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We primarily derive our revenues from the provision of management, franchising, and hotel services, licensing of our portfolio of brands to franchisees and other hospitality-related businesses, including the Unlimited Vacation Club, operation of our owned and leased hotel portfolio, and provision of distribution and destination management services. For the year ended December 31, 2025, revenues totaled $7,101 million, net loss attributable to Hyatt Hotels Corporation totaled $52 million, and Adjusted EBITDA totaled $1,159 million. See Part II, Item 7, "Management's Discussion and Analysis of Financial Condition and Results of Operations—Key Business Metrics Evaluated by Management—Adjusted Earnings Before Interest Expense, Taxes, Depreciation, and Amortization ("Adjusted EBITDA")" for our definition of Adjusted EBITDA, how we utilize it, why we present it, and material limitations on its usefulness, as well as a reconciliation of our net income (loss) attributable to Hyatt Hotels Corporation to Adjusted EBITDA for the periods presented.

Our Purpose, Vision, Mission, and Values

Our Purpose

We care for people so they can be their best.

Our Vision

A world of understanding and care.

Our Mission

We deliver distinctive experiences for our guests.

Our Values

Empathy, experimentation, inclusion, integrity, respect, and wellbeing.

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Our purpose, vision, mission, and values are brought to life by our colleagues, whom we refer to as the Hyatt family. We believe our colleagues around the world embody our purpose of caring for people so they can be their best. This includes caring for one another, our guests and customers, property owners, and the communities in which our properties operate. We are strongly committed to advancing care for all our stakeholders and creating personal connections to increase loyalty and drive results. High levels of guest satisfaction lead to increased guest preference for our brands, which we believe results in a strengthened revenue base over the long term. We also believe engaged colleagues will enhance the efficient operation of our properties, resulting in improved financial results. Sustained adherence to these principles is a basis for our brand reputation and strongly contributes to our growth as our diverse group of owners and developers choose to invest in our portfolio of properties around the world.

World of Care

World of Care is our commitment to caring for people, the planet, and responsible business and a reflection of our purpose. Our World of Care pillars reflect our continuous engagement with colleagues, guests, customers, owners, investors, and communities to understand what is important to them. Through ongoing listening with these stakeholders and sharing information on our efforts, we strive to evolve our strategy and drive positive impact across communities.

•Caring for People: We care for the wellbeing of our colleagues, guests, customers, owners, and communities and are committed to advancing a culture of opportunity. Our efforts are focused on colleague development, wellbeing, human rights, inclusion, and community engagement and volunteerism.

•Caring for the Planet: As a global brand, we recognize that caring for the planet is integral to caring for people and we are committed to advancing environmental action. We seek to drive change in our communities with a focus on climate change and water conservation, waste and circularity, responsible sourcing, and thriving destinations.

•Caring for Responsible Business: Our commitment to caring for all our stakeholders drives what we do and how we work. It guides how we care for our people, communities, and planet, how we protect information and assets, how we demonstrate integrity in our business dealings, how we communicate honestly and transparently, and how we act as responsible professionals. Our Code of Business Conduct and Ethics reflects these commitments and provides a framework for making ethical business decisions.

Our Competitive Strengths

We have significant competitive strengths that support our mission to deliver distinctive experiences for our guests and customers, drive growth, and create value for our colleagues, guests, customers, owners, and stockholders.

•World Class Brands. Inspired by a deep understanding of customer, owner, and guest needs, our offering includes a global suite of distinct brands across five portfolios. We believe our brand portfolios are differentiated from competitors and intently focused on serving guests and customers at the high end of each segment in which our brands operate.

•Global Platform with Compelling Growth Potential. Our existing global brand presence is widely distributed, our hotels operate in some of the most populous urban centers and highly desirable resort destinations around the globe, and we believe our existing hotels, located in key markets, provide us with a strong platform from which to intently pursue new growth opportunities in markets where our brands are less prevalent.

•Deep Culture and Experienced Management Teams. The Hyatt family is united by shared values, a single purpose, and a deep commitment to listening, understanding, and personalizing experiences for our guests and customers—all of which we believe differentiates us from the competition, increases loyalty, and drives business results. Across our organization, we have a culture of learning and innovation.

•Strong Capital Base and Disciplined Financial Approach. Our approach is to maintain appropriate levels of financial leverage through industry cycles and downturns. At December 31, 2025, we had $813 million of cash and cash equivalents and short-term investments and approximately $1.5 billion of available borrowing capacity under our revolving credit facility. We believe our balance sheet strength positions us to take advantage of strategic opportunities to expand our presence and continue to grow our business over time.

•Diverse Exposure to Management and Hotel Services, Franchising, and Ownership. Our global mix of managed, franchised, owned, and leased properties provides a broad and diverse base of revenues, profits, and cash flows and provides flexibility to evaluate growth opportunities across our lines of business.

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•High-Quality Owned Hotels Located in Desirable Markets are a Source of Capital for New Growth Investments. We believe our owned assets provide us the opportunity to unlock additional shareholder value through dispositions that provide cash proceeds to fund additional strategic investments or return capital to our stockholders.

Our Business Strategy

Our enterprise strategy to drive long-term sustainable growth and create value for all stakeholders remains grounded in:

•Maximizing Our Core Business: We continue to grow and operate our core business with excellence in order to be best-in-class while generating profits for owners and to fuel our growth.

•Integrating New Growth Platforms: We seek to identify and integrate new opportunities to advance care for our guests and customers and strengthen loyalty to our brands.

•Optimizing Capital and Resource Deployment: We take a comprehensive and disciplined approach to our deployment of capital and resources to expand our management and franchising business, invest in new growth platforms, and, when appropriate, return capital to our stockholders.

In 2025, we evolved our enterprise structure to support an insights-led and brand-focused approach, positioning Hyatt to become the most responsive, innovative, and best-performing hospitality company – and ultimately, the most chosen by our stakeholders. In 2026, we will build on this momentum by focusing on the continued elevation of our brands, talent, and use of technology, which together we believe will drive value and scale performance.

Description of Brands

Brand (3)Chain Scale (4)Customer Base
Rooms at December 31, 2025 (1), (2)

Managed (5)FranchisedOwned and Leased (6)

Luxury Portfolio

LuxuryLeisure and business; meetings; social events8,827—549

LuxuryLeisure and business; meetings; social events1,947——

Luxury/WellnessLeisure and business; adult-only; meetings——383

Luxury All-InclusiveLeisure; adult-only323——

LuxuryLeisure and business; meetings3,1116,167—

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Lifestyle Portfolio

LuxuryLeisure and business; meetings; social events6,748715507

LuxuryLeisure and business; meetings; social events3,382472—

Upper UpscaleLeisure and business; meetings; social events1,386580—

Upper UpscaleLeisure and business; meetings; social events808178—

Upper UpscaleLeisure187——

Luxury All-InclusiveLeisure and business;

adult-only; meetings; social events2,311——

Upper UpscaleLeisure and business; meetings2,2676,069—

Upper UpscaleLeisure and business; meetings; social events498——

UpscaleLeisure and business—1,364—

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Inclusive Collection

Luxury All-InclusiveLeisure;

adult-oriented543——

Luxury All-InclusiveLeisure and business; meetings; social events; families2,578——

Luxury All-InclusiveLeisure and business; adult-only; meetings; social events1,320——

Luxury All-InclusiveLeisure and business; adult-only; meetings; social events10,697——

Luxury All-InclusiveLeisure and business; meetings; social events; families14,712——

Upper Upscale All-InclusiveLeisure;

adult-only924——

Upper Upscale All-InclusiveLeisure; social events; families11,648——

Upscale All-InclusiveLeisure7,443—1,262

Upper Upscale All-InclusiveLeisure; families4,147——

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Classics Portfolio

LuxuryLeisure and business; meetings; social events32,2321,331904

Upper UpscaleLeisure and business; meetings; social events; conventions; associations73,05622,6943,355

LuxuryLeisure and business; meetings; social events; associations2,3754,431—

Upper UpscaleLeisure and business; meetings7,2697,554138

Vacation

OwnershipOwners of

vacation units; leisure———

Upper UpscaleLeisure and business; meetings1,2069691,298

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Essentials Portfolio

UpscaleLeisure and business623377—

UpscaleLeisure and business1,598256—

UpscaleLeisure and business; meetings14,88751,735794

UpscaleExtended-stay guests; leisure and business; meetings3,36517,031—

Upper MidscaleExtended-stay guests; leisure and business—242—

Upper MidscaleLeisure and business—203—

Upper MidscaleLeisure and business; meetings—10,147—

(1) Figures include properties in our system that are not yet operating under such brand, but are expected to rebrand to such brand at a future date.

Figures do not include the following:

•8 unbranded properties (8,640 rooms) in the Americas and Europe;

•22 vacation units (1,997 rooms); and

•1,260 unaffiliated Mr & Mrs Smith properties (42,129 rooms) available through hyatt.com. At December 31, 2025, the Mr & Mrs Smith platform included approximately 2,400 properties (approximately 109,000 rooms) that pay commissions through our distribution segment revenues.

(2) At December 31, 2025, we had 42 residential units (4,696 rooms), certain of which are included in the figures above.

(3) The UrCove brand is owned by an unconsolidated hospitality venture, and the Bahia Principe Hotels & Resorts brand is owned by a consolidated hospitality venture, each between a Hyatt affiliate and an unrelated third party.

(4) Chain scale primarily represents industry standard hotel groupings with the exception of wellness, all-inclusive, and vacation ownership, which represent internal designations.

(5) Includes properties that we manage or provide services to.

(6) Figures do not include unconsolidated hospitality ventures.

Luxury Portfolio

Park Hyatt

Park Hyatt hotels are a home for guests who value quiet luxury. Each property is thoughtfully crafted and operated with an intuitive understanding of the needs and desires of discerning global travelers. As Hyatt's most elevated brand, the Park Hyatt brand features properties designed for elegant and understated luxury in the world's cultural and financial capitals as well as in tailored escapes beyond them.

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Alila

The Alila brand is where design becomes one with nature—sublime, transparent, and deeply connected to place. Each retreat is shaped by its environment, offering elemental experiences that restore body, soul, and earth. Guided by a light footprint and a design language that honors simplicity, the Alila brand creates immersive, meaningful moments that invite guests to live in harmony with the natural world while experiencing the essence of every destination.

Miraval

The Miraval brand is a purpose-built wellness sanctuary where personalized journeys inspire rest, renewal, and reconnection. Each stay is thoughtfully designed to meet guests wherever they are on their path to wellbeing—offering experiences that nurture balance, spark inspiration, and cultivate mindfulness. Guided by intention and crafted with care, the Miraval brand empowers guests to pause, breathe, and rediscover harmony in mind, body, and spirit.

Impression by Secrets

The Impression by Secrets brand is an inclusive haven for discerning adults seeking sophisticated intimacy, serenity, and artful indulgence. Each resort is meticulously crafted with extraordinary attention to detail—where design, service, and experience come together in perfect harmony. Here, every moment is immersive and deeply personal, offering elevated all-inclusive luxury that transcends expectation and celebrates the art of refined connection.

The Unbound Collection by Hyatt

The Unbound Collection by Hyatt brand is a collection of independent, story-worthy properties rich with character and texture. Each destination invites discovery through its own distinct narrative—celebrating individuality, authenticity, and a sense of place. United by the trusted excellence of Hyatt, this impressive collection empowers guests to create their own stories within hotels that are anything but ordinary.

Lifestyle Portfolio

Andaz

Andaz, translated from Hindi, means "personal style." Designed for those with a global sensibility, Andaz hotels are grounded in their local surroundings and infused with local culture. The brand's personalized, attentive service leaves guests feeling empowered and energized to explore themselves and the world around them, leaving them enriched and energized.

Thompson Hotels

Thompson Hotels provide a sophisticated home base when traveling. The brand is focused on the classics done with a refined sensibility and distinctive sense of style, which are housed in an environment where culture thrives. A style conscious original that juxtaposes classic and modern sensibilities to deliver a culturally rich environment that blends business and leisure.

The Standard

The Standard hotels create culturally-inspired, socially-driven entertainment destinations in some of the world's most inspiring locations. From its carefully curated food and beverage offerings to vibrant events that engage both locals and travelers, The Standard has become one of the most celebrated brands in the industry for over 25 years.

Dream Hotels

Dream Hotels bring the party to its guests with eye-catching aesthetics and vibrant social spaces where guests and locals mingle in search of a good time. Dream Hotels are located in urban destinations and emerging neighborhoods surrounding city centers. Each location's distinct influence creates a lively and amplified hospitality experience.

The StandardX

The StandardX brand brings The Standard brand's signature "cool factor" to smaller hotels, and up-and-coming neighborhoods, with properties that pack style, culture, and attitude into a smaller footprint. Each StandardX hotel embodies a stripped-back, potent sense of style, often located in areas on the cusp of transformation, where X marks the spot for the next big thing.

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Breathless Resorts & Spas

Breathless Resorts & Spas are adult-only, all-inclusive properties for guests seeking an activated beachfront experience in a social setting. These resorts offer modern accommodations, spas, meetings and event spaces, and compelling dining and beverage options. The experience is infused with a spirit of escape people expect from a beach-side destination, layered with unexpected moments of delight.

JdV by Hyatt

The JdV by Hyatt brand offers a collection of vibrant, independent hotels with a unique character and infused with joy that are true reflections of the urban neighborhoods they call home. Each hotel provides an experience that is inclusive in spirit and space, that brings people together with joy-driven service. Embracing its namesake of "joie de vivre," each property invites guests and locals to connect and celebrate the joys of life and travel.

Bunkhouse Hotels

Bunkhouse is a brand that is rooted in the heart of the communities it serves, offering an authentic sense of place. With a passion for distinctive design and a focus on building relationships with locals, Bunkhouse properties offer soulful travel experiences that connect deeply with guests. The brand's commitment to community-centered food and beverage experiences and engaging events creates spaces where locals and visitors alike come together to share stories and make memories.

Me and All Hotels

At Me and All Hotels, everyone is invited. Me and All Hotels are centrally located and inextricably linked with their city's local social dynamics. Urban design meets fun cultural programming to create an engaging environment for travelers and locals.

Inclusive Collection

Zoëtry Wellness & Spa Resorts

Zoëtry Wellness & Spa Resorts offer a relaxed, more intimate, and pampering all-inclusive experience in a beachfront, boutique setting. These resorts offer enrichment experiences focusing on local culture, nature, art, and wellbeing through indigenous spa treatments, environmentally conscious practices, and local workshops and activities.

Hyatt Ziva

Hyatt Ziva resorts are where families of all ages come together to celebrate connection, joy, and discovery. Designed to make family travel effortless and fun, these turnkey all-inclusive resorts deliver cheerful and unique experiences filled with unexpected moments and lasting memories. From vibrant activities to locally inspired dining and entertainment, Hyatt Ziva resorts create the perfect setting for families to relax, play, and make the most of their time together.

Hyatt Zilara

Hyatt Zilara resorts are an elevated, adult-only all-inclusive escape designed for those who seek to recharge, reconnect, and savor every moment. Thoughtfully crafted for couples and groups, each resort blends sophistication with relaxation—offering inspired cuisine, immersive experiences, and spaces that invite both intimacy and celebration. At Hyatt Zilara resorts, every detail is designed to turn time away into time well spent.

Secrets Resorts & Spas

Secrets Resorts & Spas are crafted for adults seeking intimate getaways and meaningful quality time and connection. A mature, romance-forward all-inclusive brand, Secrets Resorts & Spas offer serene beachfront settings where every detail inspires closeness and indulgence. With sophisticated accommodations, elevated dining, and experiences designed for two, Secrets Resorts & Spas create the perfect atmosphere for couples to unwind, rekindle, and celebrate one another.

Dreams Resorts & Spas

Dreams Resorts & Spas are designed for families who want it all—time together, time apart, and time to simply enjoy. Offering dedicated spaces and experiences for every moment, Dreams Resorts & Spas deliver an all-inclusive escape where kids can play, couples can reconnect, and families can make memories that last. With its broad appeal and event-driven versatility, Dreams Resorts & Spas blend family-friendly comfort with elevated service and effortless fun.

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Hyatt Vivid Hotels & Resorts

Hyatt Vivid Hotels & Resorts is a casual, all-inclusive brand created for NextGen travelers who value freedom, connection, and authentic experiences. Designed with a relaxed spirit and modern sensibility, each resort invites guests to set their own pace—whether it's socializing, exploring, or simply unwinding. With flexible programming, approachable style, and a focus on genuine connection, Hyatt Vivid Hotels & Resorts redefine all-inclusive for a new generation of travelers.

Bahia Principe Hotels & Resorts

Bahia Principe Hotels & Resorts offer vibrant all-inclusive vacations at an exceptional value in iconic sun-and-beach destinations. Each location invites guests to vacation fully and freely at lively resorts set in culturally rich destinations that celebrate the local character and environment.

Alua Hotels & Resorts

Alua Hotels & Resorts offer easy, sun-soaked escapes where simplicity and quality live in harmony. Designed for travelers seeking relaxed, carefree getaways, Alua Hotels & Resorts deliver the perfect balance of comfort, style, and value. With bright coastal settings, welcoming spaces, and a flexible resort experience, Alua Hotels & Resorts invite guests to unwind, enjoy, and savor the effortless pleasures of seaside living.

Sunscape Resorts & Spas

Sunscape Resorts & Spas offer budget-conscious vacations focused on family fun. These all-inclusive, family-friendly beachfront resorts provide a fun setting for the entire family. Each location offers a supervised kids club for younger guests, along with an array of activities and entertainment. Sunscape Resorts & Spas provide comfortable accommodations, flexible dining options, including kid-friendly menus, and exciting features like water parks and splash zones.

Classics Portfolio

Grand Hyatt

Grand Hyatt hotels offer landmark hospitality experiences in many of the world's most dynamic destinations, serving as social hubs where guests gather, dine, celebrate, and connect. Designed as destinations within destinations, these expansive hotels combine dramatic architecture, multicultural design, and elevated service to create a sense of occasion in every moment. Diverse restaurants and bars, luxury wellness offerings, and extensive meeting and event spaces support both leisure and business needs. Grand Hyatt hotels appeal to travelers seeking grand-scale experiences, blending the energy of major cities with the refinement and elegance of a global icon.

Hyatt Regency

Hyatt Regency hotels deliver a balance of functionality, consistency, and genuine care, offering reliable spaces where people can connect and be their best. Designed for both business and leisure travelers, these hotels and resorts provide seamless meeting and event capabilities alongside thoughtful amenities for families and individuals alike. Rooted in reliability and elevated by authentic hospitality, Hyatt Regency hotels foster inviting, community-oriented environments that support productivity, personal connection, and relaxation. The brand's long-standing commitment to intuitive, open-hearted service ensures enriching experiences that resonate across cultures, generations, and travel occasions.

Destination by Hyatt

The Destination by Hyatt brand is a collection of one-of-a-kind hotels and resorts shaped by the distinctive character of their surroundings. Each property embodies a deep sense of place, where design, experiences, and service reflect the spirit of the destination itself. Warm, authentic hospitality invites guests to explore, connect, and feel a genuine sense of belonging. Purposefully crafted and rooted in immersive discovery, Destination by Hyatt hotels enable travelers to embrace the individuality of each location and engage meaningfully with the people and culture that make it unique.

Hyatt Centric

Hyatt Centric hotels are modern, full service destinations designed for curious travelers who want to plug into the city quickly and explore with ease. Located in the heart of the action, each property offers flexible design, intuitive amenities, and vibrant social spaces that serve as a launch pad for discovery. Locally inspired touches and engaging service help guests live, work, and connect seamlessly throughout their stay. As energetic home bases for modern explorers, Hyatt Centric hotels prepare guests to dive into the best of each destination and make every experience feel distinctive and memorable.

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Hyatt Vacation Club

Hyatt Vacation Club is Hyatt's vacation ownership brand, offering members flexible access to regionally inspired, residential-style properties designed for meaningful time away with family and friends. Through a points-based ownership model, members can occupy their vacation home, exchange time across other Hyatt Vacation Club locations, convert stays into World of Hyatt bonus points, or travel throughout the broader Hyatt portfolio. Rooted in the belief that vacations foster connection and renewal, the brand provides warm, attentive service and relaxed environments that help guests create lasting memories. Hyatt Vacation Club enables travelers to vacation with intention through choice, flexibility, and human-centered experiences.

Hyatt

Hyatt hotels are smaller-sized properties located in convenient business and leisure destinations, designed to help guests make the most of every stay. Whether visiting for an important meeting, exploring a new city, or reconnecting with family and friends, these hotels offer comfortable, contemporary rooms and thoughtfully designed social and dining spaces that support a range of travel needs. Guided by colleagues who provide intuitive, genuine care, Hyatt hotels deliver warm, reliable hospitality and helpful local insight. The brand's approachable scale and people-first service create seamless, enjoyable stays that adapt naturally to each guest's purpose for travel.

Essentials Portfolio

Caption by Hyatt

Caption by Hyatt hotels are lively, social spaces made for travelers who value vibe, convenience, and community. Designed with a bold, lifestyle-light sensibility, each hotel blends style and substance. From relaxing and grabbing a bite to meeting new people, Caption by Hyatt hotels invite guests to enjoy spaces that feel authentic to their neighborhood and alive with local character.

Unscripted by Hyatt

The Unscripted by Hyatt brand is a collection of independent hotels defined by individuality and anchored by Hyatt's trusted standards of quality. Designed as the lightest-touch way for hotel owners to enter the Hyatt system, the Unscripted by Hyatt brand allows each property to maintain its own authentic character while benefiting from the strength, reach, and assurance of the Hyatt brand. For travelers, it's an invitation to discover one-of-a-kind stays—each with its own story, all backed by the confidence of Hyatt.

Hyatt Place

The Hyatt Place brand is designed for seamless travel, offering intuitive spaces that help guests stay productive, relaxed, and connected. Every element serves a purpose—delivering what matters most and nothing unnecessary. As a focused-service brand, Hyatt Place hotels balance comfort, value, and consistency, creating efficient experiences that satisfy guests while driving strong performance for owners. Thoughtful design, reliable service, and modern simplicity make Hyatt Place hotels the smart choice for travelers on the go.

Hyatt House

The Hyatt House brand offers the space, comfort, and convenience guests need to truly settle in—whether staying for work, family, or life in transition. Designed for extended stays, each hotel features apartment-style suites with fully equipped kitchens and thoughtfully designed living areas that feel like home. With inviting social spaces, convenient amenities, and the trusted care of Hyatt, Hyatt House hotels help guests maintain their everyday routine with ease, wherever they are staying.

Hyatt Studios

Hyatt Studios is a modern upper-midscale extended-stay brand thoughtfully designed with both guests and developers in mind. Each property features spacious, studio apartment-style suites equipped with everything needed for a comfortable, convenient stay. Blending smart, efficient design with contemporary amenities, the Hyatt Studios brand offers a reliable and welcoming home base for extended-stay travelers—delivering comfort, flexibility, and value.

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Hyatt Select

Hyatt Select is an upper-midscale transient brand that seamlessly delivers the essentials with a fresh, modern take—perfectly tailored for guests who live life on the go. Guests can expect friendly service and a comfortable stay, with standard guestrooms and suites that include a dedicated workspace, refreshment zone, and sitting area. Hyatt Select hotels offer thoughtful amenities such as a complimentary hot breakfast, a 24 hours a day, seven days a week self-service market, fitness center, and a multifunctional lobby where guests can eat, work, or relax.

UrCove

The UrCove brand is designed specifically to meet aspiring travelers' preferences and growing expectations for a seamless, comfortable, and premium travel experience in the upper-midscale market in the Chinese Mainland. Hotels in the UrCove brand, which is short for "your cove," blend comfort and convenience for the modern traveler through thoughtful service, spacious rooms, delicious food, and a relaxed, yet refined ambiance.

ALG Vacations, Amstar, and Trisept Solutions

ALG Vacations focuses on providing memorable vacation experiences around the world with an emphasis on Mexico and the Caribbean. As one of the largest sellers of vacation packages and charter flights in the United States, ALG Vacations operates a number of leading brands in vacation and travel, including Apple Vacations, Funjet Vacations, Travel Impressions, Blue Sky Tours, CheapCaribbean.com, and BeachBound. ALG Vacations also markets and distributes certain products through an affiliation with the airline vacation brand United Vacations.

The ALG Vacations business includes Amstar, a destination management business, and Trisept Solutions, a technology platform for travel merchandise and distribution. Amstar provides world-class expertise in destination services, transfers, and excursions to individuals, travel agencies, groups, corporations, tour operators, and meeting planners throughout seven countries and 39 destinations in the Americas.

Mr & Mrs Smith

Mr & Mrs Smith is a boutique and luxury global travel platform offering direct booking access to a carefully curated and growing collection of approximately 2,400 boutique and luxury properties in some of the world's most desirable locations. Hotel listing is by invitation only through a selective process, including required site visits by a diverse community of trusted tastemakers. Approximately 1,300 of these stand-out, style-led properties are available to book through hyatt.com.

Business Segment, Revenues, and Geographical Information

We manage our business within the following reportable segments:

•Management and franchising, which consists of the provision of management, franchising, and hotel services, or the licensing of our intellectual property to, (i) our property portfolio, (ii) our co-branded credit card programs, and (iii) other hospitality-related businesses, including the Unlimited Vacation Club;

•Owned and leased, which consists of our owned and leased hotel portfolio and, for purposes of owned and leased segment Adjusted EBITDA, our pro rata share of unconsolidated hospitality ventures' Adjusted EBITDA based on our ownership percentage of each venture; and

•Distribution, which consists of distribution and destination management services offered through ALG Vacations and the boutique and luxury global travel platform offered through Mr & Mrs Smith.

Within overhead, we include unallocated corporate expenses.

Management and Hotel Services Agreements

We manage and provide hotel services to hotels worldwide pursuant to management and hotel services agreements. Our management and hotel services agreements typically provide for a two-tiered fee structure that compensates us both for the revenue we generate for the property as well as for the profitability of hotel operations. In these two-tier fee structures, tier one is a base fee that is usually an agreed-upon percentage of gross revenues from hotel operations, and tier two is an incentive fee that is typically calculated as a percentage of a hotel profitability measure, such as gross operating profit, adjusted profit, or the amount by which gross operating profit or adjusted profit exceeds a specified threshold. Outside of the United States, some management and hotel services agreements have structures more dependent on hotel profitability measures, either (i) through a single management fee structure where the entire fee is based on a profitability measure or (ii) because our two-tier fee structure is more heavily weighted toward the incentive fee than the base fee. Certain of our hotel services agreements provide for a

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single-tier fee structure based on either an agreed-upon percentage of revenues generated from the hotel or a percentage of revenues in excess of an agreed-upon threshold amount.

In addition to our management and hotel services fees, we charge owners for certain services provided by us on a centralized or regional basis, including, without limitation, centralized reservation functions, certain sales functions, digital and technology, digital media, national advertising, certain marketing and promotional services, human resource services, insurance programs, and other corporate services.

Terms and Renewals

The approximate average remaining term of our management and hotel services agreements with third-party owners and consolidated and unconsolidated hospitality ventures in all regions (other than for properties currently under development) is 16 years for full service hotels, 13 years for select service hotels, and 12 years for all-inclusive resorts, in each case assuming no renewal options are exercised by either party. Including exercise of extension options in Hyatt's sole discretion, the approximate average remaining term of our management and hotel services agreements in all regions (other than for properties currently under development) is 19 years for full service hotels, 20 years for select service hotels, and 14 years for all-inclusive resorts.

Franchise Agreements

Our franchise agreements grant our franchisees the limited right to use our name, marks, and systems in the operation of franchised full service hotels, select service hotels, and all-inclusive resorts under certain brands. We do not participate in the management of our franchised hotels; however, franchisees are required to operate franchised hotels consistent with our brand standards. We approve the plans for, and the location of, franchised hotels and review the operation of these hotels to ensure our standards are maintained.

In general, our franchisees pay us an initial application fee and/or a design services fee as well as ongoing royalty fees, the amount of which depends on the brand under which the franchised property is licensed as well as the region where the property is located. Royalty fees are typically a percentage of gross rooms revenues, typically ranging from 2.75% to 5%, or, in some cases, gross room revenues generated through Hyatt reservation and booking channels, typically 7%, or a combination of a percentage of gross rooms revenues and a percentage of gross food and beverage revenues, typically 6% of gross room revenues and 3% of gross food and beverage revenues. In some circumstances, and in particular, outside of the United States and Canada, we have negotiated other fee arrangements. In addition to our franchise fees, we charge franchisees for certain services arranged and, in most cases, provided by us. These services may include, without limitation, centralized reservation functions, certain sales functions, digital and technology, digital media, national advertising, certain marketing and promotional services, as well as various revenue management services.

Terms and Renewals

The standard term of our franchise agreements is typically 20 years. At expiration, franchisees typically have the option to enter into a 10-year successor franchise agreement, assuming the franchisee has complied with franchise agreement requirements and standards. Certain of our franchise agreements have renewal options at our discretion, generally triggered if the franchisee has failed to exercise its renewal option, or upon the mutual agreement of the parties. We have the right to terminate franchise agreements upon specified events of default, including non-payment of fees and non-compliance with brand standards. In the event of early termination for any reason, our franchise agreements typically set forth liquidated damages our franchisees must pay to us upon termination.

The average remaining base term of our franchise agreements for our select service hotels, full service hotels, and all-inclusive resorts in all regions (other than those currently under development) is approximately 14 years.

Sales and Revenue Management, Marketing, and Reservation Systems and Global Care Centers

Sales and Revenue Management

We deploy global, national, and regional sales teams. The global team is responsible for our largest and most significant accounts doing business globally. The national teams primarily focus on mid-tier accounts along with driving new or incremental accounts for our portfolio of properties. The regional teams are responsible for large accounts that typically do business within multiple hotels in one region. The global, national, and regional sales teams coordinate efforts with the hotel sales teams. In-house hotel sales colleagues are focused on local and regional business opportunities, as well as securing business generated from our key global, national, and regional accounts.

Our corporate sales organizations are focused on growing market share with key accounts, identifying new business opportunities, and maximizing our local customer base. Our key accounts consist of major corporations; national, state, and

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regional associations; specialty market accounts, including social, government, military, educational, religious, and fraternal organizations; travel agency and luxury organizations; and a broad and diverse group of individual consumers. Our global, national, and regional sales teams target multiple brands to key customer accounts within these groups. No single customer is material to our business. Our global, national, and regional teams consist of colleagues at sales offices around the world who are focused on group business, corporate and leisure traveler accounts, and travel agencies.

Sales colleagues use our proprietary sales tool to manage the group rooms forecast, maintain an inventory of definite and tentative group rooms booked each day, streamline the process of checking guest room availability and rate quotes, and determine meeting room availability.

We seek to maximize revenues in each hotel we operate through a team of revenue management professionals, and we also provide revenue management services to franchisees upon request. Our revenue management leaders use proprietary software that enables colleagues to benefit from enhanced modularity and flexibility, increased automation and efficiency, improved rate management, and the ability to drive deeper collaboration across commercial teams. The goal of revenue management is to secure the right customers, on the right date, at the right price, and help drive hotel margins.

Marketing

We are focused on the high-end traveler, positioning our offerings at the top of each segment in which our brands operate. Our marketing strategy is designed to drive incremental bookings, loyalty, and community through global, regional, field, and digital marketing efforts. Building and differentiating each of our brands is critical to increasing Hyatt's brand preference. We are focused on targeting the distinct guest segments that each of our brands serve and supporting the needs of the hotels by thorough analysis and application of data and analytics. We also evaluate, experiment with, and implement various artificial intelligence ("AI") tools or solutions to assist in these efforts and drive greater personalization for guests, members, and customers. The World of Hyatt loyalty program and our digital platforms are also key components of building loyalty and driving revenue. The loyalty program focuses on deepening relationships with members, driving repeat stays, guest satisfaction, recognition, and differentiated services and experiences for our most loyal guests. Our digital platforms are our primary distribution channels providing guests, customers, and members with an efficient source of information about our hotels, distinct brand experiences, and a seamless booking experience. With a combined focus on increasing brand awareness, building a community of loyalists, and enhancing digital engagement through personalized experiences, our marketing is aimed at Hyatt becoming the most preferred hospitality brand.

Reservation Systems and Global Care Centers

We have a proprietary central reservation system that provides a comprehensive view of inventory, while allowing for local management of rates based on demand. Through this system, we are able to allow bookings and subsequent maintenance of bookings by hotels directly, via telephone through our global care centers, by travel agents, by corporate clients, and through digital platforms. We have made significant progress migrating to a new central reservation system, which is enhancing our reservation capabilities, streamlining operations, and delivering an efficient search and booking process. The new system is designed to make the guest search and booking process even smoother and increase visibility for property availability through flexible calendar search, an enhanced rooms rates and view, and an efficient booking process.

We have 21 global care centers that service our global guest, customer, and loyalty member base 24 hours a day, seven days a week. Hyatt operates call center services in the United States, Germany, China, Japan, South Korea, India, and London and collaborates with third-party call centers in Latin America, the Caribbean, Europe, and Asia, to serve all of our guests and hotels across all of our brands. Hyatt utilizes both proprietary and third-party booking engines, and reservations are managed through a central reservations system. While we continue to provide full reservation services via telephone, chat, and email through these global care centers, we continue to make significant investments in internet booking capabilities on hyatt.com and mobile platforms. We also continue to enhance the services and capabilities of our global care centers to better align with evolving technology and guest preference. Some of the rooms at hotels and resorts we manage, franchise, or provide services to are booked through internet travel intermediaries or online travel service providers. We also engage third-party intermediaries who collect fees by charging our hotels and resorts a commission on room revenues, including travel agencies, travel distribution providers, and meeting and event management companies.

Loyalty and Co-Branded Credit Card Programs

Inspired by our purpose, the award-winning World of Hyatt loyalty program aims to build community and engagement with high-end travelers. The program generates substantial repeat guest business by rewarding frequent stays with points that can be redeemed for hotel nights and other valuable rewards. Loyalty program members enjoy additional benefits and awards as they reach milestone rewards and advance through the three elite tiers based on qualifying nights or base points in a calendar year.

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We have co-branded consumer and business credit cards associated with the World of Hyatt loyalty program. Pursuant to our multi-year agreement with Chase, we received a fixed amount at contract inception and generally earn variable amounts, primarily based on cardholder spend, that are paid to us monthly over the term of the agreement. We believe that our co-branded credit card programs drive meaningful value for our guests, our owners, and our brands by creating more ways for World of Hyatt members to experience our portfolio of properties and be recognized beyond their stays.

World of Hyatt members earn points based on their spend at our properties and through our experience platform; by transacting with our strategic loyalty alliances, including American Airlines and Peloton; or in connection with the co-branded consumer and business credit cards. Loyalty program points can be redeemed at properties across our brands, converted into airline miles with numerous participating airlines, and redeemed with our strategic loyalty alliances and other third parties.

The loyalty program is operated for the benefit of participating properties and is primarily funded through contributions from eligible revenues generated from loyalty program members and certain payments received pursuant to our co-branded credit card programs. These funds are applied to reimburse hotels for room nights when members redeem loyalty program points and pay for administrative expenses and marketing initiatives to support the loyalty program and our co-branded credit card programs.

At December 31, 2025, World of Hyatt had approximately 63 million members. During 2025, member stays represented approximately 49% of total system-wide room nights, excluding our all-inclusive properties. Beginning in 2025, this measure includes all stays during which a member earns World of Hyatt points (or benefits from a third-party loyalty program, such as airline miles, in lieu of points) and all stays during which a member redeems loyalty program points or uses award nights. If this methodology had been applied in 2024, member stays would have represented approximately 47% of total system-wide room nights, excluding our all-inclusive properties.

Unlimited Vacation Club

The Unlimited Vacation Club is a paid membership program that provides its members with preferred rates and benefits exclusively at participating Hyatt-branded all-inclusive resorts primarily within Latin America and the Caribbean. Through a variety of membership levels, members purchase the right to receive certain benefits which may include preferred rates on future reservations, free hotel nights, discounts on spa and other hotel offerings, and special benefits with third-party travel alliances. We manage the Unlimited Vacation Club business, which is an unconsolidated hospitality venture, under a long-term management agreement and license and royalty agreement.

Competition

There is intense competition in all areas of the hospitality industry. Competition exists for hotel and resort guests, vacation membership customers, management and hotel services agreements and franchise agreements, sales of vacation and branded residential units, and online travel customers, including leisure and business travelers as well as travel agencies and tour operators. Our principal competitors are other operators of full service, select service, extended-stay, all-inclusive, and wellness properties, including other major hospitality chains with well-established and recognized brands, as well as cruise line operators. We also compete against smaller hotel chains and independent and local owners and operators and face competition from new distribution channels in the travel industry, including potential AI platforms. Additional sources of competition include large companies that offer online travel services as part of their business model, such as Alibaba, financial services providers such as credit card issuers, search engines such as Google, and peer-to-peer inventory sources that allow travelers to book stays on websites that facilitate the short-term rental of homes and apartments from owners, thereby providing an alternative to hotel rooms, such as Airbnb and Vrbo.

We compete for guests at hotels and resorts and for customers of our services based primarily on brand name recognition and reputation, location, customer satisfaction, room rates, quality of service, amenities, quality of accommodations, security, and the ability to earn and redeem loyalty program points.

We compete for management and hotel services agreements based primarily on the value and quality of our management and hotel services, brand name recognition and reputation, loyalty program penetration, the level of our management fees, room rate expectations, costs associated with system-wide services, including without limitation, sales and revenue management, marketing, global care centers (including reservation and customer support), digital and technology, and digital media (collectively, "system-wide services"), the terms of our management and hotel services agreements, including compared to the terms our competitors offer, and the economic advantages to the property owner of retaining our management and hotel services and using our brand name. We compete for franchise agreements based primarily on brand name recognition and reputation, loyalty program penetration, the room rate that can be realized, costs associated with system-wide services, and the royalty fees charged. Other competitive factors for management and hotel services agreements and franchise agreements are relationships with property owners and investors, availability and affordability of financing, marketing support, loyalty

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programs, reservation and e-commerce system capacity and efficiency, distribution channels, limitations on the expansion of one or more of our brands in certain geographic areas due to restrictions previously agreed to in order to secure management and franchise opportunities, and the ability to provide capital that may be necessary to obtain management and hotel services agreements and franchise agreements.

The number of branded lodging operators with a global reach and depth of products and offerings similar to us is limited. We believe our strong customer base, prominent brand recognition, strategic property locations, and global development team enable us to compete effectively. For additional information, see Part I, Item 1A, "Risk Factors—Risks Related to Our Business." Because we operate in a highly competitive industry, our revenues, profits, or market share could be harmed if we are unable to compete effectively, and new distribution channels, including potential AI platforms, alternatives to traditional hotels, and industry consolidation among our competitors may negatively impact our business.

Seasonality

The hospitality industry is typically seasonal in nature. The periods during which our properties experience higher revenues vary from property to property, depending principally on location, the customer base served, and potential impacts due to the timing of certain holidays.

Cyclicality

The hospitality industry is cyclical. There is a history of increases and decreases in demand for hotel rooms, in occupancy levels, and in rates realized by owners of hotels through economic cycles. Variability of results through some of the cycles in the past has been more severe due to changes in the supply of hotel rooms in given markets or in given categories of hotels. Changes in industry demand due to economic conditions or changes in the supply of hotel rooms can result in significant volatility in results for owners, managers, and franchisors of hotel properties. The costs of running a hotel tend to be more fixed than variable. Because of this, in an environment of declining revenues, the rate of decline in earnings will be higher than the rate of decline in revenues. Conversely, in an environment of increasing demand and room rates, the rate of increase in earnings is typically higher than the rate of increase in revenues.

Intellectual Property

In the highly competitive hospitality industry in which we operate, trademarks, service marks, trade names, and logos are very important in the sales and marketing of our hotels, residential and vacation units and services, our distribution and destination management services business, and the paid membership program that we manage. We have a significant number of trademarks, service marks, trade names, logos, and pending registrations, and significant resources are expended each year on surveillance, registration, and protection of our trademarks, service marks, trade names, and logos, which we believe have become synonymous in the hospitality industry with a reputation for excellence in service and care. For additional information, see Part I, Item 1A, "Risk Factors—Risks Related to Our Business—Any failure to protect our trademarks and intellectual property could reduce the value of our brand names and harm our business."

Government Regulation

We are subject to numerous foreign, federal, state, and local government laws and regulations, including those relating to employment practices, laws and regulations that govern the offer and sale of franchises, health and safety, competition, anti-bribery, and anti-corruption, the preparation and sale of food and beverages, building and zoning requirements, cybersecurity, data privacy, data localization, the handling of personally identifiable information, the development and deployment of AI technologies, and general business license and permit requirements, in various jurisdictions. We manage hotels with casino gaming operations as part of or adjacent to such hotels, but third parties manage and operate the casino operations. Compliance with these various laws and regulations can affect the revenues and profits of our portfolio of properties and could adversely affect our operations or our reputation. We believe our businesses are conducted in substantial compliance with applicable laws and regulations.

Human Capital Management

Our purpose—we care for people so they can be their best—is at the heart of how we care for our guests, customers, and colleagues. Every Hyatt colleague plays a distinct and important role in executing our strategy, and we recognize that our success is dependent on our colleagues delivering care to our guests and customers, and therefore our colleagues are at the core of our purpose. Our approach to human capital management is central to our insights-led and brand-focused strategy and we focus on attracting, developing, and retaining top talent across the enterprise. We invest in our recruitment and retention processes, with a focus on enterprise leadership capabilities, personal and professional development resources, and creating inclusive environments where colleagues feel a sense of belonging and care.

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Employees

At December 31, 2025, we had approximately 242,000 colleagues working at our corporate and regional offices, our managed, franchised, owned, and leased properties, the Bahia Principe Hotels & Resorts properties that are managed by a consolidated hospitality venture, and the Unlimited Vacation Club business that we manage. We directly employ approximately 50,000 of these colleagues. The remaining colleagues are employed by third-party owners and franchisees of Hyatt properties. Approximately 18% of our employees (approximately 22% of our U.S.-based employees) were either represented by a labor union or had terms of employment that were determined under a labor agreement. We believe relations with our employees and colleagues are good.

Environmental Matters

In connection with our ownership, management, and development of properties, we are subject to various foreign, federal, state, and local laws, ordinances, and regulations relating to environmental protection. Under some of these laws, a current or former owner or operator of real property may be held liable for the costs of investigating or remediating hazardous or toxic substances or wastes on, under, or in such real property, as well as third-party sites where the owner or operator sent wastes for disposal. Such laws may impose liability without regard to whether the owner or operator knew, or was at fault in connection with, the presence or release of such hazardous substances or wastes. Although we are not aware of any current material obligations for investigating or remediating hazardous substances or wastes at our owned properties, the future discovery of substances or wastes at any of our owned properties, or the failure to remediate such contaminated property properly, could adversely affect our ability to develop or sell such real estate, or to borrow using such real estate as collateral. In addition, the costs of investigating or remediating contamination at our properties or at properties where we sent substances or wastes for disposal, may be substantial.

We are also subject to various requirements, including those contained in environmental permits required for our operations, governing air emissions, effluent discharges, the use, management, and disposal of hazardous substances and wastes, and health and safety. From time to time, we may be required to manage, abate, or remove asbestos, mold, lead, or other hazardous materials or conditions at our properties. We believe our properties and operations are in compliance, in all material respects, with all foreign, federal, state, and local environmental laws and ordinances. However, additional operating costs and capital expenditures could be incurred if additional or more stringent requirements are enacted in the future.

Insurance

Properties we manage, franchise, provide services to, license, own, and lease outright or through hospitality ventures are insured under different insurance programs depending on whether the property participates in our insurance programs or in the insurance programs of the property owner, including the hospitality venture, franchisee, or licensee. We maintain insurance coverage for our owned and leased hotels under our insurance programs for liability, property, workers' compensation, and other risks with respect to our business. Hotels owned by hospitality ventures, hotels we manage and provide services to, and certain franchises are permitted to participate in our insurance programs by mutual agreement with our hospitality venture partners or third-party owners and franchisees. The majority of hotels owned by hospitality ventures and managed hotels owned by third parties participate in our insurance programs. Our hospitality venture agreements and management and hotel services agreements require hotels owned by hospitality ventures and managed hotels owned by third parties that do not participate in our insurance programs to be insured at coverage levels generally consistent with the coverage levels under our insurance programs, including liability, property, business interruption, workers' compensation, and other insurance. Our franchise and license agreements require our franchisees and licensees to maintain liability, property, business interruption, workers' compensation, and other insurance at our franchised or licensed properties. We are typically covered under insurance policies held by third-party owners, franchisees, or licensees to the extent necessary and reasonable. We also maintain cyber risk insurance for systems and data controlled by us. Cyber risk insurance generally covers all Company-controlled systems and Company-controlled data in properties that we manage, franchise, provide services to, license, own, and lease outright or through hospitality ventures.

We believe our insurance policies, as well as those maintained by third-party owners and franchisees, including hospitality ventures, are adequate for foreseeable losses and on terms and conditions that are reasonable and customary with solvent insurance carriers. We also self-insure some of our risks generally through the use of deductibles and retentions. We believe these deductibles and retentions are reasonable and customary for our industry and our size. However, there are losses we may incur that cannot be insured against or that we believe are not economically reasonable to insure. We use a U.S.-based and licensed captive insurance company that is a wholly owned subsidiary of the Company to generally insure our deductibles and retentions, but we exclude most property insurance deductibles and retentions.

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Stockholder Agreements

The following is a summary of the provisions of the Amended and Restated Global Hyatt Agreement, the Amended and Restated Foreign Global Hyatt Agreement, and the Global Hyatt Corporation 2007 Stockholders' Agreement (the "2007 Stockholders' Agreement"). The following descriptions of these agreements do not purport to be complete and are subject to, and qualified in their entirety by, the Amended and Restated Global Hyatt Agreement, Amended and Restated Foreign Global Hyatt Agreement, and 2007 Stockholders' Agreement, copies of which have been filed with the Securities and Exchange Commission ("SEC") and are incorporated by reference herein. For additional information regarding these agreements, please also refer to Part I, Item 1A, "Risk Factors—Risks Related to Share Ownership and Other Stockholder Matters."

Amended and Restated Global Hyatt Agreement

The trustees of the U.S. situs trusts for the benefit of certain lineal descendants of Nicholas J. Pritzker, deceased, that own, directly or indirectly, shares of our common stock, and the adult beneficiaries of such trusts, including Mr. Thomas J. Pritzker, our executive chairman, and Mr. Jason Pritzker, one of our directors, and any of their successors that own, directly or indirectly, shares of our common stock, have entered into the Amended and Restated Global Hyatt Agreement pursuant to which they have agreed to, among other things, certain voting agreements and limitations on the sale of shares of our common stock. At January 31, 2026, Pritzker family business interests own, directly or indirectly, 51,627,853 shares, or 54.7%, of our total outstanding common stock and control approximately 89.0% of our total voting power. Specifically, such parties have agreed that until the date upon which more than 75% of the Company's fully diluted shares of common stock is owned by persons other than Pritzker family members and spouses (including any U.S. or non-U.S. situs trusts for the current or future, direct or indirect, vested or contingent, benefit of Pritzker family members and spouses), all Pritzkers (and their successors in interest, if applicable), but not the transferees by sale (other than Pritzkers who purchase directly from other Pritzkers), will vote all of their voting securities consistent with the recommendations of our board of directors with respect to all matters assuming agreement as to any such matter by a majority of a minimum of three independent directors (excluding for such purposes any Pritzker) or, in the case of transactions involving us and an affiliate, assuming agreement of all of such minimum of three independent directors (excluding for such purposes any Pritzker). All Pritzkers have agreed to cast and submit by proxy to us their votes in a manner consistent with the foregoing voting agreement at least five business days prior to the scheduled date of any annual or special meeting of stockholders.

In addition, such parties have agreed that until the date upon which more than 75% of the Company's fully diluted shares of common stock is owned by persons other than Pritzker family members and spouses (including any U.S. or non-U.S. situs trusts for the current or future, direct or indirect, vested or contingent, benefit of any Pritzker family members and spouses), all Pritzker family members and spouses (including U.S. and non-U.S. situs trusts for the current or future, direct or indirect, vested or contingent, benefit of any Pritzker family members and spouses or affiliates of any thereof) in a "beneficiary group" (including trusts only to the extent of the then current benefit of members of such beneficiary group) may sell up to 25% of their aggregate holdings of our common stock, measured as of November 4, 2009, the date of effectiveness of the registration statement on Form S-1 (File No. 333-161068) relating to our initial public offering of our Class A common stock, in each 12-month period following the date of effectiveness of such registration statement (without carry-overs), and shall not sell more than such amount during any such period. Upon the unanimous affirmative vote of our independent directors (excluding for such purposes any Pritzker), such 25% limitation may, with respect to each such 12 month period, be increased to a higher percentage or waived entirely. Sales of our common stock, including Class A common stock and Class B common stock, between and among Pritzkers is permitted without regard to the sale restrictions described above and such sales are not counted against the 25% sale limitation.

All shares of our common stock owned by each beneficiary group (including trusts only to the extent of the then current benefit of members of such beneficiary group) are freely pledgeable to an institutional lender and such institutional lender will not be subject to the sale restrictions described above upon default and foreclosure.

The Amended and Restated Global Hyatt Agreement may be amended, modified, supplemented, or restated by the written agreement of the successors to Mr. Thomas J. Pritzker, Mr. Marshall E. Eisenberg, and Mr. Karl J. Breyer, solely in their capacity as co-trustees of the Pritzker family U.S. situs trusts, 75% of the adult beneficiaries named below and a majority of the other adult beneficiaries party to the agreement. Each of Thomas J. Pritzker, Nicholas J. Pritzker, Jennifer N. Pritzker, John A. Pritzker, Linda Pritzker, Karen L. Pritzker, Penny Pritzker, Daniel F. Pritzker, Anthony N. Pritzker, Gigi Pritzker Pucker, and Jay Robert Pritzker, and their respective lineal descendants and current spouse, if relevant, make up a "beneficiary group."

Disputes that relate to the subject matter of the Amended and Restated Global Hyatt Agreement are subject to arbitration pursuant to the terms of the agreement. The exclusive requirement to arbitrate under the Amended and Restated Global Hyatt Agreement shall not apply with respect to the manner in which Hyatt's operations are conducted to the extent the parties (in their capacities as stockholders) and non-Pritzker public stockholders are affected comparably; provided, however, that a party

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may participate in and benefit from any shareholder litigation initiated by a non-party to the agreement. A party to the agreement may not solicit others to initiate or be a named plaintiff in such litigation (i) unless two thirds of the independent directors (excluding for such purposes any Pritzker) of a board of directors having at least three independent directors (excluding for such purposes any Pritzker) do not vote in favor of the matter that is the subject of the litigation or (ii) in the case of affiliated transactions reviewed by our board of directors, unless at least one independent director (excluding for such purposes any Pritzker) did not approve the transaction.

Amended and Restated Foreign Global Hyatt Agreement

The trustees of the non-U.S. situs trusts for the benefit of certain lineal descendants of Nicholas J. Pritzker, deceased, that own, directly or indirectly, shares of our common stock, and the adult beneficiaries of such trusts, including Mr. Thomas J. Pritzker and Mr. Jason Pritzker, and any of their successors that own, directly or indirectly, shares of our common stock, have entered into the Amended and Restated Foreign Global Hyatt Agreement pursuant to which they have agreed to, among other things, certain voting agreements and limitations on the sale of shares of our common stock. At January 31, 2026, Pritzker family business interests own, directly or indirectly, 51,627,853 shares, or 54.7%, of our total outstanding common stock and control approximately 89.0% of our total voting power. Specifically, such parties have agreed that until the date upon which more than 75% of the Company's fully diluted shares of common stock is owned by persons other than Pritzker family members and spouses (including any U.S. or non-U.S. situs trusts for the current or future, direct or indirect, vested or contingent, benefit of any Pritzker family members and spouses), all Pritzkers (and their successors in interest, if applicable), but not the transferees by sale (other than Pritzkers who purchase directly from other Pritzkers), will vote (or cause to be voted) all of the voting securities held directly or indirectly by them consistent with the recommendations of our board of directors with respect to all matters assuming agreement as to any such matter by a majority of a minimum of three independent directors (excluding for such purposes any Pritzker) or, in the case of transactions involving us and an affiliate, assuming agreement of all of such minimum of three independent directors (excluding for such purposes any Pritzker). All Pritzkers have agreed to cast and submit by proxy to us their votes in a manner consistent with the foregoing voting agreement at least five business days prior to the scheduled date of any annual or special meeting of stockholders.

In addition, such parties have agreed that until the date upon which more than 75% of the Company's fully diluted shares of common stock is owned by persons other than Pritzker family members and spouses (including any U.S. or non-U.S. situs trusts for the current or future, direct or indirect, vested or contingent, benefit of any Pritzker family members and spouses), all Pritzker family members and spouses (including U.S. and non-U.S. situs trusts for the current or future, direct or indirect, vested or contingent, benefit of any Pritzker family members and spouses and/or affiliates of any thereof) in a "beneficiary group" (including trusts only to the extent of the then current benefit of members of such beneficiary group) may sell up to 25% of their aggregate holdings of our common stock, measured as of November 4, 2009, the date of effectiveness of the registration statement on Form S-1 (File No. 333-161068) relating to our initial public offering of our Class A common stock, in each 12-month period following the date of effectiveness of such registration statement (without carry-overs), and shall not sell more than such amount during any such period. Upon the unanimous affirmative vote of our independent directors (excluding for such purposes any Pritzker), such 25% limitation may, with respect to each such 12 month period, be increased to a higher percentage or waived entirely. Sales of our common stock, including Class A common stock and Class B common stock, between and among Pritzkers is permitted without regard to the sale restrictions described above and such sales are not counted against the 25% sale limitation.

All shares of our common stock owned directly or indirectly by each beneficiary group (including trusts only to the extent of the then current benefit of members of such beneficiary group) are freely pledgeable to an institutional lender and such institutional lender will not be subject to the sale restrictions described above upon default and foreclosure.

The Amended and Restated Foreign Global Hyatt Agreement may be amended, modified, supplemented, or restated by the written agreement of 75% of the adult beneficiaries named below and a majority of the other adult beneficiaries party to the agreement. Each of Thomas J. Pritzker, Nicholas J. Pritzker, Jennifer N. Pritzker, John A. Pritzker, Linda Pritzker, Karen L. Pritzker, Penny Pritzker, Daniel F. Pritzker, Anthony N. Pritzker, Gigi Pritzker Pucker, and Jay Robert Pritzker, and their respective lineal descendants and current spouse, if relevant, make up a "beneficiary group."

Disputes that relate to the subject matter of the Amended and Restated Foreign Global Hyatt Agreement are subject to arbitration pursuant to the terms of the agreement. The exclusive requirement to arbitrate under the Amended and Restated Foreign Global Hyatt Agreement shall not apply with respect to the manner in which Hyatt's operations are conducted to the extent the parties (in their capacities as stockholders) and non-Pritzker public stockholders are affected comparably; provided, however, that a party may participate in and benefit from any shareholder litigation initiated by a non-party to the agreement. A party to the agreement may not solicit others to initiate or be a named plaintiff in such litigation (i) unless two thirds of the independent directors (excluding for such purposes any Pritzker) of a board of directors having at least three independent directors (excluding for such purposes any Pritzker) do not vote in favor of the matter that is the subject of the litigation or (ii)

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in the case of affiliated transactions reviewed by our board of directors, unless at least one independent director (excluding for such purposes any Pritzker) did not approve the transaction.

2007 Stockholders' Agreement

One investor remains party to the 2007 Stockholders' Agreement, which provides for certain rights and obligations as described below. At January 31, 2026, the investor party to the 2007 Stockholders' Agreement held 2,270,395 shares of Class B common stock.

Right of First Refusal

In the event that the number of shares of common stock proposed to be transferred by a stockholder party to the 2007 Stockholders' Agreement and its affiliates together with any shares of common stock then proposed to be transferred by the other stockholders party to the 2007 Stockholders' Agreement and their affiliates exceeds 2% of the then outstanding shares of common stock, then prior to consummating the sale of common stock to a third-party purchaser, such stockholder or stockholders shall offer to transfer the common stock to us at the applicable market value (as defined in the 2007 Stockholders' Agreement). If we do not accept the offer within a specified period of time, such stockholder or stockholders may transfer the shares of common stock to the third-party purchaser as long as such transfer occurs within the time periods specified in the 2007 Stockholders' Agreement and on terms and conditions no more favorable in the aggregate than those offered to us. We waived all rights of first refusal with respect to shares held by the Goldman Sachs Funds and Madrone in connection with the sales into the public market by such entities.

"Drag-Along" Right

In connection with a "change of control" (as defined in the 2007 Stockholders' Agreement) transaction, we have the right to require each stockholder party to the 2007 Stockholders' Agreement to participate in such change of control transaction on the same terms, conditions, and price per share of common stock as those applicable to the other holders of our common stock. In addition, upon our request, the stockholders party to the 2007 Stockholders' Agreement have agreed to vote in favor of such change of control transaction or similar transaction, and we have the right to require each stockholder party to the 2007 Stockholders' Agreement to vote for, consent to, and raise no objection to any such transaction.

"Tag-Along" Right

Subject to the fiduciary duties of our board of directors, we have agreed that we will not agree to consummate a change of control transaction with respect to which the stockholders party to the 2007 Stockholders' Agreement are not given the right to participate on the same terms, conditions, and price per share of common stock as those applicable to the other holders of our common stock.

Preemptive Rights

Each stockholder party to the 2007 Stockholders' Agreement has the right to purchase such stockholder's pro rata share of any new shares of common stock, or any other equity securities, that we may propose to sell and issue on comparable terms by making an election within the time periods specified in the 2007 Stockholders' Agreement, subject to certain excluded securities issuances described in the 2007 Stockholders' Agreement, including shares issued pursuant to equity compensation plans adopted by our board of directors and the issuance of shares of our common stock in a public offering. If not all stockholders elect to purchase their full preemptive allocation of new securities, then we will notify the fully-participating stockholders and offer them the right to purchase the unsubscribed new securities.

Voting Agreement

Until the date that Mr. Thomas J. Pritzker is no longer our chairman, each stockholder party to the 2007 Stockholders' Agreement has agreed to vote all of their shares of common stock consistent with the recommendations of a majority of our board of directors with respect to all matters. At January 31, 2026, the stockholders party to the 2007 Stockholders' Agreement own in the aggregate 2,270,395 shares of Class B common stock or approximately 4.3% of our Class B common stock, approximately 2.4% of the total outstanding shares of our common stock and approximately 4.0% of the total voting power of our outstanding common stock.

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Standstill

Under the 2007 Stockholders' Agreement, each stockholder party to the 2007 Stockholders' Agreement agreed that, subject to certain limited exceptions, so long as such stockholder owns shares of common stock, neither such stockholder nor any of its related persons will in any manner, directly or indirectly:

•effect or seek, offer or propose (whether publicly or otherwise) to effect, or announce any intention to effect or cause or participate in or in any way assist, facilitate, or encourage any other person to effect or seek, offer or propose (whether publicly or otherwise) to effect or participate in, (a) any acquisition of any of our or our subsidiaries' securities (or beneficial ownership thereof) (except through the proper exercise of preemptive rights granted under the 2007 Stockholders' Agreement), or rights or options to acquire any of our or our subsidiaries' securities (or beneficial ownership thereof), or any of our or our subsidiaries' or affiliates' assets, indebtedness, or businesses, (b) any tender or exchange offer, merger, or other business combination involving us or any of our subsidiaries or affiliates or any assets constituting a significant portion of our consolidated assets, (c) any recapitalization, restructuring, liquidation, dissolution, or other extraordinary transaction with respect to us or any of our subsidiaries or affiliates, or (d) any "solicitation" of "proxies" (as such terms are used in the proxy rules under the Securities Exchange Act of 1934, as amended (the "Exchange Act)) or written consents with respect to any of our or our affiliates' voting securities. For this purpose, the term "affiliates" means our affiliates primarily engaged in the hospitality, lodging, and/or gaming industries;

•form, join, or in any way participate in a "group" (within the meaning of Section 13(d) of the Exchange Act) with respect to us where such group seeks to acquire any of our equity securities;

•otherwise act, alone or in concert with others, to seek representation on or to control or influence our or our subsidiaries' management, board of directors, or policies;

•take any action which would or would reasonably be expected to force us to make a public announcement regarding any of the types of matters set forth in the first bullet point above;

•own more than 12% of the issued and outstanding common stock, unless such ownership arises as a result of any action not taken by or on behalf of such stockholder or a related person of such stockholder; or

•request that we or any of our representatives, directly or indirectly, amend or waive any of the foregoing provisions.

Each stockholder party to the 2007 Stockholders' Agreement has also agreed that, if at any time during the period such stockholder is subject to the foregoing provisions, such stockholder is approached by any third party concerning its participation in any transaction or proposed transaction involving the acquisition of all or any portion of the assets, indebtedness, or securities of, or any business of, ours or any of our subsidiaries, such stockholder will promptly inform us of the nature of such transaction and the parties involved.

Termination

The 2007 Stockholders' Agreement terminates (1) with respect to any individual stockholder, on the first date when such stockholder no longer holds any shares of common stock and (2) in its entirety, upon the first to occur of all of our equity securities being owned by a single person or the agreement in writing by us and each stockholder party to the 2007 Stockholders' Agreement.

Our Website and Availability of SEC Reports and Other Information

We maintain a website at the following address: www.hyatt.com. The information on our website is not incorporated by reference in, or otherwise to be regarded as part of, this annual report. In addition, we reference certain sources included on our website in this annual report, and none of these are incorporated by reference in, or are otherwise to be regarded as part of, this annual report.

We make available on or through our website certain reports and amendments to those reports we file with or furnish to the SEC pursuant to Section 13(a) or 15(d) of the Exchange Act. These include our annual reports on Form 10-K, our quarterly reports on Form 10-Q, and our current reports on Form 8-K. We make this information available on our website free of charge as soon as reasonably practicable after we electronically file the information with, or furnish it to, the SEC.

Investors and others should note that we routinely announce material information to investors and the marketplace using SEC filings, press releases, public conference calls, webcasts, and the Hyatt Investor Relations website. Additionally, certain information we may disclose, particularly in the corporate responsibility context, is informed by the expectations of various

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stakeholders or third-party frameworks and, as such, may not necessarily be material for purposes of our filings under U.S. federal securities laws, even if we use "material" or similar language in discussing such matters. We use these channels as well as social media channels (e.g., the Hyatt Facebook account (facebook.com/hyatt); the Hyatt Instagram account (instagram.com/hyatt); the Hyatt LinkedIn account (linkedin.com/company/hyatt); the Hyatt TikTok account (tiktok.com/@hyatt); the Hyatt X account (x.com/hyatt); and the Hyatt YouTube account (youtube.com/user/hyatt)) as a means of disclosing information about our business to our guests, customers, colleagues, investors, and the public. While not all of the information that we post to the Hyatt Investor Relations website or on our social media channels is of a material nature, some information could be deemed to be material. Accordingly, we encourage investors, the media, and others interested in Hyatt to review the information that we share at the Investor Relations link located at the bottom of the page on hyatt.com and on our social media channels. The information on the Hyatt Investor Relations website and our social media channels are not incorporated by reference in, or otherwise to be regarded as part of, this annual report.