Dream Homes & Development Corporation shows Profitable Results, Expands Business, and Adds Key Personnel in Q2 Report for 2017

Read article : Dream Homes & Development Corporation shows Profitable Results, Expands Business, and Adds Key Personnel in Q2 Report for 2017

FORKED RIVER, NJ--(Marketwired - Aug 22, 2017) -  Dream Homes & Development Corporation (OTCQB: DREM), a licensed new home builder and general contractor, has filed its second quarter financial report. The Company reported gross profit of $530,545 and a net profit before taxes of $132,917 on construction revenues of over $1.76 million. The entire filing can be viewed at https://www.otcmarkets.com/stock/DREM/filings.

Dream Homes is a fully integrated real estate Company specializing in the elevation and moving of homes, new construction of townhouses and single-family homes, as well as development and sale of approved, single-family homes and various residential properties located throughout central /southern New Jersey. Dream Homes had several operational achievements and milestones during the quarter ended June 30, 2017.

• Vince Simonelli, as Chairman and CEO of Dream Homes, proudly announces that the Company was able to deliver profitable results on a net basis despite costs associated with going public.
• The new stock symbol DREM was granted on Tuesday, May 2, 2017 and effectively completed the process to bring our dynamic company public. The Company announced this action on May 5, and discussed how Dream performs full construction and development services, since it is licensed as both new home builder and general contractor and offers the full spectrum of services that a client may need. For this reason, Dream occupies a unique place in the market. 
• On May 24, 2017, Dream announced that it would transition from commonly used construction materials to next generation materials over a long-term plan with LIG Assets, Inc.
• On June 1, 2017, Dream Homes issued a significant press release that included the acquisition of a new modular division and showroom in Point Pleasant, NJ. The showroom offers a complete kitchen, bath, flooring and finish design center. The acquisition included four ongoing projects, a new VP of Sales Lou Obsuth, and clear potential for extensive prospects from Lou's contacts / client base.
• Also on June 1, 2017, Dream hired Joe Pascucci as its VP of Business Development. Joe developed and led the elevation, renovation and new home division for a competitor over the last four years and was responsible for $8 million in sales during that time.

Mr. Simonelli stated, "The business of elevation and renovation has evolved tremendously over the last 4 years at the Jersey Shore, and Dream Homes has remained as one of the best builders and general contractors in New Jersey. We've completed almost 200 complete elevation and renovation projects, including 28 that other contractors had abandoned. Due to our reputation and ability to handle varied and difficult construction projects, we're growing steadily and constantly improving our Dream Team. We're proud to be the only public company performing this type of work at the shore and will continue to be the preferred choice for elevation, renovation and new construction needs in the years to come."

Management and Personnel Overview:

Dream Homes is led by Vincent Simonelli, who has been directly involved in the development, construction and sale of over 2000 home and commercial projects since 1993 in New Jersey. In addition to developing and building over 1600 single and multi-family units, Vince developed an additional 1000 units which were sold to other national builders as well as over 200 elevation and renovation projects.

Tim Tennis has over 30 years' experience in both commercial and residential applications. In addition, Tim is or was licensed in all three mechanical trades (plumbing, electric and HVAC) and brings a wealth of structural experience to the table. Tim oversees and runs the busiest Dream region, which is the northern Ocean region and has directly overseen over 80 elevation and new home construction projects for Dream.

Dream Homes has one regional project manager and five project managers who manage construction projects in building regions. Additionally, Dream Homes has five separate carpentry and framing crews, its own plumbing crew, its own dedicated HVAC crew, and a licensed electrician on staff.

About Dream Homes & Development Corp.

Dream Homes & Development Corp. (OTCQB: DREM) is a full-service construction company based in Forked River, New Jersey equipped to complete all aspects of a building project from design, architectural, engineering, and construction. As licensed new home builders and general contractors, Dream Homes is actively raising, renovating and reconstructing homes up and down the New Jersey shore area. In addition to its renovation and elevation division, Dream has several properties in development, comprising 13 new single-family homes and 58 townhomes. Please visit our website at www.dreamhomesltd.com and blog at http://blog.dreamhomesltd.com for more information.

Forward-Looking Statements

This press release may contain forward-looking statements. The words "believe," "expect," "should," "intend," "estimate," "projects," variations of such words and similar expressions identify forward-looking statements, but their absence does not mean that a statement is not a forward-looking statement. These forward-looking statements are based upon the Company's current expectations and are subject to a number of risks, uncertainties and assumptions. The Company undertakes no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise. Among the important factors that could cause actual results to differ significantly from those expressed or implied by such forward-looking statements are risks are detailed in the Company's respective filings at www.otcmarkets.com. 

What’s in a name? What's behind the names of UK agencies' meeting rooms

Read article : What’s in a name? What's behind the names of UK agencies' meeting rooms

Agency offices often display their culture and creativity throughout their offices, from murals on their walls to bathroom reading material to what they call their meeting rooms. Here are the stories behind some U.K. agencies’ meeting room names.

Agency: Essence
Names: Oolong, Darjeeling, Lady Grey, Lapsang Souchong
Essence’s global offices name their meeting rooms to reflect the local food and drink scene: The Seattle office’s rooms have names like Umbria and Zoka, after local coffee roasters; Singapore’s are called local drinks Tiger Beer and Singapore Sling; San Francisco’s are named for local craft beers such as Pliny the Elder and the Denogginizer. Since the U.K. is a nation of tea drinkers, Essence London went with a tea theme. “It’s a pretty good representation of how Essentials spend time together outside of office hours in each location,” said Michael Butler, Essence’s business development manager.

Agency: Manning Gottlieb OMD
Names: Chess, blue label, locomotive, Titanic, apple, ghost
Manning Gottlieb OMD’s workforce is divided into four “tribes,” named after inventors in media: Turing, Marconi, Lumière and Caxton, and each of the meeting-room names is a reference to the inventors. For instance, the first moving images projected by the Lumière brothers were of an approaching locomotive, while Alan Turing used chess to demonstrate what a computer could do.

Agency: We Are Social
Names: Winter Conference, Meme room, Lady and Man Chat, Running, Cycling
Skype, We Are Social’s first client, is the agency’s main internal channel of communication. As an homage, the meeting rooms are named after key Skype chats. There’s a Skype group for cycling fanatics, a Skype chat for running fans and a Skype chat for food recommendations. The agency also has a room called Meme, displaying framed pictures of Grumpy Cat and Baby Fist, and a Winter Conference room named for its annual ski trip, ahem, winter conference.

Agency: GroupM
Names: King George, Queen Victoria, Kensington Palace
The agency took a survey to decide what to call the meeting rooms when it moved into new office, and the most popular option was kings and queens. There are rooms named after kings on one floor, queens on another and palaces on a third.

Agency: FCB Inferno
Names: Boudica, Sheba, Latifah, Liberace, Priscilla, Oscar
FCB Inferno’s meeting rooms are named after queens, both literal (Victoria and Cleopatra) and figurative (Liberace and Priscilla). “It helps make for a positive meeting,” said founding partner Tim Doust.

Agency: Mediacom
Names: Rosa (Parks), Florence (Nightingale), Albert (Einstein), Pablo (Picasso), Leonardo (Da Vinci)
Mediacom has named its meeting rooms after accomplished and inspiring people from throughout history, such as Da Vinci. “His art and inventions all adhere to his quote, ‘Simplicity is the ultimate sophistication,’ where they were founded on simple principles but were still groundbreaking,” explained art director Sam Learmonth. “In the same way at Mediacom, we know that the best work is a combination of simple truths, cutting-edge technology and creative innovation.”

Agency: Dentsu Aegis
Names: Dame Stephanie Stevie Shirley, Sophie Wilson, Admiral Grace Hopper
The Dentsu Aegis meeting rooms are named after media pioneers such as Johannes Gutenberg, who invented the printing press, and Tim Berners-Lee, the inventor of the World Wide Web. They also all used to be named after men, but they now include female pioneers in the media and tech space, like Hedy Lamarr, who invented a form of wireless communication, and Ada Lovelace, a pioneer in computer programming.

Agency: M&C Saatchi Mobile
Names: Archer, Oxford, Lexington
M&C Saatchi Mobile named its meeting rooms after street names in its Soho area of London to give the office a homey vibe. “Soho is the ultimate media and advertising area, and [it’s] a real draw for our employees,” said Libby Robinson, EMEA managing director, M&C Saatchi Mobile, adding that the names make the staff “feel like they are in the thick of the media industry.”

Agency: Rufus Leonard
Names: Zeppelin Bunker, The Armoury, The Rifle Range
The meeting-room names come from the agency’s main building, The Drill Hall, which is a former military installation. While The Shooting Gallery might be a mouthful for a room name, it’s a conversation starter for clients, said Charlotte Anderson, business development director. “The building is steeped in military history,” she said. “We wanted to honor its heritage.”

Agency: Livity
Names: Brighton, Brixton, Cape Town, Rio
Livity’s rooms are named after key locations: the agency launched in 2001 to tackle the biggest youth issues, like teenage pregnancy, gang crime and unemployment. Brixton, south London, where it launched, which was close to the worst-performing area on all positive youth outcomes at the time. The co-founders came up with the idea for the business in Brighton, and Cape Town was the company’s first office in Africa.

Main image courtesy of Mediacom

Monday Profile: Joe P. Ruthven took risks, led the way for Lakeland - News - News Chief

Read article : Monday Profile: Joe P. Ruthven took risks, led the way for Lakeland - News - News Chief

Founder of The Ruthvens warehouse business started small, building large

Marilyn Meyer @marilyn_ledger

LAKELAND — Joe P. Ruthven had been telling his children he’d retire when he turned 90, but now he’s thinking 100 would be a better age.

At 90 years and 1 month old, he walks two to three miles several times a week with his wife, Judy, and follows her lead in eating a healthy vegetarian diet. He takes only one prescription medication; his energy is strong.

A few hours behind the wheel of his car is no problem so he can easily visit any of the 85 properties built by the warehouse development firm he founded and owns, The Ruthvens. All the properties are within 25 miles of the downtown office at 41 Lake Morton Drive.

“Joe P. Ruthven’s impact on Lakeland is huge,” said Weymon Snuggs, chief operating officer for Citizens Bank & Trust. “Through his warehouse development business, he has helped bring new companies into the area, creating jobs for our community while providing space for businesses of all sizes.”

Ruthven knows what it is like to be a struggling small businessman, to dream, take risks and put in long, hard, worrisome hours. He likes to give a boost to small tenants and is delighted when they succeed.

“I know of several situations that a business was having some challenges and he was working with them,” Snuggs said. “Joe and his family are so great in the care that they give the tenants. These are not just someone leasing their property; these are people with relationships that Joe and the other Ruthven family members have built.”

Although The Ruthvens owns 3.5 million square feet of warehouse space, the company is still growing. Showing his company’s warehousing complexes near Lakeland Linder Regional Airport, Ruthven points out acreages he’s purchased, some ready to go into development, others still lying fallow.

“Have you ever seen so many trucks?” he asks, as he pulls alongside a 100,000-square-foot building leased to Forward Air, a logistics company that distributes goods to retailers, employing 100 workers and 50 drivers.

He rattles off the variety of products distributed or manufactured under The Ruthvens-leased space: cotton balls, tomatoes, Purina foods, spice packets, caskets, rum, water, pharmaceuticals, clothes, vitamins and a wide variety of suppliers to Publix.

“Joe was ahead of the curve in warehousing, before it was in vogue, long before Amazon and O’Reilly’s came to Lakeland,” said Gene Strickland, a former Lakeland city manager who became friends with Ruthven in the late 1960s and early 1970s when Ruthven was on the City Commission.

“Many times The Ruthvens puts in a small unit, a company leases it and grows into a bigger unit,” Strickland said. “I credit Joe with not only what he did in building the warehouses but the spinoff of what he did, the ripple effect.”

Ralph Allen, a financial adviser and chairman of the family-owned firm Allen & Co, “I am sure if it was not for The Ruthven efforts, many businesses would not have started business interests in Lakeland.

"The Ruthvens were able to be a partner of the city of Lakeland, the Lakeland Economic Development Council and the Chamber of Commerce to convince outside businesses that Lakeland was business friendly, a good place to open plants and businesses," he said. "Joe has always been a super salesman for Lakeland.”

Ruthven said arrival of Amazon’s million-square-foot warehouse/fulfillment center has been a huge boon to the Lakeland economy.

“When companies in New York or California or anywhere in the country or abroad hear that Amazon came here, they know Lakeland has been checked out thoroughly and they want to come too,” Ruthven said.

Keeping The Ruthvens’ buildings in the 100,000 square-foot and under range allows the company the latitude to recover if a leasee moves out, or worse, if a tenant’s business fails, Ruthven said.

The early years

Joe Perry Ruthven was born on July 9, 1927, to Agnes and Joe Ruthven, the third of five children, on a small farm in Chesterfield County, S.C. There was no electricity, no running water; chores began at 5 a.m. and picked back up after school.

He grew up during the height of the Great Depression in one of the poorest counties in South Carolina. He recalls one sharecropper family from a nearby farm so destitute their children went naked until his mother made them clothes out of flour sacks, and later, regular clothes.

And he recalls the changes that came after President Franklin’s Roosevelt’s Work Progress Administration and other relief programs came to the area.

His family did relatively well and each year his dad tried to add 10 acres to the farm where they grew tobacco, cotton and other crops, he said.

But he realized early-on that he did not want to be a farmer, staring at the rear end of a mule, he said. Still, the work ethic of a sunrise to sunset day stuck.

“I guess I carried that over into the rest of my life,” Ruthven said.

He had graduated from high school just before his 16th birthday and spent a couple of semesters at the University of South Carolina before enlisting in the Navy at 18. He was in boot camp when the Japanese surrendered, ending World War II.

While thousands upon thousands of troops were returning from overseas, he was assigned tug boat duty at Norfolk, Va., helping pull into harbor the huge ships bringing the battle-weary men back to American soil.

They would discharge 4,000 to 5,000 men as they came off the ship, pay in hand and nowhere to go, except maybe downtown Norfolk, before heading home, Ruthven said.

"We and everyone from the area knew not to go downtown after a ship had come in; it was wild," he said.

“But I’ve often thought it would have been better for the men if they would have sent them to a base for a while; let them acclimate," he said. "But they came directly off the ships and back into civilian life.”

When Ruthven was discharged from the Navy, “I stopped by the farm only three days, long enough to get my clothes and head back to the university," he said. "I knew if I stayed longer, Dad would have me behind a mule.” 

Ruthven said, that he as walked back on campus his first day, he saw a couple of girls shooting pool and stopped to introduce himself. One of them was Jeanette "JJ" Chiles of Lakeland, who would later become his wife. The couple had two sons and a daughter. JJ died in 1982. In 1984, he remarried, to Judy Story.  

The GI bill paid his tuition and, for spending money, he took a part-time job with JC Penney.

Upon graduation with a business degree in 1948, Penney's offered him a full-time job at $200 a month which sounded OK but then BF Goodrich gave him a better offer, $250 a month, he said.

So he went into the tire business. He moved his growing family three times as he went up the management ladder over the next decade.

Coming to Lakeland

In 1957, he and friend Eugene “Blackie” Black decided to start a tire store in Lakeland. Ruthven’s father-in-law Lawton Chiles Sr., gave Jeanette a lot at 600 Memorial Blvd. for the store.

After hiring an architect to design the building and a carpenter to pull permits and supervise, the two partners supplied the labor. Five months later, they opened an OK Tires.

They had spent most of their combined $10,000 on the move and construction so struggled to stock the store, but managed to do it after securing a $1,000 loan, plus securing a supply of retreads and used tires.

That first year, he and Black did all the work: sales, changing tires, bookkeeping and keeping the place shined. At the end of the year, they had made $7,500. After that, they not only survived, they grew and started hiring employees, including Ruthven’s two brothers, Jerry and William Ruthven. Eventually, the partners opened a second OK Tires store.

In the late 1960s, the home company, OK Tires and Rubber, wanted a warehouse in Central Florida and asked Ruthven if he could find a 10,000-square-foot space near a railway. 

"I was interested in branching out into real estate," he said.

After looking at available spaces, he decided to build the warehouse and lease it back to the company. A friend, Kirk McKay, agreed to sell him 10 acres on Mine & Mill Road with only $100 down and a personal note, starting Ruthven on a new career. 

The acreage was large enough that he was able to double the square footage and quickly found a second tenant for the other 10,000 square feet.  

In those early days, Ruthven bought most of his lots with $100 down and a personal note — not something anyone could do now, he said. “A lot of the people had inherited property and were paying taxes on it so wanted to get rid of the land.”

Financing the construction was another issue, especially because he was building on speculation, something others were not doing. He would go from bank to bank trying to get loans, he said.

“I would get turned down about three times more often than I was approved,” Ruthven said.

But after the loan officers realized he was able to lease the space and he was making the mortgage payments, it became easier to get financing.

“I don’t think we have ever missed a mortgage payment,” Ruthven said, although there were times when he was worried whether he could put groceries on the table.

In 1974, after 17 years in the tire business, he and Black sold OK Tires, Black’s wife wanting to return to South Carolina and Ruthven wanting to go full time into real estate.

The office

When Jeanette Chiles and Joe P. Ruthven married on Sept. 4, 1949, his parents stayed at the Lakeshore Hotel at 41 Lake Morton Plaza. Some 25 years later, Ruthven bought the old 32-room hotel.

“I thought it would be fun to run a hotel,” but it only took a day to change his mind, he said. That first morning, a retired professor, a 97-year-old man, who rented a room came downstairs and said he was going to take a bath.

Ruthven said, OK, but then the old man said someone had to sit with him.

“I told the woman who was working the desk with me, you sit with him and I’ll stay at the front desk to answer the phone."

From there as he watched the comings and goings, he realized a staff member kept coming from the back room to get clean sheets.

“It took me until 6 o’clock that night to figure out they were running a small prostitution ring out of the back room — $10 whether they stayed an hour or all night. I fired them all.”

“It was only two blocks from City Hall and no one over there knew what was going on,” Ruthven said, still amazed more than four decades later.

Ruthven was looking for an office so decided to convert the stately hotel. It took two years to reconfigure the 1920-era building. Since then, it has been renovated twice to fit the needs of The Ruthvens.

“It is challenging” to keep up a 100-year-old building, he said, recounting a recent country-wide search for tiles when the roof leaked.

Politics

When Ruthven and Jeanette Chiles married, her younger brother, Lawton, was still a student. But Lawton Chiles later became one of Lakeland’s most famous native sons, a Democratic politician who served in the Florida House and Florida Senate through most of 1958 through 1970, the U.S. Senate from 1971 through 1989, and as governor of Florida from 1990 until his death on Dec. 12, 1998.

Even before he met his brother-in-law, Joe P. Ruthven was a confirmed Democrat.

“One day when I was about 11 or 12, I came home from school and there was a truck with lumber in it," he said. "Several young men with the Civilian Conservation Corps were there to build our family an outhouse.”

Seeing what Roosevelt and the Democrats were willing to do to help his family and his community, “I decided right then I would be a Democrat for the rest of my life.”

Ruthven said he and other family members often had helped Chiles with campaign duties so it was not much of a leap when he he decided to run for Lakeland City Commission. He served on the commission from 1969 through 1971, the last year as mayor. Schools were being integrated and racial tensions were high, Ruthven said.

A 1971 editorial in The Ledger summing up the year and Ruthven's service said, “racial problems at Lakeland High School drew the mayor into the news as an intermediary. His Youth and Adult Community Relations Committees opened unprecedented links of communications between the races in the city, the school got a new principal and the year ended on a note of optimism.”

And, the editorial continued, “long-simmering tensions in the Washington Park Homes public housing project surfaced strongly this year, leading to a barrage of charges and counter-charges among tenants and Housing Authority officials. Again the mayor became involved, this time with a bi-racial investigation committee which promised to hear all viewpoints and seek long-range ways to improve the relationship between tenants and city.”

Ruthven said Dr. John S. Jackson, an African-American physician, worked closely with him; the two attended community meetings together, bolstering one another. And at the schools, Willy Speed, a coach at Kathleen High School worked alongside him.

There was a lot of unrest and “I am glad that time is behind us,” Ruthven said.

Marilyn Meyer can be reached at marilyn.meyer@theledger.com or 863-802-7558. Follow her on Twitter @marilyn_ledger.

How Californians Are Coping With the Drought

Read article : How Californians Are Coping With the Drought

Earlier this month, California Governor Jerry Brown made an unprecedented decision: To fight back the devastating effects of the drought that is currently racking the state, its citizens will be forced tocut their water use by 25 percent. It was the first such conservation mandate in the state’s history.

Though the executive order has been widely lauded for pushing the state toward a more water-conservative future, it’s still unclear exactly how it will be practically implemented. On Saturday, the State Water Resources Control Board issued arevised set of draft regulations to execute the order. In it, individual water districts are given their own water reduction targets; those areas that have historically been big water wasters will be expected to cut back the most, and those that have already shown success in conservation won’t have to reduce use significantly. (There currently are no additional cutbacks required of agricultural water users.) There is a small window of time open for public comment, and the board is expected to vote on the regulations during the first week of May.

In reality, though, the drought has already forced many Californians to adapt to a new way of life.Newsweekput out a call to residents of the state to ask them what they’ve done in the past year to adjust.  

Keep up with this story and more by subscribing now

Rona Lewis, Nutritionist, Los Angeles

I live in an apartment, and they’ve replaced our regular toilets with low flow. Personally, I try to do little things to help: turn off the water when I’m brushing my teeth, turn it off when I’m washing my hair or waiting for the conditioner to soak in.

I’m a fitness trainer and take a lot of my clients out for power walks during the day. I see a bunch of homes with either Astroturf instead of real grass or desert-type foliage along with rocks for front lawns. It’s hard for those of us who like to grow our own food—I only have a few pots on my balcony for herbs and tomatoes, but my clients and friends who have full-fledged vegetable gardens are frustrated at the restrictions laid upon them.

What so many of us don’t understand is why there is such a fight against building desalination plants. It would solve so many water issues here!

With water in short supply, desalinization of ocean water to make it drinkable is the focus of various projects across the state. Elijah Wolfson

Brian Milne, Business Development Manager, Paso Robles

I live in wine country on the Central Coast of California where we have a ton of vineyards sucking up water and a whole host of water issues.

We had the lake in my hometown of Atascadero go dry. Lakes where I learned to fish (and have written fishing guides and hiking guides about) have gone almost dry.

Our family has cut our water use drastically. We have the brownest lawn on the block, and I'm proud of it. I've only watered our lawn once this spring, and that was when we drained our spa to irrigate our landscape. Our spa is now empty and we don't plan on using it this summer. We've also built a gray-water system that waters our roses from the washer at my parents house. We also have buckets under our rain gutters and use buckets in the shower to catch excess water and reuse it around the house when appropriate.

Additionally, I love to surf, and I've made my own portable shower out of a Roundup Weed Killer Sprayer, and put a pump and nozzle on it and use it to wash off with very little water at the beach. Many state parks in California no longer have water, or the showers they do have waste a significant amount of water. Using my portable shower, I can spread a couple gallons for about three to four showers in the mornings after surfing. That's a lot better than the American average of 17 gallons per shower!

Catherine Trainor, Startup Entrepeneur, Oakland

We bought a pump so that each time we take a bath we can pump that water into a hose to water the plants with. We have a pitcher by the sink so we can pour half-drunk water glasses, water from boiling vegetables, etc., [and use that] to water the plants. In the summer, we let our lawn die. One thing we wish we could do (and that everyone could do) would be to collect water off of our roof for when it rains. An inch of rain on our roof would give us 600 gallons of water, and we'd like to keep it!

Also coming up for the summer: bucket shower!

Hilary Achauer, Writer and Editor, San Diego

We just ripped out our front, south-facing lawn and installed California native plants. We did not install irrigation. The plan is to water it twice a week for eight weeks, and then it should be established well enough that it won't need watering. We've even got some trees—two shoestring acacia trees and an incredible paloverde tree, which is a desert tree with lovely yellow flowers.

Chantay Bridges, Realtor, Los Angeles

At first, I was not dealing with it at all. I heard about it, I felt it, I saw the effects of it. Originally, I sort of buried my head in the sand and attempted to ignore it. Now that it's at a massive level and mandates are being formed, I have taken a look at it more closely. Here's now how we are dealing with the impact of the California drought:

We have reduced our water usage. In lieu of washing daily, even if it's one blouse, we now only wash once per week as an entire family We have adjusted our automatic water sprinklers. Now there are a couple of days where the lawn is not being watered at all. We are not encouraging water type of games with the kids and their friends. Instead, we have given them other options, despite the nice weather.

We are talking to our neighbors, friends and co-workers soliciting suggestions of more ways to conserve. We attended a few neighborhood meetings where they discussed it in length, to educate ourselves and learn best practices.

We are shopping more for water and keep an emergency supply in the home.

Some Californians have stopped watering lawns and plants and others have reduced how often they run sprinklers. Elijah Wolfson

V.J. Sleight, Smoking Cessation Counselor, La Quinta

I have cut the size of my lawn by 75 percent, and I am considering getting rid of the rest of it. I've stopped taking showers every day, especially since some days the only exertion I get is sitting at a desk. I contacted the local water agency, which gave me low-flow nozzles for shower and sinks, plus a plastic bag for the toilet to reduce the amount of water used. I use a dry brush on my car instead of always getting a car wash.

John Cox, Chef, Big Sur

This week [at the Post Ranch Inn], we started using compressed air to clean the plates before loading them into the dish machine. Traditionally, the spray nozzle at the dish station is one of the kitchen's biggest uses of water. By adding the compressed air gun to the station, we have been able to reduce the usage of the water in that area by 80 percent and actually increase productivity. That is a huge savings!

Natalie Nicole Gilbert, Singer/Songwriter, Los Angeles

We received pamphlets last year asking us to avoid water usage during the day as much as possible, such as we would use for laundry, dishwashers, etc. We've since started washing dishes by hand, waiting until a laundry basket is full to do laundry, kept a tighter eye on leaks and drips from the faucets, and generally cut back our water usage on every front we can easily control.

When my doctor advised I take lengthy showers to combat my bronchitis and borderline pneumonia, I balanced that advice with using a small facial and sinus steamer that had much the same effect but required less than one cup of water to create the steam.

We have also thought about moving out of state, particularly because the drought shows no signs of improvement anytime soon. We've begun circulating résumés as far away as the U.K. and Denmark.

Gretchen Hydo, Public Relations Professional, Sherman Oaks

To reduce water, we have cut back on laundry and are wearing our clothes more, flushing toilets less, and watering less. I am a life coach who works from home and my clients come to the house. I did not want to let my garden or my lawn go because it doesn’t look very appealing. The guilt I was having about watering and planting was taking its toll. I called a landscaper to see about drought-tolerant plants (I do not think they are appealing at all, but needed to do something). He came over, and after talking I discovered that I could keep my lawn and my plants and save up to 40 percent of water. It sounded too good to be true, but it worked.

Here are the things we did: 

• We put in a drip system.
• In our flower garden we put in water beads that expand 300 percent. They hold water so that you can water less (and the plants still receive water).
• We put in some individual sprayers to the root balls of the plants so that they got the water (that is all that needs the water to grow).
• We mulched.
• We put in a tank that automatically feeds the lawn and flowers bio stimulants—this makes the flowers bloom, keeps them healthy and keep the grass green. It also cuts down on the water
• And…..I did put in some colorful, drought tolerant plants

Our yard looks amazing.

Liam Collopy, Communications Executive, Manteca

We recently had a pool company come to our home—which routinely reaches 100-degree temperatures in the summer—to provide a design plan and estimate. With the drought and pending water restrictions, we've had to seriously rethink. In addition, the future of our well-manicured plush green front lawn-which is watered according to preset timers—is quickly becoming an offensive luxury as the drought lingers.

This is the new normal in the Central Valley of California. Appearance is out. Water efficiency and conservation is in.

I'm saddened not only for the farmers in our region but for future generations. I'm not an alarmist but my fear is California is turning into a desert.

Nigel Ravenhill, IT Marketing Specialist, Napa

Drought has made me way, way more conscious of even wasting a little bit of water. Now, if there's some water left in a drinking glass, instead of pouring it down the drain, I either water plants inside or walk outside and empty it in one of our outdoor planters or over our potted meyer lemon tree.

Similarly, I don't let the water go straight down the drain if I'm running the tap to get hot water to wash the dishes. Instead of letting a gallon go down the drain, I'll refill the electric kettle or fill-up jugs for watering the plants before the hot water arrives in the tap.

I had almost a crisis of conscience last Saturday morning after having an ice bath following a hard running workout. I was very tempted afterwards to get a bucket from the garage and move the however many gallons from the second floor bathroom to the garden for watering. My wife ended up pulling the plug later in the day.

All three of these behaviors wouldn't have earned a second thought in previous years.

Finally, we're also thinking of removing the front-yard lawn but we live in a neighborhood with restrictions on landscaping options so we're not even sure this will be possible.

And that's what life is now like in California.

Marching to recovery 5/5 - Builders' Merchants News

Read article : Marching to recovery 5/5 - Builders' Merchants News

Published:  22 March, 2011

This report was first published in Builders' Merchants News December 2010/January 2011 issue.

Nick McGrellis, managing director of Croydex, the bathroom accessories company says that one of the biggest trends in terms of showers next year is likely to be water-saving features.

“Another trend which we believe is likely to continue in 2011 is that for combi shower sets that have a fixed head and a separate removeable handset. These are a great space-saving solution in the smaller bathroom or en-suite, as they are particularly suitable for in-bath showering and can be added to any existing mixer valve shower.”

Mike Lawrence, managing director of one-stop-shop kitchen distributor, Waterline, says  business for merchants in 2011 will come from refurbishment: “Consumers are improving, not moving and the kitchen is the focus of attention. This can be anything from a complete refit to replacing the sink, tap and appliances for a new, up-to-date look.

“Pitiful rates for savers combined with fierce competition within the kitchen industry mean there has never been a better time for consumers to refurbish the heart of the home.”

Gary Hawkins, Impulse Bathrooms’ general manager, says 2011 will continue to be somewhat constricted for the bathroom industry.  “There is pressure on the demand for new homes to be built, even if the majority is likely to be social housing, and this should provide some optimism.

“Domestic refurbishment should see a skew towards money-saving home improvements such as water and energy saving. However, this should not mean giving an inroad to cheap, substandard imported product from dubious sources.

“Driving prices down at the expense of quality and performance does not really help any part of the industry. It may seem like a quick fix but it is not a sustainable, long-term business strategy.

“Although the consumer is looking for a ‘deal’ because of the economic climate when the price of everything is rising, it is much preferable to offer real savings like water saving products which, for those with metered supplies.

“I also think the steeply rising cost of fuel will make people ‘let their fingers do the walking’ doing more research on the internet rather than driving around showrooms.The trade should promote the benefits of dealing with merchants with a reputation for reliability, good know-ledgeable advice and support services. This is where the merchant has the advantage over the internet suppliers where price is the main criterion.”

With the growing demand for water and its subsequent increases in cost, as well as the well-known adverse impacts this can have on local environments, the UK market demand for rainwater recycling systems is increasing, according to the UK Rainwater Harvesting Association.

John Goodwin, UK sales manager of Oaklands Environmental, a manufacturer of sustainable drainage systems, specialising in stormwater management, sewage treatment, rainwater harvesting and oil/water interceptors as its core products.

He believes there is a market for rainwater harvesting systems – and one that merchants can use to their advantage. “While the infrastructure market has been hard hit over the last couple of years, the sewage treatment business has remained reasonably buoyant, largely being funded and promoted through the self-build market,” he explains.

Business may be slow for many, but Oaklands is still moving products and growing their business, but not in the market sectors it did 18 months ago, Mr Goodwin admits. “We are focusing on social and affordable housing, working with housing associations and the companies involved with housing associations to promote the use of rainwater harvesting systems in their projects.

“There has been tremendous market growth in this sector over the past two years, chiefly driven by the Homes and Communities Agency, with its partial funding for housing associations and local authorities to get affordablehousing schemes moving.

“The HCA has now had its budgets cut as have local councils and many projects have been culled. What the overall knock-on effect will be remains to be seen.

“Many of the companies we have dealt with over the past 12 months have said there was work in the pipeline, but it all hinged on the type of funding that would become available from the HCA, housing associations and local authorities”.

Mr Goodwin believes that the opportunities for market growth will still be there. “In different parts of the country the need for rainwater harvesting has to be pushed much harder,” he says.

This is particularly true for those regions where there have been water shortages,  hosepipe bans, water meters installed and people generally having to pay increased charges for their water.

“It isn’t an everyday sale for a merchant, but one that they need to consider. Rainwater harvesting systems are a non-stock item that they can promote and sell and which offer excellent profit opportunities.”

“Although housebuilding may be a difficult market for most of this year, housebuilders have to consider offering suitable rainwater harvesting systems as a sustainable item that may give them the edge in a competitive market.”

“Merchants need to promote awareness of rainwater harvesting through their contacts with the all housebuilders from the self-builder and small local housing contractors to the large national organisations.”

Timber is a volatile sector and although it has been weathering the economic storm, it has not been without casualties.

Rod Allan, managing director of Finnforest UK says a globally leaner approach to the market means that there will not be the speculative production previously experienced and it is highly unlikely that those sawmills mothballed in 2009-10 will be reopened in 2011.

“Both forest owners and sawmillers will look to manage the market through restricting supply, borne out of the need for timber producers to maintain material prices and reduce market volatility.

“This does mean that the UK will have to continue to compete with other countries for the limited supply that does exist. With forest ownership at its core, it does mean that Finnforest is well placed to compete in both the global and local market places.

“We are seeing a growth in demand for timber products, but it is fair to say that this demand is now coming from the private commercial developer.

“The development of engineered timber systems that respond to the challenges of private commercial market sectors such as retail, leisure, commercial and industrial can provide merchants with solutions by which to reach this audience.”

David McElroy, deputy managing director, commercial of Norbord Europe adds that rising prices will be an ongoing theme during 2011. “One silver lining is that market forces and euro exchange rates mean that plywood – all of which is imported – is now in short  supply in the UK. This is good news for the UK’s OSB manufacturers. We can build market share and that’s good for UK jobs, too.

“Because of the price pressures, we are focusing on value lines and value-added products.

“We have already re-positioned our chipboard flooring and fixing accessory lines and we have revised our offering to give customers new product lines attractively presented and competitively priced.

“My worst-case scenario is a flat year to come. But it takes a long time to recover from a decade of overspending, so recovery will be very slow.”

SCA Timber Supplies’ sales director Stephen King says the company has noticed more just-in-time purchasing from merchants on planed timber. “There is a degree of hope that private sector housebuilding will take up at least some of the slack. It will be well into the spring, though, if not early summer,before we can see the trends clearly.”

Anders Ek, SCA Timber’s international marketing director in Sweden, adds: “As we look across Europe, there’s a difference in the performance of timber markets. The sharpest drop in performance has so far been seen in Britain, no doubt due to the austerity measures being taken in the UK and their potential effects on construction.

“There have already been curtailments in timber production in many European mills.

“These curtailments will make a difference in reducing sawmills’ inventories, but on price, we will have to see what the supply and demand picture brings in the early part of 2011.”

Northgate Crossing apartments await the expanding suburb of Wheeling

Read article : Northgate Crossing apartments await the expanding suburb of Wheeling

The long-anticipated Wheeling Town Center, a mixed-use activity hub on the south side of Dundee Road, is expected to break ground this fall. When completed a movie theater, restaurants and retailers will neighbor the 100-acre Heritage Park and aquatic center as well as a Metra train station.

Within walking distance on the north side of the road is Northgate Crossing apartments. The new 288-unit, low-rise rental community will be wrapping up its construction about the time the town center gets started.

"Wheeling isn't an area people think of right away, but it's up-and-coming," said Northgate Business Manager Jillion Volz. "We're just a little earlier than everything is popping up."

Northgate Crossing is being developed by Reva Development Partners and built by Kinzie Builders. Lincoln Property Residential is managing the community.

The residents, who began arriving late December, tend to be either young professionals or empty nesters. They are drawn to the corporate offices in the area, nearby North Shore attractions and easy access to highways and the train route.

The younger residents often are establishing themselves in careers before they buy a home while the older ones may have sold theirs, said Matt Nix, principal at Reva.

"We provide kind of a transitional housing option to or from a single-family home while people make their next housing decision," he said.

"Our price point is a little lower than that of the surrounding communities," Volz said.

Surrounded by a mature landscape, Northgate Crossing is set back from the traffic on Dundee Road. Nine three-story elevator buildings are interspersed amid a clubhouse and retention pond. Each building is entered via a secure foyer.

Six floor plans are offered: four with one bedroom and one bath, and two with two bedrooms and two baths. One of the one-bedroom plans also has a den.

Residents have a choice of two color combinations: white cabinetry with dark counters and flooring or espresso cabinets and medium-hued counters and flooring. Stainless steel appliances, granite countertops, in-unit clothes washers and dryers, window blinds, closet shelving systems and lever door handles are standard. Vinyl plank flooring and cream-colored carpeting is per plan. Bathrooms have white subway tile surrounds and ceramic tile floors. All units have either a patio or balcony.

The largest two-bedroom apartment is the 1,212-square-foot Edison. A second-floor model opens to a foyer with a built-in art niche on one side and a laundry closet on the other. A great room has spaces allocated for sitting, formal dining and food preparation. The U-shaped kitchen has breakfast seating along one counter. An alcove with upper and lower cabinets can serve as a dry bar or buffet and hutch combo.

The two bedrooms and baths are at opposite sides of the apartment. The master suite has walk-in and linen closets and a bath with oversized shower and comfort-height dual vanities. The second bath, which is adjacent to the guest bedroom, has an extra-deep tub.

A circular drive fronts the clubhouse, where lounge seating, flat-screen television, pool table, two-way fireplace and full kitchen invite residents to spend their leisure hours. A business center provides computers and printer. The 24-hour fitness center has cardio and weight-training equipment. The media room has an extra-large flat-screen TV and theater-style lounge chairs; it can be rented for private viewings. Wi-Fi is complimentary in the clubhouse and pool area.

Outdoor amenities include swimming pool and sun deck, locker rooms with showers, bocce ball court, grilling station, fire pit and dog park.

Northgate Crossing is pet-friendly, although restrictions apply. Three buildings are pet-free.

Pamela Dittmer McKuen is a freelance writer.

Northgate Crossing

250 Northgate Parkway, Wheeling; ,847-947-2717 andwww.northgatewheeling.com

Apartments: Prices based on availability and subject to change. One-bedroom, 696 to 873 square feet, from $1,475; one-bedroom with den, 883 square feet, from $1,675; two-bedroom, 1190 to 1212 square feet, from $1,965.

Lease terms: 12- and 15-month leases. Application fee $50; administration fee $450; no security deposit.

Renter's insurance: $50,000 liability required minimum.

Utilities: Resident pays all utilities.

Parking: Open parking is free. Private garages available for $125 to $170 a month.

Pets: Two pets per apartment. Size and breed restrictions apply. Pet fees are $250 one-time and $20 monthly per pet. Three buildings are pet-free.

Smoking policy: Smoke-free.

Amenities: Resident clubhouse with lounge seating, flat-screen television, fire place, full kitchen, pool table, business center, fitness center and theater room. Outdoor swimming pool with sundeck, grilling station, bocce ball court and fire pit. Complimentary Wi-Fi in clubhouse and pool area. Dog park. Open parking, although private garages with inside access are available at additional cost. Apartments are furnished with vinyl plank flooring and carpeting per plan, in-unit clothes washer and dryer, stainless steel appliances, granite counters, walk-in closets, window blinds and key fob access. Patios and balconies are per plan.

Close to municipal services, Interstate 294 and Route 53. Metra train station across Dundee Road offers weekday-only service on the North Central Line.

Park Hyatt Sanya Sunny Bay Resort Opens

Read article : Park Hyatt Sanya Sunny Bay Resort Opens

By: Hyatt Hotels & Resorts |  0 Shares     12 Reads

Opening sets new standard of luxury for Sanya Island in China

February 02, 2015 // Franchising.com // CHICAGO – Hyatt Hotels Corporation (NYSE: H) today announced the opening of Park Hyatt Sanya Sunny Bay Resort in Sanya on Hainan Island, China’s southernmost province widely known as "the Hawaii of China." The hotel marks the fifth Park Hyatt hotel in China, as well as the 35th Park Hyatt hotel in the world.

Situated on a stunning inlet and featuring a private lake and white-sand beach, Park Hyatt Sanya Sunny Bay Resort combines the luxury of privacy and exclusivity with accessibility, being a mere three mile drive from Yalong Bay, the island’s most popular tourist destination.

"We are delighted to introduce the Park Hyatt brand to Sanya," said David Udell, Group President, Asia Pacific, Hyatt Hotels Corporation. "This opening is a testament to our commitment to strategic, thoughtful and purposeful growth in China. The tourism and hospitality industry in Sanya has been booming in recent years, and we are proud that the Park Hyatt brand can be part of that growth. We look forward to welcoming travelers to our most premium brand, where we create sophisticated and enriching experiences."

"It is extremely exciting for us to open our doors in this incredibly unique location -- a place where our guests can enjoy privacy and exclusive access to our beautiful bay and beach overlooking some of the most breathtaking views in Sanya, all while remaining close to the vibrant Yalong Bay only minutes away," said Nicholas Lacey, General Manager, Park Hyatt Sanya Sunny Bay Resort. "Topped off with the elegantly designed spaces and personalized service that Park Hyatt hotels are known for, Park Hyatt Sanya Sunny Bay Resort will be a sanctuary for our many guests from around the world."

Design and Guestrooms

Park Hyatt Sanya Sunny Bay Resort was created by the award-winning Belgian architect, Jean-Michel Gathy of the renowned design-consultancy firm, Denniston. The strikingly modernist development comprises six standalone, arch-shaped buildings designed to allow chi, the traditional Chinese notion of energy, to flow unhindered between ocean and mountains. Set amid the lush landscape next to the beautiful Nan Hu Lake, the placement of every building and internal space has been carefully considered to maximize guests’ enjoyment of the breathtaking view. The six buildings are linked by wide walkways and are decorated with paintings and sculptures to create a tranquil and rarefied art-walk experience.

Designed to replicate the feeling of living in a private mansion by the sea, the sophisticated, elegant interiors are residential in style with a subtle Chinese sensibility. As in private homes, the spaces are wholly flexible. Park Hyatt Sanya Sunny Bay Resort features 207 luxurious guestrooms, including 26 suites and 17 villas. At almost 700 square feet, the standard rooms are among the largest on the island, and almost all of the guestrooms enjoy unadulterated views of the South China Sea.

Drinking and Dining

The ethos of the international culinary team at Park Hyatt Sanya Sunny Bay Resort is to offer a range of authentic Chinese and Western dishes that incorporate ingredients of the highest quality, sourced locally wherever possible. In keeping with the residential concept and ambience of a resort setting, guests are welcome to order from the menu or request bespoke dishes as relaxed and freely as they might do at home. The culinary team is primed to create unique and memorable dining experiences for guests, whether it is a champagne breakfast on the beach, a family barbecue in the villa, or a sunset supper on a yacht.

There are eight main drinking and dining venues: Dining Room, Cellar, Pool House, Pool Bar, Bath House, Library, Terrace and Tea House, following the notion of rooms within a large residence. At each establishment, guests can order from the menus of any of the other dining venues.

Dining Room is the main residential-style dining space offering Chinese cuisine focusing on seafood and steaks. Cellar is a cozy extension of the Dining Room, offering private dining in an intimate setting.

Next to Cellar, in a traditional Chinese-style building topped with ceramic-roof tiles, is Tea House. The impressive, light-filled space, featuring a mezzanine floor and a 30-foot high ceiling strung with myriad birdcages, will serve a premium selection of Chinese teas, an afternoon tea menu, and regional Chinese cuisine.

Guests can also enjoy Western and Chinese comfort food such as pizza, burgers or chilled noodles, either at Pool House, Pool Bar, or Bath House alongside the pools. Library and Terrace are also great choices for guests who want to relax and read a good book – or take in the ocean views – while sipping on a cold drink or a premium cocktail.

Meetings and Events

Park Hyatt Sanya Sunny Bay Resort aims to be the most desirable, upscale event venue in Hainan. The hotel features eight unique, residential-style event venues, ranging from 450 square feet to over 3,600 square feet. All venues feature an abundance of natural light, outdoor terraces and state-of-the-art audio-visual equipment and lighting.

Chamber is the largest indoor event space, measuring just over 3,600 square feet and comprising three separate spaces: a reception area, an open kitchen and a main dining area. Equally unique is Gallery, a long, 3,100 square foot space with paintings and sculptures decorating both sides to resemble an art gallery. The Salons are perfect for smaller, more intimate events. The almost 1,700 square foot Grand Salon with its 36-foot ceiling height and walls lined with wooden lattice, is an ideal venue for a wedding or gala dinner. The 6,500 square foot lawn in front of Pool House is ideal for atmospheric outdoor events.

Recreation and Activities

The recreation team has spent years researching and testing activities to offer guests the most unique and memorable activities during their time at Park Hyatt Sanya Sunny Bay Resort. Five separate pools – a 375 square foot pool, a children’s pool, a family pool, a spa pool and an indoor pool – are available to suit all types of swimmers. While at Camp Hyatt, kids and young adults will be both entertained and educated with activities like cooking classes and eco-activities by availing themselves of the latest toys and video games or simply by reading or resting in the "silent room."

With a focus on local culture, as well as marine and environmental education, the resort offers myriad outdoor activity options for all ages, include hiking, golfing and stargazing, along with tours to nearby attractions such as Butterfly Valley, Nanshan Temple, Yazhou Ancient City and the Ganzaling Nature Reserve. Water sports enthusiasts will be thrilled with Baifu (Fortune) Bay – a private bay right next to Sunny Bay – renowned for offering some of the best diving conditions in China, as well as being an ideal spot for boating and kayaking.

The Spa at Park Hyatt Sanya Sunny Bay Resort is due to open in late 2015. Located by the lake and accessed by buggy, the spacious, light-filled spa will be built in a traditional Chinese style and will feature a main, two-story building and eight freestanding villas around an open-air courtyard. The semi open-air villas will each include a couple’s treatment room, a private foot treatment room, a freestanding tub, a shower, a walk-in wardrobe and an oversized daybed. Meanwhile, the main spa building will feature four additional treatment rooms; three foot-treatment rooms, a TCM consultancy chamber and a lounge on the first floor. The floor below features a gym, a yoga studio and an outdoor infinity pool. Benefit-driven treatments will be carefully conceived to incorporate proven traditional Chinese practices, as well as the very latest in international spa techniques.

For more information on Park Hyatt Sanya Sunny Bay Resort, please visit the hotel’s website.

About Park Hyatt

Park Hyatt hotels provide discerning, affluent business and leisure guests with elegant and luxurious accommodation and offers them highly attentive personal service in an intimate environment. Located in several of the world's premier destinations, each Park Hyatt hotel is custom designed to combine sophistication with a distinctive regional character. Park Hyatt hotels feature well-appointed guestrooms, meeting and special event space for groups, critically acclaimed art, food and beverage programs, and signature restaurants featuring award-winning chefs.

There are currently 35 Park Hyatt hotels in the following locations: Abu Dhabi, Beaver Creek, Beijing, Buenos Aires, Busan, Canberra, Carlsbad, Changbaishan, Chennai, Chicago, Dubai, Goa, Hamburg, Hyderabad, Istanbul, Jeddah, Maldives, Melbourne, Mendoza, Milan, Moscow, New York, Ningbo, Paris, Saigon, Sanya Sunny Bay, Seoul, Shanghai, Siem Reap, Sydney, Tokyo, Toronto, Vienna, Washington D.C., and Zurich. www.parkhyatt.com.

About Hyatt Hotels Corporation

Hyatt Hotels Corporation, headquartered in Chicago, is a leading global hospitality company with a proud heritage of making guests feel more than welcome. Thousands of members of the Hyatt family strive to make a difference in the lives of the guests they encounter every day by providing authentic hospitality. The Company’s subsidiaries develop, own, operate, manage, franchise, license or provide services to hotels, resorts, branded residences and vacation ownership properties, including under the Hyatt, Park Hyatt, Andaz, Grand Hyatt, Hyatt Regency, Hyatt Place, Hyatt House, Hyatt Zilara, Hyatt Ziva, Hyatt Residences and Hyatt Residence Club brand names and have locations on six continents. As of September 30, 2014, the Company's worldwide portfolio consisted of 573 properties in 48 countries. 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. 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, 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; 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; changes in the competitive environment in our industry and the markets where we operate; 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 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 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.

SOURCE Hyatt Hotels Corporation

Contacts:

Lillian Zhang
Hyatt Hotels & Resorts – China
+86 10 5928 1234
lillian.zhang@hyatt.com

Jamie Rothfeld
Hyatt Hotels & Resorts – Corporate
+1 312 780 6070
jamie.rothfeld@hyatt.com

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