreased 400 basis points in the second quarter
of 2014 compared to the second quarter of 2013.
Management and Franchise Fees
Total fee revenue increased 7.3% to $103 million in the second quarter
of 2014 compared to the same period in 2013. Base management fees
increased 11.6% to $48 million in the second quarter of 2014 compared to
the same period in 2013, primarily due to strong RevPAR growth and newly
opened hotels. Incentive management fees decreased 20.0% to $28 million
in the second quarter of 2014 compared to the same period in 2013. This
is primarily because no incentive management fees were earned at four
managed hotels in France in the second quarter of 2014 as compared with
$10 million of incentive management fees booked from these hotels in the
second quarter of 2013. Franchise fees increased 41.7% to $17 million in
the second quarter of 2014 compared to the same period in 2013,
primarily due to new hotels and hotels recently converted from managed
to franchised. Other fee revenues increased 66.7% to $10 million in the
second quarter of 2014 compared to the same period in 2013, in part due
to an increase in termination fees.
Americas Management and Franchising Segment
Adjusted EBITDA increased 27.4% in the second quarter of 2014 compared
to the same period in 2013.
RevPAR for comparable Americas full service hotels increased 5.6% (6.3%
excluding the effect of currency) in the second quarter of 2014 compared
to the same period in 2013. Occupancy increased 140 basis points and ADR
increased 3.7% (4.3% excluding the effect of currency) compared to the
same period in 2013.
Group rooms revenue at comparable U.S. full service hotels increased
1.5% in the second quarter of 2014 compared to the same period in 2013.
Group room nights increased 2.4% and group ADR decreased 0.8% in the
second quarter of 2014 compared to the same period in 2013.
Transient rooms revenue at comparable U.S. full service hotels increased
7.9% in the second quarter of 2014 compared to the same period in 2013.
Transient room nights increased 1.1% and transient ADR increased 6.7% in
the second quarter of 2014 compared to the same period in 2013.
RevPAR for comparable Americas select service hotels increased 8.4% in
the second quarter of 2014 compared to the same period in 2013.
Occupancy increased 140 basis points and ADR increased 6.4% (6.5%
excluding the effect of currency) compared to the same period in 2013.
Revenue from management, franchise and other fees increased 22.7% in the
second quarter of 2014 compared to the same period in 2013. Revenue in
the second quarter of 2014 benefited from approximately $5 million of
non-recurring termination fees.
The following five hotels were added to the portfolio during the second
quarter:
-
Hyatt Atlanta Perimeter at Villa Christina (franchised, 177 rooms)
-
Hyatt Place Champaign / Urbana (franchised, 145 rooms)
-
Hyatt Place Flushing / LaGuardia Airport (franchised, 168 rooms)
-
Hyatt Place Portland - Old Port (franchised, 130 rooms)
-
Hyatt Place Washington D.C. / U.S. Capitol (franchised, 200 rooms)
Two hotels were removed from the portfolio during the second quarter.
Southeast Asia, China, Australia, South Korea and Japan (ASPAC)
Management and Franchising Segment
Adjusted EBITDA decreased 21.4% in the second quarter of 2014 compared
to the same period in 2013.
RevPAR for comparable ASPAC hotels increased 3.6% (5.1% excluding the
effect of currency) in the second quarter of 2014 compared to the same
period in 2013. Occupancy increased 230 basis points and ADR increased
0.1% (1.6% excluding the effect of currency) compared to the same period
in 2013.
Revenue from management, franchise and other fees decreased 9.1% in the
second quarter of 2014 compared to the same period in 2013. Revenue in
the second quarter of 2013 benefited from $2 million of non-recurring
fees.
The following three hotels were added to the portfolio during the second
quarter:
-
Andaz Tokyo Toranomon Hills, Japan (managed, 164 rooms)
-
Hyatt Regency Tianjin East, China (managed, 300 rooms)
-
Hyatt Place Shenzhen Dongmen, China (managed, 144 rooms)
Europe, Africa, Middle East and Southwest Asia (EAME/SW Asia)
Management Segment
Adjusted EBITDA decreased 50.0% in the second quarter of 2014 compared
to the same period in 2013.
RevPAR for comparable EAME/SW Asia hotels increased 3.8% (3.9% excluding
the effect of currency) in the second quarter of 2014 compared to the
same period in 2013. Occupancy increased 70 basis points and ADR
increased 2.8% (2.9% excluding the effect of currency) compared to the
same period in 2013.
Revenue from management and other fees decreased 32.1% in the second
quarter of 2014 compared to the same period in 2013. This is primarily
because no incentive management fees were earned at four managed hotels
in France in the second quarter of 2014 as compared with $10 million of
incentive management fees booked from these hotels in the second quarter
of 2013.
The following two hotels were added to the portfolio during the second
quarter:
-
Park Hyatt Vienna, Austria (managed, 143 rooms)
-
Hyatt Place Dubai / Al Rigga, United Arab Emirates (managed, 210 rooms)
Selling, General, and Administrative Expenses
Selling, general, and administrative expenses increased 6.7% in the
second quarter of 2014 compared to the same period in 2013. Adjusted
selling, general, and administrative expenses decreased 1.3% in the
second quarter of 2014 compared to the same period in 2013. Refer to the
table on page 9 of the accompanying schedules for a reconciliation of
adjusted selling, general, and administrative expenses to selling,
general, and administrative expenses.
OPENINGS AND FUTURE EXPANSION
Ten hotels were added in the second quarter of 2014, each of which is
listed above.
The Company expects that a significant number of new properties will be
opened under all of the Company's brands in the future. As of June 30,
2014 this effort was underscored by executed management or franchise
contracts for approximately 240 hotels (or approximately 54,000 rooms)
across all brands. The executed contracts represent potential entry into
several new countries and expansion into new markets or markets in which
the Company is under-represented.
SHARE REPURCHASE
During the second quarter of 2014, the Company repurchased 1,563,153
shares of common stock at a weighted average price of $57.33 per share,
for an aggregate purchase price of approximately $90 million. On May 16,
2014 the Company's Board of Directors authorized the repurchase of up to
an additional $300 million of the Company's common stock. From July 1
through July 25, 2014, the Company repurchased 314,520 shares of common
stock at a weighted average price of $61.49 per share, for an aggregate
purchase price of approximately $19 million. As of July 25, 2014, the
Company had approximately $319 million remaining under its share
repurchase authorization.
CORPORATE FINANCE / ASSET RECYCLING
During the quarter, the Company completed the following transactions:
-
An unconsolidated hospitality venture sold Hyatt Place Austin Downtown
(296 rooms). The Company received approximately $28 million for its
equity interest. As a result of this sale, the Company's pro rata
share of unconsolidated hospitality venture debt was reduced by
approximately $18 million. The Company continues to franchise the
hotel.
-
Acquired Hyatt Regency Grand Cypress (815 rooms) for $191 million
thereby reducing the Company's capital lease obligations. The hotel
remains within the owned and leased hotels segment.
BALANCE SHEET / OTHER ITEMS
On June 30, 2014, the Company reported the following:
-
Total debt of approximately $1.3 billion.
-
Pro rata share of non-recourse unconsolidated hospitality venture debt
of approximately $694 million.
-
Cash and cash equivalents, including investments in highly-rated money
market funds and similar investments, of approximately $553 million
and short-term investments of approximately $30 million.
-
Undrawn borrowing availability of approximately $1.4 billion under its
revolving credit facility.
2014 INFORMATION
The Company is providing the following information for the 2014 fiscal
year:
-
Adjusted SG&A expense is expected to be approximately $325 million.
-
Capital expenditures are expected to be approximately $300 million,
including approximately $125 million for investment in new properties.
-
In addition to the capital expenditures described above, the Company
intends to continue a strong level of investment spending. Investment
spending includes acquisitions, equity investments in joint ventures,
debt investments, contract acquisition costs or other investments.
-
Depreciation and amortization expense is expected to be approximately
$370 million.
-
Interest expense is expected to be approximately $75 million.
-
The Company expects to open approximately 40 hotels in 2014.
CONFERENCE CALL INFORMATION
The Company will hold an investor conference call today, July 31, 2014,
at 10:30 a.m. CT. The Company requests that questions be submitted via
email to earnings@hyatt.com by
9:00 a.m. CT. Hyatt management will read and respond to as many
submitted questions as possible. All interested persons may listen to a
simultaneous webcast of the conference call, which may be accessed
through the Company’s website at www.hyatt.com
and selecting the Investor Relations link located at the bottom of the
page, or by dialing 617.614.4909, passcode #21721745, approximately 10
minutes before the scheduled start time. For those unable to listen to
the live broadcast, a replay will be available from 1:00 p.m. CT on July
31, 2014 through August 1, 2014 at midnight by dialing 617.801.6888,
passcode #82589306. Additionally, an archive of the webcast will be
available on the Company’s website for approximately 90 days.
DEFINITIONS
Adjusted EBITDA
We use the term Adjusted EBITDA throughout this earnings release.
Adjusted EBITDA, as we define it, is a non-GAAP measure. We define
consolidated Adjusted EBITDA as net income attributable to Hyatt Hotels
Corporation plus our pro rata share of unconsolidated hospitality
ventures Adjusted EBITDA based on our ownership percentage of each
venture, adjusted to exclude the following items:
-
equity earnings (losses) from unconsolidated hospitality ventures;
-
asset impairments;
-
gains on sales of real estate;
-
other loss, net;
-
net income attributable to noncontrolling interests;
-
depreciation and amortization;
-
interest expense; and
-
provision for income taxes.
We calculate consolidated Adjusted EBITDA by adding the Adjusted EBITDA
of each of our reportable segments to corporate and other Adjusted
EBITDA.
Our Board of Directors and executive management team focus on Adjusted
EBITDA as a key performance and compensation measure both on a segment
and on a consolidated basis. Adjusted EBITDA assists us in comparing our
performance over various reporting periods on a consistent basis because
it removes from our operating results the impact of items that do not
reflect our core operating performance both on a segment and on a
consolidated basis. Our president and chief executive officer, who is
our chief operating decision maker, also evaluates the performance of
each of our reportable segments and determines how to allocate resources
to those segments, in significant part, by assessing the Adjusted EBITDA
of each segment. In addition, the compensation committee of our Board of
Directors determines the annual variable compensation for certain
members of our management based in part on consolidated Adjusted EBITDA,
segment Adjusted EBITDA or some combination of both.
We believe Adjusted EBITDA is useful to investors because it provides
investors the same information that we use internally for purposes of
assessing our operating performance and making selected compensation
decisions.
Adjusted EBITDA is not a substitute for net income attributable to Hyatt
Hotels Corporation, net income, cash flows from operating activities or
any other measure prescribed by GAAP. There are limitations to using
non-GAAP measures such as Adjusted EBITDA. Although we believe that
Adjusted EBITDA can make an evaluation of our operating performance more
consistent because it removes items that do not reflect our core
operations, other companies in our industry may define Adjusted EBITDA
differently than we do. As a result, it may be difficult to use Adjusted
EBITDA or similarly named non-GAAP measures that other companies may use
to compare the performance of those companies to our performance.
Because of these limitations, Adjusted EBITDA should not be considered
as a measure of the income generated by our business or discretionary
cash available to us to invest in the growth of our business. Our
management compensates for these limitations by reference to our GAAP
results and using Adjusted EBITDA supplementally.
Adjusted Selling, General, and Administrative
Expense
Adjusted selling, general, and administrative expenses exclude the
impact of expenses related to benefit programs funded through rabbi
trusts.
Comparable Owned and Leased Hotels Operating Margin
We define Comparable Owned and Leased Hotels Operating Margin as the
difference between comparable owned and leased hotels revenue and
comparable owned and leased hotels expenses. Comparable owned and leased
hotels revenue is calculated by removing non-comparable hotels revenue
from owned and leased hotels revenue as reported in our condensed
consolidated statements of income. Comparable owned and leased hotels
expenses is calculated by removing both non-comparable owned and leased
hotels expenses and the impact of expenses funded through rabbi trusts
from owned and leased hotels expenses as reported in our condensed
consolidated statements of income.
Comparable Hotels
Comparable systemwide hotels represents all properties we manage or
franchise (including owned and leased properties) and that are operated
for the entirety of the periods being compared and that have not
sustained substantial damage, business interruption or undergone large
scale renovations during the periods being compared or for which
comparable results are not available. We may use variations of
comparable systemwide hotels to specifically refer to comparable
systemwide Americas full service or select service hotels for those
properties that we manage or franchise within the Americas management
and franchising segment, comparable systemwide ASPAC full service hotels
for those properties that we manage or franchise within the ASPAC
management and franchising segment, or comparable systemwide EAME/SW
Asia full service hotels for those properties that we manage within the
EAME/SW Asia management segment. Comparable operated hotels is defined
the same as Comparable systemwide hotels with the exception that it is
limited to only those hotels we manage or operate and excludes hotels we
franchise. “Comparable owned and leased hotels” represents all
properties we own or lease and that are operated and consolidated for
the entirety of the periods being compared and have not sustained
substantial damage, business interruption or undergone large scale
renovations during the periods being compared or for which comparable
results are not available. Comparable systemwide hotels and comparable
owned and leased hotels are commonly used as a basis of measurement in
the industry. Non-comparable systemwide hotels or Non-comparable owned
and leased hotels represent all hotels that do not meet the respective
definition of comparable as defined above.
Revenue per Available Room (RevPAR)
RevPAR is the product of the average daily rate and the average daily
occupancy percentage. RevPAR does not include non-room revenues, which
consist of ancillary revenues generated by a hotel property, such as
food and beverage, parking, telephone and other guest service revenues.
Our management uses RevPAR to identify trend information with respect to
room revenues from comparable properties and to evaluate hotel
performance on a regional and segment basis. RevPAR is a commonly used
performance measure in the industry.
RevPAR changes that are driven predominantly by changes in occupancy
have different implications for overall revenue levels and incremental
profitability than do changes that are driven predominantly by changes
in average room rates. For example, increases in occupancy at a hotel
would lead to increases in room revenues and additional variable
operating costs (including housekeeping services, utilities and room
amenity costs), and could also result in increased ancillary revenues
(including food and beverage). In contrast, changes in average room
rates typically have a greater impact on margins and profitability as
there is no substantial effect on variable costs.
Average Daily Rate (ADR)
ADR represents hotel room revenues, divided by total number of rooms
sold in a given period. ADR measures average room price attained by a
hotel and ADR trends provide useful information concerning the pricing
environment and the nature of the customer base of a hotel or group of
hotels. ADR is a commonly used performance measure in the industry, and
we use ADR to assess the pricing levels that we are able to generate by
customer group, as changes in rates have a different effect on overall
revenues and incremental profitability than changes in occupancy, as
described above.
Occupancy
Occupancy represents the total number of rooms sold divided by the total
number of rooms available at a hotel or group of hotels. Occupancy
measures the utilization of our hotels' available capacity. Management
uses occupancy to gauge demand at a specific hotel or group of hotels in
a given period. Occupancy levels also help us determine achievable ADR
levels as demand for hotel rooms increases or decreases.
Select service
The term select service includes the brands Hyatt Place and
Hyatt House
.
These properties have limited food and beverage outlets and do not offer
comprehensive business or banquet facilities but rather are suited to
serve smaller business meetings.
FORWARD-LOOKING STATEMENTS
Forward-Looking Statements in this press release, which are not
historical facts, are forward-looking statements within the meaning of
the Private Securities Litigation Reform Act of 1995. These statements
include statements about our plans, strategies, occupancy and ADR
trends, market share, margin trends, the number of properties we expect
to open in the future, our expected adjusted SG&A expense, capital
expenditures, investment spending, depreciation and amortization expense
and interest expense estimates, financial performance, prospects or
future events and involve known and unknown risks that are difficult to
predict. As a result, our actual results, performance or achievements
may differ materially from those expressed or implied by these
forward-looking statements. In some cases, you can identify
forward-looking statements by the use of words such as “may,” “could,”
“expect,” “intend,” “plan,” “seek,” “anticipate,” “believe,” “estimate,”
“predict,” “potential,” “continue,” “likely,” “will,” “would” and
variations of these terms and similar expressions, or the negative of
these terms or similar expressions. Such forward-looking statements are
necessarily based upon estimates and assumptions that, while considered
reasonable by us and our management, are inherently uncertain. Factors
that may cause actual results to differ materially from current
expectations include, among others, general economic uncertainty in key
global markets, the rate and pace of economic recovery following
economic downturns; levels of spending in business and leisure segments
as well as consumer confidence; declines in occupancy and average daily
rate; limited visibility with respect to future bookings; our ability to
successfully achieve certain levels of operating profit at hotels that
have performance guarantees with our third-party owners; the impact of
hotel renovations; loss of key personnel; hostilities, or fear of
hostilities, including future terrorist attacks, that affect travel;
travel-related accidents; natural or man-made disasters such as
earthquakes, tsunamis, tornadoes, hurricanes, floods, oil spills and
nuclear incidents; the seasonal and cyclical nature of the real estate
and hospitality businesses; changes in distribution arrangements, such
as through Internet travel intermediaries; our ability to successfully
execute our common stock repurchase program; changes in the tastes and
preferences of our customers; relationships with associates and labor
unions and changes in labor law; the financial condition of, and our
relationships with, third-party property owners, franchisees and
hospitality venture partners; if our third-party owners, franchisees or
development partners are unable to access the capital necessary to fund
current operations or implement our plans for growth; risk associated
with potential acquisitions and dispositions and the introduction of new
brand concepts; the timing of acquisitions and dispositions; unforeseen
terminations of our management agreements; changes in the competitive
environment in our industry and the markets where we operate; outcomes
of legal proceedings; changes in federal, state, local or foreign tax
law; foreign exchange rate fluctuations or currency restructurings;
general volatility of the capital markets; our ability to access the
capital markets; and other risks discussed in the Company's filings with
the U.S. Securities and Exchange Commission, including our Annual Report
on Form 10-K, which filings are available from the SEC. We caution you
not to place undue reliance on any forward-looking statements, which are
made as of the date of this press release. We undertake no obligation to
update publicly any of these forward-looking statements to reflect
actual results, new information or future events, changes in assumptions
or changes in other factors affecting forward-looking statements, except
to the extent required by applicable laws. If we update one or more
forward-looking statements, no inference should be drawn that we will
make additional updates with respect to those or other forward-looking
statements.
About Hyatt Hotels Corporation
Hyatt Hotels Corporation, headquartered in Chicago, is a leading global
hospitality company with a proud heritage of making guests feel more
than welcome. Thousands of members of the Hyatt family strive to make a
difference in the lives of the guests they encounter every day by
providing authentic hospitality. The Company's subsidiaries manage,
franchise, own and develop hotels and resorts under the Hyatt®,
Park Hyatt®, Andaz®, Grand Hyatt®, Hyatt Regency®, Hyatt Place®, Hyatt
House®, Hyatt Zilara™
and
Hyatt Ziva
™ brand
names and have locations on six continents. Hyatt Residential
Group, Inc., a Hyatt Hotels Corporation subsidiary,
develops, operates, markets or licenses Hyatt Residences®
and Hyatt Residence Club®. As of June 30, 2014, the
Company's worldwide portfolio consisted of 563 properties in 48
countries. For more information, please visit www.hyatt.com.
Tables to follow
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Hyatt Hotels Corporation
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Table of Contents
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Financial Information (unaudited)
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1.
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Condensed Consolidated Statements of Income
|
2.
|
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Reconciliation of Non-GAAP to GAAP Measure: Adjusted EBITDA to
EBITDA and a Reconciliation of EBITDA to Net Income Attributable to
Hyatt Hotels Corporation
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3.
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Reconciliation of Non-GAAP to GAAP Measure: Summary of Special Items
- Three Months Ended June 30, 2014 and 2013
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4.
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Reconciliation of Non-GAAP to GAAP Measure: Summary of Special Items
- Six Months Ended June 30, 2014 and 2013
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5.
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Segment Financial Summary
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6.
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Hotel Chain Statistics - Comparable Locations
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7.
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Hotel Brand Statistics - Comparable Locations
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8.
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Fee Summary
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9.
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Reconciliation of Non-GAAP to GAAP Measure: Adjusted Selling,
General, and Administrative Expenses to Selling, General, and
Administrative Expenses
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10.
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Reconciliation of Non-GAAP to GAAP Measure: Comparable Owned and
Leased Hotels Operating Margin to Owned and Leased Hotels Operating
Margin
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11.
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Net Gains and Interest Income from Marketable Securities Held to
Fund Operating Programs
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12.
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Capital Expenditures and Investment Spending Summary
|
13. - 14.
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Properties and Rooms / Units by Geography
|
15.
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Properties and Rooms / Units by Brand
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16.
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Year-over-Year Net Impact of Portfolio Changes to Owned and Leased
Hotels Adjusted EBITDA - Three Months Ended June 30, 2014
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Hyatt Hotels Corporation
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Condensed Consolidated Statements of Income
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For the Three and Six Months Ended June 30, 2014 and 2013
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(in millions, except per share amounts)
|
(unaudited)
|
|
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Three Months Ended
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Six Months Ended
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June 30,
|
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June 30,
|
|
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2014
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2013
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2014
|
|
2013
|
REVENUES:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned and leased hotels
|
|
|
$
|
592
|
|
|
$
|
572
|
|
|
$
|
1,140
|
|
|
$
|
1,064
|
|
Management and franchise fees
|
|
|
103
|
|
|
96
|
|
|
192
|
|
|
171
|
|
Other revenues
|
|
|
23
|
|
|
21
|
|
|
44
|
|
|
41
|
|
Other revenues from managed properties (a)
|
|
|
440
|
|
|
403
|
|
|
856
|
|
|
791
|
|
Total revenues
|
|
|
1,158
|
|
|
1,092
|
|
|
2,232
|
|
|
2,067
|
|
DIRECT AND SELLING, GENERAL, AND ADMINISTRATIVE EXPENSES:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned and leased hotels
|
|
|
430
|
|
|
413
|
|
|
845
|
|
|
804
|
|
Depreciation and amortization
|
|
|
83
|
|
|
85
|
|
|
178
|
|
|
173
|
|
Other direct costs
|
|
|
10
|
|
|
8
|
|
|
18
|
|
|
15
|
|
Selling, general, and administrative
|
|
|
80
|
|
|
75
|
|
|
167
|
|
|
159
|
|
Other costs from managed properties (a)
|
|
|
440
|
|
|
403
|
|
|
856
|
|
|
791
|
|
Direct and selling, general, and administrative expenses
|
|
|
1,043
|
|
|
984
|
|
|
2,064
|
|
|
1,942
|
|
Net gains and interest income from marketable securities held to
fund operating programs
|
|
|
8
|
|
|
—
|
|
|
12
|
|
|
10
|
|
Equity earnings (losses) from unconsolidated hospitality ventures
|
|
|
23
|
|
|
(5
|
)
|
|
16
|
|
|
(6
|
)
|
Interest expense
|
|
|
(18
|
)
|
|
(16
|
)
|
|
(37
|
)
|
|
(33
|
)
|
Asset impairments
|
|
|
(7
|
)
|
|
(3
|
)
|
|
(7
|
)
|
|
(11
|
)
|
Gains on sales of real estate
|
|
|
1
|
|
|
99
|
|
|
62
|
|
|
99
|
|
Other loss, net
|
|
|
(1
|
)
|
|
(16
|
)
|
|
(13
|
)
|
|
(14
|
)
|
INCOME BEFORE INCOME TAXES
|
|
|
121
|
|
|
167
|
|
|
201
|
|
|
170
|
|
PROVISION FOR INCOME TAXES
|
|
|
(46
|
)
|
|
(55
|
)
|
|
(70
|
)
|
|
(50
|
)
|
NET INCOME
|
|
|
75
|
|
|
112
|
|
|
131
|
|
|
120
|
|
NET INCOME ATTRIBUTABLE TO NONCONTROLLING INTERESTS
|
|
|
(1
|
)
|
|
—
|
|
|
(1
|
)
|
|
—
|
|
NET INCOME ATTRIBUTABLE TO HYATT HOTELS CORPORATION
|
|
|
$
|
74
|
|
|
$
|
112
|
|
|
$
|
130
|
|
|
$
|
120
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EARNINGS PER SHARE - Basic
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income
|
|
|
$
|
0.49
|
|
|
$
|
0.70
|
|
|
$
|
0.85
|
|
|
$
|
0.75
|
|
Net income attributable to Hyatt Hotels Corporation
|
|
|
$
|
0.48
|
|
|
$
|
0.70
|
|
|
$
|
0.84
|
|
|
$
|
0.75
|
|
EARNINGS PER SHARE - Diluted
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income
|
|
|
$
|
0.49
|
|
|
$
|
0.70
|
|
|
$
|
0.84
|
|
|
$
|
0.75
|
|
Net income attributable to Hyatt Hotels Corporation
|
|
|
$
|
0.48
|
|
|
$
|
0.70
|
|
|
$
|
0.83
|
|
|
$
|
0.75
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic share counts
|
|
|
154.2
|
|
|
159.8
|
|
|
154.8
|
|
|
160.9
|
|
Diluted share counts
|
|
|
155.2
|
|
|
160.2
|
|
|
155.8
|
|
|
161.3
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) The Company includes in total revenues the reimbursement of
costs incurred on behalf of managed hotel property owners with no
added margin and includes in direct and selling, general, and
administrative expenses these reimbursed costs. These costs relate
primarily to payroll costs where the Company is the employer.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 1
|
|
Hyatt Hotels Corporation
|
Reconciliation of Non-GAAP to GAAP Measure: Adjusted EBITDA to
EBITDA and a Reconciliation of EBITDA to Net Income Attributable to
Hyatt Hotels Corporation
|
The table below provides a reconciliation of consolidated Adjusted
EBITDA to EBITDA and a reconciliation of EBITDA to net income
attributable to Hyatt Hotels Corporation. Adjusted EBITDA, as the
Company defines it, is a non-GAAP financial measure. See Definitions
for our definition of Adjusted EBITDA and why we present it.
|
(in millions)
|
|
|
|
|
|
Three Months Ended
|
|
|
|
Six Months Ended
|
|
|
|
|
|
June 30,
|
|
|
|
June 30,
|
|
|
|
|
|
2014
|
|
2013
|
|
|
|
2014
|
|
2013
|
Adjusted EBITDA
|
|
|
|
|
$
|
231
|
|
|
$
|
212
|
|
|
|
|
$
|
403
|
|
|
$
|
343
|
|
Equity earnings (losses) from unconsolidated hospitality ventures
|
|
|
|
|
23
|
|
|
(5
|
)
|
|
|
|
16
|
|
|
(6
|
)
|
Asset impairments
|
|
|
|
|
(7
|
)
|
|
(3
|
)
|
|
|
|
(7
|
)
|
|
(11
|
)
|
Gains on sales of real estate
|
|
|
|
|
1
|
|
|
99
|
|
|
|
|
62
|
|
|
99
|
|
Other loss, net
|
|
|
|
|
(1
|
)
|
|
(16
|
)
|
|
|
|
(13
|
)
|
|
(14
|
)
|
Net income attributable to noncontrolling interests
|
|
|
|
|
(1
|
)
|
|
—
|
|
|
|
|
(1
|
)
|
|
—
|
|
Pro rata share of unconsolidated hospitality ventures Adjusted EBITDA
|
|
|
|
|
(25
|
)
|
|
(19
|
)
|
|
|
|
(45
|
)
|
|
(35
|
)
|
EBITDA
|
|
|
|
|
$
|
221
|
|
|
$
|
268
|
|
|
|
|
$
|
415
|
|
|
$
|
376
|
|
Depreciation and amortization
|
|
|
|
|
(83
|
)
|
|
(85
|
)
|
|
|
|
(178
|
)
|
|
(173
|
)
|
Interest expense
|
|
|
|
|
(18
|
)
|
|
(16
|
)
|
|
|
|
(37
|
)
|
|
(33
|
)
|
Provision for income taxes
|
|
|
|
|
(46
|
)
|
|
(55
|
)
|
|
|
|
(70
|
)
|
|
(50
|
)
|
Net income attributable to Hyatt Hotels Corporation
|
|
|
|
|
$
|
74
|
|
|
$
|
112
|
|
|
|
|
$
|
130
|
|
|
$
|
120
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 2
|
|
Hyatt Hotels Corporation
|
Reconciliation of Non-GAAP to GAAP Measure: Summary of Special Items
- Three Months Ended June 30, 2014 and 2013
|
The following table represents a reconciliation of net income
attributable to Hyatt Hotels Corporation, adjusted for special
items, to net income attributable to Hyatt Hotels Corporation
presented for the three months ended June 30, 2014 and 2013,
respectively.
|
(in millions, except per share amounts)
|
|
|
Location on Condensed Consolidated
|
|
Three Months Ended
|
|
|
Statements of Income
|
|
June 30,
|
|
|
|
|
2014
|
|
2013
|
Net income attributable to Hyatt Hotels Corporation
|
|
|
|
$
|
74
|
|
|
$
|
112
|
|
Earnings per share
|
|
|
|
$
|
0.48
|
|
|
$
|
0.70
|
|
Special items
|
|
|
|
|
|
|
|
|
Gain on sale of real estate held by unconsolidated hospitality
venture (a)
|
|
Equity earnings (losses) from unconsolidated hospitality ventures
|
|
(20
|
)
|
|
—
|
|
Gains on sales of real estate (b)
|
|
Gains on sales of real estate
|
|
(1
|
)
|
|
(99
|
)
|
Unconsolidated hospitality venture impairment (c)
|
|
Equity earnings (losses) from unconsolidated hospitality ventures
|
|
1
|
|
|
—
|
|
Transaction costs (d)
|
|
Other loss, net
|
|
3
|
|
|
—
|
|
Management realignment costs (e)
|
|
Other loss, net
|
|
6
|
|
|
—
|
|
Asset impairments (f)
|
|
Asset impairments
|
|
7
|
|
|
3
|
|
Gain on sale of artwork
|
|
Other loss, net
|
|
—
|
|
|
(29
|
)
|
Charitable contribution to Hyatt Thrive Foundation (g)
|
|
Other loss, net
|
|
—
|
|
|
20
|
|
Debt settlement costs (h)
|
|
Other loss, net
|
|
—
|
|
|
35
|
|
Total special items - pre-tax
|
|
|
|
(4
|
)
|
|
(70
|
)
|
Income tax (provision) benefit for special items
|
|
Provision for income taxes
|
|
2
|
|
|
28
|
|
Total special items - after-tax
|
|
|
|
(2
|
)
|
|
(42
|
)
|
Special items impact per share
|
|
|
|
$
|
(0.01
|
)
|
|
$
|
(0.27
|
)
|
Net income attributable to Hyatt Hotels Corporation, adjusted for
special items
|
|
|
|
$
|
72
|
|
|
$
|
70
|
|
Earnings per share, adjusted for special items
|
|
|
|
$
|
0.47
|
|
|
$
|
0.43
|
|
|
(a) Gain on sale of real estate held by unconsolidated hospitality
venture - During the three months ended June 30, 2014, a joint
venture in which we hold an ownership interest sold Hyatt Place
Austin Downtown to a third party, for which we recognized a gain
of $20 million.
|
(b) Gains on sales of real estate - The three months ended June
30, 2014 includes an incremental $1 million gain on the first
quarter 2014 sale of nine select service properties and one full
service property as a result of post closing adjustments. These
hotels will remain Hyatt-branded hotels for a minimum of 25 years
under long-term agreements. The three months ended June 30, 2013
represents gains on the sales of Hyatt Fisherman's Wharf and Hyatt
Santa Barbara, which were sold subject to franchise agreements.
|
(c) Unconsolidated hospitality venture impairment - During the three
months ended June 30, 2014, we recorded a $1 million impairment
charge related to a hospitality venture.
|
(d) Transaction costs - During the three months ended June 30, 2014,
we incurred $3 million in transaction costs related to the
definitive agreement for the sale of Hyatt Residential Group.
|
(e) Management realignment costs - Represents separation, recruiting
and relocation costs incurred associated with the realignment of key
management positions.
|
(f) Asset impairments - In conjunction with our regular assessment
of impairment indicators, we identified property and equipment
whose carrying value exceeded its fair value, and as a result, we
recorded a $7 million impairment charge during the second quarter
of 2014. We recorded a $3 million impairment charge during the
second quarter of 2013 related to a property that was classified
as held for sale at June 30, 2013.
|
(g) Charitable contribution to Hyatt Thrive Foundation - We
committed to fund $20 million to a charitable foundation that we
formed with the intent that the foundation will fund charitable
activities over time.
|
(h) Debt settlement costs - We incurred $35 million in debt
settlement costs for the redemption of our 2015 Notes and the tender
of a portion of our 2019 Notes.
|
Page 3
|
|
Hyatt Hotels Corporation
|
Reconciliation of Non-GAAP to GAAP Measure: Summary of Special Items
- Six Months Ended June 30, 2014 and 2013
|
The following table represents a reconciliation of net income
attributable to Hyatt Hotels Corporation, adjusted for special
items, to net income attributable to Hyatt Hotels Corporation
presented for the six months ended June 30, 2014 and 2013,
respectively.
|
(in millions, except per share amounts)
|
|
|
Location on Condensed Consolidated
|
|
Six Months Ended
|
|
|
Statements of Income
|
|
June 30,
|
|
|
|
|
2014
|
|
2013
|
Net income attributable to Hyatt Hotels Corporation
|
|
|
|
$
|
130
|
|
|
$
|
120
|
|
Earnings per share
|
|
|
|
$
|
0.83
|
|
|
$
|
0.75
|
|
Special items
|
|
|
|
|
|
|
|
|
Gains on sales of real estate (a)
|
|
Gains on sales of real estate
|
|
(62
|
)
|
|
(99
|
)
|
Gain on sale of real estate held by unconsolidated hospitality
venture (b)
|
|
Equity earnings (losses) from unconsolidated hospitality ventures
|
|
(20
|
)
|
|
—
|
|
Gain on sale of cost method investment (c)
|
|
Other loss, net
|
|
(1
|
)
|
|
—
|
|
Unconsolidated hospitality ventures impairments (d)
|
|
Equity earnings (losses) from unconsolidated hospitality ventures
|
|
2
|
|
|
—
|
|
Transaction costs (e)
|
|
Other loss, net
|
|
3
|
|
|
—
|
|
Management realignment costs (f)
|
|
Other loss, net
|
|
6
|
|
|
—
|
|
Asset impairments (g)
|
|
Asset impairments
|
|
7
|
|
|
11
|
|
Gain on sale of artwork
|
|
Other loss, net
|
|
—
|
|
|
(29
|
)
|
Charitable contribution to Hyatt Thrive Foundation (h)
|
|
Other loss, net
|
|
—
|
|
|
20
|
|
Debt settlement costs (i)
|
|
Other loss, net
|
|
—
|
|
|
35
|
|
Foreign currency translation loss on sale of joint venture (j)
|
|
Equity earnings (losses) from unconsolidated hospitality ventures
|
|
—
|
|
|
2
|
|
Total special items - pre-tax
|
|
|
|
(65
|
)
|
|
(60
|
)
|
Income tax (provision) benefit for special items
|
|
Provision for income taxes
|
|
27
|
|
|
24
|
|
Total special items - after-tax
|
|
|
|
(38
|
)
|
|
(36
|
)
|
Special items impact per share
|
|
|
|
$
|
(0.24
|
)
|
|
$
|
(0.23
|
)
|
Net income attributable to Hyatt Hotels Corporation, adjusted for
special items
|
|
|
|
$
|
92
|
|
|
$
|
84
|
|
Earnings per share, adjusted for special items
|
|
|
|
$
|
0.59
|
|
|
$
|
0.52
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) Gains on sales of real estate - The six months ended June 30,
2014 includes gains on the sale of nine select service properties
and one full service property, which will remain Hyatt-branded
hotels for a minimum of 25 years under long-term agreements. The six
months ended June 30, 2013 represents gains on the sales of Hyatt
Fisherman's Wharf and Hyatt Santa Barbara, which were sold subject
to franchise agreements.
|
(b) Gain on sale of real estate held by unconsolidated hospitality
venture - During the six months ended June 30, 2014, a joint
venture in which we hold an ownership interest sold Hyatt Place
Austin Downtown to a third party, for which we recognized a gain
of $20 million.
|
(c) Gain on sale of cost method investment - During the six months
ended June 30, 2014, we sold our interest in a joint venture
classified as a cost method investment and recorded a $1 million
gain on sale.
|
(d) Unconsolidated hospitality ventures impairments - During the six
months ended June 30, 2014, we recorded $2 million of impairment
charges related to hospitality ventures.
|
(e) Transaction costs - During the six months ended June 30, 2014,
we incurred $3 million in transaction costs related to the
definitive agreement for the sale of Hyatt Residential Group.
|
(f) Management realignment costs - Represents separation, recruiting
and relocation costs incurred associated with the realignment of key
management positions.
|
(g) Asset impairments - In conjunction with our regular assessment
of impairment indicators, we identified property and equipment whose
carrying values exceeded its fair value, and as a result, we
recorded $7 million and $8 million of impairment charges during 2014
and 2013, respectively. Also during 2013, we recorded a $3 million
impairment charge related to a property that was classified as held
for sale at June 30, 2013.
|
(h) Charitable contribution to Hyatt Thrive Foundation - We
committed to fund $20 million to a charitable foundation that we
formed with the intent that the foundation will fund charitable
activities over time.
|
(i) Debt settlement costs - We incurred $35 million in debt
settlement costs for the redemption of our 2015 Notes and the tender
of a portion of our 2019 Notes.
|
(j) Foreign currency translation loss on sale of joint venture -
During the six months ended June 30, 2013, we had a foreign currency
translation loss of $2 million as a result of the sale of our
interest in a foreign joint venture.
|
|
Page 4
|
|
Hyatt Hotels Corporation
|
Segment Financial Summary
|
(in millions)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months
|
|
|
|
|
|
|
|
Six Months
|
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
Revenue
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned and leased hotels
|
|
$
|
592
|
|
|
$
|
572
|
|
|
$
|
20
|
|
|
3.5
|
%
|
|
$
|
1,140
|
|
|
$
|
1,064
|
|
|
$
|
76
|
|
|
7.1
|
%
|
Management and franchising
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Americas
|
|
92
|
|
|
75
|
|
|
17
|
|
|
22.7
|
%
|
|
167
|
|
|
139
|
|
|
28
|
|
|
20.1
|
%
|
ASPAC
|
|
20
|
|
|
22
|
|
|
(2
|
)
|
|
(9.1
|
)%
|
|
41
|
|
|
41
|
|
|
—
|
|
|
—
|
%
|
EAME/SW Asia
|
|
19
|
|
|
28
|
|
|
(9
|
)
|
|
(32.1
|
)%
|
|
37
|
|
|
43
|
|
|
(6
|
)
|
|
(14.0
|
)%
|
Total management and franchising
|
|
131
|
|
|
125
|
|
|
6
|
|
|
4.8
|
%
|
|
245
|
|
|
223
|
|
|
22
|
|
|
9.9
|
%
|
Corporate and other
|
|
23
|
|
|
21
|
|
|
2
|
|
|
9.5
|
%
|
|
44
|
|
|
41
|
|
|
3
|
|
|
7.3
|
%
|
Other revenues from managed properties
|
|
440
|
|
|
403
|
|
|
37
|
|
|
9.2
|
%
|
|
856
|
|
|
791
|
|
|
65
|
|
|
8.2
|
%
|
Eliminations
|
|
(28
|
)
|
|
(29
|
)
|
|
1
|
|
|
3.4
|
%
|
|
(53
|
)
|
|
(52
|
)
|
|
(1
|
)
|
|
(1.9
|
)%
|
Total revenues
|
|
$
|
1,158
|
|
|
$
|
1,092
|
|
|
$
|
66
|
|
|
6.0
|
%
|
|
$
|
2,232
|
|
|
$
|
2,067
|
|
|
$
|
165
|
|
|
8.0
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjusted EBITDA
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned and leased hotels
|
|
$
|
132
|
|
|
$
|
126
|
|
|
$
|
6
|
|
|
4.8
|
%
|
|
$
|
237
|
|
|
$
|
205
|
|
|
$
|
32
|
|
|
15.6
|
%
|
Pro rata share of unconsolidated hospitality ventures
|
|
25
|
|
|
19
|
|
|
6
|
|
|
31.6
|
%
|
|
45
|
|
|
35
|
|
|
10
|
|
|
28.6
|
%
|
Total owned and leased hotels
|
|
157
|
|
|
145
|
|
|
12
|
|
|
8.3
|
%
|
|
282
|
|
|
240
|
|
|
42
|
|
|
17.5
|
%
|
Americas management and franchising
|
|
79
|
|
|
62
|
|
|
17
|
|
|
27.4
|
%
|
|
135
|
|
|
110
|
|
|
25
|
|
|
22.7
|
%
|
ASPAC management and franchising
|
|
11
|
|
|
14
|
|
|
(3
|
)
|
|
(21.4
|
)%
|
|
22
|
|
|
23
|
|
|
(1
|
)
|
|
(4.3
|
)%
|
EAME/SW Asia management
|
|
10
|
|
|
20
|
|
|
(10
|
)
|
|
(50.0
|
)%
|
|
21
|
|
|
28
|
|
|
(7
|
)
|
|
(25.0
|
)%
|
Corporate and other
|
|
(26
|
)
|
|
(29
|
)
|
|
3
|
|
|
10.3
|
%
|
|
(57
|
)
|
|
(58
|
)
|
|
1
|
|
|
1.7
|
%
|
Adjusted EBITDA
|
|
$
|
231
|
|
|
$
|
212
|
|
|
$
|
19
|
|
|
9.0
|
%
|
|
$
|
403
|
|
|
$
|
343
|
|
|
$
|
60
|
|
|
17.5
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 5
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Hotels Corporation
|
Hotel Chain Statistics
|
Comparable Locations
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended June 30,
|
|
|
|
|
|
|
|
Six Months Ended June 30,
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Change (in
|
|
|
|
|
|
|
|
|
Change (in
|
|
|
|
|
2014
|
|
2013
|
|
Change
|
|
|
constant $)
|
|
2014
|
|
2013
|
|
Change
|
|
|
constant $)
|
Owned and leased hotels (# hotels) (a)
|
|
Full service (37)
|
|
|
ADR
|
|
$
|
220.58
|
|
|
$
|
214.76
|
|
|
2.7
|
%
|
|
|
1.8%
|
|
$
|
219.47
|
|
|
$
|
212.50
|
|
|
3.3
|
%
|
|
|
2.7%
|
|
|
Occupancy
|
|
79.9
|
%
|
|
78.3
|
%
|
|
1.6
|
%
|
|
pts
|
|
|
76.0
|
%
|
|
74.0
|
%
|
|
2.0
|
%
|
|
pts
|
|
|
|
RevPAR
|
|
$
|
176.23
|
|
|
$
|
168.18
|
|
|
4.8
|
%
|
|
|
3.9%
|
|
$
|
166.80
|
|
|
$
|
157.36
|
|
|
6.0
|
%
|
|
|
5.4%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Select service (44)
|
|
|
ADR
|
|
$
|
113.24
|
|
|
$
|
106.71
|
|
|
6.1
|
%
|
|
|
6.1%
|
|
$
|
110.35
|
|
|
$
|
104.04
|
|
|
6.1
|
%
|
|
|
6.1%
|
|
|
Occupancy
|
|
81.3
|
%
|
|
82.1
|
%
|
|
(0.8
|
)%
|
|
pts
|
|
|
75.1
|
%
|
|
77.1
|
%
|
|
(2.0
|
)%
|
|
pts
|
|
|
|
RevPAR
|
|
$
|
92.09
|
|
|
$
|
87.57
|
|
|
5.2
|
%
|
|
|
5.2%
|
|
$
|
82.89
|
|
|
$
|
80.23
|
|
|
3.3
|
%
|
|
|
3.3%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Comparable owned and leased hotels (81)
|
|
|
ADR
|
|
$
|
193.55
|
|
|
$
|
186.96
|
|
|
3.5
|
%
|
|
|
2.7%
|
|
$
|
192.60
|
|
|
$
|
184.72
|
|
|
4.3
|
%
|
|
|
3.7%
|
|
|
Occupancy
|
|
80.2
|
%
|
|
79.2
|
%
|
|
1.0
|
%
|
|
pts
|
|
|
75.8
|
%
|
|
74.8
|
%
|
|
1.0
|
%
|
|
pts
|
|
|
|
RevPAR
|
|
$
|
155.32
|
|
|
$
|
148.15
|
|
|
4.8
|
%
|
|
|
4.0%
|
|
$
|
145.95
|
|
|
$
|
138.19
|
|
|
5.6
|
%
|
|
|
5.1%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Managed and franchised hotels (# hotels; includes owned
and leased hotels)
|
|
Americas
|
|
|
Full service (139)
|
|
|
ADR
|
|
$
|
188.85
|
|
|
$
|
182.03
|
|
|
3.7
|
%
|
|
|
4.3%
|
|
$
|
187.30
|
|
|
$
|
180.01
|
|
|
4.1
|
%
|
|
|
4.8%
|
|
|
Occupancy
|
|
79.1
|
%
|
|
77.7
|
%
|
|
1.4
|
%
|
|
pts
|
|
|
75.2
|
%
|
|
73.4
|
%
|
|
1.8
|
%
|
|
pts
|
|
|
|
RevPAR
|
|
$
|
149.47
|
|
|
$
|
141.48
|
|
|
5.6
|
%
|
|
|
6.3%
|
|
$
|
140.83
|
|
|
$
|
132.13
|
|
|
6.6
|
%
|
|
|
7.3%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Select service (224)
|
|
|
ADR
|
|
$
|
117.51
|
|
|
$
|
110.40
|
|
|
6.4
|
%
|
|
|
6.5%
|
|
$
|
116.76
|
|
|
$
|
110.25
|
|
|
5.9
|
%
|
|
|
5.9%
|
|
|
Occupancy
|
|
81.2
|
%
|
|
79.8
|
%
|
|
1.4
|
%
|
|
pts
|
|
|
77.4
|
%
|
|
76.1
|
%
|
|
1.3
|
%
|
|
pts
|
|
|
|
RevPAR
|
|
$
|
95.47
|
|
|
$
|
88.09
|
|
|
8.4
|
%
|
|
|
8.4%
|
|
$
|
90.40
|
|
|
$
|
83.92
|
|
|
7.7
|
%
|
|
|
7.7%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ASPAC
|
|
|
Full service (51)
|
|
|
ADR
|
|
$
|
229.92
|
|
|
$
|
229.60
|
|
|
0.1
|
%
|
|
|
1.6%
|
|
$
|
228.53
|
|
|
$
|
230.68
|
|
|
(0.9
|
)%
|
|
|
2.1%
|
|
|
Occupancy
|
|
69.0
|
%
|
|
66.7
|
%
|
|
2.3
|
%
|
|
pts
|
|
|
67.8
|
%
|
|
65.2
|
%
|
|
2.6
|
%
|
|
pts
|
|
|
|
RevPAR
|
|
$
|
158.54
|
|
|
$
|
153.03
|
|
|
3.6
|
%
|
|
|
5.1%
|
|
$
|
154.87
|
|
|
$
|
150.36
|
|
|
3.0
|
%
|
|
|
6.2%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EAME/SW Asia
|
|
|
Full service (48)
|
|
|
ADR
|
|
$
|
243.59
|
|
|
$
|
236.96
|
|
|
2.8
|
%
|
|
|
2.9%
|
|
$
|
245.08
|
|
|
$
|
240.66
|
|
|
1.8
|
%
|
|
|
3.0%
|
|
|
Occupancy
|
|
68.0
|
%
|
|
67.3
|
%
|
|
0.7
|
%
|
|
pts
|
|
|
66.9
|
%
|
|
65.8
|
%
|
|
1.1
|
%
|
|
pts
|
|
|
|
RevPAR
|
|
$
|
165.54
|
|
|
$
|
159.43
|
|
|
3.8
|
%
|
|
|
3.9%
|
|
$
|
163.84
|
|
|
$
|
158.41
|
|
|
3.4
|
%
|
|
|
4.6%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Comparable systemwide hotels (462)
|
|
|
ADR
|
|
$
|
181.89
|
|
|
$
|
175.88
|
|
|
3.4
|
%
|
|
|
4.0%
|
|
$
|
181.21
|
|
|
$
|
175.56
|
|
|
3.2
|
%
|
|
|
4.3%
|
|
|
Occupancy
|
|
77.0
|
%
|
|
75.5
|
%
|
|
1.5
|
%
|
|
pts
|
|
|
73.7
|
%
|
|
72.0
|
%
|
|
1.7
|
%
|
|
pts
|
|
|
|
RevPAR
|
|
$
|
139.97
|
|
|
$
|
132.71
|
|
|
5.5
|
%
|
|
|
6.1%
|
|
$
|
133.62
|
|
|
$
|
126.41
|
|
|
5.7
|
%
|
|
|
6.8%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) Owned and leased hotel figures do not include unconsolidated
hospitality ventures.
|
|
Page 6
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Hotels Corporation
|
Hotel Brand Statistics
|
Comparable Locations
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended June 30,
|
|
|
|
|
|
|
|
Six Months Ended June 30,
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Change (in
|
|
|
|
|
|
|
|
|
Change (in
|
|
|
|
2014
|
|
2013
|
|
Change
|
|
|
constant $)
|
|
2014
|
|
2013
|
|
Change
|
|
|
constant $)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Managed and franchised hotels (# hotels; includes owned and
leased hotels)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Park Hyatt (28)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ADR
|
|
$
|
350.98
|
|
|
$
|
347.08
|
|
|
1.1
|
%
|
|
|
2.7%
|
|
$
|
356.95
|
|
|
$
|
357.22
|
|
|
(0.1
|
)%
|
|
|
3.1%
|
|
Occupancy
|
|
68.7
|
%
|
|
65.8
|
%
|
|
2.9
|
%
|
|
pts
|
|
|
68.0
|
%
|
|
64.7
|
%
|
|
3.3
|
%
|
|
pts
|
|
|
RevPAR
|
|
$
|
241.18
|
|
|
$
|
228.26
|
|
|
5.7
|
%
|
|
|
7.3%
|
|
$
|
242.55
|
|
|
$
|
230.95
|
|
|
5.0
|
%
|
|
|
8.4%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Andaz (9)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ADR
|
|
$
|
303.33
|
|
|
$
|
289.69
|
|
|
4.7
|
%
|
|
|
2.5%
|
|
$
|
288.25
|
|
|
$
|
277.08
|
|
|
4.0
|
%
|
|
|
2.0%
|
|
Occupancy
|
|
84.9
|
%
|
|
80.1
|
%
|
|
4.8
|
%
|
|
pts
|
|
|
79.9
|
%
|
|
73.6
|
%
|
|
6.3
|
%
|
|
pts
|
|
|
RevPAR
|
|
$
|
257.53
|
|
|
$
|
232.03
|
|
|
11.0
|
%
|
|
|
8.6%
|
|
$
|
230.23
|
|
|
$
|
203.80
|
|
|
13.0
|
%
|
|
|
10.8%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Grand Hyatt (37)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ADR
|
|
$
|
244.02
|
|
|
$
|
241.98
|
|
|
0.8
|
%
|
|
|
2.3%
|
|
$
|
242.56
|
|
|
$
|
240.43
|
|
|
0.9
|
%
|
|
|
3.1%
|
|
Occupancy
|
|
76.8
|
%
|
|
75.0
|
%
|
|
1.8
|
%
|
|
pts
|
|
|
75.2
|
%
|
|
72.8
|
%
|
|
2.4
|
%
|
|
pts
|
|
|
RevPAR
|
|
$
|
187.43
|
|
|
$
|
181.39
|
|
|
3.3
|
%
|
|
|
4.8%
|
|
$
|
182.41
|
|
|
$
|
175.05
|
|
|
4.2
|
%
|
|
|
6.5%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt (27)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ADR
|
|
$
|
181.07
|
|
|
$
|
170.12
|
|
|
6.4
|
%
|
|
|
6.2%
|
|
$
|
173.39
|
|
|
$
|
165.36
|
|
|
4.9
|
%
|
|
|
4.6%
|
|
Occupancy
|
|
79.7
|
%
|
|
76.7
|
%
|
|
3.0
|
%
|
|
pts
|
|
|
74.5
|
%
|
|
71.6
|
%
|
|
2.9
|
%
|
|
pts
|
|
|
RevPAR
|
|
$
|
144.24
|
|
|
$
|
130.43
|
|
|
10.6
|
%
|
|
|
10.3%
|
|
$
|
129.19
|
|
|
$
|
118.48
|
|
|
9.0
|
%
|
|
|
8.8%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Regency (137)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ADR
|
|
$
|
176.36
|
|
|
$
|
170.81
|
|
|
3.2
|
%
|
|
|
3.7%
|
|
$
|
175.58
|
|
|
$
|
170.07
|
|
|
3.2
|
%
|
|
|
4.1%
|
|
Occupancy
|
|
75.3
|
%
|
|
74.2
|
%
|
|
1.1
|
%
|
|
pts
|
|
|
71.8
|
%
|
|
70.5
|
%
|
|
1.3
|
%
|
|
pts
|
|
|
RevPAR
|
|
$
|
132.72
|
|
|
$
|
126.76
|
|
|
4.7
|
%
|
|
|
5.2%
|
|
$
|
126.11
|
|
|
$
|
119.88
|
|
|
5.2
|
%
|
|
|
6.0%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Place (170)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ADR
|
|
$
|
112.27
|
|
|
$
|
105.59
|
|
|
6.3
|
%
|
|
|
6.4%
|
|
$
|
111.73
|
|
|
$
|
105.37
|
|
|
6.0
|
%
|
|
|
6.1%
|
|
Occupancy
|
|
80.1
|
%
|
|
78.6
|
%
|
|
1.5
|
%
|
|
pts
|
|
|
76.6
|
%
|
|
75.1
|
%
|
|
1.5
|
%
|
|
pts
|
|
|
RevPAR
|
|
$
|
89.90
|
|
|
$
|
82.98
|
|
|
8.3
|
%
|
|
|
8.4%
|
|
$
|
85.62
|
|
|
$
|
79.10
|
|
|
8.2
|
%
|
|
|
8.3%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt House (54)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ADR
|
|
$
|
131.93
|
|
|
$
|
123.62
|
|
|
6.7
|
%
|
|
|
6.7%
|
|
$
|
130.87
|
|
|
$
|
123.72
|
|
|
5.8
|
%
|
|
|
5.8%
|
|
Occupancy
|
|
84.7
|
%
|
|
83.3
|
%
|
|
1.4
|
%
|
|
pts
|
|
|
79.7
|
%
|
|
79.2
|
%
|
|
0.5
|
%
|
|
pts
|
|
|
RevPAR
|
|
$
|
111.69
|
|
|
$
|
102.98
|
|
|
8.5
|
%
|
|
|
8.5%
|
|
$
|
104.31
|
|
|
$
|
97.94
|
|
|
6.5
|
%
|
|
|
6.5%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 7
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Hotels Corporation
|
Fee Summary
|
(in millions)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
|
|
|
|
|
Six Months Ended
|
|
|
|
|
|
|
|
|
June 30,
|
|
|
|
|
|
|
|
June 30,
|
|
|
|
|
|
|
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
Fees
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Base management fees
|
|
$
|
48
|
|
|
$
|
43
|
|
|
$
|
5
|
|
|
11.6
|
%
|
|
$
|
89
|
|
|
$
|
80
|
|
|
$
|
9
|
|
|
11.3
|
%
|
Incentive management fees
|
|
28
|
|
|
35
|
|
|
(7
|
)
|
|
(20.0
|
)%
|
|
55
|
|
|
60
|
|
|
(5
|
)
|
|
(8.3
|
)%
|
Franchise fees
|
|
17
|
|
|
12
|
|
|
5
|
|
|
41.7
|
%
|
|
31
|
|
|
22
|
|
|
9
|
|
|
40.9
|
%
|
Other fee revenues (a)
|
|
10
|
|
|
6
|
|
|
4
|
|
|
66.7
|
%
|
|
17
|
|
|
9
|
|
|
8
|
|
|
88.9
|
%
|
Total fees
|
|
$
|
103
|
|
|
$
|
96
|
|
|
$
|
7
|
|
|
7.3
|
%
|
|
$
|
192
|
|
|
$
|
171
|
|
|
$
|
21
|
|
|
12.3
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) Total other fee revenues includes deferred gains, resulting
from the sales of hotels subject to management agreements, of $3
million and $2 million for the three months ended June 30, 2014
and 2013, respectively and $5 million and $3 million for the six
months ended June 30, 2014 and 2013, respectively.
|
|
Page 8
|
|
Hyatt Hotels Corporation
|
Reconciliation of Non-GAAP to GAAP Measure: Adjusted Selling,
General, and Administrative Expenses to Selling, General, and
Administrative Expenses
|
Results of operations as presented on condensed consolidated
statements of income include the impact of expenses recognized with
respect to employee benefit programs funded through rabbi trusts.
Certain of these expenses are recognized in selling, general, and
administrative expenses and are completely offset by the
corresponding net gains and interest income from marketable
securities held to fund operating programs, thus having no net
impact to our earnings. Below is a reconciliation of this account
excluding the impact of our rabbi trust investments.
|
(in millions)
|
|
|
Three Months
|
|
|
|
|
|
|
|
Six Months
|
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
Adjusted selling, general, and administrative expenses (a)
|
|
$
|
74
|
|
|
$
|
75
|
|
|
$
|
(1
|
)
|
|
(1.3
|
)%
|
|
$
|
159
|
|
|
$
|
152
|
|
|
$
|
7
|
|
|
4.6
|
%
|
Rabbi trust impact
|
|
6
|
|
|
—
|
|
|
6
|
|
|
100.0
|
%
|
|
8
|
|
|
7
|
|
|
1
|
|
|
14.3
|
%
|
Selling, general, and administrative expenses
|
|
$
|
80
|
|
|
$
|
75
|
|
|
$
|
5
|
|
|
6.7
|
%
|
|
$
|
167
|
|
|
$
|
159
|
|
|
$
|
8
|
|
|
5.0
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) Segment breakdown for adjusted selling, general, and
administrative expenses.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months
|
|
|
|
|
|
|
|
Six Months
|
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
Americas management and franchising
|
|
$
|
13
|
|
|
$
|
13
|
|
|
$
|
—
|
|
|
—
|
%
|
|
$
|
31
|
|
|
$
|
28
|
|
|
$
|
3
|
|
|
10.7
|
%
|
ASPAC management and franchising
|
|
9
|
|
|
8
|
|
|
1
|
|
|
12.5
|
%
|
|
18
|
|
|
17
|
|
|
1
|
|
|
5.9
|
%
|
EAME/SW Asia management
|
|
9
|
|
|
8
|
|
|
1
|
|
|
12.5
|
%
|
|
17
|
|
|
16
|
|
|
1
|
|
|
6.3
|
%
|
Owned and leased hotels
|
|
3
|
|
|
3
|
|
|
—
|
|
|
—
|
%
|
|
8
|
|
|
6
|
|
|
2
|
|
|
33.3
|
%
|
Corporate and other (b)
|
|
40
|
|
|
43
|
|
|
(3
|
)
|
|
(7.0
|
)%
|
|
85
|
|
|
85
|
|
|
—
|
|
|
—
|
%
|
Adjusted selling, general, and administrative expenses
|
|
$
|
74
|
|
|
$
|
75
|
|
|
$
|
(1
|
)
|
|
(1.3
|
)%
|
|
$
|
159
|
|
|
$
|
152
|
|
|
$
|
7
|
|
|
4.6
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(b) Corporate and other includes vacation ownership expenses of $8
million and $7 million for the three months ended June 30, 2014
and 2013, respectively and $16 million and $15 million for the six
months ended June 30, 2014 and 2013, respectively.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 9
|
|
Hyatt Hotels Corporation
|
Reconciliation of Non-GAAP to GAAP Measure: Comparable Owned and
Leased Hotels Operating Margin to Owned and Leased Hotels Operating
Margin
|
Below is a breakdown of consolidated owned and leased hotels
revenues and expenses, as used in calculating comparable owned and
leased hotels operating margin percentages. Results of operations as
presented on the condensed consolidated statements of income include
the impact of expenses recognized with respect to employee benefit
programs funded through rabbi trusts. Certain of these expenses are
recognized in owned and leased hotels expenses and are completely
offset by the corresponding net gains and interest income from
marketable securities held to fund operating programs, thus having
no net impact to our earnings. Below is a reconciliation of this
account excluding the impact of our rabbi trusts and excluding the
impact of non-comparable hotels.
|
(in millions)
|
|
|
Three Months
|
|
|
|
|
|
|
|
Six Months
|
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
Revenue
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Comparable owned and leased hotels
|
|
$
|
516
|
|
|
$
|
501
|
|
|
$
|
15
|
|
|
3.0
|
%
|
|
$
|
969
|
|
|
$
|
935
|
|
|
$
|
34
|
|
|
3.6
|
%
|
Non-comparable hotels
|
|
76
|
|
|
71
|
|
|
5
|
|
|
7.0
|
%
|
|
171
|
|
|
129
|
|
|
42
|
|
|
32.6
|
%
|
Owned and leased hotels revenue
|
|
$
|
592
|
|
|
$
|
572
|
|
|
$
|
20
|
|
|
3.5
|
%
|
|
$
|
1,140
|
|
|
$
|
1,064
|
|
|
$
|
76
|
|
|
7.1
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Expenses
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Comparable owned and leased hotels
|
|
$
|
378
|
|
|
$
|
366
|
|
|
$
|
12
|
|
|
3.3
|
%
|
|
$
|
734
|
|
|
$
|
713
|
|
|
$
|
21
|
|
|
2.9
|
%
|
Non-comparable hotels
|
|
50
|
|
|
46
|
|
|
4
|
|
|
8.7
|
%
|
|
108
|
|
|
87
|
|
|
21
|
|
|
24.1
|
%
|
Rabbi trust
|
|
2
|
|
|
1
|
|
|
1
|
|
|
100.0
|
%
|
|
3
|
|
|
4
|
|
|
(1
|
)
|
|
(25.0
|
)%
|
Owned and leased hotels expense
|
|
$
|
430
|
|
|
$
|
413
|
|
|
$
|
17
|
|
|
4.1
|
%
|
|
$
|
845
|
|
|
$
|
804
|
|
|
$
|
41
|
|
|
5.1
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned and leased hotels operating margin percentage
|
|
27.4
|
%
|
|
27.8
|
%
|
|
|
|
|
(0.4
|
)%
|
|
25.9
|
%
|
|
24.4
|
%
|
|
|
|
|
1.5
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Comparable owned and leased hotels operating margin percentage
|
|
26.7
|
%
|
|
26.9
|
%
|
|
|
|
|
(0.2
|
)%
|
|
24.3
|
%
|
|
23.7
|
%
|
|
|
|
|
0.6
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 10
|
|
Hyatt Hotels Corporation
|
Net Gains and Interest Income From Marketable Securities Held to
Fund Operating Programs
|
The table below provides a reconciliation of net gains and
interest income from marketable securities held to fund operating
programs, all of which are completely offset within other line
items of our condensed consolidated statements of income, thus
having no net impact to our earnings. The gains or losses on
securities held in rabbi trusts are offset to our owned and leased
hotels expense for our hotel staff and to selling, general, and
administrative expenses for our corporate staff and personnel
supporting our business segments. The gains or losses on
securities held to fund our Hyatt Gold Passport program for our
owned and leased hotels are offset by corresponding changes to our
owned and leased hotel revenue. The table below shows the amounts
recorded to the respective offsetting account.
|
(in millions)
|
|
|
Three Months
|
|
|
|
|
|
|
|
Six Months
|
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
Ended June 30,
|
|
|
|
|
|
|
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
|
2014
|
|
2013
|
|
Change ($)
|
|
Change (%)
|
Rabbi trust impact allocated to selling, general, and administrative
expenses
|
|
$
|
6
|
|
|
$
|
—
|
|
|
$
|
6
|
|
|
100.0
|
%
|
|
$
|
8
|
|
|
$
|
7
|
|
|
$
|
1
|
|
|
14.3
|
%
|
Rabbi trust impact allocated to owned and leased hotels expense
|
|
2
|
|
|
1
|
|
|
1
|
|
|
100.0
|
%
|
|
3
|
|
|
4
|
|
|
(1
|
)
|
|
(25.0
|
)%
|
Net gains and interest income from marketable securities held to
fund our Gold Passport program allocated to owned and leased hotels
revenue
|
|
—
|
|
|
(1
|
)
|
|
1
|
|
|
100.0
|
%
|
|
1
|
|
|
(1
|
)
|
|
2
|
|
|
200.0
|
%
|
Net gains and interest income from marketable securities held to
fund operating programs
|
|
$
|
8
|
|
|
$
|
—
|
|
|
$
|
8
|
|
|
100.0
|
%
|
|
$
|
12
|
|
|
$
|
10
|
|
|
$
|
2
|
|
|
20.0
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 11
|
|
|
|
|
|
|
|
Hyatt Hotels Corporation
|
Capital Expenditures and Investment Spending Summary
|
(in millions)
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
|
Six Months Ended
|
|
|
June 30,
|
|
|
|
June 30,
|
|
|
2014
|
|
2013
|
|
|
|
2014
|
|
2013
|
Capital Expenditures
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Maintenance
|
|
$
|
24
|
|
|
$
|
17
|
|
|
|
|
$
|
38
|
|
|
$
|
31
|
Enhancements to existing properties
|
|
16
|
|
|
16
|
|
|
|
|
32
|
|
|
36
|
Investment in new properties
|
|
30
|
|
|
16
|
|
|
|
|
41
|
|
|
25
|
Total
|
|
$
|
70
|
|
|
$
|
49
|
|
|
|
|
$
|
111
|
|
|
$
|
92
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
|
Six Months Ended
|
|
|
June 30,
|
|
|
|
June 30,
|
Investment Spending
|
|
2014
|
|
2013
|
|
|
|
2014
|
|
2013
|
Acquisitions, net of cash acquired
|
|
$
|
191
|
|
|
$
|
—
|
|
|
|
|
$
|
191
|
|
|
$
|
85
|
Investments (equity, debt and other)
|
|
58
|
|
|
37
|
|
|
|
|
83
|
|
|
73
|
Total
|
|
$
|
249
|
|
|
$
|
37
|
|
|
|
|
$
|
274
|
|
|
$
|
158
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 12
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Hotels Corporation
|
Properties and Rooms / Units by Geography
|
|
|
Owned and leased hotels (a)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
June 30, 2014
|
|
March 31, 2014
|
|
December 31, 2013
|
|
QTD Change
|
|
YTD Change
|
|
|
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Full service hotels
|
|
United States
|
|
26
|
|
|
15,429
|
|
|
26
|
|
15,428
|
|
27
|
|
|
15,498
|
|
|
—
|
|
|
1
|
|
|
(1
|
)
|
|
(69
|
)
|
|
Other Americas
|
|
4
|
|
|
2,102
|
|
|
4
|
|
2,102
|
|
4
|
|
|
2,102
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
ASPAC
|
|
1
|
|
|
601
|
|
|
1
|
|
601
|
|
1
|
|
|
601
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
EAME/SW Asia
|
|
10
|
|
|
2,256
|
|
|
10
|
|
2,256
|
|
11
|
|
|
2,438
|
|
|
—
|
|
|
—
|
|
|
(1
|
)
|
|
(182
|
)
|
|
Select service hotels
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States
|
|
45
|
|
|
5,910
|
|
|
45
|
|
5,910
|
|
54
|
|
|
7,400
|
|
|
—
|
|
|
—
|
|
|
(9
|
)
|
|
(1,490
|
)
|
|
EAME/SW Asia
|
|
1
|
|
|
330
|
|
|
1
|
|
330
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1
|
|
|
330
|
|
Total owned and leased hotels
|
|
87
|
|
26,628
|
|
87
|
|
26,627
|
|
97
|
|
28,039
|
|
—
|
|
|
1
|
|
|
(10
|
)
|
|
(1,411
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) Owned and leased hotel figures do not include unconsolidated
hospitality ventures.
|
|
Page 13
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Hotels Corporation
|
Properties and Rooms / Units by Geography
|
|
Managed and franchised hotels (includes owned and leased hotels)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
June 30, 2014
|
|
March 31, 2014
|
|
December 31, 2013
|
|
QTD Change
|
|
YTD Change
|
|
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
Americas
|
|
Full service hotels
|
|
United States managed
|
|
101
|
|
|
55,402
|
|
|
101
|
|
|
55,371
|
|
|
101
|
|
|
55,368
|
|
|
—
|
|
|
31
|
|
|
—
|
|
|
34
|
|
|
Other Americas managed
|
|
15
|
|
|
5,660
|
|
|
16
|
|
|
5,955
|
|
|
16
|
|
|
5,953
|
|
|
(1
|
)
|
|
(295
|
)
|
|
(1
|
)
|
|
(293
|
)
|
|
Franchised
|
|
33
|
|
|
10,183
|
|
|
33
|
|
|
10,197
|
|
|
33
|
|
|
10,190
|
|
|
—
|
|
|
(14
|
)
|
|
—
|
|
|
(7
|
)
|
|
Subtotal
|
|
149
|
|
|
71,245
|
|
|
150
|
|
|
71,523
|
|
|
150
|
|
|
71,511
|
|
|
(1
|
)
|
|
(278
|
)
|
|
(1
|
)
|
|
(266
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Select service hotels
|
|
United States managed
|
|
97
|
|
|
13,083
|
|
|
96
|
|
|
12,979
|
|
|
96
|
|
|
12,979
|
|
|
1
|
|
|
104
|
|
|
1
|
|
|
104
|
|
|
Other Americas managed
|
|
2
|
|
|
277
|
|
|
3
|
|
|
381
|
|
|
2
|
|
|
277
|
|
|
(1
|
)
|
|
(104
|
)
|
|
—
|
|
|
—
|
|
|
Franchised
|
|
157
|
|
|
21,309
|
|
|
153
|
|
|
20,665
|
|
|
150
|
|
|
20,263
|
|
|
4
|
|
|
644
|
|
|
7
|
|
|
1,046
|
|
|
Subtotal
|
|
256
|
|
|
34,669
|
|
|
252
|
|
|
34,025
|
|
|
248
|
|
|
33,519
|
|
|
4
|
|
|
644
|
|
|
8
|
|
|
1,150
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ASPAC
|
|
Full service hotels
|
|
ASPAC managed
|
|
60
|
|
|
22,040
|
|
|
58
|
|
|
21,587
|
|
|
57
|
|
|
21,429
|
|
|
2
|
|
|
453
|
|
|
3
|
|
|
611
|
|
|
ASPAC franchised
|
|
2
|
|
|
988
|
|
|
2
|
|
|
988
|
|
|
2
|
|
|
988
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
Subtotal
|
|
62
|
|
|
23,028
|
|
|
60
|
|
|
22,575
|
|
|
59
|
|
|
22,417
|
|
|
2
|
|
|
453
|
|
|
3
|
|
|
611
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Select service hotels
|
|
ASPAC managed
|
|
1
|
|
|
144
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1
|
|
|
144
|
|
|
1
|
|
|
144
|
|
|
Subtotal
|
|
1
|
|
|
144
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
1
|
|
|
144
|
|
|
1
|
|
|
144
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EAME/SW Asia
|
|
Full service hotels
|
|
EAME managed
|
|
35
|
|
|
9,052
|
|
|
34
|
|
|
8,909
|
|
|
36
|
|
|
9,337
|
|
|
1
|
|
|
143
|
|
|
(1
|
)
|
|
(285
|
)
|
|
SW Asia managed
|
|
28
|
|
|
7,678
|
|
|
28
|
|
|
7,678
|
|
|
26
|
|
|
7,405
|
|
|
—
|
|
|
—
|
|
|
2
|
|
|
273
|
|
|
Subtotal
|
|
63
|
|
|
16,730
|
|
|
62
|
|
|
16,587
|
|
|
62
|
|
|
16,742
|
|
|
1
|
|
|
143
|
|
|
1
|
|
|
(12
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Select service hotels
|
|
EAME managed
|
|
2
|
|
|
425
|
|
|
2
|
|
|
425
|
|
|
1
|
|
|
95
|
|
|
—
|
|
|
—
|
|
|
1
|
|
|
330
|
|
|
SW Asia managed
|
|
2
|
|
|
325
|
|
|
1
|
|
|
115
|
|
|
1
|
|
|
115
|
|
|
1
|
|
|
210
|
|
|
1
|
|
|
210
|
|
|
Subtotal
|
4
|
|
|
750
|
|
|
3
|
|
|
540
|
|
|
2
|
|
|
210
|
|
|
1
|
|
|
210
|
|
|
2
|
|
|
540
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total managed and franchised hotels
|
|
535
|
|
146,566
|
|
527
|
|
145,250
|
|
521
|
|
144,399
|
|
8
|
|
1,316
|
|
14
|
|
2,167
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
All Inclusive
|
2
|
|
|
926
|
|
|
2
|
|
|
925
|
|
|
2
|
|
|
925
|
|
|
—
|
|
|
1
|
|
|
—
|
|
|
1
|
|
|
Vacation ownership
|
|
15
|
|
|
963
|
|
|
15
|
|
|
963
|
|
|
15
|
|
|
963
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
|
Residential
|
|
11
|
|
|
1,185
|
|
|
10
|
|
|
1,101
|
|
|
10
|
|
|
1,101
|
|
|
1
|
|
|
84
|
|
|
1
|
|
|
84
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total properties and rooms/units
|
|
563
|
|
149,640
|
|
554
|
|
148,239
|
|
548
|
|
147,388
|
|
9
|
|
1,401
|
|
15
|
|
2,252
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 14
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Hotels Corporation
|
Properties and Rooms / Units by Brand
|
|
|
|
|
|
|
|
|
|
|
|
|
|
June 30, 2014
|
|
March 31, 2014
|
|
December 31, 2013
|
|
QTD Change
|
|
YTD Change
|
Brand
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
|
Properties
|
|
Rooms/Units
|
Park Hyatt
|
|
33
|
|
6,516
|
|
32
|
|
6,374
|
|
33
|
|
6,535
|
|
1
|
|
|
142
|
|
|
—
|
|
|
(19
|
)
|
Andaz
|
|
12
|
|
2,433
|
|
11
|
|
2,269
|
|
11
|
|
2,269
|
|
1
|
|
|
164
|
|
|
1
|
|
|
164
|
|
Hyatt
|
|
39
|
|
8,713
|
|
39
|
|
8,727
|
|
38
|
|
8,609
|
|
—
|
|
|
(14
|
)
|
|
1
|
|
|
104
|
|
Grand Hyatt
|
|
40
|
|
22,270
|
|
40
|
|
22,248
|
|
40
|
|
22,262
|
|
—
|
|
|
22
|
|
|
—
|
|
|
8
|
|
Hyatt Regency
|
|
150
|
|
71,071
|
|
150
|
|
71,067
|
|
149
|
|
70,995
|
|
—
|
|
|
4
|
|
|
1
|
|
|
76
|
|
Hyatt Place
|
|
203
|
|
27,408
|
|
197
|
|
26,411
|
|
192
|
|
25,575
|
|
6
|
|
|
997
|
|
|
11
|
|
|
1,833
|
|
Hyatt House
|
|
58
|
|
8,155
|
|
58
|
|
8,154
|
|
58
|
|
8,154
|
|
—
|
|
|
1
|
|
|
—
|
|
|
1
|
|
Hyatt Ziva
|
|
1
|
|
619
|
|
1
|
|
619
|
|
1
|
|
619
|
|
—
|
|
|
—
|
|
|
—
|
|
|
—
|
|
Hyatt Zilara
|
|
1
|
|
307
|
|
1
|
|
306
|
|
1
|
|
306
|
|
—
|
|
|
1
|
|
|
—
|
|
|
1
|
|
Vacation Ownership and Residential
|
|
26
|
|
2,148
|
|
25
|
|
2,064
|
|
25
|
|
2,064
|
|
1
|
|
|
84
|
|
|
1
|
|
|
84
|
|
Total
|
|
563
|
|
149,640
|
|
554
|
|
148,239
|
|
548
|
|
147,388
|
|
9
|
|
|
1,401
|
|
|
15
|
|
|
2,252
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 15
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Hotels Corporation
|
|
|
|
|
|
|
|
|
Year-over-Year Net Impact of Portfolio Changes to Owned and Leased
Hotels Adjusted EBITDA (a)
|
|
|
|
|
|
|
|
|
For the Three Months Ended June 30, 2014
|
|
|
|
|
|
|
|
|
(in millions)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Transaction /
|
|
2Q14 Adjusted
|
|
|
|
|
|
|
|
|
Rooms
|
|
Opening Date
|
|
EBITDA Impact
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Dispositions (b)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Fisherman's Wharf
|
|
|
|
|
|
|
|
313
|
|
2Q13
|
|
|
|
Hyatt Santa Barbara
|
|
|
|
|
|
|
|
195
|
|
2Q13
|
|
|
|
Hyatt Regency Denver Tech Center
|
|
|
|
|
|
|
|
451
|
|
3Q13
|
|
|
|
Andaz Savannah
|
|
|
|
|
|
|
|
151
|
|
3Q13
|
|
|
|
Andaz Napa
|
|
|
|
|
|
|
|
141
|
|
3Q13
|
|
|
|
Hyatt Regency Santa Clara
|
|
|
|
|
|
|
|
501
|
|
3Q13
|
|
|
|
Hyatt Key West Resort and Spa
|
|
|
|
|
|
|
|
118
|
|
4Q13
|
|
|
|
10 Hyatt House, Hyatt Place and Hyatt Hotels
|
|
|
|
|
|
|
|
1,560
|
|
1Q14
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year-over-Year Net Impact of Dispositions to Owned and Leased
Hotels Adjusted EBITDA
|
|
|
|
|
|
|
|
|
|
|
|
$
|
(17
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Acquisitions or Openings (c)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hyatt Regency Orlando
|
|
|
|
|
|
|
|
1,641
|
|
4Q13
|
|
|
|
Grand Hyatt San Antonio
|
|
|
|
|
|
|
|
1,003
|
|
4Q13
|
|
|
|
Hyatt Place Omaha Downtown Old Market
|
|
|
|
|
|
|
|
159
|
|
4Q13
|
|
|
|
Hyatt Place Amsterdam Airport
|
|
|
|
|
|
|
|
330
|
|
1Q14
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year-over-Year Net Impact of Acquisitions and Openings to Owned
and Leased Hotels Adjusted EBITDA
|
|
|
|
|
|
|
|
|
|
$
|
20
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year-over-Year Net Impact of Dispositions, Acquisitions and
Openings to Owned and Leased Hotels Adjusted EBITDA
|
|
|
|
|
|
|
|
|
|
$
|
3
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) Excludes pro rata share of unconsolidated hospitality ventures.
|
|
|
|
|
|
|
|
|
(b) Reflects 2013 Adjusted EBITDA for recently completed
dispositions.
|
|
|
|
|
|
|
|
|
(c) Reflects 2014 Adjusted EBITDA for recently completed
acquisitions or openings.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Page 16
|
|
|
|
|
|
|
|
|

Source: Hyatt Hotels Corporation
Investors:
Hyatt Hotels Corporation
Atish Shah, 312.780.5427
atish.shah@hyatt.com
or
Media:
Hyatt
Hotels Corporation
Farley Kern, 312.780.5506
farley.kern@hyatt.com