Hyatt Announces Unscripted by Hyatt, a New Upscale Collection Brand, As Part of Brand-Led Evolution to Grow in More Markets, With More Members, for More Stay Occasions

CHICAGO--(BUSINESS WIRE)--May 30, 2025--

Hyatt Hotels Corporation (NYSE: H) today announced Unscripted by Hyatt, the newest brand in its growing Essentials portfolio. Designed for travelers who value the essentials and prefer spontaneity over structure, Unscripted by Hyatt hotels will bring to life a flexible, collection-style approach where each property reflects its own identity and local flavor yet remains unmistakably Hyatt in quality and care.

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Positioned in the upscale segment, the Unscripted by Hyatt brand fills a key white space in Hyatt’s portfolio and is designed to unlock growth through adaptive reuse and conversion-friendly opportunities. With over 40 hotels globally in active discussions to join the brand, the Unscripted by Hyatt brand offers independent properties and small portfolios a light-touch operating model and flexible brand standards—empowering owners to maintain their unique identity and positioning while benefiting from Hyatt’s global scale, including the award-winning World of Hyatt loyalty program, now more than 56 million members strong.

“The Unscripted by Hyatt brand gives owners a flexible path to join the Hyatt system while still delivering the high-quality, dependable experience guests expect from Hyatt,” said Dan Hansen, Head of Americas Development, Hyatt. “By joining the growing World of Hyatt loyalty program, owners benefit from our powerful network where an innovative new brand like Unscripted by Hyatt widens our guest and customer reach and strengthens the value of the whole Hyatt system.”

Hyatt’s focus on its Essentials portfolio is part of its insights-led evolution to deepen and enrich experiences for guests and owners within five distinct brand portfolios. As Hyatt scales its select service offerings within its Essentials portfolio, it is simultaneously expanding its Lifestyle and Luxury portfolios to grow in more markets, with more members, for more stay occasions.

Hyatt’s Lifestyle portfolio grows room count by more than 11% as of the end of first quarter 2025 compared to the same period last year

Hyatt’s Lifestyle portfolio continues to set the standard for immersive, design-driven hospitality. Known for bold design, vibrant dining, and unique cultural programming, the Lifestyle portfolio added more than 30 new properties and 3,500 rooms between the first quarter of 2024 and first quarter of 2025, including exciting openings and the acquisition of Standard International’s brands.

The Standard, The StandardX and Bunkhouse Hotels are generating strong demand from guests, group customers, and owners alike as Hyatt increases its lifestyle offerings. Additionally, World of Hyatt members can now earn and redeem points at most The Standard and The StandardX hotels, including locations like New York, Ibiza, London, and Bangkok – bringing even more global lifestyle experiences into the program.

The recent formation of Hyatt’s Lifestyle Group, led by Amar Lalvani, President & Creative Director, is focused on enhancing Hyatt’s leading position in the lifestyle segment. The Lifestyle portfolio has a number of exciting openings ahead, with Andaz Nagoya recently signed and coming at a to-be-announced date, as well as the following hotels set to open through 2026:

Luxury offerings continue strong momentum driven by demand for experiences and branded residences

Hyatt’s growing Luxury portfolio invites guests to experience a curated assortment of brands that span cultural immersion, transformational wellbeing, residential modern elegance, and more. With brands like Park Hyatt which combines sophistication with understated luxury, the culturally rich and environmentally conscious Alila, and the compilation of independent, one-of-a-kind luxury hotels in The Unbound Collection by Hyatt, Hyatt’s Luxury portfolio continues to see strong, sustained demand from guests and owners alike.

At the end of the first quarter of 2025 compared to the same period last year, the number of rooms in the Luxury portfolio has grown by more than 5%. This momentum continues with upcoming and exciting planned openings for the portfolio through 2026 including:

As an extension of Hyatt’s luxury growth, Hyatt is also seeing increasing demand for its branded residences – one of the fastest growing segments of luxury real estate globally. Hyatt’s growing branded residential portfolio includes brands like Park Hyatt, Thompson Hotels, Andaz, The Standard, Miraval, and more.

“Born from Hyatt’s luxury expertise, Hyatt’s branded residential portfolio offers extraordinary living experiences with Hyatt’s globally renowned brands in the world’s most desirable destinations,” said Tina Necrason, Global Head of Branded Residential, Hyatt. “Each residence reflects the brand’s unique identity – reimagined for private ownership where hotel-inspired living meets every-day needs and desires.”

With more than 50 branded residential projects open or in its pipeline around the world, Hyatt’s rich legacy in luxury enables the company to redefine residential living excellence. Upcoming openings include Park Hyatt Los Cabos at Cabo del Sol Hotel & Residences, plans for five Thompson Hotels Residences to debut in Mexico in locations like Cancun, Puerto Vallarta, and Mexico City, along with the recently opened The Standard Residences in Lisbon and other upcoming openings in Miami and Asia.

To learn more about upcoming openings and projects in Hyatt’s pipeline, please visit https://www.hyatt.com/development/.

The term “Hyatt” is used in this release for convenience to refer to Hyatt Hotels Corporation and/or one or more of its affiliates.

About Hyatt Hotels Corporation

Hyatt Hotels Corporation, headquartered in Chicago, is a leading global hospitality company guided by its purpose – to care for people so they can be their best. As of March 31, 2025, the Company's portfolio included more than 1,450 hotels and all-inclusive properties in 79 countries across six continents. The Company's offering includes brands in the Luxury Portfolio, including Park Hyatt ®, Alila ®, Miraval ®, Impression by Secrets, and The Unbound Collection by Hyatt ®; the Lifestyle Portfolio, including Andaz ®, Thompson Hotels ®, The Standard ®, Dream ® Hotels, The StandardX, Breathless Resorts & Spas ®, JdV by Hyatt ®, Bunkhouse ® Hotels, and Me and All Hotels; the Inclusive Collection, including Zoëtry ® Wellness & Spa Resorts, Hyatt Ziva ®, Hyatt Zilara ®, Secrets ® Resorts & Spas, Dreams ® Resorts & Spas, Hyatt Vivid Hotels & Resorts, Sunscape ® Resorts & Spas, Alua Hotels & Resorts ®, and Bahia Principe Hotels & Resorts; the Classics Portfolio, including Grand Hyatt ®, Hyatt Regency ®, Destination by Hyatt ®, Hyatt Centric ®, Hyatt Vacation Club ®, and Hyatt ®; and the Essentials Portfolio, including Caption by Hyatt ®, Hyatt Place ®, Hyatt House ®, Hyatt Studios, Hyatt Select, and UrCove. Subsidiaries of the Company operate the World of Hyatt® loyalty program, ALG Vacations®, Mr & Mrs Smith, Unlimited Vacation Club®, Amstar® DMC destination management services, and Trisept Solutions® technology services. For more information, please visit www.hyatt.com.

Forward-Looking Statements

Forward-Looking Statements in this press release, which are not historical facts, are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements include statements about the Company’s new brand and expected performance and demand, planned openings, and development pipeline. Our actual results, performance or achievements may differ materially from those expressed or implied by these forward-looking statements. In some cases, you can identify forward-looking statements by the use of words such as “may,” “could,” “expect,” “intend,” “plan,” “seek,” “anticipate,” “believe,” “estimate,” “predict,” “potential,” “continue,” “likely,” “will,” “would” and variations of these terms and similar expressions, or the negative of these terms or similar expressions. Such forward-looking statements are necessarily based upon estimates and assumptions that, while considered reasonable by us and our management, are inherently uncertain. Factors that may cause actual results to differ materially from current expectations include, but are not limited to, general economic uncertainty in key global markets and a worsening of global economic conditions or low levels of economic growth; the rate and pace of economic recovery following economic downturns; global supply chain constraints and interruptions, rising costs of construction-related labor and materials, and increases in costs due to inflation or other factors that may not be fully offset by increases in revenues in our business; risks affecting the luxury, resort, and all-inclusive lodging segments; levels of spending in business, leisure, and group segments, as well as consumer confidence; declines in occupancy and average daily rate; limited visibility with respect to future bookings; loss of key personnel; domestic and international political and geopolitical conditions, including political or civil unrest or changes in trade policy; the impact of global tariff policies or regulations; hostilities, or fear of hostilities, including future terrorist attacks, that affect travel; travel-related accidents; natural or man-made disasters, weather and climate-related events, such as earthquakes, tsunamis, tornadoes, hurricanes, droughts, floods, wildfires, oil spills, nuclear incidents, and global outbreaks of pandemics or contagious diseases, or fear of such outbreaks; our ability to successfully achieve specified levels of operating profits at hotels that have performance tests or guarantees in favor of our third-party owners; the impact of hotel renovations and redevelopments; risks associated with our capital allocation plans, share repurchase program, and dividend payments, including a reduction in, or elimination or suspension of, repurchase activity or dividend payments; the seasonal and cyclical nature of the real estate and hospitality businesses; changes in distribution arrangements, such as through internet travel intermediaries; changes in the tastes and preferences of our customers; relationships with colleagues and labor unions and changes in labor laws; the financial condition of, and our relationships with, third-party owners, franchisees, and hospitality venture partners; the possible inability of third-party owners, franchisees, or development partners to access the capital necessary to fund current operations or implement our plans for growth; risks associated with potential acquisitions and dispositions and our ability to successfully integrate completed acquisitions with existing operations; failure to successfully complete proposed transactions (including the failure to satisfy closing conditions or obtain required approvals); our ability to maintain effective internal control over financial reporting and disclosure controls and procedures; declines in the value of our real estate assets; unforeseen terminations of our management and hotel services agreements or franchise agreements; changes in federal, state, local, or foreign tax law; increases in interest rates, wages, and other operating costs; foreign exchange rate fluctuations or currency restructurings; risks associated with the introduction of new brand concepts, including lack of acceptance of new brands or innovation; general volatility of the capital markets and our ability to access such markets; changes in the competitive environment in our industry, industry consolidation, and the markets where we operate; our ability to successfully grow the World of Hyatt loyalty program and Unlimited Vacation Club paid membership program; cyber incidents and information technology failures; outcomes of legal or administrative proceedings; and violations of regulations or laws related to our franchising business and licensing businesses and our international operations; and other risks discussed in the Company’s filings with the U.S. Securities and Exchange Commission (“SEC”), including our annual report on Form 10-K and our Quarterly Reports on Form 10-Q, which filings are available from the SEC. These factors are not necessarily all of the important factors that could cause our actual results, performance or achievements to differ materially from those expressed in or implied by any of our forward-looking statements. We caution you not to place undue reliance on any forward-looking statements, which are made only as of the date of this press release. We undertake no obligation to update publicly any of these forward-looking statements to reflect actual results, new information or future events, changes in assumptions or changes in other factors affecting forward-looking statements, except to the extent required by applicable law. If we update one or more forward-looking statements, no inference should be drawn that we will make additional updates with respect to those or other forward-looking statements.

Unscripted by Hyatt

Glenn Hall, a Hockey Hall of Famer whose ironman streak of 502 starts as a goaltender remains an NHL record, has died. He was 94.

Nicknamed “Mr. Goalie,” Hall worked to stop pucks at a time when players at his position were bare-faced, before masks of any kind became commonplace. He did it as well as just about anyone of his generation, which stretched from the days of the Original Six into the expansion era.

A spokesperson for the Chicago Blackhawks confirmed the team received word of Hall’s death from his family. A league historian in touch with Hall’s son, Pat, said Hall died at a hospital in Stony Plain, Alberta, on Wednesday.

A pioneer of the butterfly style of goaltending of dropping to his knees, Hall backstopped Chicago to the Stanley Cup in 1961. He won the Conn Smythe Trophy as most valuable player of the playoffs in 1968 with St. Louis when the Blues reached the final before losing to Montreal. He was the second of just six Conn Smythe winners from a team that did not hoist the Cup.

His run of more than 500 games in net is one of the most untouchable records in sports, given how the position has changed in the decades since. Second in history is Alec Connell with 257 from 1924-30.

“Glenn was sturdy, dependable and a spectacular talent in net,” Commissioner Gary Bettman said. “That record, set from 1955-56 to 1962-63, still stands, probably always will, and is almost unfathomable — especially when you consider he did it all without a mask.”

Counting the postseason, Hall started 552 games in a row.

Hall won the Calder Trophy as rookie of the year in 1956 when playing for the Detroit Red Wings. After two seasons, he was sent to the Black Hawks along with legendary forward Ted Lindsay.

Hall earned two of his three Vezina Trophy honors as the league's top goalie with Chicago, in 1963 and '67. The Blues took him in the expansion draft when the NHL doubled from six teams to 12, and he helped them reach the final in each of their first three years of existence, while winning the Vezina again at age 37.

Hall was in net when Boston's Bobby Orr scored in overtime to win the Cup for the Bruins in 1970, a goal that's among the most famous in hockey history because of the flying through the air celebration that followed. He played one more season with St. Louis before retiring in 1971.

“His influence extended far beyond the crease," Blues chairman Tom Stillman said. “From the very beginning, he brought credibility, excellence, and heart to a new team and a new NHL market.”

A native of Humboldt, Saskatchewan, Hall was a seven-time first-team NHL All-Star who had 407 wins and 84 shutouts in 906 regular-season games. He was inducted into the Hall of Fame in 1975, and his No. 1 was retired by Chicago in 1988.

Hall was chosen as one of the top 100 players in the league's first 100 years.

Blackhawks chairman and CEO Danny Wirtz called Hall an innovator and “one of the greatest and most influential goaltenders in the history of our sport and a cornerstone of our franchise.”

“We are grateful for his extraordinary contributions to hockey and to our club, and we will honor his memory today and always,” Wirtz said.

The Blackhawks paid tribute to Hall and former coach and general manager Bob Pulford with a moment of silence before Wednesday night’s game against St. Louis. Pulford died Monday.

A Hall highlight video was shown on the center-ice videoboard. The lights were turned off for the moment of silence, except for a spotlight on the No. 1 banner for Hall that hangs in the rafters at the United Center.

Fellow Hall of Famer Martin Brodeur, the league's leader in wins with 691 and games played with 1,266, posted a photo of the last time he saw Hall along with a remembrance of him.

“Glenn Hall was a legend, and I was a big fan of his,” Brodeur said on social media. “He set the standard for every goaltender who followed. His toughness and consistency defined what it meant to play.”

AP Sports Writer Jay Cohen in Chicago contributed to this report.

AP NHL: https://apnews.com/hub/nhl

FILE - Glenn Hall, second from left, stands with fellow former Chicago Blackhawks players Stan Mikita, former general manager Tommy Ivan, Bobby Hull, Bill Wirtz and Tony Esposito during a pre-game ceremony at the Chicago Stadium in Chicago, Ill., April 14, 1994. (AP Photo/Fred Jewell, File)

FILE - St. Louis Blues goalie Glenn Hall, top right, is pinned to his net waiting to make a save on a Montreal Canadians shot as Blues' Noel Picard (4) tries to block the puck while Canadiens' John Ferguson (22) and Ralph Backstorm wait for a rebound in the third period of their NHL hockey Stanley Cup game, May 5, 1968. (AP Photo/Fred Waters, File)