Associations
AHLA PHRI UKHospitality
Voluntary data-sharing · administrative updates · collective benchmarking. No raw guest registries or private ledgers.
- Aggregated metrics · STR/CoStar
- Administrative & capacity data
- Advocacy · policy surveys
- Occupancy – % rooms sold
- ADR – avg revenue per occupied room
- RevPAR – total room revenue / available
- Market segment – leisure vs corporate
- Property capacity – rooms, beds, star tier
- Facilities – restaurants, meeting rooms, venues
- Ownership & contacts – GM, owner, official channels
- Workforce – FT/seasonal, openings, wage growth
- Operational costs – energy, inflation, local taxes
- Crisis impact – loss estimates for relief lobbying
| Category | Shared | NOT Shared |
|---|---|---|
| Guest | Anonymized % (e.g., 70% occ.) | Names · passport · payment |
| Financials | ADR · RevPAR · room capacity | Ledger · profits · vendor contracts · tax returns |
| Operations | Staffing counts · general challenges | Daily folios · night audit raw |
During government-declared emergencies:
- Hotels shared live occupancy & guest names with health authorities
- Associations did not store data but acted as technical intermediaries
- Advised on GDPR / privacy-compliant transmission
How Hotels Share Data with Trade Associations
AHLA (USA) PHRI (Indonesia) UKHospitality (UK)
Although reporting to trade associations is not legally mandatory, hotels regularly engage with organisations such as the AHLA, PHRI, and UKHospitality through voluntary data-sharing, administrative membership updates, and collective benchmarking. This interaction is carefully structured to protect sensitive business and guest information while supporting industry-wide intelligence.
Below is a plain-language breakdown of the three primary channels through which hotels share—and deliberately withhold—information.
1. Aggregated Operational Metrics (Voluntary Benchmarking)
To participate in national or regional performance reports, hotels contribute high-level operational data, typically via trusted third-party aggregators like STR/CoStar. The shared metrics include:
- Occupancy Rate – percentage of available rooms sold.
- Average Daily Rate (ADR) – average revenue earned per occupied room.
- RevPAR (Revenue Per Available Room) – total room revenue divided by total available rooms.
- Market Segment Mix – broad guest categorisations (e.g., leisure vs. corporate/events).
2. Administrative & Capacity Data (Membership Maintenance)
To determine membership tiers, calculate dues, and maintain accurate directory listings, hotels submit foundational business metadata, including:
- Property Capacity – total room count, bed capacity, and star/classification tier (e.g., 3-star vs. non-starred).
- Facilities Inventory – number of restaurants, meeting rooms, and event venues on-site.
- Ownership & Contact Records – updated management details, owner identities, and verified communication channels (crucial for mitigating risks like online listing fraud and impersonation scams).
3. Advocacy, Economic Impact & Policy Surveys
As lobbying bodies, associations periodically survey members to build evidence-based cases for tax relief, tourism funding, or labour reform. Survey topics typically cover:
- Workforce & Labour Metrics – full-time vs. seasonal staffing counts, active job vacancies, and wage growth patterns.
- Operational Cost Pressures – impact of energy prices, inflation, local taxes, and municipal fees.
- Crisis Impact Reporting – during pandemics, natural disasters, or economic downturns, hotels submit loss estimates to support lobbying for government relief or regulatory adjustments.
Summary Comparison
What is shared with the association, and what is strictly withheld:
| Category | Shared with Association | NOT Shared |
|---|---|---|
| Guest Information | Anonymised percentages (e.g., "70% occupancy") | Identifiable guest data (names, passport details, payment info) |
| Financials | High-level metrics (ADR, RevPAR, total room capacity) | Internal ledger data (exact profits, private vendor contracts, detailed tax returns) |
| Operations | Staffing counts and general operational challenges | Daily guest folios or raw night audit records |
Critical Nuance: The Crisis Exception
Under normal circumstances, the boundaries outlined above remain strictly enforced. However, during government-declared emergencies (e.g., the COVID-19 pandemic), temporary protocols may override standard practices:
- Hotels were required to share live occupancy lists and guest name records with local health authorities for contact tracing.
- While associations did not collect this data directly, they often acted as technical intermediaries—advising members on secure, legally compliant data transmission under GDPR or local privacy laws.
Practical Safeguard for Hotel Owners
Legitimate associations will never request:
- Detailed Profit & Loss (P&L) statements
- Complete tax returns
- Raw night audit logs
If such a request is received—especially via unsolicited phone calls—treat it as a potential scam. Immediately verify by contacting the association's official headquarters through published channels.
Additional Context by Region
- United States (AHLA): Economic impact reports often incorporate Oxford Economics modelling, which estimates aggregate profitability without accessing individual hotel books.
- Indonesia (PHRI): Collaborates with Bank Indonesia to track anonymised credit card transaction volumes as a proxy for tourism spending—an additional data layer not covered in standard benchmarking.
In short: Hotels share aggregated, anonymised, and administrative data to support industry benchmarking and lobbying. They never share guest identities, internal ledgers, or daily operational logs—except under strict government-mandated crisis protocols, where associations may act as secure intermediaries.
ℹ️ This article is for informational purposes only. Always refer to your local association’s official data privacy guidelines.
The Engine Behind Indonesian Hospitality: PHRI
The Perhimpunan Hotel dan Restoran Indonesia (PHRI)—internationally known as the Indonesian Hotel and Restaurant Association—is the non-political, independent trade backbone connecting thousands of hoteliers, restaurateurs, and tourism institutions across the country.
Just a Lil' History
Before digging into what PHRI does today, here is a quick flashback to how it started:
Back in February 1969, as international air travel began opening up Indonesia to the world, local hoteliers in Jakarta, Bandung, and Bali realized they needed a unified voice. Led by pioneers, they founded the Indonesia Tourist Hotel Association (ITHA). As food service and tourism academies joined the movement, it evolved into PHRI—growing from a small group of visionary hoteliers into a national network representing every corner of the archipelago.
Core Pillars & Roles
PHRI operates as an independent bridge between business operators, government bodies, and local communities. Its mission relies on three fundamental pillars:
1. Policy Advocacy & Industry Voice
PHRI acts as the primary collective bargaining unit for private hospitality owners when engaging with key decision-makers—including the Ministry of Tourism, the Ministry of Finance, and regional governments.
- Lobbying & Tax Laws: Works directly with regulators on local entertainment taxes, property tax policies, and utility rate structures for commercial venues.
- Labor & Visas: Shapes workforce regulations, minimum wage discussions for hospitality staff, and foreign visa policies that impact international tourist arrivals.
- Crisis Mediation: Serves as the industry's official negotiator during macro shocks (from financial downturns to pandemic recovery strategies).
2. Standards, Quality Control & Talent Development
To ensure guests receive world-class service across the archipelago, PHRI drives quality benchmarks and professional growth.
- Star Ratings & Auditing: Helps implement national classification frameworks that determine star ratings for hotels and hygiene benchmarks for food service establishments.
- Workforce Upskilling: Partners with vocational schools (SMK Tourism) and universities to align curricula with real-world hotel operations.
- Certification & Safety: Facilitates industry certifications in food safety, digital readiness, and national health and sanitation protocols.
3. Economic & Regional Development
Hospitality isn't just about big luxury chains in Jakarta or Bali—PHRI actively develops tourism ecosystems in emerging regions.
- National-to-Local Structure: Operates through a clear hierarchy:
BPP (National Board) → BPD (Provincial Boards) → BPC (Regency/City Chapters)
- Beyond the Hubs: Coordinates with local chapter leaders (BPC) across 38 provinces to bring marketing support, investor connections, and operational training to secondary and tertiary destinations.
- Local Supply Chains: Encourages member properties to source local agricultural products, art, and cultural experiences, ensuring tourism revenue benefits the surrounding community.
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