Hyatt hotels corporation

Raymond James 34th annual

institutional investors conference

March 2013

Forward looking statements

Forward-Looking Statements in this presentation, which are not historical facts, are forward-looking statements within the meaning of the Private Securities

Litigation Reform Act of 1995. These statements include statements about our plans, strategies, occupancy and ADR trends, market share, the number of

properties we expect to open in the future, our expected adjusted SG&A expense, maintenance and enhancement to existing properties capital expenditures,

investments in new properties capital expenditures, depreciation and amortization expense and interest expense estimates, financial performance, prospects or

future events and involve known and unknown risks that are difficult to predict. As a result, our actual results, performance or achievements may differ

materially from those expressed or implied by these forward-looking statements. In some cases, you can identify forward-looking statements by the use of words

such as “may,” “could,” “expect,” “intend,” “plan,” “seek,” “anticipate,” “believe,” “estimate,” “predict,” “potential,” “continue,” “likely,” “will,” “would”

and variations of these terms and similar expressions, or the negative of these terms or similar expressions. Such forward-looking statements are necessarily

based upon estimates and assumptions that, while considered reasonable by us and our management, are inherently uncertain. Factors that may cause actual

results to differ materially from current expectations include, among others, general economic uncertainty in key global markets; the rate and pace of economic

recovery following economic downturns; levels of spending in business and leisure segments as well as consumer confidence; declines in occupancy and average

daily rate; limited visibility with respect to short and medium-term group bookings; the impact of hotel renovations; our ability to successfully execute and

implement our organizational realignment and the costs associated with such organizational realignment; our ability to successfully execute and implement our

common stock repurchase program; loss of key personnel, including as a result of our organizational realignment; hostilities, including future terrorist attacks, or

fear of hostilities that affect travel; travel-related accidents; changes in the tastes and preferences of our customers; relationships with associates and labor unions

and changes in labor law; the financial condition of, and our relationships with, third-party property owners, franchisees and hospitality venture partners; if our

third-party owners, franchisees or development partners are unable to access the capital necessary to fund current operations or implement our plans for growth;

risk associated with potential acquisitions and dispositions and the introduction of new brand concepts; changes in the competitive environment in our industry

and the markets where we operate; outcomes of legal proceedings; changes in federal, state, local or foreign tax law; foreign exchange rate fluctuations or

currency restructurings; general volatility of the capital markets; our ability to access the capital markets; and other risks discussed in the Company's filings with

the U.S. Securities and Exchange Commission, including our Annual Report on Form 10-K, which filings are available from the SEC. We caution you not to

place undue reliance on any forward-looking statements, which are made as of the date of this presentation. We undertake no obligation to update publicly any

of these forward-looking statements to reflect actual results, new information or future events, changes in assumptions or changes in other factors affecting

forward-looking statements, except to the extent required by applicable laws. If we update one or more forward-looking statements, no inference should be drawn

that we will make additional updates with respect to those or other forward-looking statements

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MISSION

To provide authentic hospitality by making a difference

in the lives of the people we touch every day, including our associates, guests and owners

GOAL

To become the most preferred brand in each customer segment that

we serve for our associates, guests and owners

VALUES

We aim to foster a common purpose and culture

within the Hyatt family through shared core values of mutual respect, intellectual

honesty and integrity, humility, fun, creativity and innovation

MISSION / GOAL / VALUES

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HYATT AT A GLANCE

Global hospitality company with 50+ year history and a long-term strategic focus

500 properties across 7 premier lodging brands and one residential brand

46 countries with presence in many key gateway cities

Owner, manager, franchisor

Diverse earnings streams with strong balance sheet and liquidity position

95,000+ associates and experienced management team

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GLOBAL FOOTPRINT WITH PREMIER BRANDS –

500 PROPERTIES IN 46 COUNTRIES

Note: As of December 31, 2012

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PARK HYATT ANDAZGRAND

HYATTHYATT

HYATT

REGENCYHYATT PLACE HYATT HOUSE

HYATT

RESIDENTIAL

30 HOTELS 9 HOTELS 38 HOTELS 28 HOTELS 144 HOTELS 172 HOTELS 54 HOTELS 25 PROPERTIES

6,014 ROOMS

1,823 ROOMS

21,515 ROOMS

6,948 ROOMS

66,841 ROOMS

22,335 ROOMS

7,603 ROOMS

2,065 ROOMS

19 COUNTRIES 4 COUNTRIES 19 COUNTRIES 5 COUNTRIES 32 COUNTRIES 3 COUNTRIES 1 COUNTRY 10 COUNTRIES

LUXURY BOUTIQUE-

INSPIRED

FULL SERVICE FULL SERVICE FULL SERVICE SELECT

SERVICE

EXTENDED -

STAY

RESIDENCE

TIMESHARE

STRATEGY DRIVES BRAND PREFERENCE AND SHAREHOLDER VALUE

Delivering on the above is designed to create shareholder value

and brand preference over the long-term

• Increase share of hotel stays

• Enhance operational efficiency

• Enhance customer satisfaction

• Renovate / re-invest in owned hotels

• Emphasize associate engagement

Focus on Improvement in the

Performance of Existing Hotels

• Increase presence

− existing markets

− emerging market expansion

• Increase focus on franchising, primarily in the

United States

• Utilize our capital and asset base for targeted

growth

• Pursue strategic acquisitions and alliances

Expanding Our Presence

in Attractive Markets

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66,841

21,515

22,335

6,948

6,014

7,603 1,102 1,823

963

Hyatt Residence

Club

Diverse portfolio with strong base of owned and

managed properties

Hyatt Regency

Grand Hyatt

Park Hyatt

Hyatt Residences Andaz Hyatt House

Hyatt Place

Total Rooms by Brand

Note: Room counts as of December 31, 2012 *Includes timeshare and residential units

Other Americas

69,263

27,349

24,191

12,276

1,102

963

Total Room Portfolio Mix

Owned &

Leased

Managed

Franchised

Unconsolidated

Hospitality Ventures

Residential Property Vacation

Ownership

9%

1%

1%

18%

20%

51% 49%

16%

6%

16%

1%

5%

5%

Hyatt

1%

92,903

8,235

21,132

5,922 6,952

Rooms by Region

United States

ASPAC

EAME

Southwest Asia

69%

16%

6%

4% 5% 1%

135,144 rooms / 500 properties*

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Other Americas

Americas

Subtotal: 368

Other Americas

Subtotal: 8 EAME/SW Asia Subtotal: 54

Asia Pacific

Subtotal: 53

Offices Managed and Franchised Global Headquarters Owned, Leased and Unconsolidated Hospitality Ventures

Presence in key global markets

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Note: As of December 31, 2012

Note: Excludes residence and timeshare

operating leverage from Significant owned and

managed portfolio

1 Represents approximate segment mix based on 2012 YE Adjusted EBITDA as of December 31, 2012. Corporate and other EBITDA of ($107) million not included in percent breakdown. 2 For our definition of Adjusted EBITDA and a reconciliation of consolidated Adjusted EBITDA to EBITDA and a reconciliation of EBITDA to its most directly comparable GAAP measure, net income (loss) attributable

to Hyatt Hotels Corporation, see Part II, Item 7 “Management’s Discussion and Analysis of Financial Condition and Results of Operations – Results of Operations” of our Annual Report on Form 10-K for the period

ended December 31, 2012 or the information posted on the Investor Relations website, which can be accessed at http://www.hyatt.com, then by selecting the Investor Relations link located at the bottom of the page,

then selecting the Financial Information link.

Adjusted EBITDA 1,2

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~50%

~30%

~5%

~5% ~10%

Owned & Leased

Americas Management & Franchising

ASPAC Management & Franchising

EAME / SW Asia Management

Unconsolidated Hospitality Ventures

~40%

~40%

~20%

Park Hyatt, Andaz,Grand Hyatt

Hyatt Regency, Hyatt

Hyatt Place, HyattHouse

owned and leased market and Brand mix

1 Represents 2012 owned and leased Adjusted EBITDA of $369 million.

Note: U.S. markets defined by Smith Travel Research.

Top owned and leased markets by

Adjusted EBITDA 1

Owned and Leased Adjusted

EBITDA Brand Mix 1

11%

5% 5% 5% 5% 4% 4% 4%

0%

4%

8%

12%

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Owned and leased Margin continues to improve

1 Owned and leased operating margin is defined as the margin on owned and leased hotel results calculated as the difference between owned and leased hotels revenue and owned and leased hotels expense as reflected on

our consolidated statements of income (loss) divided by owned and leased hotel revenue. 2 For our definition of Adjusted EBITDA and a reconciliation of consolidated Adjusted EBITDA to EBITDA and a reconciliation of EBITDA to its most directly comparable GAAP measure, net income (loss) attributable

to Hyatt Hotels Corporation, see Part II, Item 7 “Management’s Discussion and Analysis of Financial Condition and Results of Operations – Results of Operations” of our Annual Report on Form 10-K for the period

ended December 31, 2012 or the information posted on the Investor Relations website, which can be accessed at http://www.hyatt.com, then by selecting the Investor Relations link located at the bottom of the page,

then selecting the Financial Information link.

Adjusted EBITDA 2

Owned and Leased Operating Margin 1

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23%

25% 26%

18%

20%

22% 23%

2006 2007 2008 2009 2010 2011 2012

628 708 687

406 476

538 606

2006 2007 2008 2009 2010 2011 2012

Grand Hyatt San Francisco

660 Rooms

San Francisco, CA

Owned / Venture Hotels in Key Gateway Cities

allow hyatt to benefit from global travel trends

Park Hyatt Chicago

198 Rooms

Chicago, IL

Grand Hyatt São Paulo

466 Rooms

São Paulo, Brazil

Grand Hyatt New York

1,301 Rooms

New York, NY

Hyatt Regency Mexico City

756 Rooms

Mexico City, Mexico

Park Hyatt Washington

216 Rooms

Washington, D.C.

Grand Hyatt Mumbai

547 Rooms

Mumbai, India

Grand Hyatt Seoul

601 Rooms

Seoul, Korea

Park Hyatt Paris – Vendôme

158 Rooms

Paris, France

Park Hyatt Zurich

142 Rooms

Zurich, Switzerland

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Recent innovative transactions – maintaining

and Expanding presence

• Hyatt Regency Birmingham

• Acquired for ~$43M with plans to invest ~$10M in renovations

• Expect >$5M of Adj. EBITDA in 2013

• Hotel has operated as a Hyatt-branded hotel since opening in 1990

• Long-term management agreements for four hotels in

France

• Conversion of four existing full service hotels in Paris, Nice and

Cannes in Q2 2013

• Expect to earn ~€10-€15M in total management fees over the first

twelve months of management

• Performance guarantee for first seven years of management

agreements

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• Hyatt Residence Club, Maui, Hawaii • Develop and operate a 131-unit Hyatt Residence Club in Maui, Hawaii on Ka’anapali Beach

• Hyatt to invest ~$40M in joint venture with Host Hotels and Resorts

Hyatt Regency

Birmingham

Additional progress on Recycling capital

• Innovative transactions with Summit Hotel Properties

– Sale of 11 select service hotels (1,469 rooms)

• Aggregate sales price of ~$123M

• ~11.5x trailing 12-month EBITDA multiple; ~7.3% trailing 12-month cap rate

• Continue to manage under long-term agreements

– Acquisition of select service hotel in Minneapolis

• Renovate and re-brand to Hyatt Place Minneapolis Downtown following ~$20M renovation

• Expect to sell to Summit in summer 2013 and manage under long-term agreement

• Potential sale of six owned full service U.S. hotels

• Approximately $25M of Adj. EBITDA in 2012

• Expect to maintain long-term agreements if sold

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Recent and Near-Term Hotel Openings

Provide Entry Into New Markets

Hyatt Regency Chongqing

321 Rooms

Opened 3Q 2012

Chongqing, China Kuala Lumpur, Malaysia

Grand Hyatt Kuala Lumpur

412 Rooms

Opened 3Q 2012

Andaz Maui at Wailea

297 Rooms

Expected Opening 2013

Maui, USA

New York, USA

Hyatt Union Square

186 Rooms

Expected Opening 2013

Hyatt Place Vitacura

160 Rooms

Expected Opening 2013

Vitacura, Chile

Andaz Amsterdam

122 Rooms

Opened 4Q 2012

Amsterdam, Netherlands

Busan, South Korea

Park Hyatt Busan

269 Rooms

Opened 1Q 2013

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Hyatt Regency Gurgaon

451 Rooms

Expected Opening 2013

Gurgaon, India

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Executed contract base of approximately 200 hotels and 45,000 rooms 1

• Almost half are international full service hotels

• Grown executed contract base ~67% from 120 hotels (27,000 rooms) to 200 hotels (45,000

rooms)

• Executed contract base represents ~35% of existing rooms

• Expect to open over 30 hotels total in 2013

High-value Executed contract Base

1As of December 31, 2012

27,000

45,000

-

10,000

20,000

30,000

40,000

50,000

Q4 2009 Q4 2012

Executed Contract Base (Rooms)

Note: Approximate mix as of December 31, 2012

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Executed contract base mix

31%

33%

36%

Rooms by Region

Americas

ASPAC

EAME / SW Asia

25%

42%

33%

Rooms by Brand

Park Hyatt, Andaz,Grand Hyatt

Hyatt Regency, Hyatt

Hyatt Place, HyattHouse

7%

75%

18%

Rooms by Ownership / Contract Type

Owned, Leased and UnconsolidatedHospitality Ventures

Managed

Franchised

Corporate finance highlights

• One of the highest credit ratings among lodging peers

• Approximately $1B of cash, equivalents and short-term investments

• Undrawn borrowing capacity of $1.4B under revolving credit facility

• Approximately $63M remaining under the Company’s $200M share repurchase

authorization 1

Note: Balance sheet information as of December 31, 2012

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1 As of February 8, 2013

Investment Highlights

Diverse earnings streams and growth opportunities

World class brands and long-term strategic focus on brand preference

Global hospitality platform with high quality hotels located in desirable markets

Disciplined financial approach with strong balance sheet and significant liquidity

position

Operating leverage is significant

Deep culture and experienced management team

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