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their area work. Generally, HHK, HS, HESA, and HIC supervised
hotels within their respective geographic regions--i.e., Asia-
Pacific, Southeast Asia, Mexico, and Central America, and Europe.
Each management subsidiary maintained staff specialists/employees
in the functional hotel management areas, including finance, food
and beverage, human resources, and clerical. Unlike management
staff working for HHK and HS, HESA and HIC management staff did
not have dual roles and did not also serve as hotel staff.
In addition to the direct supervision of particular hotels,
HIC provided all of the international group’s hotels with certain
services. HIC was involved in coordinating insurance and
employee benefits and disseminating training materials. It also
acted as a clearinghouse for the production, maintenance, and
distribution of the operations manuals. HIC staff acted as
liaison to outside agencies, such as travel associations and
airlines, for the purpose of worldwide marketing. HIC conducted
internal audits, budget and contract reviews, and made staffing
recommendations for its subsidiaries. HIC set the service
standards for the Hyatt International group and, along with its
master hotel management subsidiaries, monitored the performance
of the Hyatt International hotels.
Preopening and operating expenses of hotels were charged to
the hotel owners, including: Hotel staff salaries and benefits;
marketing and sales expenses; and office, rooms, and restaurant
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