Introduction The hotel business is an essential component of the tourist infrastructure, which plays a decisive role in the formation of a quality recreational product. This sector is primarily the area that is entirely focused on the consumer and is dependent on the socio-economic situation in the country. Any hotel enterprise, as a rule, experiences risks associated with its production, commercial, intermediary, and other economic activities. These threats force hotel executives to save financial and material resources, calculate the effectiveness of new projects and business transactions, and take measures aimed at overcoming various dangers. This factor determines the risk of loss of resources or income shortfall compared to the rational use of available funds. The primary task of the tourist enterprise is economic activity aimed at obtaining profit to meet the social and economic interests of the working collective’s members and the property’s owners. When considering such a world-famous hotel chain as Hilton, a number of factors are to be taken into account to achieve the sustainability of all its branches in the modern market. Despite the rich history and long period of formation, even such a global network can have problems caused by insufficiently effective risk management policies and the protection of its assets. Constant competition and the emergence of new participants in the hotel business forces the Hilton management to look for ways to maintain a leading position and provide customers with quality service that does not depend on external circumstances. Therefore, under the influence of threats, Hilton hotel is forced to develop its defense mechanisms and improve its branch management skills in order not to lose its client base and remain one of the leaders in the sphere of the hotel business. A plan to minimize danger may be the effective means of combating various risks. The Concept of Risk in the Hotel Business Risk as an economic category is a possible adverse event affecting the economic activity of the entity. The danger manifests itself in those situations when it is necessary to make a decision. If there is no urgent need and the decision can be painlessly postponed for a certain period, it makes no sense to take risks. Thus, the threat generates the necessity to make a decision in the conditions of insufficient information and in the situation of uncertainty. Uncertainty is the source of risk, and the goal to minimize this factor through the acquisition of additional information is one of the important components of hotel managers. In an ideal situation, by obtaining actual, reliable, and complete data, uncertainty can be reduced to zero, that is, the state of complete certainty may be achieved. However, according to Dzhandzhugazova et al., in practical activities, such situations are extremely rare, and in many cases, it is impossible to eliminate uncertainty completely (233). For this reason, responsible decision-makers should assess the risks that result in the lack of knowledge and take appropriate measures to ensure that the hotel network does not experience economic or other difficulties. As Fraj et al. note, when evaluating the consequences that can lead to uncertainty as an economic phenomenon, it is required to highlight several