Hyatt Fourth Quarter 2025 Earnings Call - Asset-light, brand-led expansion accelerates; 2026 RevPAR outlook tempered by Jamaica and short-cycle business travel

Speaker 7: Good morning, and welcome to the Hyatt fourth quarter and full year 2025 earnings call. All participants are in a listen-only mode. After the speaker’s remarks, we’ll conduct a question-and-answer session. To ask a question at this time, you’ll need to press star followed by the number 1 on your telephone keypad. As a reminder, this conference call is being recorded. I would now like to turn the call over to Adam Rohman, Senior Vice President, Investor Relations and Global FP&A. Thank you. Please go ahead.

Adam Rohman, Senior Vice President, Investor Relations and Global FP&A, Hyatt: Thank you, and welcome to Hyatt’s fourth quarter 2025 earnings conference call. Joining me on today’s call are Mark Hoplamazian, Hyatt’s President and Chief Executive Officer, and Joan Bottarini, Hyatt’s Chief Financial Officer. Before we start, I would like to remind everyone that our comments today will include forward-looking statements under federal securities laws. These statements are subject to numerous risks and uncertainties as described in our annual report on Form 10-K, quarterly reports on Form 10-Q, and other SEC filings. These risks could cause our actual results to be materially different from those expressed in or implied by our comments. Forward-looking statements in the earnings release that we issued today, along with the comments on this call, are made only as of today and will not be updated as actual events unfold.

In addition, you can find a reconciliation of non-GAAP financial measures referred to in today’s remarks under the Financial section of our Investor Relations website and in this morning’s earnings release. An archive of this call will be available on our website for 90 days. Additionally, we posted an investor presentation on our Investor Relations website this morning containing supplemental information. Please note that unless otherwise stated, references to occupancy, average daily rate, and RevPAR reflect comparable system-wide hotels on a constant currency basis, and closed hotels in Jamaica are excluded from comparable metrics in 2026. Percentage changes disclosed during the call are on a year-over-year basis, unless otherwise noted. With that, I will now turn the call over to Mark.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: Thank you, Adam. Good morning, everyone, and thank you for joining us today. I want to begin by expressing my sincere gratitude for and pride in the entire Hyatt family. Our teams around the world navigated a dynamic macroeconomic environment in 2025, guided by our purpose. We advanced our evolution to a more brand-focused organization, one that uses sharper brand positioning and deeper insights to go to market in a more meaningful and differentiated way. This approach allows us to serve our guests and customers on more stay occasions and become an even more attractive brand choice for owners. We closed 2025 with momentum, and we believe we are better positioned than ever to create lasting value for our shareholders. Now, turning to operating results. This morning, we reported fourth quarter system-wide RevPAR growth of 4%, driven by the continued strength of our luxury brands.

Leisure transient RevPAR increased approximately 6% to last year as our guests continued to prioritize leisure travel. This was especially true across our luxury brands, where we saw leisure transient RevPAR grow by 9%, with strong growth across the world. Business transient RevPAR declined 1% in the fourth quarter, driven by select service hotels in the United States, while full-service hotels delivered low single-digit growth, led by hotels in international markets. Group RevPAR increased 3% compared to last year, in line with our expectations and supported by a more favorable calendar in the United States. We continue to see exceptional engagement from our World of Hyatt loyalty members, a key driver of our commercial performance.

The World of Hyatt program is consistently recognized in the industry as best-in-class, and we are proud to have been recently recognized as NerdWallet’s Best Hotel Rewards program and at The Points Guy’s Best Hotel Elite Status in the industry. World of Hyatt continues to grow in both scale and significance. We ended 2025 with over 63 million members, an increase of 19% compared to the end of 2024, and World of Hyatt members accounted for nearly half of total occupied hotel rooms across the world in 2025. And as we’ve sharpened our brand focus, we’re seeing loyalty drive not just scale, but higher value demand, particularly among our most frequent and loyal guests. In 2025, we saw a 13% increase in room nights from members who stayed with us for 50 or more nights over the course of the year.

It’s clear that the value proposition of our loyalty program resonates with current and prospective members, which we believe makes Hyatt very attractive to hotel owners and developers as they look to brands that are growing in value to them. Turning to development, we achieved industry-leading growth for the ninth consecutive year, with net rooms growth of 7.3% in 2025. Excluding acquisitions, net rooms growth was 6.7%, a meaningful acceleration from 2024. During the fourth quarter, we surpassed 1,500 open hotels and resorts globally and welcomed several notable openings, including the Park Hyatt Cabo del Sol and Andaz One Bangkok. Our newest upper midscale brands are starting to make an impact, marked by the second Hyatt Studios hotel opening, along with the debut of our first Hyatt Select hotels.

Both brands provide the foundation for our upper-midscale expansion in the United States. We also welcomed several Unscripted by Hyatt hotels during the quarter, and we’re excited about the opportunity to grow this brand across the world. We ended 2025 with a record development pipeline of approximately 148,000 rooms, up more than 7% compared to the end of 2024. In the United States, we achieved the strongest year of signings in the past 5 years, with 50% of those signings in markets where Hyatt does not currently have a brand presence. Our three new brands, Unscripted by Hyatt, Hyatt Studios, and Hyatt Select, accounted for nearly two-thirds of the signings in the United States, demonstrating the compelling value proposition for owners and developers and the clear opportunity for Hyatt to expand into new markets.

Outside the United States, we continue to see strong interest in our brands, and we expect Greater China and India to be significant drivers of future growth. In Greater China, we are seeing strong interest across our Select Service brands, with signings growing by more than 50% compared to 2024. In India, we are seeing great interest in our full-service offerings. Our strong pipeline and momentum in upscale and upper-midscale brands reinforce our confidence in achieving durable and capital-efficient fee growth well into the future. Now, shifting to an update on transactions. On December 30th, we sold the remaining 14 hotels in the Playa portfolio to Tortuga Resorts for approximately $2 billion and entered into long-term management agreements for 13 of those properties.

This transaction strengthens our position as the global leader in luxury all-inclusive offerings and is another example of delivering on our commitments and emerging with a value-accretive asset-light platform. During the quarter, we also completed the sale of three Alua properties in Spain, which we acquired in late 2024. As part of this transaction, we entered into long-term management agreements, and the new owner plans to invest additional capital into those properties. We continue to make progress on the sale of additional owned properties, and we currently have three hotels under purchase and sale agreements. We expect to close these transactions in the second quarter of 2026, subject to certain closing conditions, and we will provide further updates as these transactions progress. We are also evaluating opportunities to sell additional assets beyond those assets already under contract.

Since announcing our first asset sell-down commitment in 2017, we have realized over $5.7 billion of real estate disposition proceeds at an average multiple of 15x, and we’ve invested approximately $4.4 billion into asset-light platforms at a blended multiple of less than 10x. We’ve returned $4.8 billion to shareholders over this period of time, proving that we can return significant capital to shareholders while also investing in growth that creates long-term value. We are now fully transformed into an asset-light business, and we expect asset-light earnings of 90% in 2026. As I reflect on the year, I’m incredibly proud of what we’ve accomplished. We achieved strong operating results and organic growth, advanced our brand-focused organization, and completed the Playa transaction in a fully asset-light manner.

But what stands out most to me is how our purpose has remained our North Star. While Hyatt has evolved significantly over the past decade, expanding our portfolio, entering new markets, and transforming our business model, what has never changed is the foundation that drives our decisions and defines our culture. Our purpose is embedded in the way our colleagues care for each other, our guests, and our owners every day around the world. It’s what enables us to meet people where they are, to lead with empathy, and to deliver differentiated experiences. Our purpose shapes how we invest in our brands and loyalty program, where we choose to grow, and how we allocate capital. We’ve been deliberate about investing in the parts of our portfolio where we see the strongest demand, the best owner economics, and the greatest returns.

That discipline has strengthened the durability of our fee-based earnings and increased our scale over time. As we look ahead, we believe this positions Hyatt as the most responsive, innovative, and ultimately, as the best-performing hospitality company, one that can continue delivering consistent performance, capital-efficient growth, and long-term value for our shareholders. I would like to close by thanking each of our colleagues around the world who bring our purpose to life and deliver value to our stakeholders every day. Joan will now provide more details on our operating results. Joan, over to you.

Joan Bottarini, Chief Financial Officer, Hyatt: Thanks, Mark, and good morning, everyone. In the fourth quarter, RevPAR exceeded our expectations, increasing 4% compared to last year. As Mark noted, and consistent with the trends we have seen throughout the year, high-end chain scales produced the highest growth. In the United States, RevPAR increased 0.5% compared to last year. Full-service RevPAR increased 2%, benefiting from a more favorable calendar, while RevPAR declined for select service hotels, reflecting softer business transient demand. Outside the United States, RevPAR performance remains strong, led by leisure transient travel. Asia Pacific, excluding Greater China, led all regions with RevPAR growth of more than 13%, fueled by international inbound travel. Greater China had the strongest quarter of RevPAR growth for the year, with domestic travel up in the mid-single digits, a positive shift compared to trends we saw earlier in 2025.

Europe continued to deliver great results, supported by high-end leisure demand... Our all-inclusive resorts finished an exceptional year, growing Net Package RevPAR 8.3% compared to the fourth quarter of 2024, with excellent performance in both the Americas and Europe. Our results reflect sustained trends seen throughout 2025: outperformance in luxury and full-service brands, strength in international markets, and growing demand for premium all-inclusive experiences. Turning to our financial results, gross fees in the fourth quarter increased approximately 5% compared to the same period last year to $307 million. Gross fees for the full year increased 9%, finishing at $1.198 billion. Our fee business has become the engine behind Hyatt’s earnings model, and this is especially true when it comes to organic fee growth.

From 2017 through 2025, organic gross fees have grown by almost 8% on a compounded annual basis, demonstrating the strength of our underlying core fee business. In the fourth quarter, owned and leased segment adjusted EBITDA declined by approximately 2%, adjusted for both asset sales and the Playa transaction, while distribution segment adjusted EBITDA declined versus the prior year due to Hurricane Melissa and lower booking volumes from four-star and below hotels. Fourth quarter adjusted EBITDA growth was solid despite headwinds from Hurricane Melissa, and on a full year basis, we achieved another strong year of adjusted EBITDA growth, increasing over 7% after adjusting for assets sold in 2024 and Playa-owned hotel earnings. As of December 31, we had total liquidity of approximately $2.3 billion, including $1.5 billion of capacity on our revolving credit facility.

During the quarter, we repaid the notes due in 2026 and issued $400 million of notes due in 2035. We used proceeds from the Playa Real Estate sale transaction to fully repay the outstanding balance under our $1.7 billion delayed draw term loan, in accordance with the terms of the agreement. In the fourth quarter, we repurchased $114 million of Class A common stock, and for the full year of 2025, returned approximately $350 million to shareholders through share repurchases and dividends. We ended the year with $678 million remaining under our share repurchase authorization. We remain committed to our investment-grade profile and our balance sheet is strong.

Before I cover our full-year outlook for 2026, I’d like to highlight that beginning in the first quarter of 2026, we are updating our definition of Adjusted EBITDA and will no longer include Hyatt’s pro rata share of owned and leased Adjusted EBITDA from unconsolidated joint ventures. We believe this change not only aligns our definition with our peers, it reflects our strategy and evolution of our business. To help you with modeling our outlook for 2026, we’ve provided bridges from 2025 reported results to our 2026 outlook on pages 18 and 19 in the investor presentation published this morning. As we have turned the calendar to 2026, we’re encouraged by full-year forward booking trends.

Group pace for full-service hotels in the United States is up in the mid-single digits for this year and is expected to benefit from large-scale events such as the World Cup. We continue to hear positive feedback from our group and corporate customers about their intent to travel this year, particularly for customer-facing travel. Pace for our all-inclusive resorts in the Americas is up over 9% in the first quarter, reflecting the continued strength of leisure travel. We expect full-year system-wide RevPAR growth between 1%-3%, and we anticipate trends in 2026 will be similar to 2025. This includes higher growth in international markets compared to the United States, and luxury to be the strongest chain scale. In the United States, we expect full-year RevPAR growth between 1%-2%, led by our full-service hotels.

We expect net rooms growth of 6%-7%, with continued momentum behind our new brands, driving another year of strong organic growth. Gross fees are expected to grow between 8%-11% in the range of $1.295 billion-$1.335 billion. Our outlook reflects strong contribution from our core business and incremental fees from the Playa Hotels, along with the impact of temporarily closed hotels in Jamaica and moderate FX headwinds from properties in Mexico. Adjusted EBITDA is expected to grow at a very strong 13%-18% when adjusting for the removal of pro rata JV, EBITDA, and asset sales in the range of $1.155 billion-$1.205 billion. This reflects strong fee growth and a net positive benefit from the extended co-branded credit card terms.

Our outlook assumes continued pressure in the distribution segment, which we expect will decline by approximately $10 million compared to 2025. Adjusted Free Cash Flow is expected to increase 20%-30% in the range of $580 million-$630 million and reflects a conversion of Adjusted EBITDA to Adjusted Free Cash Flow of at least 50%. Finally, we expect to return between $325 million and $375 million of capital to shareholders through share repurchases and dividends.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: ...For the first quarter of 2026, we expect global RevPAR growth around the midpoint of our full-year range, with international markets growing at a higher rate than hotels in the United States. Gross fees could grow in the mid-single-digit range, and Adjusted EBITDA could grow in the low single-digit range compared to what we reported in 2025 after removing pro rata JV EBITDA. As a reminder, we are lapping a very strong first quarter of 2025 and expect approximately half of the impact from Hurricane Melissa to our fee business and distribution segment in the first quarter. To close, our 2025 results reflect the strength of our asset-light business model, the power of our brands, and the disciplined execution of our strategy.

As we look ahead, we expect our competitive advantage will continue to expand, fueled by the attractiveness of our network and the opportunities to grow across geographies and chain scales. We enter 2026 with confidence, supported by the best team in the business and a clear focus on driving meaningful value for our owners, guests, and shareholders. This concludes our prepared remarks, and we’re now happy to take your questions.

Speaker 7: As a reminder, to ask a question, please press star followed by the number one on your telephone keypad. In the interest of time, we ask that you please limit yourselves to one question. Thank you. Our first question comes from Dan Politzer from JP Morgan. Please go ahead. Your line is open.

Dan Politzer, Analyst, JP Morgan: Hey, good morning, everyone, and thank you for taking my questions. Mark, I wanted to touch on the net unit growth at the 6%-7% that you gave. I think it was last quarter, you talked about maybe being more glass half full here. I wanted to check if that’s still the case, and then maybe you can talk about the drivers for this outlook, you know, its conversion, you know, midscale, and then along with that, your appetite for larger partnership deals within this, within this guidance. Thanks.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: Yeah, yes, glass is still half full. Feel really good about the momentum that we’ve seen. We had a really significant signing quarter in the fourth quarter. We have tremendous momentum in the newly launched brands. So in Hyatt Select’s case, for example, we went from having 9 hotels to 32 in the pipeline. And of those, we’ve got some new construction, by the way, in the Hyatt Select brands. Some are prototypical new construction, but most of them are conversions. So we have 3 under construction, but we have 27 under design, and many of those will be conversions. Studios went from 5 under construction to 10, but we also have 31 under design, and so they will advance and get shovels in the ground soon.

Unscripted went from nothing to having 8 open and 8 in the pipeline. Right now, 3 under design, 3 under construction. So of the 8, 6 are advancing quickly. And then UrCove, we have 72 hotels open by the end of the year and 93 in the pipeline. So the entirety of the upper-midscale side of the equation has tremendous positive momentum, and I’m particularly encouraged to see the advancement of so many projects through design into construction for studios. So that’s one piece of the equation. The other piece of the equation is that our mix, as you know, is about 70% luxury and upper upscale, the existing open hotels. It’s also true that that is the mix of our pipeline.

70% is luxury and upper upscale, and 70% of the total pipeline is outside the U.S., where we’re seeing less sensitivity to new builds. So we’re opening new projects in China, throughout Southeast Asia, in Europe, and even in the Americas. So we opened the Park Hyatt Los Cabos just this past quarter. And we have other openings in Mexico that are not the all-inclusive resort side of the business, but EP hotels coming this year. So I feel like there’s great momentum and that the positioning that we’ve got... Yes, financing is still difficult in the U.S. Yes, construction costs have gone up, but frankly, that’s already been taken into account in large measure.

You might have seen some recent articles about housing starts actually lagging and housing construction actually lagging, and I think that might change, but right now, it takes a little bit of pressure off of construction materials costs, factor costs themselves. And we’re working really hard to uncover other sources of financing to help our developers who are under design get under construction. So we’ve got so many levers that are all working right now in a positive manner, that I feel really good about the overall growth profile organically looking forward. In terms of portfolio deals, which was your last question, yes, we continue to look at portfolio deals. We are very focused on making sure that they are real, meaning we really are not happy to just affiliate.

We want to have a deeper relationship, and make sure that we are under contract, in a way that is providing the owners the best value proposition, which is really to be plugged into our systems and under a franchise arrangement or under a management arrangement. So we’ve got several discussions underway right now on portfolio transactions. Some are quite large, and they would be full-blown management or franchise agreements. Others are smaller. We are still working hard to fill in Europe on the full service side, as I keep, it feels like a refrain every quarter that I say it remains, it remains a focus of ours, but it’s true. Sorry for the long answer, but I feel really good about where we’re standing.

Sean Kelly, Analyst, Bank of America: No, I appreciate all the detail. Thanks so much.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: Yep.

Speaker 7: Our next question comes from Ben Chaiken from Mizuho. Please go ahead. Your line is open.

Ben Chaiken, Analyst, Mizuho: Hey, good morning, and thanks for taking my question. Mark, at risk of getting too technical, for AI travel, how do you envision the ranking system working as consumers search for hotels? You know, to the extent you have a view, do you think this will be a traditional, kind of like CPC auction model, where traffic goes to the highest bidder? Or do you have a sense that order will be determined purely on the relevancy of the search? Obviously, it’s early, but what will be your opinion on how this plays out? Thanks.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: You know, it’s interesting. I think the answer is, we’ll see. I actually don’t know yet. What I would say is, we began last year, building an intent-based search natively into our own digital channels, and because we recognized early that guests actually wanted to search in a more, it with prose as opposed to, city, state, and availability date, metric or framework rather. But it’s very much language-based, and that’s been live, on Hyatt.com for some time. Secondly, we are early, one of the very few hotel companies that’s already launched an app live on ChatGPT, and, we’re learning a lot just watching and learning from how people are actually using that app in relation to search, and so we’re studying it.

What I would say is that our architecture. So a little bit of history. We’ve been at this for at this being AI enablement for 2 full years. We, in the first quarter, starting January, in January of 2024, we, I actually chaired the effort, but we put together a steering committee. We set up our infrastructure and built it. We set up governance, we set up our control environment, and we identified use cases, 4 of which have already been executed as large-scale agnostic platforms. And we’re moving forward on a number of different initiatives at the same time. With respect to search specifically, we’ve been working with OpenAI for months, which is why we’ve advanced to getting an app up and running with them so quickly.

Of course, everybody in the world is at the table with Google and everything else, isn’t it? You can assume that everybody, all suppliers are engaged with all providers of platforms, LLM-based platforms. I personally think that the natural, natural language search capability is going to continue to grow in popularity, and we have seen, we’ve got now longitudinal data over a couple of quarters, which clearly demonstrate that the booking conversion rate and the total revenue being generated through the native search capabilities, intent-based search capabilities that we built into Hyatt.com, are having a positive impact. So we’re higher conversions, higher revenues per booking, longer lengths of stay. So we’re seeing the actual evolution of search, the way search is being done, translate into value. I believe that it’s hard to extrapolate that to an app reposed within ChatGPT.

Although if you go through and actually access that app, you’ll see that there’s a live link to Hyatt.com, so you can terminate your booking in Hyatt.com because ChatGPT doesn’t have any. They’ve never indicated that they are prepared to be a merchant of record, and you can’t terminate or complete the reservation in that environment. But that’s fine with us because it brings us into Hyatt.com. So if I had to guess, I would say there’s a more than 50/50 chance it’ll be attribute-based and intent-based as opposed to strict value. I would also say that we are cognizant that both will have some place in the ecosystem, and we’re prepared for both.

I’m sorry for the long answer, but this is something that we’ve been working very intensively on for a long time, and I thought you’d benefit from a little bit more context than just the AI-based vehicles.

Ben Chaiken, Analyst, Mizuho: Very helpful. Thank you.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: Yep, thank you.

Speaker 7: Our next question comes from Sean Kelly from Bank of America. Please go ahead. Your line is open.

Sean Kelly, Analyst, Bank of America: Hi, good morning, everyone. Mark, at risk of going even further down the rabbit hole, I think that, you know, AI and, you know, generative AI is clearly the topic across a lot of different sectors right now. So can you just talk a little bit more about your actual relationship with OpenAI or ChatGPT? You know, kind of what do you get from that in terms of, like, what’s your ability to actually, you know, see behavior? You know, what do you kind of own versus what do they own in that, you know, a little bit in that relationship? And then, you know, kind of what are you-- Like, how does it monetize it, or how is that different than what we might think of when we think of just traditional SEO-based?

I type, I start with a kind of a very open browser-based search. Like, how is this fundamentally different when you kind of see what people are actually doing on the app?

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: ... Yeah. So, I’m trying to think about how to best order my answer. First of all, you’re asking specifically about OpenAI, so let me just address that, but then let me actually expand that. Because OpenAI is just one of the LLM, LLMs that we’re using for our agentic platforms. We’ve been licensed to others, so Microsoft, Google, Anthropic, and OpenAI for use in different agentic platforms that we’ve already built and that are a lot-- they’re in production at the moment, they’re live. And so the way it basically works is the in-- I’ll keep it super simple, but the infrastructure that we built is all private cloud-based.

So what you end up doing is in-licensing an LLM, and that LLM then is in your environment, and you’re paying a license fee to whomever provided it, but that’s the LLM that is used, that we then apply our own training to. We train that model to be ours, and it remains ours within our environment in a protected way. And the reason why you use different LLMs is because different LLMs have different attributes, both in terms of how they’ve been trained, but also their trainability. And so we’ve got, for example, an agentic platform for our group Salesforce, and it’s allowed them to value every piece of business.

So a couple of years ago, I think I may have mentioned this on a prior call, we responded to over 1.5 million RFPs, and we wanted to actually automate a lot of what we’re doing. So now we have the ability to value every single piece of business that comes in, rank order them in terms of desirability from a total revenue perspective and profitability flow-through perspective, but also it takes into account our overall relationship with the actual party that’s requesting space for a meeting. So if it’s top five customer, but a relatively small meeting, it gets prioritized because we want to maintain greater share with the biggest and most important customers to us. What that’s allowed is for us to. We’ve grown we’ve grown group market share every month since we launched this.

We are realizing higher revenue per group booking, and we’ve picked up almost 20% productivity for the group Salesforce folks at hotel level. So we’re—that’s like a day a week, if you can imagine how significant that is. So that’s just one of several examples. I’m not going to go through all of them. Among other things, there’s some competitively sensitive ones that I’m not interested in sharing. But with respect to the app, I think what’s going to end up happening is you, you’ll have several agentic interfaces. Yes, we have fully thought through agent-to-agent booking, where you end up with individuals, individual travelers or even corporate travel managers or meeting planners that have their own agents, and being able to have agents on our side that interface and can complete reservations without any intervention whatsoever.

So we are prepared for that. We already built the capability to do it, and that’s what we’re advancing at this point. So what I would say to you is we are agnostic. We’re not agnostic. We care about which LLMs we use. We’re deliberate about it, is what I should have said, not agnostic, but we are going to work with everybody. And I think the advancements have yet to come. We’re just seeing the beginnings of this on the agentic side, and Google is probably the one that has it is continuing to really focus their time and attention on this, and they have yet to really sort of disclose the full suite of options that they will have. So we’re paying close attention to that.

But of course, we’re in discussions with them every day. And all of what I just described is sort of revenue-focused. We’ve also implemented some agentic platforms that are very much efficiency-focused, and both are in play right now for us. So again, sorry for the long answer, but that’s, that’s where we are.

Sean Kelly, Analyst, Bank of America: Maybe just as a very short follow-up, but just because, you know, it’s something we get all the time across, again, lots of companies and industries, but obviously you are, you know, you have a very strong G&A program this year to keep costs under control. Is some of the efficiency gains that you’re seeing here directly related to, you know, some of these AI initiatives? I mean, the group Salesforce comment that you made does seem, you know, really tangible. So are we seeing that directly or is that a little aggressive to connect those two dots?

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: No, it’s not aggressive. There are some of the things that you’re seeing in G&A are enabled by automation, and we’ve already deployed a number of things that allow us to do better. It’s not just about saving costs, by the way, it’s about elevating the quality, robustness, and fidelity of the data and the analytics and the insights that we can derive from the data. So it’s actually being better, not just being more efficient.

Secondly, there are a whole bunch of things that we have already realized through automation, mostly machine learning applications as opposed to true Agentic AI, although some through Agentic AI, too, in our call center operations, for example, which have already had a significant impact in our cost structures with respect to our hotel services, which do not show up in our G&A.

Joan Bottarini, Chief Financial Officer, Hyatt: ... So we’ve got hundreds of millions of dollars of money that we spend every year supporting our hotels, and we have freed up capacity within those funds to be able to invest further in AI enablement, automation, and machine learning, and that’s exactly what we’re doing. So you’re not gonna see that in G&A, but it is a significant unlock for additional value creation within our chain services environment. Thanks so much.

Speaker 7: Our next question comes from Richard Clark from Bernstein. Please go ahead. Your line is open.

Richard Clark, Analyst, Bernstein: Hi there. Thanks for taking my question, and apologies for bringing it a bit more back to the prosaic. But I guess back in 2024, you were able to guide to a 54% conversion of EBITDA into free cash flow, and then an 89% conversion of free cash flow into capital returns. So those are worse for 2026 than they were for 2024, despite you being more asset-light. So just help us bridge why that has dropped down. And I guess also the disconnect seems to be on RevPAR between your commentary of sort of mid-single-digit growth, positive on all segments, and a sort of low to mid-point of 1%-2%. Is there anything in there, like refurbishments that are gonna weigh on RevPAR to get you down to that level?

Joan Bottarini, Chief Financial Officer, Hyatt: So, Richard, let me take these one at a time. The cash flow commentary that you provided, we expect in 2026 to be back to those levels of conversions, which is low- to mid-50s, if you look at the percentages that I described in my prepared remarks. So we are absolutely back there. We also have opportunity above and beyond that. We are looking to have some delevering over the next couple of years to get us back into our investment-grade ratios. You know, that will take some interest expense out of the equation.

And obviously, opportunity because of our asset-light position now and where we expect to grow, including the contribution from the credit card into, of course, into 2026 and into 2027, as we previously described. So on the RevPAR, switching to that topic, we provided a bridge so that you could see very clearly how we anticipate RevPAR to grow. The top line expectations that we provided in the outlook is 8%-11%. And if you look at the contribution of Playa and the impact of the restructuring of the credit card earnings into our core brand earnings into our results, we end up with a midpoint of core fee growth that is exceptionally strong. It’s seven and a half percent at the midpoint.

And we also provided in the materials that we distributed this morning, that we have had a core growth in our fees over the period of time since 2017 on a compounded basis, almost at 8%. So we are exceptionally proud of how our core growth in fees is, it has been growing and we expect will continue to grow. So we just wanted to make sure that highlight was well understood, which is why we provided the breakdowns that we have. And I hope that answers your question.

Richard Clark, Analyst, Bernstein: Maybe one final part, just the capital returns at $350 midpoint. So am I to understand that is because you will be deleveraging this year, and so hence, some of the free cash flow goes to deleveraging rather than capital return?

Joan Bottarini, Chief Financial Officer, Hyatt: You know, as we sit here at this point in the year, our capital allocation strategy has not changed. We expect to invest in growth for the platform and return excess cash to shareholders as appropriate, and of course, retain our investment-grade profile. So as we sit here now, we think that’s a healthy start to the year, and as you’ve seen us do time and again, we have, and for the past decade, returned capital to shareholders when there is excess cash. You know, I would just point to when we had the signing bonus in the fourth quarter of 2025, we did what we said we were going to do, which is return that directly to shareholders as excess cash. So that will be how we proceed with this year as well.

Richard Clark, Analyst, Bernstein: Listen, thank you.

Speaker 7: Our next question comes from Brant Monture from Barclays. Please go ahead, your line is open.

Brant Monture, Analyst, Barclays: Good morning, everybody. Thanks for taking my question. So the industry has largely cited a better December than expected, and that was the best month of the quarter, I think for most folks. You guys did a really impressive 4% globally for the fourth quarter overall. And then if I look at the first quarter guidance, you know, you’re pointing to the midpoint of your full year guidance, and so you’re looking for, let’s say, 2% in the first quarter after doing 4% in the fourth quarter.

So I guess the question is, you know, with, you know, with, with the context that one of your larger peers yesterday called out a sort of a real-time firming or, or sort of inflection or something within business transient, which I know is a smaller segment for you guys. They’re seeing some first quarter pick up, essentially, December in the first quarter. So the question would be, are you seeing that? And, and then is there anything else in the first quarter that we should think about quarter-over-quarter in terms of comparisons?

Joan Bottarini, Chief Financial Officer, Hyatt: So, Brant, why we ended up at that sort of middle point of the range is that, you know, we’re seeing a continuation of trends. We’re absolutely seeing that package RevPAR very strong in the first quarter, so leisure transient, as we described. And actually, January has come in a little bit better than our range, at the top end of our range. And with respect to the breakdown of that, BT has improved slightly, still a little bit flat in January. So you know, it’s been an interesting comparison because, of course, last year we had the inauguration. And so as we look at the quarter and we consider the conversations that we’re having with our big customers, we’re absolutely hearing that they are still intending to travel.

It’s just, you know, as you look at the booking windows, BT remains the shortest. So, we’re about flattish in January. The overall for January is at the high end of our range, and that package RevPAR is really strong, which is a great sign for leisure.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: Yeah. There-

Joan Bottarini, Chief Financial Officer, Hyatt: And-

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: Sorry, go ahead.

Joan Bottarini, Chief Financial Officer, Hyatt: No, please.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: There are two things that I would say are true. Several points to make. First, don’t forget we’re lapping inauguration last year, so that actually has some impact. So excluding Washington, our U.S. BT would have been better than... Because U.S. BT overall was down, but it would have been better by significant measure because of the comparison in D.C. The second thing I would say is that our pace, such as it is, it’s short term, is positive in both February and March, even though the total revenues that are booked right now are not huge proportions of total BT expected revenues, but they’re up, in both cases, above the top end of our RevPAR range for the year.

So BT looks like it’s going to be firming for the remainder of the first quarter. Leisure, as Joan pointed out, is very strong, especially our all-inclusive resorts with pace up around 10%. And so we’re looking at a situation where as much as we can tell at this point, it looks like we’ve got more positive momentum on the BT front in the near term, at least. Anything beyond two months out is really irrelevant because the booking window is so short. We’re also going to be heading into Liberation Day, lapping Liberation Day, that is. So we’ll see what impact that’s got in terms of the comparisons when we hit April. Great. Thank you, everyone. I’ll leave it at one. Thanks.

Speaker 7: Our next question comes from Smeed Rose from Citi. Please go ahead. Your line is open.

Ben Chaiken, Analyst, Mizuho0: Hi, thank you. I just wanted to ask a little more on your decision to no longer include EBITDA from non-consolidated joint ventures in your definition. I know you said part of it aligns with peers, but it also, I think you said, reflects strategy and evolution. I’m just wondering. I assume these are because they’re non-consolidated, these are minority interests that you hold. Would it make strategic sense to kind of go to your partners and ask, and then sort of try to get bought out over time as a way to kind of, you know, maybe get more simplicity in your overall model?

I guess the benefit of these JVs or non-consolidated JVs will just come to you through the EPS line, which I think, you know, most people focus less on you guys relative to peers, just because there’s, for lots of reasons, it’s very difficult to model versus just getting to an EBITDA number. So just wondering if you could just maybe talk about that, the decision there a little more.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: Yeah. Yeah, a good question is one for which I have an answer. A great question is one in which I get an idea thrown at me that we’re actually already implementing. So thank you. I would say in 2017, when we started going down the path of the program to sell down more methodically the asset base, we concurrently really shifted our strategy. Because up until then, we were actively using real capital, like we had allocated $200 million back in 2015, 2016 and 2017 to fund JV interest to help propel getting Hyatt Centric in great locations with great partners. And those investments turned out to be good investments.

Many of them, other than a couple, have already been monetized. And the same was true for a few Hyatt places in key locations like Austin, Nashville, et cetera. And so we have used capital through JVs to help propel and accelerate growth for individual brands. What I’ll tell you is, we are not. I believe that we will find other opportunities to do that, but it is not a proactive strategy that we are pursuing. We are actually pursuing what you described, which is looking at monetization of all of our JVs over time. As you say, in some cases, we have the ability to actually control an exit. In other cases, we have bought out partners so that we can control the hotel and then be able to pursue a sale.

There are several examples of that, where our owned hotels are currently in our portfolio, JV partners have been bought out. And then finally, we’ve got one public situation, which is Juniper. I think our market cap of our, our holdings is somewhere in $240 million-$250 million range, which is a staggering return because we only put in maybe $40 million into that investment to begin with. But, I think over time, and that’s after a significant decline in the Indian market. So we believe that value will recover because, performance in India continues to go from strength to strength, and we will look to monetize that over time.

So your suggestion is accepted, and the mandate is set, and we will, we’re going to be going to work.

Joan Bottarini, Chief Financial Officer, Hyatt: I would just add that similar to the program for any asset sales, we have retained management and franchise contracts on every single transaction, and this portfolio is also of a very high quality, and, you know, we have high quality partners. So as we consider all of the future actions we might take that Mark laid out, we would retain management and franchise contracts on all of these.

Ben Chaiken, Analyst, Mizuho0: That’s helpful. Thank you. Could I just ask just a quick follow-up separately? You mentioned the impact of Hurricane Melissa. It’s in your numbers. I mean, do you have any business interruption insurance claims, or is there anything that might offset that, or?

Joan Bottarini, Chief Financial Officer, Hyatt: Yes, we sure do, Smed. And we have, as you can imagine, in the parts of the world, this is a risk that we’re faced with as owners while we were owning the Playa Hotels, and our owners also have good insurance in this location. So we have not included that in the outlook, if that was your next question. We’re not sure when those proceeds will come in, but we’ll keep you posted.

Ben Chaiken, Analyst, Mizuho0: Okay. But that impact could be modified somewhat by ensure-- Yeah, I know the timing is always difficult and the amount is always difficult, but-

Joan Bottarini, Chief Financial Officer, Hyatt: It will be. It will be.

Ben Chaiken, Analyst, Mizuho0: Okay.

Joan Bottarini, Chief Financial Officer, Hyatt: The amount and timing is what is still under discussion.

Ben Chaiken, Analyst, Mizuho0: Right. Thank you. I appreciate it.

Joan Bottarini, Chief Financial Officer, Hyatt: Sure.

Speaker 7: Our next question comes from Steve Pizzella from Deutsche Bank. Please go ahead. Your line is open.

Ben Chaiken, Analyst, Mizuho1: Hey, good morning, everyone. Thank you for taking my question. Mark, wanted to ask about how you think about the ALG Vacations benefit to the business today, and whether that’s something you would consider selling outright or to a partner similar to UVC, where you can manage the business. I guess, just more curious broadly about how you think about the benefits to the broader business. Is it an acquisition tool for new all-inclusive resorts because you can tell owners you’ll drive people to your destination? Or is it just that integral to the existing portfolio, you like maintaining the control?

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: The answer is yes and yes. So let me give you some data. First, the HIC portfolio has outperformed the overall market every year since we’ve owned ALG. And part of the reason that’s true is because of ALGV’s capabilities. I think that plus UVC members who are the most dedicated and loyal are driving outperformance for our HIC hotels. And finally, World of Hyatt is growing significantly across our all-inclusive resorts in terms of penetration. I think it’s up 290 basis points year-over-year in terms of penetration, and I think we have a lot more room to go. So I think that over time, you’ll see World of Hyatt also be a major contributor.

So between those three avenues, which are wholly owned, we have real ability to drive business where and when we need it. And the underlying business itself is actually a profitable and really good distribution platform. For context, HIC represented about 30% of ALGV’s total hotel revenue in 2025, and ALGV represented about 16% of HIC’s total rooms revenue in 2025. So just to give you a sense of proportionality, that’s the— So it’s a channel that represents fully 16% of our total volume, rooms, sorry, net package revenue volume. And we, in turn, our own portfolio represents about 30% of ALGV’s total volume. So the answer is yes, it is extremely helpful in new property acquisition.

Yes, it is extremely helpful and vertically integrated into how we sell currently. And I would say the other major benefit is that we get tremendous visibility, tremendous visibility into airlift. We represent something like 13% of all the plane movements in Cancun Airport, the largest market share of anybody. And we are similarly number one in Punta Cana. So we’ve got an incredible relationship. We buy hundreds of millions of dollars of airline tickets every year from all the major airlines. And so we are plugged in in a way that gives us great, great visibility to route planning and to flow. So, your question: Yes, my answer is we are always open and always evaluating potential strategic alternatives for ALG Vacations, but there are certain conditions.

One, we have to maintain it, we have to maintain the strategic attributes that I just described. Two, it really needs to be something that would be an enhancement of their business model, not just a financial transaction, because there are many players you can imagine that would bring different dimensions to ALG Vacations’s business, whether that be geographic expansion or product type expansion. And finally, ALG Vacations has for the last two straight years been working on AI enablement, and we believe that they’ve made some great advances, and we have a lot more to do this year. But I think we’re gonna end up seeing some real opportunities there to improve the internal economics of the business itself, but also improve the market positioning of ALG Vacations.

So there’s more. I look at it and say there’s opportunity to actually do better with what we have, and yes, we are open to strategic alternatives, meeting those conditions that I just mentioned.

Joan Bottarini, Chief Financial Officer, Hyatt: And maybe, Steve, I’ll just add, with respect to the guidance that I provided in my prepared remarks, I mentioned that there’d be about a $10 million headwind for 2026 related to the business, and that is in part because of the impact of Jamaica and in part because of what we’re experiencing with the four-star and below demand. So just to give you a little bit of color, in addition to what to that $10 million for the year, we expect, on a net basis, that full amount to be recognized in the first quarter because we are lapping such a strong quarter relative to 2025.

And so as you look at the rest of the year, we sort of moderated post-Liberation Day, so Q2, Q3, maybe a little bit down, but and an upside in Q4. So that’s kind of how you can think about it across the year, which we think will be helpful because I think there’s been some questions about how to model the business.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: Yeah, and if I could just... Look, we’re not running the company for the first quarter of this year. This Jamaica impact is a 2026 issue, period. We have plans with the owner, Tortuga, and the other owners in Jamaica, but it’s primarily Tortuga. They’ve got a great, fantastic insurance program, as we had. They will have the money. I’ve met with the Minister of Tourism two weeks ago in Spain, and they have assured, and we know that airports are open, roads are open, the water supply, potable water supply is restored, the grid is restored. They did this in record time, just remarkable. In addition to that, the government is taking action to facilitate getting building products brought in without undue tariffs and taxes and labor. So they are really supporting...

The government is backing up the truck to make sure that all of the reconstruction can be done in the most efficient and fastest way possible. Most efficient, most cost-efficient, and fastest way possible. So what I believe, yeah, we’re gonna take a hit in 2026. We’ve already been very explicit about what that is, but I think the real point is, what does that position us for, for 2027? We’re gonna have fully refreshed, freshly, newly rebuilt, and renovated and upgraded hotels in Jamaica, which is gonna have a very strong year because the government is gonna make sure it does. There are too many jobs that are dependent on this industry for the government not to throw everything they have in the kitchen sink at this for 2027.

So I believe that, yeah, 26 is what it is, and it’s not, you know, it’s not a persistent issue, it’s not a fundamental structural issue, it’s a point in time. 2027 has the opportunity for us to far exceed what our own underwriting was out of those resorts when we did the deal and sold the - and when we sold the properties. So I look at it and say, I’m excited about the prospects for Jamaica. I’m excited about the financial prospects for those properties as we head into 2027. And if you’re here to buy the stock for what we’re gonna do in the first quarter, you probably shouldn’t. You know, my view is your - that don’t - that’s a trading question, and I’m not gonna engage in trading questions.

I would say this is about an investment where the profile sets up beautifully for a great 2027.

Sean Kelly, Analyst, Bank of America: That’s very helpful. Thank you.

Speaker 7: Our next question comes from Lizzy Dove, from Goldman Sachs. Please go ahead, your line is open.

Lizzy Dove, Analyst, Goldman Sachs: Hey, good morning. Thanks for taking the question. I wanted to go back to rooms growth. You mentioned, I think it was to Dan’s question earlier, about being open to portfolio deals. Just to confirm, is, is your assumption then that, that 6%-7% wouldn’t necessarily be all organic? And then, you also mentioned some of the, you know, newer brands where you’ve got traction, Hyatt Select, Unscripted, et cetera. Curious how you how big do you think those can be over time as a contributor? Thanks.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: We believe that the 6%-7% is the organic growth number, just to be clear.

Lizzy Dove, Analyst, Goldman Sachs: Okay.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: The fact that we have brands that are designed for conversion is taken into account. Portfolio deals are different, though. When we’re building Hyatt Select’s pipeline, which has expanded dramatically, and when we’re building the Unscripted pipeline, that’s sort of one by one, each hotel. Sometimes we do mini portfolios. We brought Wink Hotels in Vietnam, six hotels that joined Unscripted in December. That’s a mini portfolio deal, but it’s really treated like a regular way development deal. Our organic growth includes the brand portfolio that we currently have, which includes conversion brands. I would say you can expect that that is how we think about that. The portfolio deals that I’m talking about are larger and have more infrastructure associated with them.

These are management platforms, either because of geography or type of hotel, where we would do a deal, bring on a larger number of portfolio of hotels, either under its own brand or to be included under one of our collection brands or to be rebranded. And we would also bring on capabilities and people who are engaged if it’s in a geography in which we have relatively modest representation, which is exactly the kinds of deals we should be doing. Because in order to grow our reach and our points of service to all of our guests and how we care for our guests, we end up, you know, focusing on the places where we don’t have representation.

I think one of the two of us, Joan or I, talked about the fact that 50% of either pipeline or openings was, were in markets where-

Joan Bottarini, Chief Financial Officer, Hyatt: New markets.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: New markets. So that, that just goes to show that the strategy shows up in the data as well. So thank you for that, Lizzy.

Joan Bottarini, Chief Financial Officer, Hyatt: Thank you.

Mark Hoplamazian, President and Chief Executive Officer, Hyatt: I want to thank all of you for your time this morning. As you’ve heard, I think throughout today’s call, we’re really proud of what we’ve accomplished. We’re really proud of the Hyatt family, and we’re really excited about the momentum that we have in the business. The fee-based aspect of our business is going from strength to strength. I think there’s only been one year in the past 10 years where we have not led the industry in RevPAR growth. I would just focus everyone’s attention on the fact that, yes, we’ve done a lot of M&A over this period of time. Yes, we have looked at, there have been, as the headlines have continued to point out, there are some moving pieces, and my answer is we have been very explicit about what they are.

Everyone knew what they were going to be because we’ve been very explicit. We provided bridges, we provided all the information to simplify so that people can understand what we’ve done and, and where we’re headed. But do not mistake that significant value growth through inorganic activity, don’t, don’t let that distract you from the fact that the core business is extremely strong. And our cash flow conversions are going up. Our returns to shareholders will continue to go up, and our ability to delever and open up more capacity in the future, or relever and, and return more to shareholders is, is before us. So stay tuned. We, we appreciate your continued interest in Hyatt, and, and we certainly look forward to welcoming you into our hotels.

For any of you, and I’m sure there’s nobody in this category who are not members of World of Hyatt, please join. It’s a phenomenal program, and you can read about it on any blog. People love this program. So, don’t take my word for it, just go read about it. Thank you, and have a great day ahead.

Speaker 7: This concludes today’s conference call. Thank you for participating, and have a wonderful day. You may all disconnect now.