2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
  1
 2023 SERVE 360 REPORT
Environmental, Social, and Governance Progress

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
  2
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Table of Contents
3
A Message From Our 
President and CEO
4
Introduction
4	
About This Report
5	
Company Overview
6	
Awards and Recognition
7
Serve 360: Doing Good in 
Every Direction
7	
Serve 360 Platform
8	
Stakeholder Engagement
9
Environmental
10	 Energy and Emissions
13	 Water
14	 Waste
16	 Sustainable Buildings and 
Adaptive Reuse
18	 Biodiversity
20	 Responsible Sourcing
26
Social
27	 Diversity, Equity, and Inclusion
36	 Associate Development and 
Well-being
41	 Community Impact
45	 Human Rights
48	 Peace and Cultural 
Understanding
49
Governance
50	 Board of Directors 
and ESG Oversight
52	 Ethics and Compliance
54	 Data Privacy and Cybersecurity
56	 Public Policy
58	 Guest Engagement, Satisfaction, 
and Well-being
59
Success Is Never Final
60
Appendices
60	 Performance Tables
63	 GRI Index
71	 SASB Disclosures
73	 TCFD Index
76	 Assurance Statement
Cover Photo Caption: Top left: Two associates participating in a volunteer activity; Top Right: The Westin® 
Riverfront Resort & Spa, Avon, Vail Valley (Avon, Colorado, U.S.); Bottom left: Canadian Boreal Forest; 
Bottom right: Two associates at The Westin Harbour Castle, Toronto (Toronto, Ontario, Canada).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
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•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
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A MESSAGE FROM OUR 
President and CEO
Putting People First is not just one of our core values, but 
it’s part of our company’s DNA and key to our resilience 
and success. As travel demand continued to recover in 
2022, there were still several major global issues creating 
challenging conditions worldwide. Marriott associates 
around the world have been working hard not only to 
weather the crises and rebound, but also to continue 
helping others and serving the communities in which 
they live and work. Our associates’ resilience is truly 
outstanding. As associates, guests, hotel owners, and 
franchisees are increasingly seeking companies that reflect 
their values, we remain committed to Serving Our World.
Fostering an Inclusive Culture
Marriott’s commitment to associates truly sets our 
company apart. In 2022, I’m proud of the progress we’ve 
made in attracting, growing, and retaining talent while 
working to foster an inclusive culture where everyone feels 
that they belong. We have been investing in associates 
globally — through even more-competitive compensation, 
benefits, and rewards — and we also expanded eligibility 
in the company’s bonus plans for select associates. We 
welcomed many new associates to Marriott last year, 
and we remained focused on growing great leaders at 
all levels and providing the right support. Core to who we 
are as a company is the sense of belonging. To that end, 
we expanded the company’s Associate Networks and 
launched executive-sponsored Associate Resource Groups 
(ARGs) to engage associates, enhance our culture, and 
support recruitment, retention, and diversity, equity, and 
inclusion efforts. Among these efforts is our goal to achieve 
global gender parity at the vice president level and above 
by the end of 2023.
Growing great leaders, investing in associates, and 
providing access to opportunity supports a strong 
foundation and we are proud of Marriott’s associates, 
who have been the drivers of the company’s progress in 
environmental, social, and governance (ESG) efforts.
Human Trafficking Awareness Training
We have taken a leading role in the fight against one 
of the industry’s most pressing human rights issues — 
human trafficking — and in December 2022, we reached a 
milestone of having trained one million Marriott associates 
in human trafficking awareness. We donated our human 
trafficking awareness training for use in the broader 
hospitality workforce, and by the end of December, 
nearly 850,000 hotel workers outside of Marriott had also 
completed the training. In addition, Marriott engaged with 
the Global Fund to End Modern Slavery (GFEMS) to create 
a hospitality training curriculum for survivors of human 
trafficking and successfully piloted the training, with 
plans to scale the curriculum with service providers in the 
years ahead.
Responding to Global Crises
In the midst of global crises, such as the war in Ukraine, 
our commitment to our communities remained strong, 
with hotels in the Marriott portfolio, associates, and guests 
mobilizing and lending support. Throughout the year, 
Marriott and The J. Willard and Alice S. Marriott Foundation 
collectively provided over $5 million to relief efforts through 
the Marriott Disaster Relief Fund, Marriott Bonvoy® 
points donations, and hotel cash and in-kind donations. 
Marriott hotels throughout Europe also hired more than 
650 individuals impacted by the war. In response to 
the earthquakes in Türkiye and Syria in 2023, we, as of 
April, contributed over $2 million toward associates, their 
families, relief efforts, and humanitarian organizations. 
As we have in other parts of the world during times of 
natural disasters, the company’s hotels, associates, and 
guests once again mobilized to support relief efforts. In the 
most difficult of circumstances, the broader Marriott family 
shows its true spirit by helping others.
Climate Resiliency
As we take care of associates and communities in times 
of great need, we must also do our part for the planet. 
Climate resiliency remains a key component of Marriott’s 
sustainability strategy, including our commitment to set 
a near-term science-based emissions-reduction target 
(SBT) and a long-term target to reach net-zero value 
chain greenhouse gas (GHG) emissions by no later than 
2050. We are currently preparing our SBT and net-zero 
targets for submission and are developing in-depth 
climate execution strategies with leadership teams across 
the globe. 
While the company continues to grow, the beliefs that 
are most important to us remain the same. I am proud 
to share our company’s ESG progress, including how 
Marriott associates are serving guests and taking care of 
communities in a way that truly exemplifies our culture 
and core values. As Marriott continues to Serve Our World, 
we will strive to make a positive and sustainable impact 
wherever we do business.
Anthony G. Capuano
President and Chief Executive Officer 
Marriott International
Photo Caption: Marriott’s President and CEO volunteering for D.C. Central Kitchen (DCCK).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
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•INTRODUCTION
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Introduction
About This Report
Information and data within this 2023 Serve 360 
Report: Environmental, Social, and Governance 
Progress (Report) represent Marriott International, 
Inc.’s (Marriott, company, we, our) global operations 
from our full portfolio of owned, leased, managed, 
and franchised hotels, unless otherwise indicated. 
Data in this Report may be rounded. Human capital 
information applies to associates whose employment 
is managed by Marriott, unless otherwise stated. 
Greenhouse gas (GHG) emissions, energy (including 
renewable energy), water, and waste data, and 
progress against those targets, do not include 
timeshare properties, Design Hotels®, or Homes & 
Villas by Marriott Bonvoy® unless otherwise stated. 
Any specific highlights, projects, programs, or initiatives 
in this Report may apply only to select regions, hotels, 
or associates. Please refer to the specific descriptions 
within this Report for further details on the scope 
for each of these highlights, projects, programs, 
or initiatives.
This Report reflects information and performance 
data for year-end 2022, unless otherwise indicated. 
Financial metrics are reported in U.S. dollars.
Please note that information contained in this Report 
does not constitute a guarantee, commitment, 
or promise with regard to business activities, 
performance, or future results. Although the COVID-19 
pandemic and certain other factors have impacted our 
progress in some areas, Marriott remains focused on 
advancing our environmental, social, and governance 
(ESG) goals and initiatives.
Standards of measurement and performance made in 
reference to our environmental, social, governance, and 
other sustainability plans and goals may be based on 
protocols, processes, and assumptions that continue 
to evolve and are subject to change in the future, 
including due to the impact of future rulemaking.
This Report uses the Global Reporting Initiative 
(GRI) Standards and reflects the Sustainability 
Accounting Standards Board (SASB) and the 
Taskforce on Climate-related Financial Disclosures 
(TCFD) frameworks.
The statements in this Report are made as of the date 
of this Report, unless otherwise indicated, and we 
undertake no obligation to update these statements to 
reflect subsequent events or circumstances.
Forward-Looking Statements
This Report contains certain forward-looking 
statements based on Marriott management’s current 
assumptions and expectations, including statements 
regarding our ESG targets, goals, commitments, 
and programs and other business plans, initiatives, 
and objectives. These statements are typically 
accompanied by the words “aim,” “hope,” “believe,” 
“estimate,” “plan,” “expect,” “aspire,” “goal,” “commit,” 
“intend,” “foresee,” “anticipate,” “target,” “will,” or 
similar words. Numbers and percentages used in this 
Report may be estimates or approximations and may 
be based on assumptions. All such statements are 
intended to enjoy the protection of the safe harbor for 
forward-looking statements within the meaning of 
Section 21E of the Securities Exchange Act of 1934, 
as amended. Our actual future results, including the 
achievement of our targets, goals, or commitments, 
could differ materially from our projected results as the 
result of changes in circumstances, assumptions not 
being realized or other risks, uncertainties, and factors. 
Such risks, uncertainties, and factors include the risk 
factors discussed in Item 1A of our most recent annual 
report on Form 10-K and in our subsequent quarterly 
reports on Form 10-Q filed with the Securities and 
Exchange Commission. We urge you to consider all of 
the risks, uncertainties, and factors identified above or 
discussed in such reports carefully in evaluating the 
forward-looking statements in this Report. Marriott 
cannot assure you that the results reflected or implied 
by any forward-looking statement will be realized 
or, even if substantially realized, that those results 
will have the forecasted or expected consequences 
and effects.
Report Publication Date: July 10, 2023

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
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•SERVE 360: DOING GOOD IN EVERY DIRECTION
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•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
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Company 
Overview
Global Reach*
Marriott is a worldwide operator, franchisor, and licensor 
of hotel, residential, timeshare, and other lodging 
properties. At year-end 2022, the company had 2,053 
company-operated properties, which included properties 
under long-term management or lease agreements with 
property owners and properties that Marriott owns; 6,122 
franchised and licensed properties; and 113 branded 
residential communities. Consistent with the company’s 
focus on hotel management, franchising, and licensing, 
Marriott owns or leases very few lodging properties.
* Metrics do not include Homes & Villas by Marriott Bonvoy.
YEAR-END 2022
•	
30 Brands**
•	
138 Countries & Territories
** Marriott launched its 31st brand, City Express by Marriott™, in May 2023.
•	
8,288 Properties 
•	
1,525,407 Rooms
Marriott Bonvoy®
Marriott Bonvoy is the company’s travel loyalty program 
and marketplace through which members have access to 
Marriott’s diverse brand portfolio, rich benefits, and travel 
experiences. At year-end 2022, Marriott Bonvoy had more 
than 177 million members.
Human Capital Management
Marriott’s human capital strategy is based on three signature elements — Growing Great Leaders, Investing 
in Associates, and Access to Opportunity.
At year-end 2022, Marriott managed the employment of approximately 377,000 associates. This 
includes 140,000 associates employed by Marriott at properties, customer care centers, and above-
property operations, as well as 237,000 associates who are employed by our property owners but whose 
employment is managed by Marriott (which is common outside the U.S.).
Human Capital Metrics***
*** All metrics represent year-end data. 
Global Workforce****
Demographic
2022
2021
2020
Total Global 
Associates
377,000
325,000
321,000
% Non-
management
85%
85%
85%
% Management
15%
15%
15%
% Women
44%
43%
44%
% Men
56%
57%
56%
**** Includes associates employed by property owners but whose 
employment is managed by Marriott.
President and CEO Direct Reports
Demographic
2022
2021
2020
% People of 
Color
0%
0%
13%
% Women
57%
57%
50%
% Men 
43%
43%
50%
Global Executives*****
***** Global Executives are defined as vice president and above roles.
Demographic
2022
2021
2020
% Women
47%
45%
44%
% Men 
53%
55%
56%
Global Managers****
Demographic
2022
2021
2020
% Women
45%
45%
45%
% Men 
55%
55%
55%
U.S. Workforce******
* Demographic
2022
2021
2020
Total U.S. 
Employees 
111,000
97,000
98,000
% Non-
management 
81%
81%
83%
% Management
19%
19%
17%
% Full-time
87%
87%
85%
% Part-time
13%
13%
15%
% Women
54%
54%
54%
% Men
46%
46%
46%
****** Includes Marriott employees at company-operated properties, 
customer care centers, and above-property operations.
  5
2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
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•APPENDICES
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•INTRODUCTION
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Awards and Recognition
Throughout 2022, Marriott was recognized by the following organizations for the company’s environmental, social, and governance (ESG) initiatives, programs, 
and performance.
Fortune 100 Best Companies to Work For® 
Great Place to Work®, Fortune
DiversityInc Hall of Fame, 
DiversityInc
50 Best Companies for Latinas to Work for in 
the U.S., LATINA Style
Best Places to Work for LGBTQ+ Equality, 
Human Rights Campaign Foundation
Best Places to Work for Disability Inclusion, 
Disability:IN, American Association of People 
with Disabilities (AAPD) 
Leading Disability Employer Seal, National 
Organization on Disability
GEI Member Company, 2022 Bloomberg Gender 
Equality Index
PEOPLE® Companies that Care, Great Place 
to Work®, PEOPLE
U.S. Green Building Council’s 2022 
Leadership Awards
CPA-Zicklin Corporate Political 
Accountability and Disclosure Index 
Trendsetter with a score of 92.9 out of 100
Fortune Best Workplaces for Women™, 
Great Place to Work®, Fortune
WEConnect International as a Silver 
Global Champion
100 Best Companies, Seramount
For additional recognitions, please see Marriott’s Recognition webpage.
Marriott’s new headquarters campus in 
Bethesda, Maryland, U.S., also received the 
following recognitions:
Best in Building Health Awards for Highest Scoring 
Design of 2022
Best in Building Health Awards for 2022 Highest 
Score: Commercial Interior Space v2
Fitwel® 3-star certification
Photo Caption: Marriott’s headquarters campus in Bethesda, Maryland, U.S.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
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Serve 360: 
Doing Good in Every Direction
Serve 360 Platform
Inspired by Marriott’s core values to Serve Our World 
and Put People First, our sustainability and social impact 
platform, Serve 360: Doing Good in Every Direction, 
guides the company’s efforts to make a positive, 
sustainable impact wherever we do business.
Marriott’s Serve 360 platform is guided by four 
coordinates — Nurture Our World, Sustain 
Responsible Operations, Empower Through 
Opportunity, and Welcome All and Advance 
Human Rights — each with dedicated focus areas. 
Following this framework, Marriott activates compelling, 
impactful initiatives around the world designed to 
drive positive change and support global frameworks 
and targets, including the United Nations Sustainable 
Development Goals.
To execute on Serve 360 and Marriott’s broader 
environmental, social, and governance (ESG) strategy, 
a series of complementary councils, committees, teams, 
and Serve 360 Regional Leaders provide structure and 
oversight. At the Board of Directors level, a dedicated 
Inclusion & Social Impact Committee (ISIC) assists the 
Board in providing oversight of the company’s strategy, 
efforts, and commitments related to ESG matters. At the 
management level, the Serve 360 platform is guided 
by various governing bodies, each of which maintains 
its own priorities and objectives to help make progress 
toward companywide ESG goals.
For additional information on Marriott’s ESG governance 
structure, please see pages 50–51.
NURTURE OUR 
WORLD
SUSTAIN RESPONSIBLE 
OPERATIONS
EMPOWER THROUGH 
OPPORTUNITY
WELCOME ALL AND 
ADVANCE HUMAN RIGHTS

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
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Stakeholder Engagement
As a publicly-held travel and hospitality company with operations around the world, Marriott has a 
range of stakeholder groups. We collaborate with these stakeholders to understand their priorities 
through global forums and industry associations and use insights gained to develop strategies, policies, 
and programs and report on critical ESG topics.
Associates: Marriott’s long history of service, innovation, and growth is built on 
a culture of putting people first. Our human capital strategy is based on three 
signature elements — Growing Great Leaders, Investing in Associates, and Access 
to Opportunity. We also engage associates on how to embed Serve 360 in Marriott’s 
operations and drive ESG progress across the company.
Marriott Business Councils: Comprised of hotel leaders representing managed and 
franchised properties globally, Marriott’s Business Councils support business and ESG 
strategies and promote our core values and culture. As of year-end 2022, there were 
a total of 106 Business Councils representing over 5,600 hotels and more than 1.2 
million hotel rooms.
Customers: Marriott engages with customers to support the company’s Serve 
360 Goals and ESG strategy while also providing environmental and social data, 
collaborating on sustainability practices, and providing information on diversity, 
equity, and inclusion (DEI) programs to support customers in achieving their 
own goals.
Guests: Through Marriott’s guest satisfaction survey and reviews, we aim to provide 
guests opportunities to be heard and to generate superior guest satisfaction and 
more memorable stays at Marriott properties. We also engage guests through the 
company’s loyalty program, Marriott Bonvoy, which allows guests to earn benefits 
as well as earn and redeem points with the option to donate their points to specific 
Serve 360 charitable partners.
Hotel Owners & Franchisees: Through owner and franchisee forums, Marriott 
encourages participation from owners, franchisees, and management companies on 
relevant initiatives, collaboration opportunities, and overall progress and learnings 
around ESG.
Investors: Marriott communicates with investors through various channels to share 
updates on a variety of ESG-related topics and provide information and data on our 
Serve 360 platform and progress toward our 2025 Serve 360 Goals. Marriott also 
participates in select ESG rating agency surveys and disclosures.
Suppliers: Marriott engages with suppliers through the company’s sustainable 
procurement and supplier diversity programs. This includes working with suppliers to 
drive progress toward our responsible and local sourcing goals and collaborating with 
minority-, women-, LGBT-, people with disabilities-, and veteran-owned businesses.
Communities: Along with associates, hotels, and Business Councils, Marriott 
engages with local communities and community organizations through investment 
and volunteer activities. We also support communities through disaster relief 
programs and biodiversity investments.
Industry Associations & Nongovernmental Organizations: Marriott and 
the company’s leadership team participate with allied trade associations and 
nongovernmental organizations, including the Business Roundtable, the World 
Travel & Tourism Council (WTTC), the Sustainable Hospitality Alliance (the Alliance), 
U.S. Council for International Business (USCIB), U.S. Travel Association, U.S. Travel 
and Tourism Advisory Board, Brand USA, and the American Hotel & Lodging 
Association (AHLA), including its state-level affiliates. Marriott also engages with 
DEI organizations, and participates at the board level for Disability:IN, Out & Equal, 
WEConnect International, and many other organizations.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
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Environmental
From working to integrate sustainability across hotel operations and design to supply chain responsibility, Marriott is focused on reducing 
environmental impacts and mitigating climate risks.
To execute on our goals, the company and Marriott hotels collaborate with key stakeholders across the globe. These engagement activities 
aim to support the resiliency of Marriott hotels and communities where the company operates by implementing biodiversity and natural capital 
programs and projects, driving improvements in energy and water use, and reducing waste and carbon emissions.
  9

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
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Energy and Emissions
Management Through Measurement
Marriott’s approach to reducing hotel greenhouse gas 
(GHG) emissions is inclusive of data management 
technologies, investments in efficiency projects, and 
the increased use of renewable energy, among other 
initiatives. To assist with the effective management 
of GHG emissions and energy consumption, the 
Marriott Environmental Sustainability Hub (MESH), the 
company’s internal environmental reporting platform, 
supports the tracking of environmental data across 
Marriott’s global portfolio of hotels.
The company’s Engineering Business Leadership 
Councils and teams, composed of hotel-based 
engineering discipline leaders and facility services 
directors from different geographic markets at 
managed properties, also meet quarterly to drive 
environmental progress and review performance 
against the Serve 360 carbon reduction and renewable 
energy goals.
Global Climate Action 
Marriott’s climate action efforts include committing to 
set a near-term science-based emissions reduction 
target (SBT) and set a long-term science-based target 
to reach net-zero value chain GHG emissions by no 
later than 2050.
In 2022, the company initiated efforts to identify 
decarbonization levers to help meet Marriott’s climate 
goals.
Marriott also worked with an external consulting firm 
to support broader-scale organizational evolution to 
plan for a climate-smart future. The company aims to 
leverage the results from this engagement, including 
best practices and insights, to support Marriott’s 
carbon-reduction journey.
2025 Carbon 
Reduction Goal
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the company 
aims to reduce carbon emissions per square meter 
of conditioned space by 30% from a 2016 baseline 
by year-end 2025.
24.6% 
Global Reduction in 
Carbon Emissions 
per Square Meter of 
Conditioned Space 
from 2016 Baseline
Marriott is on track to achieve this goal. 
For a global and regional breakdown of GHG 
emissions performance since 2016, please see 
pages 60–61.
Photo Caption: Engineering associates at the Sheraton® Chongqing Hotel (Chongqing, China).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   11
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Climate Resiliency and Adaptation
The company continues to use the Marriott 
Infrastructure Resilience and Adaptation (MIRA) 
framework to evaluate climate-related risks to 
physical assets globally.
MIRA’s primary focus in 2022 was centered around 
the development of a strategy that can be deployed 
across Marriott’s portfolio of global hotels and further 
development of a MIRA Climate Scorecard. MIRA’s 
enhancements encompass associate training and 
the utilization of local resources to improve Marriott’s 
ability to adapt to climate events.
Additionally, to increase company awareness around 
climate risks, including extreme weather events and 
resiliency efforts, MIRA has been included as a topic 
in Marriott’s leadership meetings.
In addition to global property assessments, 
the MIRA team engaged with consultants who 
conducted a study of the impact of sea-level rise 
and eroding coastlines over the near- (2020–2040), 
mid- (2040–2070), and long-term (2070–2100) 
time periods at a Marriott hotel location in Northern 
California. This study helped the MIRA team better 
understand the real-life impacts of climate change 
and indicated that long-term climate effects of 
sea-level rise may affect parts of that location, 
indicating the need for additional resiliency planning.
Energy Reduction Initiatives
Globally, Marriott properties and their owners 
may evaluate energy efficiency investment 
opportunities to best meet their needs, including 
the implementation of energy action plans, retro-
commissioning, lighting retrofits, building automation 
systems, and other projects. For example, in 2022, 
numerous Marriott managed hotels across the globe 
implemented energy efficiency projects, saving 
approximately 45,000 MWhs of energy.
Energy Efficiency Global Highlights 
The Sheraton Centre Toronto Hotel 
(Toronto, Ontario, Canada), one of the 
largest hotels in Canada, expects to 
save over 145,000 kWh of energy per 
year by installing guest room mirror LED 
lighting throughout the property. 
In 2022, the Aloft® San Juan (San Juan, 
Puerto Rico) replaced traditional 
thermostats with smart thermostats 
throughout the property, which are 
expected to reduce energy usage costs 
by 25–35% per year.
Between 2021 and 2022, 15 Marriott 
hotels across the Greater China region 
installed heat pumps, which are 
expected to reduce emissions by over 
1.8 million kilograms per year.
Global Energy 
Reduction
SUSTAIN RESPONSIBLE OPERATIONS
12.9% 
Global Reduction in Energy Consumption 
per Square Meter of Conditioned Space 
from 2016 Baseline
For a global and regional breakdown of energy 
performance since 2016, please see page 61.
Photo Caption: The Westin® Wenzhou (Zhejiang, China) was one of the 15 hotels across Greater China 
that installed heat pumps between 2021 and 2022.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   12
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2025 Renewable 
Energy Goal
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the company aims to source a 
minimum of 30% of its overall electricity from renewable energy by 
year-end 2025.
2.1% 
of electricity consumption sourced from 
renewable energy in 2022
While Marriott remains behind schedule on this goal, the company is 
continuing to analyze onsite renewable energy viability.
Analyzing Onsite Renewable Energy Viability
To increase renewable energy consumption across the company’s portfolio of 
properties, Marriott conducted an analysis of a group of properties in the U.S. to 
determine viability for on-site solar installations. The first round of this analysis 
revealed that a large percentage of these properties are expected to generate a 
positive internal rate of return potential photovoltaics (PV) installations. Marriott 
also expects to analyze PV viability for select Caribbean and Latin America (CALA) 
properties, with plans to expand this analysis to other regions over the next 
three years. 
Additionally, throughout 2022, nearly 60 Marriott hotels procured renewable electric 
power across Italy, Spain, Portugal, Belgium, and Poland.
Expanding Electric Vehicle Charging
In 2022, Marriott developed a program to accelerate the installation and adoption 
of electric vehicle (EV) charging at hotels across the globe. The program includes 
creating an engaging experience for guests through the Marriott Bonvoy® app and 
collaborations with EV charging station providers. As of year-end 2022, over 5,500 
EV chargers have been installed at Marriott properties worldwide, including nearly 
1,700 level 3 fast chargers. Marriott is also exploring electric options for the vehicles 
the company operates and has placed orders for a limited number of EVs.
EV Charging Global Highlights
Marriott’s Europe, Middle East & Africa (EMEA) region launched an 
EV Charging Toolkit to provide hotels with best practices to install 
and use EV charging stations on-property. At year-end 2022, 
over 280 EV charging points were available at 90 properties in 19 
countries across EMEA.
Marriott’s headquarters campus (Bethesda, Maryland, U.S.) has 
more than 60 EV charging stations installed.
Photo Caption: Rooftop solar panels at the Costa Rica Marriott® Hotel Hacienda Belen (Heredia, Costa Rica).

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•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Water
Deploying Global 
Strategies, Locally
Marriott’s global water strategy 
includes developing and implementing 
programs and projects that are 
tailored for specific property attributes 
and locations while also supporting 
the management of water-related 
risks. For example, to reduce water 
consumption, Marriott’s full-service, 
managed properties can elect to use 
a water conservation project that best 
suits their location. This can include the 
installation of low-flow faucets, toilets, 
and showerheads; smart irrigation 
controllers; laundry water reuse 
systems; and high-efficiency irrigation 
spray nozzles.
Throughout 2022, Marriott expanded 
the company’s water monitoring 
capabilities and significantly increased 
data compliance requirements with the 
Marriott Environmental Sustainability 
Hub (MESH).
Water Risk and Resiliency 
Each year, Marriott evaluates 
current and future water risks for 
the company’s owned, managed, 
and leased portfolio using the World 
Resources Institute (WRI) Aqueduct 
tool. In 2022, this assessment 
estimated that approximately 42% 
of water withdrawals are from areas 
with “High,” “Extremely High,” or “Arid” 
baseline water stress, representing 
approximately 54 million cubic 
meters of water. To further evaluate 
water risks at Marriott properties, the 
Marriott Infrastructure Resilience and 
Adaptation (MIRA) framework also 
supports the identification of hotels in 
water-scarce regions.
Water Efficiency 
Global Highlights
The JW Marriott® Phoenix 
Desert Ridge Resort 
& Spa (Phoenix, 
Arizona, U.S.) replaced 
a large area of grass 
at the resort with turf, 
resulting in an estimated water 
savings of approximately 1.5 million 
gallons annually.
Le Méridien® Maldives 
Resort & Spa (Maldives) 
was awarded the 
Green Mark GOLDPLUS 
award for the property’s 
expansive sustainability 
efforts, which include a desalination 
plant that converts seawater into fresh 
drinking water.
2025 Water Reduction Goal
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the company aims to reduce water 
consumption per occupied room by 15% from a 2016 baseline by year-end 2025.
6.3% 
Global Reduction in Water Consumption 
per Occupied Room from 2016 Baseline
While Marriott remains behind schedule on this goal, the company is continuing 
to explore opportunities to reduce water consumption at properties.
For a global and regional breakdown of water performance since 2016, 
please see pages 61–62. 
Photo Caption: JW Marriott Phoenix Desert Ridge Resort & Spa (Phoenix, Arizona, U.S.).

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•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Waste
Reducing Waste 
Through Prevention
Marriott’s approach to reducing waste is designed 
to assist hotels within Marriott’s portfolio in first 
preventing waste, followed by the disposal of 
waste in a responsible and cost-effective manner, 
in line with global waste management trends. 
Based on the types of products used at Marriott 
properties and available waste management 
services, hotels are guided to prioritize the use of 
reusable products where feasible. To reduce waste, 
including for meetings and events, the company 
develops educational resources for properties, such 
as the Marriott International Single-Use Plastics/
Disposables Guide and Serve 360 Conference 
Planning Guidance and Checklist.
Phasing Out Single-Use Items
Marriott continues to execute on the first phase of 
the company’s Residential-Sized Bath Amenities 
Program, switching from small toiletry bottles to 
larger pump-topped bottles of shampoo, conditioner, 
and body gel. As of year-end 2022, approximately 
90% of Marriott’s premium and select brands had 
implemented residential amenities. While Marriott 
continues to face supply chain challenges, the 
company plans to execute on this effort and expects 
the vast majority of Marriott’s brands to complete 
the switch in 2023. More responsibly sourced 
offerings of other single-use toiletry items, including 
shaving kits, dental kits, laundry bags, razors, and 
make-up-remover cloths are expected to be ready for 
purchase by properties in the second half of 2023.
Reducing and Recycling Plastic Waste 
Global Highlights
Nearly 30 properties in the Greater 
China region participated in a pilot 
program to recycle large-format bottles 
from guest room showers, resulting 
in approximately 180 kg (395 lbs.) of 
plastic being recycled in 2022.
The Europe, Middle East & Africa 
(EMEA) region published a Water 
Bottling Deployment Guide to assist 
hotels in choosing, purchasing, 
installing, and operating in-house 
bottling systems.
As of the first half of 2022, 25 hotels 
in the Asia Pacific excluding China 
(APEC) region had installed in-house 
water-bottling plants.
The Four Points® by Sheraton Galerias 
Monterrey (Monterrey, Mexico) 
continues to collaborate with local 
organizations to recycle caps and 
polyethylene terephthalate plastic to 
not only reduce environmental impacts, 
but also to raise funds for children with cancer.
2025 Waste 
Reduction Goals
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the 
company aims to reduce waste-to-landfill 
by 45% and food waste by 50% from a 2016 
baseline by year-end 2025.
In 2022, Marriott established an internal 
core waste team and hired a consultant to 
develop a waste baseline.
Over the next year, Marriott plans to continue 
to implement the Hotel Waste Measurement 
Methodology (HWMM) across the company’s 
global portfolio of hotels to measure progress 
toward the 2025 waste reduction goals.
To advance progress toward this goal, the 
company plans to continue to implement 
waste reduction programs. For example, 
in 2023, Marriott launched a global Food 
Waste Reduction Rally to encourage hotels 
to implement and share food waste reduction 
practices and data.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   15
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Food Waste Management
Across the globe, Marriott properties continue to develop innovative, collaborative 
solutions to reduce food waste. To support Marriott’s reduction goals, the company 
also provides hotels with tools and resources, including a back-of-house food waste 
reduction poster that is available in 14 languages.
Reducing Food Waste Global Highlights
18 Marriott hotels in Indonesia engaged with a food rescue app to 
enable customers to buy meals from restaurants, hotels, and other 
food retailers who have surplus food. This engagement reduced 
food waste by over 100 kg (220 lbs.) in 2022.
In Thailand, 27 Marriott hotels donated over 33,000 kg (72,000 
lbs.) of food and surplus food to Scholars of Sustenance (SOS) 
throughout 2022.
The Renaissance® São Paulo Hotel (São Paulo, Brazil) diverted over 
7,000 kg (15,000 lbs.) of organic waste from landfills through the use 
of a biodigester in 2022.
Marriott’s Greater China region collaborated with a third party to pilot 
the use of big data and artificial intelligence to help track, control, and 
reduce food waste. More than 30 hotels in the region participated 
in the program, working to enhance their menu design and food 
production habits through the relevant systems for recording and 
analyzing primary waste sources. For the full 2022 calendar year, 
nearly 11,000 kg (24,250 lbs.) of food waste was reduced at nine hotels.
The Ritz-Carlton® Ras Al Khaimah, Al Wadi Desert (Ras al Khaimah, 
United Arab Emirates) collected more than 2,000 kg (4,600 lbs.)
of fruit and vegetable peels in the first seven months of 2022 to be 
repurposed into cooking stocks or composted and used to fertilize the 
soil in the chef’s garden.
Photo Caption: Marriott leaders, including Marriott’s President and CEO, Anthony Capuano, and Chairman 
of the Board of Marriott, David Marriott, with SOS at a food bank drive at the Bangkok Marriott® Marquis 
Queen’s Park (Bangkok, Thailand).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   16
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Sustainable Buildings 
and Adaptive Reuse
Sustainability and the Guest Experience
Marriott embeds sustainability into the company’s business strategy — 
from hotel design to the guest experience. This approach is key to driving 
progress toward the company’s Serve 360 Goals and supporting the goals 
of key stakeholders.
In 2022, Marriott achieved its goal to have a Serve 360 section on 
hotels’ marriott.com websites with hotel impact metrics. The new section 
on individual hotel websites provides information such as third-party 
sustainability certifications, carbon and water footprint data, and select 
environmental practices, including Electric Vehicle (EV) charging capabilities 
and guest room recycling availability. As of year-end 2022, 86% of Marriott 
properties had at least one sustainability attribute on their website.
Over the past year, the company continued to receive an increasing number 
of consumer inquiries for hotel-level sustainability data and information — 
most notably, details on third-party sustainability certifications. To respond 
to these requests, Marriott enhanced its external stakeholder engagement 
efforts to report on hotel-specific sustainability practices. Marriott is also 
working to revamp its approach to sustainability in meetings and events 
and plans to launch the Meeting Impact Report tool in 2023.
16
2025 Sustainability 
Certification Goals
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the company aims to have 100% of 
properties certified to a recognized sustainability standard and 650 LEED®, 
BREEAM®, or Estidama registered or certified hotels in the company’s 
portfolio by year-end 2025. As of year-end 2022, Marriott had achieved the 
following progress:
28.8% 
of hotels certified to a recognized 
sustainability standard
267 
certified or registered LEED, BREEAM, 
or Estidama hotels
While Marriott is behind schedule on these goals, the company is working 
with its internal and external stakeholders to improve both the access to and 
reporting of certification information.
Photo Caption: Threadneedles, Autograph Collection® (London, U.K.) is a TripAdvisor GreenLeaders 
certified property.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   17
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
2025 
Sustainable 
Building 
Standards 
Goal
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the 
company aims to collaborate with owners to 
develop 250 adaptive reuse projects, with the 
intention of reusing existing buildings and sites 
by year-end 2025. As of year-end 2022, Marriott 
had made the following progress:
223 open adaptive reuse projects
116 
adaptive reuse projects in 
the pipeline
Marriott is ahead of schedule in achieving 
this goal.
Sustainable Design Standards
Marriott’s Global Design Standards provide quality control criteria and best practices for the company’s brands 
and project types, including new builds and adaptive reuse projects. The company’s Global Design Team 
creates and updates Marriott’s building design standards with a focus on energy efficiency, among other 
factors. In 2024, the team aims to incorporate high-impact carbon-related certification criteria into select 
design standards to further align with Marriott’s science-based targets (SBT) workstream.
Sustainable Design Standards and Certification Global Highlights
Marriott’s Asia Pacific excluding China (APEC) 
region’s Global Design Team launched sustainable 
design guidance that is intended to supplement 
existing Marriott International design standards 
and includes criteria mapping for certifications, 
including LEED, WELL, and BREEAM programs.
To help drive sustainability efforts across 
hotels, Marriott’s Europe, Middle East & Africa 
(EMEA) region launched a Sustainability Book 
that houses content and guidelines for hotels 
to develop a customized sustainability plan 
based on their individual situation and needs. 
The book includes resources on topics ranging 
from carbon- and energy-reduction programs to 
sustainability certifications.
Marriott’s headquarters campus (Bethesda, 
Maryland, U.S.) achieved Fitwel® 3-star 
certification, which focuses on incorporating 
wellness aspects into the workplace for overall 
associate well-being.
Photo Caption: The LaSalle Chicago, Autograph Collection (Chicago, Illinois, U.S.) was converted from a bank into a hotel.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   18
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Biodiversity
Preserving Biodiversity
Marriott works to address biodiversity loss by 
supporting scalable, replicable projects to help 
protect the world’s natural capital resources. As part 
of the company’s climate action efforts, Marriott’s 
internal climate action program team plans to 
explore nature-based solutions as one of the ways 
to advance the company’s climate goals while also 
increasing the resiliency of hotel properties and 
surrounding communities.
Marriott properties around the globe also support 
natural capital projects that enhance the local 
environment and communities. In 2022, over 1,000 
properties participated in biodiversity-related activities 
ranging from clean-up projects to reforestation efforts. 
Marriott brands also supported the enhancement 
of natural environments — with the JW Marriott® 
brand launching a guest discovery touchpoint, the JW 
Garden. The JW Garden incorporates sustainability 
practices on-property to enhance local biodiversity 
while also welcoming guests to connect with nature.
Marriott’s Global Golf Division also reinforced the 
company’s broader sustainability efforts by achieving 
Audubon certifications at 93% of U.S. golf properties 
and 100% of U.K. managed golf venues.
Biodiversity Global Highlights
Good Travel with Marriott Bonvoy™ 
— an engagement program that 
provides guests the opportunity 
to create a positive impact across 
communities in the Asia Pacific 
region through environmental protection, community 
engagement, and marine conservation — expanded to 
close to 100 properties in 2022.
Through Marriott’s relationship with the 
Foundation for Amazon Sustainability 
(FAS) and the Government of Amazonas, 
the company provides funding to 
FAS’s Juma REDD+ project to help 
curb deforestation, support community 
livelihoods, and decrease greenhouse gas (GHG) 
emissions in a 2,274-square-mile (5,890-square-
kilometer) reserve. As of year-end 2022, 96% of the 
reserve remains conserved (Amazonas, Brazil).
Across the Caribbean and Latin 
America (CALA) region, Marriott 
properties host year-round programs 
to help protect turtle nesting sites and 
educate guests. Since 2005, Marriott 
hotels have successfully operated 
on-site sea turtle rescue programs, and in 2022, two 
properties released more than 60,000 baby turtles.
In 2022, Marriott’s Canadian Owners 
Conference (Canada) was recognized 
as a carbon neutral event, with over 130 
trees planted on behalf of the owners that 
attended the event. 
In the United Arab Emirates, Marriott is 
collaborating with Etihad Airways to 
plant 12,000 mangrove trees at Jubail 
Island, an initiative that is part of a 
broader campaign to establish the Etihad 
Marriott Mangrove Forest.
Photo Caption: As part of Good Travel with Marriott Bonvoy, guests are invited to 
participate in mangrove conservation initiatives by planting saplings.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   19
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Mangrove Restoration in Mexico
In collaboration with The Ocean Foundation and 
other organizations, Marriott supported the creation 
of a feasibility assessment and restoration plan for a 
large-scale mangrove project in Mexico in 2022.
This assessment included a community-based 
workshop and extensive fieldwork by organizations. In 
addition, Marriott supported blue carbon studies that 
are informing the creation of a blue carbon baseline 
assessment — a necessary step in the certification of 
this project for the generation of blue carbon credits. 
Marriott’s support of this project helped officially launch 
the restoration project in 2023.
Reforestation
As a founding member of the Arbor Day Foundation’s 
Evergreen Alliance — a group of corporate leaders 
who helped the Foundation fulfill the Time for Trees® 
initiative of planting 100 million trees and inspiring 5 
million tree planters — Marriott supports reforestation 
initiatives. In 2022, Marriott reforested over 50 acres 
by planting more than 14,000 trees in areas of great 
need across three forests in the U.S., bringing Marriott’s 
tree planting total to over 200,000 trees since 2018. 
These projects included forest recovery efforts within 
Willamette National Forest following the 2020 Holiday 
Farm Fire that broke out in western Oregon over Labor 
Day weekend. This wide-scale tree planting operation 
has helped replace large swaths of lost canopy with 
native trees that will support the restoration of the 
McKenzie River Valley watershed, improve municipal 
water source quality, and support regionally significant 
populations of endangered fish and wildlife species.
Fishery Improvement Projects
In 2022, Marriott and World Wildlife Fund (WWF) 
engaged to improve the sustainability of fisheries 
through advancing three Fishery Improvement Projects 
(FIPs), including Ecuador mahi mahi, Peru mahi mahi, 
and Thai blue swimming crab.
The Ecuador mahi mahi longline FIP worked to address 
challenges including managing shared stock with 
Peru, reducing shark and turtle bycatch, and updating 
the regional stock assessment. The FIP supported 
the establishment of the Peru-Ecuador exporters 
committee to promote 
binational cooperation 
on FIPs and led the Ecuador 
government to request the Inter-American 
Tropical Tuna Commission (IATTC) to conduct 
regional mahi mahi scientific research.
The Peru mahi mahi longline FIP focused on 
addressing sea turtle bycatch, lack of updated regional 
stock assessments, and unlicensed vessels. The Peru 
mahi mahi longline FIP 3-year audit determined that 
56% of the FIP’s actions were completed, and as a 
result, its progress rating increased to an “A”. 
The Thailand Blue Swimming Crab FIP’s efforts 
focused on improving management planning through 
public hearings with local fishers, developing a harvest 
control strategy, and piloting electronic traceability 
systems to track fishing grounds and record catch.
Photo Caption: The crab bank at the Sheraton® Samui Resort helps preserve the island’s population of 
Thai blue swimming crabs (Koh Samui, Thailand).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   20
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Responsible Sourcing
Evaluating Supply 
Chain Impacts
Marriott engages with the company’s existing 
suppliers to help grow responsible sourcing markets 
and explores opportunities to work with new 
suppliers to help meet the company’s responsible 
product requirements.
Avendra, Marriott’s procurement services provider in 
North America, the Caribbean, and Central America, 
screens suppliers and their products within Marriott’s 
top 10 categories on environmental and social 
attributes during the request for proposal process 
through contract award. Avendra contracts outline the 
requirement for suppliers to follow supplier conduct 
guidelines, which set baseline expectations around 
social and environmental responsibility, and complete 
the EcoVadis assessment. Avendra also requires 
suppliers to submit a sustainability policy that is 
relevant to that supplier’s industry impacts, including 
environmental and social business practices.
Together with Avendra, Marriott continued to 
assess the environmental and social aspects of 
existing North America, the Caribbean, and Central 
America suppliers, within our top 10 categories, via 
the EcoVadis sustainability assessment platform. 
Marriott’s top 10 categories include: animal proteins 
(inclusive of beef, eggs, lamb, pork, and poultry), 
bottled water, cleaning supplies, cocoa, coffee, guest 
room amenities, paper products, seafood, sugar, and 
textiles. Through this platform and survey, Avendra 
engaged 95% of contracted spend with applicable 
manufacturers and 90% of contracted spend 
with applicable distributors, within Marriott’s top 
10 categories.
As of year-end 2022, 73% of manufacturers and 64% 
of distributors within these categories have completed 
the EcoVadis assessment. Throughout 2023, Marriott 
plans to continue to evaluate global suppliers in the 
top 10 categories using the EcoVadis platform and 
develop improvement plans for suppliers that are 
deemed “underperformers.”
To further support Marriott’s responsible sourcing 
efforts, associates with procurement and purchasing 
responsibilities are also required to complete the 
Procurement 101 online training, which is expected 
to be updated in 2023 and includes information on 
Marriott’s human rights policies.
Reducing Deforestation Impacts in the 
Supply Chain
Through Avendra, Marriott engages with major 
suppliers regarding the four highest deforestation 
impact commodities (paper, soy, palm, and beef) on 
their no-deforestation programs and policies, and 
with suppliers whose products or operations have 
high greenhouse gas (GHG) emissions intensities, 
to understand current and future planned efforts to 
reduce their carbon footprints.
In 2022, Avendra further surveyed existing suppliers 
that provide shower amenities to understand their 
sourcing practices for palm oil and palm oil derivatives. 
Avendra plans to continue to engage with suppliers 
as needed with the goal that the palm oil in products 
that participating properties purchase is from 
responsible sources.
Photo Caption: An example of the residential amenities being installed in properties around the world.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   21
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
2025 Responsible Sourcing Goals
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the company aims to responsibly source 95% 
by spend within our top 10 categories by year-end 2025. Marriott’s top 10 categories 
include: animal proteins (inclusive of beef, eggs, lamb, pork, and poultry), bottled 
water, cleaning supplies, cocoa, coffee, guest room amenities, paper products, 
seafood, sugar, and textiles. As of year-end 2022, Marriott had made the following 
progress within the paper products and seafood categories, in addition to promoting 
responsible sourcing among associates to support the company’s goals:
48%* 
* Based on available owned, leased, managed, and franchised data from Avendra.
Forest Stewardship Council–certified (FSC) 
paper products**
** FSC products are inclusive of personal paper products, office paper, and napkins.
27%* 
Marine Stewardship Council– or Aquaculture 
Stewardship Council–certified seafood
69% 
of managed associates with procurement responsibilities 
completed procurement training to support company 
efforts to promote responsible sourcing
Marriott is behind schedule in achieving its goals to responsibly source 95% by 
spend within the company’s top 10 categories by year-end 2025.
Marriott has also set a goal to require all contracted suppliers in the top 
10 categories to provide information on product sustainability, inclusive 
of social and human rights impacts, by year-end 2023 (with all centrally 
contracted suppliers providing this information by year-end 2025).
As of year-end 2022, Marriott had made the following progress: 
73% of manufacturers 64% of distributors 
had completed the EcoVadis assessment
Marriott is on track to achieve this goal.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   22
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
2025 Cage-Free Eggs Goal
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the company aims to source 
100% of eggs (shell, liquid, and egg products) from cage-free sources by 
year-end 2025.
26.50% 
of total egg spend for global managed and 
franchised properties* was cage-free as of 
year-end 2022
* Based on available data.
For a global and regional breakdown of cage-free egg spend, please see 
page 62.
With the continuing maturation of global cage-free eggs markets, Marriott 
updated its cage-free eggs strategy to focus on key “fast-track markets” 
across the globe. Fast-track markets are expected to convert to cage-free 
eggs purchasing more quickly than others based on market availability. Some 
hotels within these markets reached more than 90% compliance, and some 
achieved 100% compliance, by the end of 2022. Additional fast-track markets 
for cage-free eggs are expected to be established in 2023 and beyond based 
on global product availability.
Marriott also continues to engage with existing suppliers and organizations 
to understand market conditions across the globe that currently limit the 
supply of responsible products, including cage-free eggs. The company’s 
procurement teams are actively working with organizations focused on 
responsible sourcing to identify new suppliers for cage-free eggs, and 
Marriott plans to continue to work with Avendra to increase the supply 
of cage-free eggs from existing and new suppliers in North America, the 
Caribbean, and Central America. 
Photo Caption: Marriott associates at Le Méridien® 
Khao Lak Resort & Spa’s Le Ka Tak Sustainable 
Farm (Khao Lak, Thailand).
22
2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   23
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Responsible Pork 
Progress Plan
In 2022, Marriott worked with existing suppliers 
to expand responsible pork product offerings, 
benchmarked our practices against other companies 
that purchase pork products, and explored global 
responsible pork availability. In 2023, Marriott plans 
to establish fast-track markets for pork, as we have 
done for cage-free eggs, to help accelerate the 
transition to responsible pork based on global product 
availability. Below are additional action items in four 
key areas that we completed in 2022 or are working 
on in 2023 to increase responsible pork spend 
throughout the company’s global supply chains.
EVALUATE CORPORATE PROGRAMS: 
	
~ We reviewed product specifications and 
availability in areas where legislation currently 
requires responsible pork purchasing or legislation 
is pending.
	
~ We met with other companies that source pork 
to learn about their responsible pork goals 
and sourcing practices and benchmarked our 
current practices.
	
~ We worked with procurement providers, including 
Avendra and Entegra, to establish processes 
so that pork products are properly labeled and 
tracked as responsible. We have also established 
qualitative tracking for Marriott’s regional teams 
to document interactions with suppliers and 
organizations that promote responsible sourcing.
ENHANCE SUPPLIER COLLABORATION: 
	
~ We continue to work with Marriott’s top suppliers 
to remove barriers to responsible pork purchasing 
such as limited supply and funding for capital 
investments for farmers. 
	
~ We meet with Marriott’s top pork 
suppliers regularly.
ENGAGE OWNERS, FRANCHISEES, 
AND HOTELS:
	
~ We continue to evolve the existing responsible 
sourcing resources available, including the Marriott 
International Responsible Sourcing Guide, to 
educate owners, franchisees, and associates.
	
~ We are working to update Marriott’s 
e-procurement system with enhanced tagging for 
responsible products.
SUPPORT CUSTOMER DEMAND:
	
~ We provide hotels with access to educational 
messaging to communicate when responsible 
products are served.
	
~ We explore opportunities with hotels to highlight 
responsibly sourced pork products. 
2025 Responsible 
Pork Goal
SUSTAIN RESPONSIBLE OPERATIONS
Pork is one category in Marriott’s 2025 responsible 
sourcing goal where the company aims to 
responsibly source 95% of its overall animal 
protein spend. The company considers pork 
products responsibly sourced when they are 
sourced from supply chains that have either 
reduced the use of gestation crates during a 
sow’s 16-week pregnancy period (through 
“group housing”) or eliminated their use (through 
“crate-free” production).
3.71%
of total pork spend for global managed and 
franchised properties* was responsibly 
sourced as of year-end 2022
* Based on available data.
For a global and regional breakdown of 
responsible pork spend, please see page 62.

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•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
2025 Local 
Sourcing Goal
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the company aims to locally 
source 50% of produce by year-end 2025.
Marriott hotels continue to purchase local produce and 
other products.
Marriott has not started to measure quantitative progress toward this 
goal but will continue to provide local sourcing guidance to hotels.
Local Sourcing Global Highlights 
The W® Costa Rica - Reserva Conchal (Guanacaste Province, Costa Rica) 
sources a majority of its ingredients locally, working with local farmers 
to grow special ingredients for the hotel. The hotel hosted a Marriott 
Bonvoy® experience for guests targeted toward the importance of bees 
for the environment. This experience included a pastry class using honey, 
a honey-based cocktail class, and a honey-themed dinner.
The Ritz-Carlton®, Dubai’s vertical farm (Dubai, United Arab Emirates) 
harvested 66 kg (145 lbs.) of produce in the first 15 days of production.
Photo Caption: Left: Handcrafted Bounga dish at Sheraton® New Caledonia Deva Spa & Golf Resort 
(Bourail, New Caledonia); Middle: Guests at the JW Marriott®, Anaheim Resort’s garden (Anaheim, 
California, U.S.); Right: Rooftop bee hives at the Prague Marriott® Hotel (Prague, Czech Republic).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   25
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Evaluating FF&E Products
Each year, Marriott Global Design Procurement’s furniture, fixtures & equipment 
(FF&E) suppliers in the U.S. and Canada complete a rigorous product lifecycle 
evaluation with MindClick, a global leader in environmental and social impact data 
and analytics. In 2022, this included evaluating 94% of FF&E products across 14 
prototypical brands in the U.S. and Canada. The ratings from this evaluation address 
healthy materials, manufacturing footprint, carbon emissions, waste reduction, fair 
labor, and human rights. Reporting and analytics provided to suppliers, Marriott, and 
design teams through Design for Health™ support the selection and performance 
improvement process for the health of people and the planet.
Beginning in 2021, the MindClick Sustainability Assessment Program (MSAP), 
an annual assessment of FF&E suppliers and their products, began to align with 
Marriott’s work to set a science-based target (SBT) by helping reduce the embodied 
carbon of products specified and purchased for Marriott hotels. In 2022, nearly 
30% of MSAP-rated vendors achieved normalized carbon emission reductions 
in manufacturing. 
Design for Health™
Design for Health by MindClick continues to provide hotel owners and their design 
teams access to products rated in MSAP to support environmental and social 
responsibility through design. 
To further align with Marriott’s sustainability targets, the Global 
Design U.S. and Canada Team and contracted design firms utilized 
MindClick’s Design Impact Report™ at select projects. In 2022, 
Marriott piloted MindClick’s Design Impact Report for the renovation of 
the Moxy® Virginia Beach Oceanfront (Virginia Beach, Virginia, U.S.). 
In collaboration with the project’s design team, the Marriott Global Design 
U.S. and Canada team members used MSAP data to evaluate the environmental and 
social impact of FF&E, architectural building products, and operating supplies and 
equipment specified for the guest room and custom-designed public space.
2025 FF&E 
Sourcing Goals
SUSTAIN RESPONSIBLE OPERATIONS
As part of Marriott’s Serve 360 Goals, the company aims to have 
the top 10 FF&E product categories sourced in the top tier of MSAP 
by year-end 2025. Additionally, we aim to have 95% of FF&E 
products specified for all prototypical brands reach the highest 
rating in MSAP. As of year-end 2022, Marriott had made the 
following progress:
51% 
of FF&E products evaluated by MindClick 
scored in the “leader” level of MSAP 
50% 
of FF&E products specified for all prototypical 
brands reached the “leader” MSAP rating
Marriott is behind schedule in achieving this goal. However, the company is 
continuing to engage with MindClick to focus on sourcing from vendors with 
“leader” rated products, as well as improving ratings for products currently 
within reach of “leader” ratings. 
Photo Caption: The W Bogota (Bogota, Colombia) is LEED certified.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   26
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•ENVIRONMENTAL
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•APPENDICES
Social
Marriott remains focused on welcoming all and providing equitable access to opportunity across the company’s operations and value chain. 
Putting People First is foundational to our culture of inclusion for all, including associates, customers, guests, suppliers, and owners.
For our own operations, Marriott’s senior leaders establish priorities to drive accountability throughout the organization. Marriott’s human 
capital strategy is based on three signature elements — Growing Great Leaders, Investing in Associates, and Access to Opportunity — that will 
help move the company forward and create an environment for associates to thrive.
Wherever we do business, Marriott also aims to support communities and use travel as a tool for peace, cultural understanding, and 
welcoming all. This also includes creating and implementing training, advocacy, and supplier accountability to protect human rights for 
all people.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   27
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Diversity, Equity, and Inclusion
Providing Access to Opportunity
Marriott strives to be a place where everyone is welcome and has the opportunity to 
succeed, learn, and grow. We hire for careers, not just jobs — and work to create and 
maintain an inclusive culture where people are seen, heard, and belong. Marriott’s 
portfolio of initiatives is designed to empower associates to build skills to grow 
their careers, form strategic collaborations that enable us to introduce hospitality 
to underrepresented populations, and drive organizational accountability at the 
highest level.
Infusing DEI Into Our DNA 
Infusing diversity, equity, and inclusion (DEI) into our DNA is integral to the company’s 
success. Marriott’s goal is to be a global, transformational leader in DEI, with 
actions serving as opportunities to instill a sense of belonging in those who enter 
Marriott’s doors.
MARRIOTT’S DEI OBJECTIVES INCLUDE:
	
~ Creating an inclusive environment for associates, customers, guests, suppliers, 
and owners where all people belong, have access to opportunity, and can achieve 
success with Marriott.
	
~ Increasing the presence of women and people of color at the vice president level 
and above.
	
~ Establishing a supportive and inclusive work environment for associates 
where we recognize the whole person and give them the tools, resources, and 
support they need to be their best and continue to grow, both professionally 
and personally.
Leadership’s Commitment
Marriott’s approach to DEI starts at 
the top with our senior leaders. The 
company’s Board-level Inclusion 
and Social Impact Committee (ISIC) 
assists the Board in providing oversight 
of Marriott’s strategy, efforts, and 
commitments related to its people-first 
culture, associate well-being and 
inclusion, and other environmental, social, 
and governance (ESG) matters, including 
the advancement of women and people from 
historically underrepresented groups and the diversity 
of the company’s ownership, customer, and supplier base.
The President and CEO-led Global Inclusion Council, comprised of senior executives, 
drives ownership and accountability to promote inclusive opportunities around the 
world. Regional Councils drive local strategies aligned with the company’s global DEI 
strategy and regional business priorities.
Additionally, Marriott’s Diversity and Inclusion Talent Council, comprised of cross-
discipline senior leaders, supports the company’s recruitment initiatives and talent 
strategy that aims to strengthen relationships with external organizations. Marriott’s 
leadership also supports the company’s Associate Resource Groups (ARGs), 
with senior executives across the organization serving as ARG sponsors, to drive 
engagement and infuse DEI within the business.
Photo Caption: General Manager of Protea Hotel® Fire & Ice! by Marriott Durban Umhlanga 
Ridge (Durban, South Africa).

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•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Associates
Developing Women Leaders
Marriott’s Women’s Leadership Development Initiative 
formalizes a comprehensive women’s agenda under 
one strategic umbrella. The four key objectives of this 
initiative are:
	
~ Increasing the presence of women at Marriott at 
the highest levels of management and in other 
decision-making positions.
	
~ Strengthening the career development process 
for women.
	
~ Providing a role for senior management to play in 
the advancement of women.
	
~ Capitalizing on engaging today’s women leaders in 
driving success for the organization. 
Women Leadership Programs 
and Events
In 2022, Marriott increased support and rigor around 
the Women’s ARG by working with senior executive 
sponsors across the business to amplify its global 
reach. The Women’s ARG brings together associates to 
engage in dialogue and practices on the development 
of women and gender equity to help drive innovation 
and performance in the hospitality industry.
Marriott’s women leadership programs and events 
continue to provide access to opportunities to 
advance careers. For example, Women in Leadership 
and Learning (WILL) enables women leaders to 
assess leadership and business challenges, develop 
successful leadership profiles, identify development 
expectations, define the impact of cultural issues, and 
create measures of success. In the U.S. and Canada, 
more than 120 participants completed the WILL 
program in 2022.
Across the globe, Marriott implements 
programs and hosts events to advance 
women in the workplace. For example, 
in Indonesia, the Business Council 
organized a Women in Leadership event. 
The event featured internal and external 
speakers and was attended by 140 women 
associates from 52 hotels across Indonesia.
In Europe, Middle East & Africa 
(EMEA), Marriott expanded its Female 
Leadership Initiative (FLI) with programs 
in the U.A.E., Egypt, Türkiye, and the 
U.K. designed to provide high-potential 
leaders with a personal development 
program that will help prepare them for 
the next level of their careers. There were 
90 FLI participants in 2022.
Marriott’s President and CEO signed Disability:IN’s CEO Letter on Disability 
Inclusion, aimed at taking action to build an inclusive, accessible, and equitable 
workplace for individuals with disabilities.
2025 DEI 
Goals
EMPOWER THROUGH OPPORTUNITY
As part of Marriott’s Serve 360 Goals, the 
company aims to:
•	 Achieve gender parity for global executives 
by year-end 2023;
•	 Increase representation of people of color 
in U.S. executive positions to 25% by 
year-end 2025.
As of year-end 2022, Marriott has made the 
following progress:
47% 
of Marriott’s global 
executives* are women
22% 
of Marriott’s U.S. executives* 
are people of color
* Vice president level and above
To meet these targets, Marriott continues to focus 
on pipeline development, career advancement 
opportunities and talent reviews, increasing 
mentorship and sponsorship, promoting diverse 
and/or women candidate slates, exploring broader 
talent pools, expanding partnerships with external 
organizations, and leveraging executive search 
partners when needed.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   29
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
2022 U.S. Workforce*
*  Includes Marriott employees at company-operated properties, 
customer care centers, and above-property operations.
Generation
% Baby Boomers
19%
% Gen X
33%
% Millennials
43%
% Gen Z
5%
Women
% Executives
51%
% Mid-level Managers
50%
% Entry-level Managers
56%
People of Color
% Executives
22%
% Mid-level Managers
31%
% Entry-level Managers
47%
U.S. WORKFORCE 
BY RACE / ETHNICITY 
65.9% 
People of Color
33.0% 
Hispanic/Latino
30.0% 
White
19.7% 
Black/African 
American
10.9% 
Asian
4.1% 
Unknown
1.1% 
Two or 
more races
0.8% 
Native Hawaiian/
Pacific Islander
0.4% 
Native American/Alaska Native
U.S. MANAGERS 
BY RACE / ETHNICITY 
41.9% 
People of Color
55.4% 
White
19.2% 
Hispanic/Latino
11.1% 
Black/African American
9.5% 
Asian
2.7% 
Unknown
1.2% 
Two or more races
0.6% 
Native Hawaiian/Pacific Islander
0.3% 
Native American/Alaska Native
“Marriott is committed to advancing diversity, equity, 
and inclusion across the company’s workforce — creating 
access to opportunity for all.”
Anthony G. Capuano
President and CEO Marriott International
29
2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS

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2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Veteran Hiring
Marriott collaborates with veteran organizations in the local communities where 
we do business and has created tools and resources to assist hiring managers with 
veteran recruitment efforts. Marriott’s Military Occupation Code Translator Tool was 
designed to enable veterans to map their military skills, experience, and training 
to current Marriott career opportunities. In 2022, Marriott hired 1,005 veterans in 
the U.S. 
Bridges From School to Work®
The transformative power of a job is one of the most impactful ways to serve people 
with disabilities. Marriott engages with Bridges From School to Work, which was 
established by The Marriott Foundation for People with Disabilities, to support skills 
development, training, and job placement for young people with disabilities.
Associate Diversity Global Highlights 
Marriott’s focus on hiring and retaining a diverse workforce reflects 
the company’s core value to Put People First. 
The Renaissance® São Paulo Hotel (São Paulo, Brazil) established 
a program to hire deaf associates and is working to train leaders in 
sign language. 
Several Marriott hotels in Santiago, Chile participated in a 
panel to discuss welcoming the LGBTQ+ community into the 
hospitality industry.
In 2022, Marriott’s regional office and hotels in Greater China hired 
over 1,100 people with disabilities. 
The company continues to move forward with the Marriott-
Sorenson Center for Hospitality Leadership at Howard University 
(Washington, D.C., U.S.), and in 2023, 19 students will be part 
of the Center’s inaugural cohort. Marriott also launched a Guest 
Lecturer Series at the University featuring Marriott executives 
presenting sessions focused on hospitality as a career. 
In 2022, Marriott expanded the company’s Associate Networks 
and launched executive-sponsored ARGs for Asian & Pacific 
Islander, Black, Hispanic, LGBTQ+, Women, and Young 
Professionals communities and their allies, with plans to 
establish additional groups in the future. These groups offer 
another avenue for building a sense of community and cross-
cultural competence. More than 4,000 associates from 99 
countries have enrolled across the six ARGs, as of year-end 2022.
Photo Caption: Marriott executives volunteering with D.C. Central Kitchen (DCCK). 
30

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•INTRODUCTION
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•ENVIRONMENTAL
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•APPENDICES
Welcoming Customers
LoveTravels 
Run by Marriott’s Purpose Driven Marketing team, LoveTravels represents the company’s platform to 
engage diverse and socially driven consumers over our shared values and reinforce our commitment 
to diversity, inclusion, and social impact. In 2022, the Purpose Driven Marketing team led several 
initiatives to drive awareness for the company’s commitments, including:
	
~ In honor of the 2022 Pride season, Marriott launched “LoveTravels with Love Letters.” Associates, 
Marriott Bonvoy® members, customers, and communities were invited to participate via a microsite 
featuring a commissioned artist’s designs of affirmations. Approximately 500 letters were sent in 
2022, resulting in $100,000 donated to LGBTQ+ philanthropic organizations.
	
~ The company led the sponsorship of Pharrell Williams’ Something in the Water festival, held in 
Washington, D.C. (U.S.). A key highlight from the event was Marriott’s participation in the “Elephant 
in the Room” panel, where the company’s Chief Sales & Marketing Officer, U.S. and Canada, spoke 
about Marriott’s efforts to increase diverse leadership in the hospitality industry.
	
~ Activating Marriott’s presence at the National Black MBA Association Conference is also one of the 
many ways Marriott empowers the Black community through opportunity and pursuing a more 
equitable future. 
Regional Support
Globally, Marriott properties also support LGBTQ+ organizations and events in their 
regions. For example, in Australia, W® Hotels announced a three-year collaboration 
with Australia’s longest running LGBTQ+ organization, the Sydney Gay and Lesbian 
Mardi Gras.
Welcoming Travelers With Disabilities
Marriott actively explores opportunities to provide access at hotels for people with disabilities. We 
continue to work closely with the disability community through the development of the “Room for All” 
initiative to evaluate room design concepts to improve the travel experience for guests with disabilities.
Photo Caption: Top right: Operations Manager of Marriott’s Omaha Customer Experience Center (Omaha, Nebraska, U.S.). 
Bottom right: Associate at the Aloft® Dublin City (Dublin, Ireland).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   32
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Supplier Diversity
Empowering Diverse-Owned Businesses
Marriott’s supplier diversity program is designed to drive economic empowerment 
around the world, support customers, expand the company’s global footprint 
with diverse-owned businesses, foster an exchange of ideas, spur innovation, 
and inspire us all to do business better. It is critical that Marriott’s supplier base 
reflects the company’s customer base and the communities where we live and 
work, and inclusive sourcing has become a pillar of the sourcing process. Over 
the past 10 years, over $6 billion has been spent with diverse suppliers, and the 
company is working toward reaching its target to spend $1 billion annually with 
diverse suppliers. 
One of Marriott’s diverse suppliers, Tronex, a minority-owned business, has been 
supporting the company for approximately 20 years. Tronex supplies a variety of 
protective equipment to Marriott hotels across the globe. By engaging with Marriott, 
Tronex was able to expand its business on a global scale.
2022 DIVERSE SUPPLIER SPEND*
AMOUNT
Woman-owned Businesses
$239,075,621
People w/ Disabilities–owned Businesses
$4,387,910
Veteran-owned Businesses
$16,356,328
Minority-owned Businesses
$392,785,369
LGBT-owned Businesses
$7,191,940
Total Inclusive Purchasing
$659,797,168
* All categories include Tier 2 spend. 
Supporting Diverse Entrepreneurs
In 2022, Marriott sponsored the Women of Color Incubator along with Women’s 
Business Enterprise National Council (WBENC), a premier program designed for 
student entrepreneurs at historically Black colleges and universities. The incubator 
provides the next generation of Black women entrepreneurs with resources, 
community, and support to strengthen their ideas and grow their early-stage 
ventures. Marriott also sponsored the incubator’s pitch competition, which 
awarded winners with $9,000 in seed funding.
Owner Diversity
Promoting Hotel Owner Diversity
By 2025, Marriott aims to achieve 3,000 diverse- or women-owned hotels in the 
U.S. and Canada. At year-end 2022, there were more than 1,800 open diverse- or 
women-owned hotels and nearly 940 diverse- or women-owned hotels in the 
pipeline in the U.S. and Canada.
In 2022, Marriott announced the launch of “Marriott’s Bridging The Gap,” a multiyear 
development program that aims to address the barriers to entry that historically 
underrepresented hotel owners and developers face. As part of the program, 
Marriott has allocated $50 million to offer financial and other incentives to qualified 
historically underrepresented owners and franchisees who will have a controlling 
equity interest in select branded projects. In 2022, “Marriott’s Bridging the Gap” 
resulted in nine signed deals in locations including Jackson, Mississippi and St. Louis, 
Missouri (U.S.).
Photo Caption: Marriott’s Vice President, Sustainability & Supplier Diversity at the annual WBENC 
Conference with the winner of the Women of Color Incubator pitch competition.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   33
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
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•GOVERNANCE
•APPENDICES
2025 
Empower 
Through 
Opportunity 
Goal
EMPOWER THROUGH OPPORTUNITY
As part of Marriott’s Serve 360 Goals, the 
company aims to invest $35 million in programs 
that develop hospitality skills and opportunity 
among youth, diverse populations, women, people 
with disabilities, veterans, and refugees.
More than $23.5 million invested since 2016
Marriott is currently on track to achieve this goal 
and plans to continue its work to support groups 
that have faced historical barriers, including 
through “Marriott’s Bridging the Gap” program. 
Marriott also plans to continue to support 
programs that provide opportunity throughout the 
company’s value chain and in the communities 
where Marriott hotels are located.
Youth
Marriott continues to support programs that 
empower and prepare youth for jobs in the 
hospitality industry. Through the company’s work 
with The Global Travel & Tourism Partnership 
(GTTP), Marriott works to inspire and enable 
hundreds of thousands of young people in 
secondary schools and universities around the 
world to build careers in travel and tourism. In 2022, 
Marriott’s funding helped provide training for over 
5,000 teachers across 17 countries, benefiting 
approximately 4,400 schools and more than 
550,000 students.
As part of a collaboration with the Sustainable 
Hospitality Alliance (the Alliance), Marriott and other 
hotel companies developed an industry-relevant 
skills curriculum to better prepare young people 
for on-the-job training and improve opportunities 
for job placements. To support industry and 
company efforts in this space, Marriott supported 
the Alliance’s Youth Employment Program, a 
three-month employability program that equips 
vulnerable young people with the core skills and 
practical experience they need to start their career. 
In 2022, nearly 80 young people, including people 
with disabilities, were trained at 14 Marriott 
hotels across India and Nigeria. Approximately 
40 of these graduates received employment 
opportunities with Marriott, and 83% of 
all graduates entered into employment or 
continued their education. 
Succeed Through Service, a signature Ritz-Carlton® 
program, mentors students in underserved 
communities to help them learn valuable life skills 
and forge a path of success. In 2022, the program 
engaged nearly 1,300 students.
The Global Voyage Leadership Development 
Program, initially launched by Marriott in 2013, is 
designed with the next generation of university 
graduates in mind. The program offers a 
combination of hands-on, discipline-specific training 
and a leadership-focused curriculum, all accessed 
through custom technology. In 2022, more than 550 
Voyagers completed the program in the U.S. and 
Canada and were hired into the company.
Photo Caption: Associates at the Renaissance São Paulo Hotel (São Paulo, Brazil).

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•APPENDICES
Youth Programs Global Highlights
Across the globe, and with support from Marriott hotels 
and hospitality industry and community organizations, 
the company helps prepare the next generation 
by providing youth with educational and career 
opportunities. These programs represent examples of 
youth engagement activities across Marriott.
In Thailand, Marriott 
signed a Memorandum 
of Understanding 
(MOU) with Save The 
Children Foundation to 
support disadvantaged 
youth in an area of conflict in Pattani 
province. Students are given access 
to technical and vocational education, 
training, and certification from 
accredited independent public and 
private institutions. They also receive 
life-skills-for-success coaching and 
opportunities for a Marriott co-created 
food and services track and hotel 
internships, all aiming to improve youth 
employability and social stability.
As of year-end 2022, 
Marriott signed MOUs 
with more than 30 
universities in Vietnam 
to provide better access to equal job 
opportunities for youth.
In collaboration with 
Prince’s Trust Canada, 
Marriott hotels within 
the region hosted two 
Discover Hospitality 
events aimed at creating 
an on-ramp to propel youth into the 
hospitality sector as a career path.
Marriott hotels in Canada also 
participated in the Propel Program, 
a student work placement program 
focused on the tourism and hospitality 
sector. The program offers post-
secondary students the opportunity to 
develop the work-ready skills required 
to secure meaningful employment 
upon graduation.
In the second half of 
2022, markets in 
Mexico worked to 
re-launch youth 
employment programs 
to attract, train, and 
develop young people for careers in 
the hospitality industry. Five hotels 
in the Puerto Vallarta market plan to 
participate for the first time in 2023. 
In October 2022, Marriott 
engaged with a local 
organization to provide 
vocational training 
to students with 
disabilities from a local 
school. Four students received four 
months of vocational training at the JW 
Marriott® Hotel Shanghai at Tomorrow 
Square (Shanghai, China) and The 
Ritz-Carlton® Shanghai, Pudong 
(Shanghai, China). Mentors at both 
hotels volunteered nearly 350 hours 
of training.
The company’s “Marriott 
Class” program (Greater 
China), established in 
2010, aims to jointly 
develop tourism-oriented 
talent training of appropriate 
scale with target universities. More than 
22,000 hotel management graduates 
have been trained for the hotel industry 
since the program’s establishment.
In the Middle East, Marriott grew 
the Tahseen program — a 
hospitality management 
development initiative 
focused on fast-tracking 
the next generation of 
hospitality leaders. 
In 2022, Marriott celebrated its first 
Tahseen graduating class in Egypt, 
with 80 students graduating, and 
approximately 40 Tahseen students 
accepting full-time roles at Marriott 
properties in Egypt. 
In the U.S., Marriott 
engages with NAF, 
a national nonprofit 
organization that 
supports youth 
employment and prepares 
students for the future. 
Photo Caption: Student supported by GTTP.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   35
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Refugees
To train, hire, and support refugees in the U.S., 
Marriott engages with several key organizations, 
including the Tent Partnership for Refugees, 
Welcome. US, and refugee resettlement 
agencies and their local affiliates. Marriott works 
to connect local hotels to these organizations 
to provide refugees meaningful careers and 
opportunities. 
One of Marriott’s longest-standing relationships 
is with the International Rescue Committee 
(IRC). The IRC responds to the world’s worst 
humanitarian crises, with programming to 
support economic recovery, education, health, 
and skills training for resettled refugees to 
recover and thrive. Marriott has supported IRC in 
training over 950 refugees since 2016. 
In 2022, Marriott continued to support IRC’s 
Hospitality Link program, continuing its program 
in Salt Lake City, Utah, and launching new 
programs in Denver, Colorado and Boise, Idaho 
(U.S.). The program is designed to provide skills 
development training to resettled refugees while 
introducing them to careers in the hospitality 
industry, as well as providing life skills and 
English-language classes. The Hospitality Link 
program served nearly 200 resettled refugees, 
with more than 75% placed into employment, 
nearly half of whom are in the hospitality sector. 
Marriott’s funding also supported three Job 
Readiness Training programs in Dallas, Texas; 
Sacramento, California; and San Diego, California 
(U.S.), which provided tailored workforce training 
to nearly 150 Afghan refugees. Approximately 
60% of these participants have been placed into 
employment so far.
Responding to the Refugee Crisis 
In 2022, Marriott began engaging with 
Welcome.US, with the company’s President 
and CEO, Anthony Capuano, joining the 
organization’s CEO Council. Additionally, in 
response to the Ukrainian refugee crisis, the 
Marriott Disaster Relief Fund contributed 
$100,000 to the organization’s Welcome 
Fund, which provides funding to grassroots 
organizations supporting the arrival, housing, 
and welcome of refugees in the U.S. Marriott and 
Marriott hotels are also supporting Welcome.
US job fairs across the U.S. by participating as 
employers, as well as hosting fairs and donating 
event space. 
As Ukrainians were forced to flee 
their home country, Marriott hotels 
throughout Europe stepped up by 
providing meaningful employment, 
hiring more than 650 Ukrainian 
refugees, largely in Austria, Germany, the 
Netherlands, Poland, and the United Kingdom. 
A dedicated language careers page was also 
developed to help refugees search and apply for 
available positions.
Hotels in the U.S. also aim to support 
refugees. For example, the JW Marriott 
San Antonio Hill Country Resort & Spa 
(San Antonio, Texas, U.S.) hired more 
than 100 refugees in 2022.
EMPOWER THROUGH OPPORTUNITY 
In collaboration with the Tent Partnership for 
Refugees, Marriott has set a goal to hire 1,500 
refugees in the U.S. by 2025.
Photo Caption: The Market Director of Diplomatic & Community Relations at New York City Marriott Hotels 
announcing Marriott’s U.S. refugee hiring goal at the Tent Business Summit for Refugees in New York City 
(New York, U.S.).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   36
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Associate Development and Well-being
Growing Great Leaders
Across the organization, Marriott’s overarching goal remains rooted in strengthening 
its culture, growing talent, and positioning the company for successful future growth. 
In 2022, Marriott fully relaunched the company’s learning and development strategy 
to support the growth of associates through a broad range of programs aimed 
at providing talent with both the functional and leadership skills needed to best 
represent Marriott and its brands.
Growing and Retaining Marriott’s Talent
Marriott continued to build upon its robust portfolio of learning tools and programs. 
This included the launch of a new career growth and development initiative, which 
provides a range of tools and resources for managed and franchised associates 
globally. The company also increased focus on leadership at all levels through the 
introduction of refreshed leadership competencies and foundational leadership 
development programs, which launched in the U.S. in late 2022 and expanded 
globally in 2023.
In addition to foundational learning programs, Marriott is focused on building 
functional skills that reflect current business needs. For example, Topline 
Performance Activation is a cross-functional program designed for general 
managers and sales, marketing, and revenue leaders who are responsible for 
driving topline performance. The program’s approach meets learners where they 
are through a pre-assessment and personalized learning journey that focuses on 
elements that will fill the learner’s knowledge gap.
Accessible, Supportive Learning 
To increase accessibility of the company’s programs, Marriott introduced a new 
strategy to translate more of its learning content, focused on enhancing the 
associate and guest experience. In 2022, the company invested in offering Marriott’s 
foundational learning programs in languages to match the majority of the footprint 
where those learners live and work.
In 2022, Marriott also provided a new opportunity that allows hotels to have 
unlimited access to core leadership training called En Route. Marriott bolstered 
learning infrastructure in the company’s regions and hotels by working to put in 
place the right roles and capabilities for each hotel through Learning Coordinators 
and Field Trainers. As a result of this effort, there are more than 7,800 Learning 
Coordinators across the company that support the increased adoption and 
completion of learning courses and programs.
Globally, Marriott’s Business Councils seek to provide Millennial and Gen Z 
associates opportunities to be mentored by more-seasoned leaders, grow their 
leadership skills, and build a network of associates from across other Marriott hotels.
In 2022, 78% of all associates* completed career- or skills-
related training.
In the franchised associate population, 52% participated in career- 
or skills-related training provided by Marriott, in addition to what 
their franchise management company may be providing.
In the managed associate population, 98% participated in 
career- or skills-related training.
* Includes managed and franchised associate populations.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   37
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Fostering Development Opportunities
Marriott associates are, and have always been, the heart of our business. 
The company is committed to attracting, engaging, and retaining top talent 
and seeks to foster an inclusive culture where everyone belongs and has the 
opportunity to succeed, learn, and grow. 
In 2022, Marriott implemented a global strategy designed to educate and 
empower associates at all levels to be inclusive leaders with a focus on 
attracting, welcoming, and better serving associates and customer groups. 
The strategy includes: 
	
~ The Inclusive Hospitality Learning Program, a series of training programs 
focusing on the power of inclusion in driving business results with a goal of 
fostering inclusive behaviors to support Marriott’s people-first culture. 
	
~ Living Our Core Values (LOCV), an annual signature engagement program, 
facilitated by general managers with associates at managed properties. The 
2022 LOCV installment — Growing Forward — included discussions around 
the power in working together, understanding conscious and unconscious 
biases, and extending the same warm welcome and level of service to all.
	
~ Community Hub, Marriott’s internal DEI resource platform, provides global 
leaders with on-demand tools to promote respect and kindness, mutual 
appreciation, and an uplifting sense of belonging among associates.
	
~ Amplified DEI Observances, including the launch of the Cultural 
Observance Working Group, comprised of associates across the globe to 
design and implement strategies for cultural heritage celebrations.
In 2022, Marriott continued to offer a wide range of tools and resources — from 
global resilience and mental well-being talks and seminars to on-the-ground 
training. For example, Marriott has an arrangement with a resilience-building 
app designed to help associates build the emotional strength to face each day 
with confidence. It is synchronized with the company’s other mental health 
resources and proactively refers managed associates who need help managing 
stress to appropriate resources. In 2022, over 27,000 managed associates 
were enrolled in this platform.
  37
2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS 
Photo Caption: Associate at the Goa Marriott® Resort & Spa (Goa, India).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   38
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
The Future Leaders 
of Marriott
The company believes that if we get 
leadership right, everything else falls 
into place. In 2022, Marriott expanded 
upon the company’s robust range of 
leadership development offerings — 
updating and modernizing to meet the 
needs of a post-pandemic workforce 
and business environment. These 
cohort-based programs for high-
potential talent focused on building 
resilience, agility, and well-being — 
with the ultimate goal of creating more 
inclusive, courageous, and connected 
leaders to guide us into the future and 
make a broader positive impact on 
Marriott and the world.
During 2022, we continued to offer 
Marriott’s Emerging Leader Program 
(ELP) and Future Forward Talent 
(FFT) while making updates to these 
offerings to provide more mentorship 
and sponsorship opportunities. These 
programs were created to develop the 
company’s bench-strength talent — 
Marriott’s high-performing early career 
hotel talent. ELP and FFT are both 
instrumental in increasing the number 
of women and people of color in 
leadership roles in the U.S. and Canada, 
Caribbean and Latin America (CALA), 
and Asia Pacific excluding China 
(APEC) regions.
Developing Talent 
Global Highlights
Marriott continued to 
engage and develop 
high potential managers 
in APEC through FFT 
and enrolled nearly 290 
managers in the program 
in 2022.
Nearly 80 associates 
participated (53% 
women) in CALA’s ELP 
program in 2022. 
Ten leaders 
graduated from the 
Khulanathi Leadership 
Development Program 
(South Africa), a 
12-month program 
focused on developing talent from 
within and supporting candidates in 
becoming hotel general managers. 
Marriott grants program participants 
the required study leave and provides 
full scholarships for the duration of 
the course.
More than 10 Greater 
China leaders 
completed Leading 
Luxury, an executive 
development program 
that aims to strengthen the 
pipeline of luxury general managers, 
and more than 85 high-potential 
associates graduated from Marriott’s 
director of rooms and director of food & 
beverage development programs.
In 2022, the Field 
Trainer Network was 
established at Managed 
by Marriott (MxM) 
full-service properties 
for on-property leaders 
who deliver brand service training. 
The program provides brand service 
programs and resources and ongoing 
updates to brand service training. As of 
year-end 2022, 73% of the hotels in the 
U.S. West, 80% of the hotels in the U.S. 
East, and 96% of the hotels in Canada 
had one or more Brand Service Leader 
in the network. 
Over 270 MxM leaders graduated from 
the U.S. and Canada ELP in 2022. 
Photo Caption: Associates at the Renaissance São Paulo Hotel (São Paulo, Brazil).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   39
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Engaging With Associates
Marriott aims to provide associates with the tools, resources, and support they need 
to be their best and continue to grow. Under Marriott’s Leadership Performance 
Acceleration program, supervisors and management associates are encouraged 
to engage throughout the year and create development plans, chart a course for 
achieving those plans, and monitor progress. For managed associates, performance 
management is accomplished through ongoing conversations between associates 
and their managers and yearly formal reviews conducted with all associates. 
Associates create plans to track their performance and personal development. 
In 2022, global associates at managed hotels, customer care centers, and corporate 
offices were invited to participate in the annual Marriott Associate Engagement 
Survey. Over 91% of these associates took part in the survey, a critical tool that 
helps Marriott understand its associates’ perception of the company. The survey 
yielded an impressive overall engagement score of 85%, demonstrating a positive 
and robust level of engagement from the responding associates toward the 
company and their work. Notably, this score is one point higher than the previous 
year and two points higher than the global best employer benchmark. Eighty-seven 
percent of the responding associates had a strong positive perception of leaders’ 
communication, performance management, and relationship building, surpassing 
the global best employer benchmark by four points. Overall, this indicates Marriott’s 
exceptional performance in employee engagement, agility, engaging leadership, 
and talent focus in comparison to other companies worldwide.
In the 2022 Associate Engagement Survey, 86% of 
the associates that responded agreed that Marriott 
has a strong commitment to operate sustainably 
and 89% agreed the company has a strong 
commitment to making a positive social impact.
Photo Caption: The J. Willard Marriott Award of Excellence honors the company’s finest associates who 
represent the qualities of the award: achievement, character, dedication, effort, and perseverance.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   40
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Investing in Associates
Employee Assistance and Benefits
Employment is a two-way street, a mutually beneficial 
relationship. At Marriott, we recognize the whole 
person and provide them with the tools, resources, 
and support they need to be their best and continue 
to grow.
Building Financial Well-being
Over the past year, Marriott has amplified 
investments in associates by enhancing retirement 
plans, expanding bonus eligibility, and launching an 
employee stock purchase program to help eligible 
associates prepare for the future. These investments 
are an important component of the total rewards 
the company offers associates. For example, in the 
U.S., U.S. Virgin Islands, and Puerto Rico, Marriott 
launched the Employee Stock Purchase Plan. This 
program allows eligible associates to participate in 
the growth and financial performance of the company 
by purchasing shares of the company’s Class A 
common stock at a discount from the market price. 
In the U.S., Canada, Caribbean and Latin America 
(CALA), and Europe, Middle East & Africa (EMEA), 
Marriott expanded bonus eligibility as part of the 
company’s efforts to invest in associates, reward their 
contributions to Marriott’s success, and help them build 
long-term financial health. 
For additional information on benefits provided 
to eligible U.S.-based associates, please visit 
Marriott Careers.
Pay Equity
Pay equity is foundational to Marriott’s compensation 
structures and practices. In the U.S., the vast 
majority of roles are hourly paid positions, generally 
compensated based on fixed pay rates based on 
tenure. This highly structured compensation framework 
helps to prevent exercise of managerial discretion 
in setting pay. Similarly, for Marriott’s non-hourly 
management employees, there are well-established 
pay bands for all roles, and pay equity is evaluated 
at the time of an initial job offer and throughout the 
employment life cycle. Globally, during the application 
process, we prohibit inquiries into salary history and 
ban the use of compensation history when establishing 
starting pay for new hires.
Marriott conducts detailed statistical analysis with 
third parties at least annually to review gender and 
racial pay equity in the U.S. Additional reviews of 
pay and processes throughout the year are designed 
to support the company in making adjustments 
due to market conditions and providing consistency 
to associates. Through such pay and policy 
adjustments, Marriott corrects for unintended pay 
differences, and where appropriate, adjusts for market 
competitiveness as part of the company’s annual and 
ongoing reviews. Marriott’s review of U.S. associates’ 
compensation conducted in 2023 showed that 
when adjusted for factors such as role, tenure, and 
location, U.S. associates who identified as female earn 
approximately 99% of what male associates earn, and 
U.S. associates who identified as members of a racial 
or ethnic minority earn approximately 99% of what 
non-minority associates earn.
Beyond Compensation and Benefits
Marriott continues to offer Assistance and Resources 
for Life (ARL), providing U.S. and Canada managed 
associates and their families 24/7 access to 
consultations, resources, and referrals for a variety of 
work or life needs. In 2022, Marriott introduced new 
digital resources to provide associates with specialized 
self-help resources and access to a range of programs 
designed to help with anxiety, depression, and stress. 
Promoting a Safe and Healthy Workplace
Marriott continues to utilize the Be Safe Program, 
which has increased accountability at the leadership 
level for implementing and supporting safety initiatives 
in the U.S. Marriott’s Be Safe Program requires that 
each hotel has a senior leader assume the role of Be 
Safe Champion. One aspect of this role is to promote 
the ongoing success of an active Safety Committee 
made up of associates from various on-property 
departments. In 2022, an enhanced version of Be Safe 
was piloted at several properties, and the company 
fully rolled out the new version in January 2023. 
Marriott’s Global Safety & Security Team provides 
training, policy enforcement, and technical expertise 
in safety and security management to help 
minimize harm and losses to customers, associates, 
stakeholders, and the business. The team is 
responsible for conducting regular Safety and Security 
Assessments at managed hotels globally, based on 
the individual hotel’s risk ratings and provides and 
requires safety training for associates at managed 
hotels. In the U.S., the team also engages with local 
security authorities to establish security protocols. 
Hotels also tailor individual security measures for their 
own circumstances. 
Food Safety
Through Marriott’s comprehensive food safety 
management system, the company mandates Food 
Safety Brand Standards for all hotel brands, including 
standards for food handling, personal hygiene, training 
and certification, and facility cleanliness and condition, 
as well as HACCP monitoring to proactively identify 
risks that may lead to foodborne outbreaks. The 
company promotes compliance by requiring hotels to 
undergo a quarterly food safety property self-audit 
that is verified by a third-party independent audit once 
per year.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   41
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Community Impact
Volunteerism and Community Investments 
Marriott empowers hotels, offices (including headquarters), and Business Councils 
to support their communities and help meet local needs. In 2022 alone, associates 
contributed over 1.6 million volunteer hours across the globe, focusing on 
environmental and social issues to positively impact their communities. 
In 2022, Marriott, along with associates, Business Councils and guests 
continued to support communities and philanthropic causes through cash and 
in-kind donations. In 2022, these contributions totaled over $30 million, with 
approximately $15 million donated through in-kind donations and approximately 
$15 million donated in cash contributions.
Additionally, in 2022 nearly 180 million Marriott Bonvoy points were donated 
and matched by Marriott to support featured company philanthropic causes and 
disaster relief efforts, including to support American Red Cross, World Wildlife 
Fund (WWF), World Central Kitchen (WCK), and UNICEF.
The Ritz-Carlton Community Footprints 
The Ritz-Carlton delivers on Serve 360 through its signature social 
and environmental responsibility program, Community 
Footprints®, aligning with the issues that are 
important to the communities where it operates. 
In 2022, associates at The Ritz-Carlton hotels 
volunteered approximately 100,000 hours 
in support of the Community Footprints 
program and provided approximately 
$800,000 in cash contributions 
and nearly $1.4 million through 
in-kind donations.
2025 
Volunteerism Goals
NURTURE OUR WORLD
As part of Marriott’s Serve 360 Goals, the company aims to contribute 15 
million volunteer hours, have 50% of volunteer hours serve children and youth, 
and have 50% of volunteer activities be skills-based by year-end 2025. The 
company also aims to have 80% of managed hotels and 50% of franchised 
hotels participate in community service activities by year-end 2025.
More than 8.9 million 
volunteer hours since 2016
33.4% 
of cumulative volunteer hours have 
served children and youth since 2016
29.6% 
of cumulative volunteer activities 
have been skills-based since 2017
90.3% 
of managed hotels have participated in 
community service activities since 2016
38.5% 
of franchised hotels have participated in 
community service activities since 2016
Although Marriott is on track to achieve its managed hotels volunteerism 
goal, the company remains behind schedule on its other volunteerism goals. 
To support future progress toward these goals, the company launched an 
activation called Serve 360/365 — Volunteering Year-Round, going beyond 
the concept of a single, traditional day of service and encouraging associates 
to give back throughout the year to meet their community’s needs.
Photo Caption: Associates from the Aruba 
Marriott Resort & Stellaris® Casino participating 
in volunteer activities (Palm Beach, Aruba).
  41
2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   42
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Volunteerism and Community Investment 
Global Highlights 
Business Councils throughout the 
Asia Pacific excluding China 
(APEC) region launched fundraising 
campaigns to support Ukrainian 
refugees and raised more than 
$70,000 in cash and in-kind donations in 2022. 
Road to Give (previously Run to Give), APEC’s 
annual charity event, raised more than $250,000 at 
more than 60 events hosted throughout the region 
in 2022. 
Following the resurgence of COVID-19 
in Shanghai, China in early 2022, 
Marriott hotels provided support to 
medical teams, including serving as 
shelter for more than 6,200 medical 
staff. Additionally, nearly 1,500 
associates from 19 hotels contributed over 420,000 
volunteer hours to support the medical teams.
Marriott properties in Ontario, Canada 
raised nearly $20,000 through the 
Coldest Night of the Year (CNOY) 
campaign supporting Eden Food for 
Change in Mississauga and other 
Ontario CNOY22 Charity Partners 
that help people experiencing hunger, hurt, and 
homelessness in local communities.
Dorado Beach, a Ritz-Carlton Reserve® 
(Dorado, Puerto Rico) engaged with 
a culinary arts program to provide 
knowledge about the hospitality 
industry and donate tools for a 
school’s kitchen laboratory, including 
utensils, aprons, and chef hats. Students had the 
opportunity to experience a cooking class with the 
hotel’s banquet sous chef and meet the property’s 
executive chefs. The hotel team also visited the 
students’ school to host workshops. 
In 2022, the 14th annual Road to 
Awareness three-day bike ride was 
held in Bodrum, Türkiye. Sixteen 
associates participated, raising 
nearly $30,000 to support children 
and continuing education.
Marriott’s portfolio of hotels in the 
United Arab Emirates continued 
their longstanding relationship with 
the Al Jalila Foundation, a global 
philanthropic organization. In 2022, 
Marriott hotels and Business Councils 
donated more than $680,000 through initiatives, 
including a charity gala dinner, fundraising 
activities, and other volunteerism events.
Marriott’s President and CEO and his 
leadership team volunteered at D.C. 
Central Kitchen (DCCK) to prepare 
meals for Washington, D.C. residents 
in need. Marriott also made a $50,000 
corporate contribution toward laptops 
and kitchen supplies for DCCK’s culinary job 
training program.
Texas Business Councils (Texas, U.S.) 
raised approximately $30,000 for the 
Robb Elementary School Memorial 
Fund, supporting victims of the 
Uvalde school shooting. 
Photo Caption: Associates in Bodrum, Türkiye participating in Road to Awareness to raise funds for local charities.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   43
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Vitality of Children
For over three decades, Marriott has mobilized associates, guests, and loyalty 
members to support leading nonprofit organizations that serve children around 
the world.
Marriott is Children’s Miracle Network Hospitals’ longest-standing 
corporate partner, and has been a partner since 1983, supporting 
their mission to provide comfort, treatment, and hope to sick and 
injured children and their families across the U.S. and Canada. 
Over the past 39 years, Marriott has raised more than $147 million 
to support 170 local Children’s Miracle Network Hospitals. In 2022, 
over $3.9 million was provided in support from hotels, associates, 
and guests across the U.S. and Canada.
Marriott also continues to support UNICEF, an organization that works in over 190 
countries and territories to save children’s lives, defend their rights, and help them 
fulfill their potential from birth through adolescence. Since 1995, Marriott’s support 
for UNICEF has raised over $50 million to help improve the lives of children. In 2022, 
more than $1.1 million was contributed to UNICEF’s work by Marriott associates, 
guests, loyalty members, and the Marriott Disaster Relief Fund (MDRF). 
Marriott hotels also support organizations that serve children all 
over the world. For example, Marriott hotels in Peru included a 
specific dish on their menu to raise funds for Plan International 
Perú, an organization that works to promote the rights and equality 
of girls and collaborates directly with children, their families, and 
their communities.
Photo Caption: Marriott’s President and CEO, Anthony Capuano; Chairman of the Board of Marriott, 
David Marriott; and others at the Children’s Miracle Network Hospitals’ Root Beer Day at Marriott’s 
headquarters campus in Bethesda, Maryland, U.S. 
2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   43

44
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Disaster Relief Support
Across the globe, we aim to support associates and local communities by providing 
immediate and long-term aid, including funding for development and resiliency. The 
MDRF is a “donor-advised fund” established by Marriott to support the company’s 
efforts to assist families and communities around the world, especially Marriott 
associates, affected by significant crises. In 2022, the MDRF provided more than 
$2 million to support humanitarian organizations and nearly 3,000 managed and 
franchised associates and family members in 14 markets.
The TakeCare Relief Fund (TCRF) is a 501(c)(3) public charity sponsored by Marriott. 
In 2022, TCRF continued to provide needs-based financial support, including grants 
(of up to $3,000 each), to eligible associates at managed Marriott locations who 
faced hardship caused by a natural disaster or other qualifying personal hardship 
events. Support for TCRF comes from various sources, including Marriott associates, 
hotel guests who donate to TCRF as part of their Explore discounted rate stays at 
participating properties, and direct donations from the public.
Over the past year, TCRF has continued to expand its reach to locations outside of 
the U.S. In 2022, TCRF provided approximately $570,000 in funding to the Greater 
Washington Community Foundation and provided more than $2.6 million in over 
4,500 needs-based individual grants to eligible associates.
Disaster Relief Support Global Highlights 
The MDRF provided aid to associates in Puerto Rico and the 
Dominican Republic impacted by Hurricane Fiona and also 
supported World Central Kitchen’s relief efforts in the region.
The MDRF also provided grocery and retail vouchers to more than 
2,000 associates in Florida who were impacted by Hurricane Ian.
Support for Ukraine 
NURTURE OUR WORLD
Across the company, Marriott hotels, 
associates, Business Councils, and 
Marriott Bonvoy members mobilized 
to respond and provide support to 
those impacted by the war in Ukraine. 
From donating hotel accommodations for 
displaced people and working with disaster 
relief organizations to providing job opportunities 
for Ukrainian refugees, Marriott remains committed to 
serving those in need. In 2022, this support included:
More than $5 million 
* 
* Provided by Marriott, The J. Willard and Alice S. Marriott Foundation, the MDRF, Marriott Bonvoy members, Marriott hotels, and Business 
Councils.
donated to relief efforts, including support for 
400+ impacted associates and family members
More than 13,000 volunteer hours
More than 18,000 complimentary room nights
Nearly 
160 million 
Marriott Bonvoy points donated and matched
650+ 
Ukrainian refugees hired across Marriott 
properties in Europe
  44

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   45
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Human Rights
Prioritizing Human Rights 
As a leader in the travel and tourism industry, Marriott has prioritized the fight against 
some of the industry’s most pressing issues, including human trafficking, child sexual 
exploitation, and forced labor.
Marriott’s executive-level Human Rights Council guides and advances the company’s 
human rights policies and programs and works to lead successful execution of the 
company’s broader human rights strategy.
Human Rights Training for Our Industry
Marriott continues to provide the company’s human trafficking awareness training 
materials cost-free to a broader audience within our industry by collaborating with the 
American Hotel & Lodging Association Foundation (AHLAF) and ECPAT-USA. As of 
2022, ECPAT-USA reported that nearly 850,000 additional hotel workers outside of 
Marriott had completed the human trafficking awareness training since it was made 
available in 2020.
Human Rights Risk Assessments
Marriott implements an ongoing risk management process to help identify, mitigate, and 
aim to prevent human rights risks. In the event of a potential human rights issue, it is 
also Marriott’s policy to investigate and respond, as appropriate.
Marriott also expects vendors, suppliers, and subcontractors to comply with the human 
rights standards outlined in its Global Procurement Supplier Conduct Guidelines and 
hold their own suppliers and subcontractors to the same standards and practices.
2025 Human 
Rights Goals
WELCOME ALL AND ADVANCE HUMAN RIGHTS
As part of Marriott’s Serve 360 Goals, the company aims to have 100% of 
on-property associates complete human rights training, including on human 
trafficking awareness, responsible sourcing, and recruitment policies and 
practices by year-end 2025. The company also aims to enhance or embed 
human rights criteria in recruitment and sourcing policies and work with our 
industry to address human rights risks in the hotel construction phase.
More than 1 million 
associates across managed and franchised 
properties have completed human 
trafficking awareness training since 2016
1,000+ 
associates across managed and 
franchised properties completed 
procurement training in 2022
Marriott remains on track to achieve these goals and will work to continue 
to raise awareness of human trafficking, including teaching associates 
how to recognize and respond to potential indicators of human trafficking. 
As the company has identified human trafficking as a priority workforce 
risk that can impact business operations and supply chains, Marriott plans 
to continue to mandate its human trafficking awareness training program 
for managed and franchised properties globally and enhance training and 
resources to meet the evolving needs of stakeholders and emerging trends 
in the field.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   46
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Collaborations to Advance Human Rights 
In 2022, Marriott continued to engage and collaborate with industry 
peers and associations to support and develop innovative programs that 
combat human trafficking and advance human rights.
In December 2022, Marriott and the Global Fund to End Modern Slavery 
(GFEMS) completed the pilot of the Future in Training (FiT) Hospitality 
Curriculum, which aims to empower survivors of human trafficking to 
gain market-based skills. Through the pilot, 64 survivors were trained 
by four service providers in Charlotte, North Carolina; Dallas, Texas; 
New York, New York; and College Park, Maryland (U.S.). Post-curriculum 
survey responses indicated an increase in knowledge of module topics, 
confidence in skills and abilities, and a 98% satisfaction rate with the 
pace and content of the curriculum. The curriculum was also translated 
into Spanish and Hindi.
Marriott’s Business Councils engaged Polaris to support Polaris’s 
Strategic Initiative to End Sex Trafficking and tackle a global problem at a 
local level. 
In late 2022, AHLAF also established the No Room for Trafficking (NRFT) 
Advisory Council to guide the Foundation and industry’s efforts to 
expand the fight against human trafficking, with Marriott’s EVP and Chief 
Global Communications & Public Affairs Officer serving on the Council on 
behalf of Marriott.
In 2022, Marriott associates volunteered more than 45,000 hours to support the company’s efforts to 
Welcome All and Advance Human Rights.
WELCOME ALL AND ADVANCE HUMAN RIGHTS
Photo Caption: Marriott’s Senior Vice President, Multicultural Affairs, Social Impact, and Business Councils; 
ECPAT-USA’s CEO; and AHLA’s President & CEO at the AHLAF NRFT meeting.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   47
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Supporting Human Rights Global Highlights
The Calgary Airport Marriott In-Terminal Hotel and Delta Hotels by 
Marriott™ Calgary Airport In-Terminal Hotel (Calgary, Alberta, Canada) 
sponsored a hole and donated a stay certificate to the Calgary Airport 
Authority Golf Tournament in support of their collaboration with 
#NotMyCity, a facilitative organization that raises awareness and takes 
collective action to end and prevent human trafficking and sexual exploitation.
The Mexico International Reservation Sales & Customer Care Contact 
Center (CEC) (Mexico City, Mexico) engaged with Pozo de Vida, a 
nonprofit organization that combats human trafficking in Mexico and 
Central America. To raise funds to support survivors and their families, 
one of the organization’s projects, Nunayú, sold handmade jewelry at 
the CEC inspired by the stories of survivors.
Marriott hotels in Spain and Portugal collaborated with A21, an 
organization that supports the fight against human trafficking, to help 
raise awareness of human trafficking and provide associates with 
enhanced training and resources. Hotels in Spain organized fundraisers and hosted 
training sessions where specialists from A21 shared real-world case studies to help 
associates practice recognizing and responding to potential trafficking situations.
The Marriott Disaster Relief Fund (MDRF) provided funding to 
international human rights organization, La Strada, to help its response 
to the war in Ukraine, including disseminating information, raising 
awareness about exploitative practices, sheltering refugees, and 
providing anti-human-trafficking information to those at risk.
The Westin® Peachtree Plaza, Atlanta (Atlanta, Georgia, U.S.) hosted 
a fundraiser created by Safe House Project, which aims to increase 
survivor identification through education, provide emergency services 
and placement to survivors, and increase access to safe housing and 
holistic care.
Photo Caption: Italy Business Council volunteer event to support human rights.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   48
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Peace and Cultural 
Understanding
Promoting Global Peace
In 2022, Marriott continued engaging with the U.S. Institute of Peace (USIP), supporting the 
Generation Change Fellows Program, a peacebuilding initiative that works with youth leaders in 
conflict-affected countries.
Marriott’s support helped eight youth-led organizations to launch projects, which are receiving guidance and 
mentorship to increase their effectiveness and impact. Initiatives include a reconciliation process between 
Venezuelan youth from different political and religious groups and promotion of youth participation in the 
promotion of peace in the Middle East and North Africa.
Inclusive Guest Experiences
Marriott believes in providing inclusive guest experiences and works with properties around the world to help 
them understand and respect the various cultures they serve.
In 2022, Marriott continued to promote cultural competence through the company’s Culture 
Day Program. This program supports Marriott properties in understanding customer cultures 
from all walks of life. For example, the company held an Indian Wedding Culture Day Program 
at the JW Marriott San Antonio Hill Country Resort & Spa (San Antonio, Texas, U.S.) and a 
Chicago Market (Chicago, Illinois) event focused on welcoming LGBTQ+ travelers.
In Canada, the region continued to engage associates around key cultural observances. 
Canada created an interactive Culture Calendar to serve as a reminder of important cultural 
events across the country and provided monthly learning opportunities. Properties in Canada 
also focused on welcoming and supporting Indigenous communities by participating in 
Orange Shirt Day. In 2022, 35 properties in Canada participated in the event to promote 
awareness of residential school system impacts on Indigenous communities.
2025 Cultural 
Understanding 
Goal
WELCOME ALL AND ADVANCE HUMAN RIGHTS
As part of Marriott’s Serve 360 Goals, the company 
aims to provide $500,000 toward partnerships that 
drive, evaluate, and elevate travel and tourism’s role 
in cultural understanding by year-end 2025.
$200,000 
has been provided to expand the work 
of youth peacebuilders around the 
world since 2019
While Marriott remains behind schedule 
on this goal, the company is continuing to 
explore programs that help create a safer, 
more peaceful world for travel.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   49
  49
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Governance
Marriott’s approach to governance is centered around the company’s core values and the belief that “how we do business is as important as 
the business we do.” The company is committed to acting with integrity throughout its operations and engagement with key stakeholders, 
communicating transparently about Marriott’s corporate governance practices, and holding ourselves to high ethical and legal standards.
Across the company, Marriott implements policies, procedures, and programs to help instill these commitments in day-to-day 
business conduct.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   50
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Board of Directors 
and ESG Oversight
Board Composition and Diversity
Marriott’s Board of Directors is currently composed of 13 directors, 10 of whom are independent, and six 
standing committees — Audit, Executive, Human Resources and Compensation, Inclusion and Social Impact, 
Nominating and Corporate Governance, and Technology and Information Security Oversight — each of which 
has adopted a written charter.
Marriott’s Audit, Human Resources and Compensation, Nominating and Corporate Governance, and Technology 
and Information Security Oversight committees are composed solely of independent directors. Consequently, 
the Board’s independent directors oversee critical items, including the company’s financial statements, executive 
compensation, the selection and evaluation of directors, the development and implementation of corporate 
governance programs, technology, information security, and privacy.
The Board believes that the directors, considered as a group, should provide a mix of backgrounds, experience, 
knowledge, and abilities and should reflect the diversity of the company’s stockholders, associates, customers, 
guests, and the communities in which we operate. Thus, as part of its annual review of Board composition, the 
Nominating and Corporate Governance Committee considers and discusses the extent to which the Board as a 
whole includes a mix of members that represent a diversity of background and experience, which the committee 
defines broadly to include, among other things, differences in backgrounds, qualifications, experiences, 
viewpoints, geographic locations, education, skills and expertise, professional and industry experience, and 
personal characteristics (including age, gender, and race/ethnicity).
62% of Board Directors are women and/or people of color as of May 12, 2023*
* The date of our Annual Meeting of Stockholders
4 out of 5 of Marriott’s regularly-meeting standing Board Committees are 
chaired by women and/or people of color as of May 12, 2023*
Photo Caption: David Marriott, Chairman of the Board of Marriott, and J.W. Marriott, Jr., Chairman Emeritus of Marriott.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   51
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
ESG Governance
Cascading from the Board, President and CEO, and 
executive team to associates at hotels, a series of 
complementary councils, committees, teams, and 
regional leaders provide structure and oversight 
to support our 2025 Serve 360 Goals and broader 
ESG strategy. 
The Board and its Inclusion & Social Impact Committee 
(ISIC) oversee the company’s strategy, efforts, and 
commitments related to its people-first culture, 
associate well-being and inclusion, and other 
environmental, social, and governance (ESG) matters. 
At the management level, Marriott’s Serve 360 
platform is guided by various governing bodies, which 
each maintain their own priorities and objectives to 
make progress toward companywide goals.
Serve 360 Executive 
Leadership Council
The Serve 360 Executive Leadership Council is 
comprised of senior executives representing each 
discipline and global division and generally meets two 
times each year. This Council reviews progress toward 
the Serve 360 Goals and discusses Serve 360–related 
investment decisions and recommendations.
Serve 360 Advisory Council
The Serve 360 Advisory Council consists of direct 
reports of C-Level executive leaders and one level 
below, representing each discipline and global division, 
and generally meets four times each year. Among 
its responsibilities, this Council assesses Serve 360 
Goal performance, provides updates on regional and 
discipline initiatives, and develops recommendations 
for the Serve 360 Executive Leadership Council. This 
Advisory Council also reviews regional and global 
Serve 360 Goal scorecards, which provide details on 
progress against Marriott’s Serve 360 Goals.
Owner Advisory Councils
Owner Advisory Councils and Committees represent 
the voice of the owner/franchise/management 
company community and provide input, feedback, 
and advice. Each region determines the most 
appropriate way to discuss owner-relevant initiatives, 
collaboration opportunities, and overall progress and 
learnings around sustainability and social impact.
Serve 360 Regional Councils 
and Leaders
Regional Serve 360 Leaders assist in advancing the 
company’s sustainability and social impact strategy 
at the regional level. Additionally, regions can 
incorporate Serve 360 Regional Councils to better 
address the company’s risks and opportunities locally 
and drive progress toward their respective Serve 360 
Regional Goals.
Climate Strategy 
Steering Committee 
Marriott’s Climate Strategy Steering Committee 
was established to support the company’s 
climate action efforts, including setting a science-
based target (SBT) and working toward net-zero 
value chain greenhouse gas (GHG) emissions by 
no later than 2050.
This Committee is chaired by the company’s 
Chief Global Officer, Global Operations, and 
provides recommendations on the overall 
strategic direction, including the SBT application 
submission and required investments and 
commitments. Core leadership and working 
teams, comprised of discipline leaders 
from both Marriott’s headquarters and 
regional support teams, also manage 
various workstreams to support 
the Climate Strategy Steering 
Committee’s key objectives. 
Photo Caption: The Sheraton® Grand Incheon Hotel (Incheon, South Korea) is a LEED certified property.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   52
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Ethics and Compliance
Global Ethics and Compliance Program
Marriott’s global ethics and compliance program is inclusive of policies, training 
programs, and controls targeting critical risk areas, including anti-corruption, anti-
money-laundering, antitrust, and global trade sanctions. The company uses a 
risk-based approach to perform ethics and compliance assessments, determine 
proper internal controls, provide training, and assess the program’s effectiveness.
The company’s ethics and compliance policies prohibit commercial bribery and 
bribery of government officials. This includes requirements for Marriott associates to 
comply with all applicable anti-corruption laws, including the U.S. Foreign Corrupt 
Practices Act, the U.K. Bribery Act, the PRC Anti-Unfair Competition Law (China), 
and the laws of other countries and territories where the company operates. 
Marriott’s policies also prohibit making or receiving improper payments or gifts 
and further prohibit giving or offering anything of value to foreign officials for the 
improper purpose of influencing any decision to benefit the company or to encourage 
unlawful conduct.
Executive-Level Oversight
To provide oversight of the company’s global ethics and compliance program, 
Marriott’s Ethics & Global Compliance Governance Board (Governance Board) was 
established. The Governance Board is co-chaired by Marriott’s Chief Financial Officer 
& Executive Vice President, Development and Executive Vice President & General 
Counsel, and meets quarterly to provide executive-level oversight and strategic risk 
management of the program.
Additionally, Marriott’s Ethics and Global Compliance Oversight Committee and 
Regional Governance Committees are responsible for overseeing the implementation 
and management of the company’s ethics and 
compliance program and report directly to the 
Governance Board.
The Audit Committee of Marriott’s Board of Directors is also 
briefed on the company’s ethics and compliance program at 
least annually.
Ethical Conduct Audits and Assessments
Marriott monitors ethics and compliance risk through various processes with second 
and third lines of defense by using a risk-based sampling methodology. 
Each year, Marriott’s Internal Audit department conducts an ethical conduct audit, 
that includes two surveys. The first survey is administered to select leaders from 
around the globe and requests compliance certification related to specific Marriott 
ethics policies and legal and regulatory requirements. The second survey, which 
is anonymous, is administered by a third-party to a different cohort of Marriott 
managers and is designed to gather information on associate awareness and 
perceptions of the company’s ethical culture.
Internal Audit also identifies owned, leased, and managed hotels annually to be 
audited based on specific risk rankings, including anti-corruption and other risk 
factors. In coordination with Internal Audit, Marriott’s Law Department developed 
and deployed a global anti-corruption property review program and toolkit designed 
to detect issues and provide remediation actions as needed at the property level. 
Periodically, Marriott also issues property-level guidance to address anti-corruption 
risk, including protocols to mitigate third-party risk.
Photo Caption: The Wuhan Marriott® Hotel Optics Valley (Wuhan, China) is a LEED certified property.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   53
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Associate Training
Marriott provides ethics and compliance training to associates worldwide. In 
2022, managed associates across the globe generated over 950,000 online 
course completions on ethics and compliance matters, with 76% of managed 
associates participating in at least one training.
The company also provides additional ethics and compliance training in other 
forms, including live instructor-led sessions and small group discussion sessions 
for new leaders and associates in high-risk jurisdictions.
In 2022, Marriott’s Europe, Middle East & Africa 
(EMEA) region hosted an Ethics & Compliance Week 
with four one-hour training sessions led by senior leaders 
held over four consecutive days.
Approximately 1,000 managed associates in 
EMEA participated in this Ethics & Compliance Week, 
completing nearly 4,000 training hours on topics 
including anti-corruption, trade sanctions, privacy, 
competition law, and Marriott’s Business Conduct Guide.
Reporting Concerns and Investigative Procedures
Associates have a duty to report suspected legal, ethical, and policy violations 
through a number of reporting channels, including Marriott’s Business Integrity 
Line or via email to Marriott’s Internal Audit department. The Business Integrity 
Line is publicly available 24 hours a day, seven days a week, and is operated 
globally by a third-party provider to allow for anonymous reporting.
To investigate and address reported ethics and compliance concerns, Marriott 
employs a multidisciplinary approach. The company uses a triage process for the 
initial assessment and assignment of cases and then implements standardized 
investigative practices such as witness interviews and reviews of evidentiary 
materials. The investigation process includes appropriate discipline and 
remediation as needed, and the company considers types of reported cases and 
results when reviewing and training on its various related policies.
Marriott’s Code of Conduct
Marriott’s Code of Conduct, the Business Conduct 
Guide, helps associates uphold our long tradition 
of doing business with integrity. It describes 
expectations and commitments and provides an 
overview of key policies, as well as guidance on 
what is right, not just what is legal. Associates 
are required to follow Marriott’s Business Conduct 
Guide and are subject to disciplinary actions, up 
to termination of employment, for violations.
Marriott’s Business Conduct Guide is available 
in 15 languages at managed properties and 
to managers worldwide; an abridged, quick 
reference companion pamphlet is also available 
in 31 languages at managed properties globally 
for nonmanagerial associates.
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2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   54
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Data Privacy and Cybersecurity
Data Privacy Program
Marriott maintains a robust data privacy program that employs a risk-based 
approach to the application of privacy requirements globally. To support this program, 
the company has established standard operating procedures, policies, and guidelines 
governing the collection, use, disclosure, transfer, storage, and retention of personal 
data. Additionally, Marriott’s Global Information Security & Privacy Incident Response 
Plan provides provisions regarding compliance with applicable laws and regulations, 
which require notifications to government authorities, individuals, and/or other 
relevant third parties related to data security incidents.
Managing Data Privacy Across the Globe
Marriott’s Data Privacy Governance Program is a fundamental component of the 
Global Privacy Office which operates under the leadership of Marriott’s Global 
Compliance Counsel and Privacy Officer. This office oversees functions including 
handling customer privacy inquiries, conducting Privacy Impact Assessments (PIAs), 
Records of Processing Activities (ROPAs), and monitoring the company’s overall 
compliance with evolving global privacy laws and regulations. The Global Privacy 
Office is subject to regular audits and assessments by Internal Audit and independent 
third parties. In addition, Marriott’s European Union (EU) General Data Protection 
Regulation (GDPR) Data Protection Officer (DPO) has conducted annual reviews 
of Marriott’s privacy program since 2019. The Board of Director’s Technology and 
Information Security Oversight Committee (TISOC) provides oversight of, and counsel 
on, matters of technology and information security and privacy.
The company’s Global Privacy and Information Security Governance Board (GPIS 
Governance Board) is responsible for providing executive-level oversight and 
strategic risk management of Marriott’s Global Privacy and Global Information 
Security Programs. Additionally, the Global Privacy and Information Security 
Oversight Committee and its Regional Committees — in the U.S. and Canada; the 
Caribbean and Latin America (CALA); Europe, Middle East & Africa (EMEA); and 
Asia Pacific excluding China (APEC) — support the implementation of a privacy and 
security risk management strategy set by the GPIS Governance Board.
Privacy Center
Marriott’s Privacy Center includes the Marriott Group Global Privacy Statement. In 
2022, the Global Privacy Center was expanded to allow for more transparency in the 
choices customers have regarding their personal data.
Global Privacy Training
Marriott’s Global Privacy Office provides privacy training and awareness to 
associates, globally, including Global Privacy online training. This training has 
been updated for 2023 and is mandatory for above-property and managed 
hotel associates and franchised general managers, and strongly recommended 
for franchised associates who are likely to handle personal data. Marriott 
reviews its Global Privacy training on an annual basis and offers the training in 
several languages.
The Global Privacy Office hosts quarterly privacy awareness initiatives, which can 
involve panel discussions and privacy-related reminder communications aimed at 
Marriott’s associate population. Tailored privacy training is also offered on an ad hoc 
basis across regions.
Nearly 140,000 managed and franchised associates 
completed annual Global Privacy training in 2022.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   55
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Cybersecurity Program
Marriott takes a multilayered, risk-based 
approach to protecting company information 
and assets, inclusive of controls on the Marriott 
network, systems that connect to the Marriott 
network (e.g., servers, PCs, and mobile devices), 
and business applications on a global basis. 
The cybersecurity program employs various 
technologies and processes to help protect 
systems and data and includes National 
Institute of Standards in Technology (NIST) 
800-53 and ISO 27001 controls and ISO 27002 
guidelines in its overall framework.
Among other measures, Marriott works to 
be Payment Card Industry (PCI) compliant 
where required and maintains a documented 
vulnerability management program, endpoint 
monitoring and alerting capabilities, and a 
global incident response plan.
To help control and protect Marriott’s network, 
applications, and information, including 
customer data, the company employs 
technical and organizational measures and 
processes. Under the leadership of the Chief 
Information Security Officer (CISO), Marriott’s 
Global Information Security Team focuses 
on application, network, and system security 
and is also responsible for information 
security compliance, training and awareness, 
monitoring, and incident response. 
Raising Cybersecurity Awareness 
Marriott’s Global Information Security Team 
provides training globally, including mandatory 
Information Security & Protection Training 
(ISPT) for associates who use a computer or 
handle guest payment card information. To 
help achieve continuous improvement and 
compliance, Marriott reviews the ISPT online 
training program at least annually. 
Additional training and awareness programs 
include phishing simulation exercises that 
are delivered globally, quarterly information 
security email updates, communications on 
emerging risks, and annual programming during 
Cybersecurity Awareness Month in October.
Over 270,000 managed and 
franchised associates completed 
ISPT training in 2022.
On an annual basis, Marriott 
engages with a leading global 
research and advisory firm 
to conduct an in-depth 
analysis of the maturity of the 
company’s information security 
program against the NIST 
Cybersecurity Framework.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   56
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Public Policy
Marriott’s Public Policy Agenda
Marriott maintains a robust public policy agenda 
and engages leaders on a wide range of 
topics. The company believes in transparency 
in its practices and that political participation 
at all levels of government is important to 
the business.
Marriott is a member of numerous industry and 
business associations, including the following 
corporate-maintained relationships: the 
American Hotel & Lodging Association (AHLA); 
the Business Roundtable; the International 
Franchise Association; U.S. Travel Association; 
U.S. Chamber of Commerce; and the World 
Travel & Tourism Council (WTTC). The company 
is involved with these and other convening 
groups for a wide variety of purposes, including 
engaging with customers, sharing best 
practices, and policy advocacy activities in 
the U.S.
Consistent with the company’s efforts to 
reduce environmental impacts, Marriott also 
supported legislation to help reduce the use of 
single-use plastics in hotels in a manner that 
further provides for long-term cost savings 
opportunities for owners and franchisees.
Political Action Committee
The Marriott International, Inc. Political Action 
Committee (MARPAC) is a bipartisan U.S. PAC 
funded by voluntary contributions made by 
associates. MARPAC carefully vets candidates 
at the local, state, and federal levels prior to 
making contributions. Decisions surrounding 
campaign contributions are based on a number 
of factors, including a candidate’s understanding 
of hospitality and travel industry issues as well 
as their alignment with Marriott’s values.
MARPAC strives for a 50/50 split in contributions 
to Democratic and Republican federal 
candidates. In the recently completed 2022 
election cycle, MARPAC’s total disbursements 
were over $300,000 with around $120,000 
distributed directly to federal candidate and 
leadership PACs. Taking into account all 
MARPAC contributions to federal personal 
campaigns and leadership PACs, approximately 
54% of federal contributions went to Democrats 
and approximately 46% went to Republicans in 
the 2022 cycle.
In 2022, Marriott helped secure sustainability tax 
incentives in the Inflation Reduction Act that encourage 
owners and franchisees to make sustainability-related 
investments, furthering the company’s climate goals.
The legislation — signed into law in the U.S. in August 
2022 — increases commercial building energy-efficiency 
and electric vehicle charging station installation tax 
benefits, providing value to owners and franchisees 
when investing in on-property upgrades.
Photo Caption: Electric vehicle charging stations at the SpringHill Suites by 
Marriott® Riverside Redlands (Redlands, California, U.S.).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   57
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Advocating for Equality and Inclusion 
Through Marriott’s public policy support, the company aims to engage in a wide range of issues that 
advance equality and inclusion across the U.S. at the federal, state, and local levels.
Marriott is a member of the Human Rights Campaign (HRC) Global Business Coalition, a forum for major 
multinational businesses to advance workplace protections for LGBTQ+ associates. As such, Marriott has 
joined others to endorse the Equality Act to promote fair treatment and workplace protections under the 
law for members of the LGBTQ+ community. Marriott also successfully advocated in favor of the bipartisan 
Respect for Marriage Act, which was signed into law in December 2022. The law codifies marriage 
protections for LGBTQ+ and interracial couples, an important policy to help guests, associates, and their 
families feel welcome no matter where they work or travel in the U.S.
As a member of the Coalition for the American Dream, Marriott advocates for a permanent legislative 
solution to protect “Dreamers,” — young people impacted by the Deferred Action on Childhood Arrivals 
(DACA) program and Development, Relief, and Education for Alien Minors (DREAM) Act. In 2022, the 
company supported the Afghan Adjustment Act, which would expand access to permanent legal status for 
Afghan refugees in the U.S., many of whom have found employment in hospitality during resettlement. 
To support access to voting, Marriott continues to deploy associate communications campaigns in advance 
of elections in the U.S., including providing resources on where to register and vote. Marriott believes 
expanding access to voting will increase voter participation and strengthen U.S. democracy. In 2022, 
Marriott advocated for the bipartisan Electoral Count Reform Act — a policy aimed at strengthening 
the election certification process to promote the peaceful transfer of power between presidential 
administrations — which was included in an end of year omnibus package. 
At both the state and local level, Marriott’s advocacy efforts continued to reflect the company’s commitment 
to upholding and respecting human rights by supporting the passage of legislation designed to combat 
human trafficking through associate education and awareness.
Following the start of the war in Ukraine, Marriott engaged with the Business 
Roundtable and the U.S. Department of the Treasury to secure an IRS tax 
determination that allows employees to donate paid time off equivalent to 
support Ukraine humanitarian efforts. 
Photo Caption: Marriott associates participating in the Washington, D.C. Capital Pride Parade (Washington, D.C., U.S.).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   58
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Guest Engagement, 
Satisfaction, and Well-being
Marriott’s Commitment to Guests
Marriott’s dedication to guests shows in everything 
we do. The company is driven to continually 
challenge the status quo and anticipate customers’ 
changing needs with new brands, new global 
locations, and new guest experiences.
Marriott Bonvoy®
Our award-winning loyalty program, 
Marriott Bonvoy, allows members to earn points 
at participating properties, and with credit cards 
and select partners. Marriott Bonvoy members 
have the option to donate their points to specific 
Serve 360 charitable partners, or redeem points 
for travel, experiences, and other products. In 
2022, Marriott Bonvoy members contributed 
nearly 80 million points to the company’s Serve 
360 charitable partners.
Marriott Bonvoy Tours & Activities further engages 
guests through activities that enhance and enrich 
their trip and make their travel more memorable. 
This includes providing opportunities for cultural 
and outdoor activities, allowing guests to further 
experience their destinations. In 2022, there were 
over 330,000 tours and activities available to 
Marriott guests.
Guest Satisfaction
Every day, Marriott works to generate superior 
guest satisfaction and enable more memorable 
stays at Marriott properties. Among efforts to 
improve satisfaction, Marriott continues to develop 
technology to deliver immersive, personalized 
experiences to guests. The company remains 
focused on growing engagement levels with 
guests by interacting with them through our mobile 
application and digital guest channels across the 
company’s hotel portfolio.
Guest Safety
Marriott’s Global Safety & Security Team provides 
training, policy enforcement, and technical 
expertise in safety and security management 
to help minimize harm and losses to customers, 
associates, stakeholders, and the business. In 
2022, the company continued to enhance health 
and safety programs and protocols designed to 
address ongoing global challenges, minimize risks, 
and increase the safety of guests.
2022 GuestVoice Satisfaction Survey Results
63.5% 
of guest respondents 
rated their overall 
experience at least 
nine out of 10* 
* Approximately one in six guests queried have responded. All brands are represented.
2022 Marriott Verified Reviews
72% 
of guest reviews are 4-star or 
higher (on a 5-point scale)
9/10
Photo Caption: Associate at the Gaylord® Palms Resort & Convention Center (Kissimmee, Florida, U.S.).

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   59
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Success Is 
Never Final
At Marriott, we strongly believe that “success is never 
final,” and this belief has helped transform Marriott into 
a world leader in hospitality.
Through the company’s efforts, and with support from 
stakeholders, we remain focused on “doing good in 
every direction” and making progress toward achieving 
our 2025 Serve 360 Goals.
Connect With Us
We invite you to connect, learn more, and join us on 
our journey to Serve Our World and achieve our 2025 
Sustainability and Social Impact Goals.
•
Facebook
•
Twitter
•
YouTube
•
Instagram
•
LinkedIn
Heart of the House
Chairman David Marriott’s Blog
President and CEO Anthony Capuano’s Blog
SERVE 360 COORDINATES
PLANNED FUTURE ACTIONS
Nurture
Nurture Our World
	
~
Provide guidance to properties on how to set and achieve their own volunteerism goals 
	
~
Engage franchised properties in community service activities through 
Business Councils
	
~
Explore nature-based solutions to advance the company’s climate goals
Sustain
Sustain Responsible Operations
	
~
Prepare the company’s Science-Based Target (SBT) for submission and develop 
longer-term strategies to support those targets
	
~
Increase focus on the use of renewable electricity through on-site projects
	
~
Implement the Hotel Waste Measurement Methodology (HWMM) to develop waste 
baselines and launch a global food waste awareness campaign
Empower
Empower Through Opportunity
	
~
Increase programs to empower underrepresented groups
	
~
Support programs that provide opportunity throughout the value chain and 
in communities
	
~
Increase focus on talent pipeline development through career 
advancement opportunities
Welcome
Welcome All and Advance Human Rights
	
~
Expand inclusive experiences that embrace the rich diversity of guests and associates 
around the world
	
~
Advance human rights training and resources to meet the evolving needs of the 
company’s stakeholders
	
~
Explore programs that help to create a safer, more peaceful world for travel

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   60
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Performance Tables
Economic Data
REVENUE
2022
2021
2020
Total Revenue (million USD)
$20,773
$13,857
$10,571
Property Data
2022 REGIONAL PRESENCE
REGIONS
TOTAL PROPERTIES
COMPANY-OPERATED PROPERTIES*
FRANCHISED/LICENSED
RESIDENTIAL
TOTAL ROOMS
U.S. & Canada
5,846
658
5,121
67
964,412
Asia Pacific
980
778
188
14
264,946
Europe, Middle East & Africa
1,048
496
532
20
207,209
Caribbean & Latin America
320
121
187
12
65,946
Timeshare
93
–
93
–
22,745
Yacht
1
–
1
–
149
Total
8,288
2,053
6,122
113
1,525,407
* Company-operated properties include managed, owned, and leased hotels. Metrics do not include Homes & Villas by Marriott International™.
2022 TOP MARKETS
MARKETS
TOTAL PROPERTIES
TOTAL ROOMS
U.S.
5,648
927,253
China
455
140,841
Canada
268
55,808
India
135
27,313
Mexico
121
24,268
MARKETS
TOTAL PROPERTIES
TOTAL ROOMS
United Kingdom
127
24,090
Germany
105
23,002
United Arab Emirates
76
21,948
Japan
81
17,733
Spain
99
14,471
Environmental Data
GHG EMISSIONS (metric ton CO2e)
2022
2021
2020
BASELINE (2016)
Scope 1 GHG Emissions
1,150,317
1,104,234
972,725
1,245,733
Scope 2 GHG Emissions — Location-Based
4,806,946
4,708,713
4,152,757
5,303,856
Scope 2 GHG Emissions — Market-Based
4,813,113
4,726,284
4,193,307
–
Scope 3 GHG Emissions (Franchised Properties) — Location-Based
4,452,999
4,089,425
3,469,091
4,784,617
Scope 3 GHG Emissions (Franchised Properties) — Market-Based
4,605,592
4,277,697
3,682,984
–
GHG Emissions Intensity (kg per m2 of conditioned space)
94.9
93.7
82.2
125.9

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   61
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Environmental Data (continued)
GLOBAL SCOPE 3 GHG EMISSIONS — NON-FRANCHISED BY CATEGORY (metric ton CO2e) 
2022
Purchased Goods and Services
4,131,364
Capital Goods
780,655
Fuel- and Energy-related Activities
1,652,783
Waste Generated in Operations
161,793
Business Travel
54,893
Employee Commuting
594,040
Total Scope 3 Emissions (Non-Franchised)
7,375,528
REGIONAL GHG EMISSIONS INTENSITY (kilograms per m2 of conditioned space) 2022
2021
2020
BASELINE (2016)
Asia Pacific excluding China
151.1
130.1
109.4
197.2
Canada
63.2
63.1
58.1
80.5
Caribbean and Latin America
87.8
86.0
80.2
93.8
Europe, Middle East & Africa
112.6
101.5
85.4
143.4
Greater China
104.9
114.8
103.8
145.6
U.S.
79.9
79.2
70.1
107.6
GLOBAL ENERGY CONSUMPTION (million megawatt hours)
2022
2021
2020
BASELINE (2016)
Total Energy Consumption
32.3
30.1
25.5
29.4
Energy Consumption — Managed Properties
16.9
16.2
13.8
16.4
Energy Consumption — Franchised Properties
15.3
13.8
11.6
13.0
Energy Intensity (kWh per m2 of conditioned space)
291.2
276.9
243.7
334.4
REGIONAL ENERGY INTENSITY (kilowatt hour per m2 of conditioned space)
2022
2021
2020
BASELINE (2016)
Asia Pacific excluding China
312.5
263.2
230.7
385.0
Canada
371.9
334.1
321.5
433.5
Caribbean and Latin America
280.3
259.9
209.3
328.6
Europe, Middle East & Africa
329.2
303.8
252.5
365.3
Greater China
248.3
267.7
244.6
314.1
U.S.
286.1
270.3
239.8
314.3
GLOBAL WATER CONSUMPTION
2022
2021
2020
BASELINE (2016)
Total water consumption*
(million cubic meters)
129.4
115.3
101.3
130.7
Water Intensity (cubic meters per occupied room)
0.788
0.880
1.005
0.841
* Total water consumption represents managed properties only.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   62
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Environmental Data (continued)
REGIONAL WATER INTENSITY (cubic meters per occupied room)
2022
2021
2020
BASELINE (2016)
Asia Pacific excluding China
1.351
1.574
1.700
1.511
Canada
0.601
0.797
0.871
0.627
Caribbean and Latin America
0.964
1.158
1.156
1.225
Europe, Middle East & Africa
0.701
1.026
1.176
0.852
Greater China
1.573
1.529
1.642
1.343
U.S.
0.654
0.672
0.801
0.650
Supply Chain Data*
* Based on available data. 
CAGE-FREE EGG PROCUREMENT BY REGION
2022
(cage-free percentage of total egg spend)
Global (Managed and Franchised)
26.50%
Africa (Managed)
2.50%
Asia Pacific excluding China (Managed)
6.85%
Greater China (Managed)
2.75%
Canada (Managed and Franchised)
15.01%
Canada (Managed)
19.10%
Canada (Franchised)
9.15%
Caribbean and Latin America (Managed and Franchised)
0.0%
Caribbean and Latin America (Managed)
0.0%
Caribbean and Latin America (Franchised)
0.0%
Europe, Middle East & Africa (Managed)
20.40%
Europe (Managed)
53.84%
Middle East (Managed)
0.57%
U.S. (Managed and Franchised)
38.04%
U.S. (Managed)
49.68%
U.S. (Franchised)
29.0%
RESPONSIBLE PORK PROCUREMENT BY REGION
2022
(responsible pork percentage of total pork spend)
Global (Managed and Franchised)
3.71%
Africa (Managed)
0.0%
Asia Pacific excluding China (Managed)
0.59%
Greater China (Managed)
0.0%
Canada (Managed and Franchised)
0.04%
Canada (Managed)
0.04%
Canada (Franchised)
0.03%
Caribbean and Latin America (Managed and Franchised)
0.87%
Caribbean and Latin America (Managed)
1.07%
Caribbean and Latin America (Franchised)
0.23%
Europe, Middle East & Africa (Managed)
16.60%
Europe (Managed)
19.59%
Middle East (Managed)
0.0%
U.S. (Managed and Franchised)
4.46%
U.S. (Managed)
5.50%
U.S. (Franchised)
3.30%
Social Data**
ASSOCIATES BY REGION*** (MANAGED)
2022
2021
2020
U.S. and Canada
125,000
108,000
111,000
Caribbean and Latin America
24,000
20,000
17,000
Asia Pacific
140,000
120,000
120,000
Europe, Middle East & Africa
88,000
77,000
73,000
** For additional metrics related to employee diversity, please see the “Company Overview” (page 5) and “Diversity, Equity, and Inclusion” (page 29) 
sections of the 2023 Serve 360 Report
*** Includes associates employed by property owners but whose employment is managed by Marriott.
TURNOVER RATE**** (MANAGED)
2022
2021
2020
Total Voluntary Turnover Rate (includes retirements)
26%
26%
19%
LABOR UNION REPRESENTATION (U.S.)
2022
2021
2020
Employees Represented by Labor Unions*****
16%
18%
20%
**** Includes associates employed by property owners but whose employment is managed by Marriott.
***** Includes Marriott employees at company-operated properties, customer care centers, and above-property operations.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   63
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
GRI Index
Marriott’s Serve 360 Report follows the Global Reporting Initiative (GRI) disclosure framework.
GRI 2: General Disclosures
Disclosure
Indicator
Description
Response and / or Location
The Organization 
and its Reporting 
Practices
2-1
Organizational details
2023 Serve 360 Report (Company Overview, page 5)
Corporate Overview, FY 2022 10K (Business, pages 4–11; Properties, page 19), Investor Fact Book
2-2
Entities included in the 
organization’s sustainability 
reporting
2023 Serve 360 Report (About This Report, page 4)
2-3
Reporting period, frequency, 
and contact point
2023 Serve 360 Report (About This Report, page 4)
Marriott’s Serve 360 Report: Environmental, Social, and Governance Progress is published annually.
sustainability@marriott.com
2-4
Restatements of information
None during the reporting period.
2-5
External assurance
2023 Serve 360 Report (Assurance Statement, pages 76–77)
Activities and 
Workers
2-6
Activities, value chain, and 
other business relationships
2023 Serve 360 Report (Company Overview, page 5; Stakeholder Engagement, page 8; Responsible Sourcing, pages 20–25)
FY 2022 10K (Business, pages 4–11)
Marriott’s key procurement categories include furniture, fixtures, and equipment; operating supplies and equipment; food and 
beverage; hotel amenities; and corporate services. Products and services are generally centrally contracted and locally sourced 
by hotels. In 2022, Marriott managed hotel and headquarters’ supply chain spend was approximately $10.1 billion.
2-7
Employees
2023 Serve 360 Report (Company Overview, page 5; Diversity, Equity, and Inclusion, pages 27–30); Performance Tables, page 62)
FY 2022 10K (Human Capital Management, page 9), EEO-1 Form
2-8
Workers who are 
not employees
FY 2022 10K (Human Capital Management, page 9)
Governance
2-9
Governance structure 
and composition
2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)
2023 Proxy Statement (Corporate Governance, pages 26–29)
Board of Directors, Documents & Charters

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   64
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Disclosure
Indicator
Description
Response and / or Location
Governance 
(continued)
2-10
Nomination and 
selection of the highest 
governance body
2023 Proxy Statement (Selection of Director Nominees, page 30; Nominees to our Board of Directors, pages 31–43)
Governance Principles (Board Composition and Director Qualifications, pages 1–2)
Nominating and Corporate Governance Committee Charter
2-11
Chair of the highest 
governance body
Board of Directors, Committee Membership
2-12
Role of the highest 
governance body in 
overseeing the management 
of impacts
2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)
2023 Proxy Statement (Risk Oversight, page 49)
Governance Principles (Ethics and Conflicts of Interest, page 6)
2-13
Delegation of responsibility 
for managing impacts
2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50), 2023 Proxy Statement (Corporate Governance, 
pages 26–29)
2-14
Role of the highest 
governance body in 
sustainability reporting
2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)
Inclusion and Social Impact Committee Charter
Marriott’s Board of Directors was provided the opportunity to review the company’s 2023 Serve 360 Report.
2-15
Conflicts of interest
Audit Committee Charter (Related Parties; Conflict of Interest, page 5)
Governance Principles (Ethics and Conflicts of Interest, page 6)
2-16
Communication of 
critical concerns
2023 Proxy Statement (Risk Oversight, page 49)
Governance Principles (Reporting of Concerns to Independent Directors or the Audit Committee, page 6)
2-17
Collective knowledge of 
highest governance body
2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)
2023 Proxy Statement (Corporate Governance Highlights, page 10; Risk Oversight, page 49)
Governance Principles (Director Orientation and Continuing Education, pages 7–8)
2-18
Evaluation for the 
performance of the highest 
governance body
2023 Proxy Statement (Board Evaluation Process, page 48), Governance Principles (Annual Evaluation, page 5)
Nominating and Corporate Governance Charter
2-19
Remuneration policies
2023 Proxy Statement (Executive and Director Compensation, pages 53–80)
2-20
Process to determine 
remuneration
2023 Proxy Statement (Executive and Director Compensation, pages 53–80)
Human Resources and Compensation Committee Charter
2-21
Annual total 
compensation ratio
2023 Proxy Statement (CEO Pay Ratio, pages 73–74)
GRI 2: General Disclosures (continued)

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   65
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
GRI 2: General Disclosures (continued)
Disclosure
Indicator
Description
Response and / or Location
Strategy, Policies, 
and Practices
2-22
Statement on sustainable 
development strategy
2023 Serve 360 Report (A Message From Our President and CEO, page 3)
2-23
Policy commitments
2023 Serve 360 Report (Ethics and Compliance, page 53)
Business Conduct Guide, Policies and Position Statements
Modern Slavery Statement 2021, Global Procurement Supplier Conduct Guidelines
Core Values & Heritage, Human Rights Policy
Sexual Harassment Policy
2-24
Embedding policy 
commitments
2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50; Ethics and Compliance, page 53)
2023 Proxy Statement (Risk Oversight, page 49)
Business Conduct Guide
Policies and Position Statements
2-25
Processes to remediate 
negative impacts
2023 Serve 360 Report (Ethics and Compliance, page 53)
2023 Proxy Statement (Risk Oversight, page 49)
Governance Principles (Reporting of Concerns to Independent Directors or the Audit Committee, page 6)
Business Conduct Guide
Modern Slavery Statement 2021 (page 7)
2-26
Mechanisms for seeking 
advice and raising concerns
2023 Serve 360 Report (Ethics and Compliance, page 53)
Business Conduct Guide, Business Integrity Line, Core Values & Heritage
2-27
Compliance with laws 
and regulations
SEC Filings
In 2022, there were no known instances of noncompliance with laws and regulations that the company believed could be material to 
the company taken as a whole, except as disclosed in the company’s SEC filings.
2-28
Membership associations
2023 Serve 360 Report (Stakeholder Engagement, page 8; Human Rights, pages 45–47; Public Policy, pages 56–57)
Partners in Diversity & Inclusion
Modern Slavery Statement 2021 (page 11)
Stakeholder 
Engagement
2-29
Approach to stakeholder 
engagement
2023 Serve 360 Report (Stakeholder Engagement, page 8; Public Policy, pages 56–57)
2-30
Collective bargaining 
agreements
2023 Serve 360 Report (Performance Tables, page 62)
FY 2022 10K (Human Capital Management, page 9)

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   66
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
GRI 3: Material Topics*
Indicator
Description
Response and / or Location
3-1
Process to 
determine 
material topics
2023 Serve 360 Report (Stakeholder Engagement, page 8)
The Serve 360 Report and GRI Index were informed by a 
prior sustainability and social impact assessment, which 
included interviews representing owners, customers, industry 
associations, and nongovernmental organizations. Marriott 
also considered topics and information prioritized by ESG 
research firms.
3-2
List of material 
topics
In this GRI Index, we provide management approach 
disclosures for the following topics:
•	
Economic: Economic Performance, Indirect Economic 
Impacts, Procurement Practices, and Anti-Corruption
•	
Environmental: Energy, Water and Effluents, Biodiversity, 
Emissions, Waste, and Supply Chain Environmental 
Assessment
•	
Social: Employment, Occupational Health and Safety, 
Training and Education, Diversity and Equal Opportunity, 
Child Labor, Forced or Compulsory Labor, Local 
Communities, Supply Chain Social Assessment, Customer 
Health and Safety, and Data Privacy
* For these purposes, GRI defines “material topics” as topics that represent the organization’s most significant impacts on the economy, environment, and 
people, including impacts on their human rights.
Material Topics: Economic
Topic
Indicator
Description
Response and / or Location
Economic 
Performance
3-3
Management of 
material topics
FY 2022 10K (Business, pages 4–11; 
Management’s Discussion and Analysis 
of Financial Condition and Results of 
Operations, pages 20–28)
201-1
Direct economic 
value generated 
and distributed
2023 Serve 360 Report (Community 
Impact, pages 41–44)
FY 2022 10K (Management’s Discussion 
and Analysis of Financial Condition and 
Results of Operations, pages 20-28) 
201-2
Financial 
implications and 
other risks and 
opportunities due to 
climate change
2023 Serve 360 Report (TCFD Report, 
pages 73–75)
2022 CDP Climate Change Response
Material Topics: Economic (continued)
Topic
Indicator
Description
Response and / or Location
Economic 
Performance 
(continued)
201-3
Defined benefit 
plan obligations 
and other 
retirement plans
2023 Serve 360 Report (Associate 
Development and Well-being, page 40)
FY 2022 10K (Retirement Savings Plan, 
page 44)
Indirect 
Economic 
Impacts
3-3
Management of 
material topics
2023 Serve 360 Report (Community 
Impact, pages 41–44)
2025 Sustainability and Social Impact 
Goals, Nurture Our World
203-1
Infrastructure 
investment and 
services supported
2023 Serve 360 Report (Community 
Impact, pages 41–44)
Nurture Our World
Procurement 
Practices
3-3
Management of 
material topics
2023 Serve 360 Report (Responsible 
Sourcing, pages 20–25)
2025 Sustainability and Social Impact 
Goals, Sustainability Policy 
Sustain Responsible Operations 
(Source Responsibly)
Global Procurement Supplier Conduct 
Guidelines
Responsible Sourcing Guide
204-1
Proportion of 
spending on 
local suppliers
2023 Serve 360 Report (Responsible 
Sourcing, page 24)
Sustain Responsible Operations 
(Source Responsibly)
Anti-Corruption
3-3
Management of 
material topics
2023 Serve 360 Report (Ethics and 
Compliance, pages 52–53)
Business Conduct Guide
Business Integrity Line
205-2
Communication 
and training about 
anti-corruption 
policies and 
procedures
2023 Serve 360 Report (Ethics and 
Compliance, page 53)
Business Conduct Guide
Business Integrity Line

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   67
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Material Topics: Environmental
Topic
Indicator
Description
Response and / or Location
Energy
3-3
Management of 
material topics
2023 Serve 360 Report (Energy and 
Emissions, pages 10–12)
2025 Sustainability and Social Impact 
Goals, Sustainability Policy
Sustain Responsible Operations 
(Reduce Environmental Impacts)
2022 CDP Climate Change Response
302-1
Energy 
consumption within 
the organization
2023 Serve 360 Report (Energy and 
Emissions, pages 10–12; Performance 
Tables, page 61; Assurance Statement, 
pages 76–77)
302-3
Energy intensity
2023 Serve 360 Report (Energy and 
Emissions, page 11; Performance 
Tables, page 61; Assurance Statement, 
pages 76–77)
302-4
Reduction 
of energy 
consumption
2023 Serve 360 Report (Energy and 
Emissions, pages 10-12; Performance 
Tables, page 61; Assurance Statement, 
pages 76–77)
302-5
Reductions 
in energy 
requirements of 
products & services
2023 Serve 360 Report (Energy and 
Emissions, pages 10-12; Performance 
Tables, page 61; Assurance Statement, 
pages 76–77)
Water and 
Effluents
3-3
Management of 
material topics
2023 Serve 360 Report (Water, page 13)
2025 Sustainability and Social Impact 
Goals, Sustainability Policy
Sustain Responsible Operations 
(Reduce Environmental Impacts)
2022 CDP Water Security Response
303-1
Interactions 
with water as a 
shared resource
2023 Serve 360 Report (Water, page 13)
2022 CDP Water Security Response
Topic
Indicator
Description
Response and / or Location
Water and 
Effluents 
(continued)
303-3
Water withdrawal
2023 Serve 360 Report (Water, page 
13; Performance Tables, pages 61–62; 
Assurance Statement, pages 76–77)
2022 CDP Water Security Response
Biodiversity
3-3
Management of 
material topics
2023 Serve 360 Report (Biodiversity, 
pages 18–19)
Nurture Our World 
(Natural Capital Investment)
Sustainability Policy
2022 CDP Forests Response
Evergreen Alliance
Foundation for Amazon Sustainability
304-3
Habitats protected 
or restored
2023 Serve 360 Report (Biodiversity, 
pages 18–19)
Nurture Our World (Natural Capital 
Investment)
Emissions
3-3
Management of 
material topics
2023 Serve 360 Report (Energy and 
Emissions, pages 10–12)
2025 Sustainability and Social Impact 
Goals, Sustainability Policy
Sustain Responsible Operations (Reduce 
Environmental Impacts)
2022 CDP Climate Change Response
305-1
Direct (Scope 1) 
GHG emissions
2023 Serve 360 Report (Energy and 
Emissions, page 10; Performance 
Tables, page 60; Assurance Statement, 
pages 76–77)
305-2
Energy indirect 
(Scope 2) 
GHG emissions
2023 Serve 360 Report (Energy and 
Emissions, page 10; Performance 
Tables, page 60; Assurance Statement, 
pages 76–77)
305-3
Other indirect 
(Scope 3) GHG 
emissions
2023 Serve 360 Report (Energy and 
Emissions, page 10; Performance 
Tables, page 61; Assurance Statement, 
pages 76–77)

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   68
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Material Topics: Environmental (continued)
Topic
Indicator
Description
Response and / or Location
Emissions 
(continued)
305-4
GHG emissions 
intensity
2023 Serve 360 Report (Energy and 
Emissions, page 10; Performance 
Tables, pages 60–61; Assurance 
Statement, pages 76–77)
305-5
Reduction of GHG 
emissions
2023 Serve 360 Report (Energy and 
Emissions, pages 10–12; Performance 
Tables, pages 60–61; Assurance 
Statement, pages 76–77)
Waste
3-3
Management of 
material topics
2023 Serve 360 Report (Waste, 
page 14)
2025 Sustainability and Social Impact 
Goals, Sustainability Policy
Sustain Responsible Operations 
(Reduce Environmental Impacts)
306-2
Management of 
significant waste-
related impacts
2023 Serve 360 Report (Waste, 
pages 14–15)
2025 Sustainability and Social Impact 
Goals
Sustain Responsible Operations 
(Reduce Environmental Impacts)
Sustainability Policy
306-4
Waste diverted 
from disposal
2023 Serve 360 Report (Waste, 
pages 14–15)
Supplier 
Environmental 
Assessment
3-3
Management of 
material topics
2023 Serve 360 Report (Responsible 
Sourcing, pages 20–25)
2025 Sustainability and Social Impact 
Goals, Sustainability Policy
Sustain Responsible Operations 
(Reduce Environmental Impacts)
Global Procurement Supplier Conduct 
Guidelines
Animal Welfare Position Statement
Responsible Seafood Position 
Statement
Responsible Sourcing Guide
Topic
Indicator
Description
Response and / or Location
Supplier 
Environmental 
Assessment 
(continued)
308-1
New suppliers 
that were 
screened using 
environmental 
criteria
2023 Serve 360 Report (Responsible 
Sourcing, pages 20–25)
Sustain Responsible Operations 
(Source Responsibly)
Global Procurement Supplier Conduct 
Guidelines
Material Topics: Social
Topic
Indicator
Description
Response and / or Location
Employment
3-3
Management of 
material topics
2023 Serve 360 Report (Company 
Overview; page 5; Diversity, Equity, 
and Inclusion, pages 27–30; Associate 
Development and Well-being, pages 
36–40; Performance Tables, page 62)
Business Conduct Guide
Awards and Recognition, Careers
401-1
New employee 
hires and 
employee turnover
2023 Serve 360 Report (Performance 
Tables, page 62)
401-3
Parental leave
Marriott Benefits
Occupational 
Health and 
Safety
3-3
Management of 
material topics
2023 Serve 360 Report (Associate 
Development and Wellbeing, page 40; 
Guest Engagement, Satisfaction, and 
Wellbeing, page 58)
Business Conduct Guide (Health, Safety, 
and Security, page 41)
Harassment Prevention
Commitment to Clean
Vaccination Care Program

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   69
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Material Topics: Social (continued)
Topic
Indicator
Description
Response and / or Location
Occupational 
Health 
and Safety 
(continued)
403-2
Hazard 
identification, 
risk assessment, 
and incident 
investigation
Marriott’s Global Safety and Security 
Team conducts regular Safety/Security 
Assessments at hotels globally, based 
on the individual hotel’s risk ratings.
403-5
Worker training on 
occupational health 
and safety
2023 Serve 360 Report (Associate 
Development and Well-being, page 40)
403-6
Promotion of 
worker health
2023 Serve 360 Report (Associate 
Development and Well-being, page 36)
403-9
Work-related 
injuries
In 2022, Marriott had no known 
work-related fatalities.
In 2022, Marriott’s injury frequency 
rate was 4.86; and Marriott’s lost 
time injury rate was 1.64 (injuries per 
200,000 manhours).
Training and 
Education
3-3
Management of 
material topics
2023 Serve 360 Report (Associate 
Development & Well-being, page 40)
Awards and Recognition, Careers
404-1
Average hours of 
training per year 
per employee
2023 Serve 360 Report (Associate 
Development & Well-being, page 36)
404-2
Programs for 
upgrading 
employee skills 
and transition 
assistance 
programs
2023 Serve 360 Report (Associate 
Development & Well-being, 
pages 36–39)
404-3
Percentage 
of employees 
receiving regular 
performance and 
career development 
reviews
2023 Serve 360 Report (Associate 
Development & Well-being, page 39)
Topic
Indicator
Description
Response and / or Location
Diversity 
and Equal 
Opportunity
3-3
Management of 
material topics
2023 Serve 360 Report (Company 
Overview, page 5; Diversity, Equity, and 
Inclusion, pages 27–35) Board and ESG 
Oversight, page 50)
405-1
Diversity of 
governance bodies 
and employees
2023 Serve 360 Report (Company 
Overview, page 5; Diversity, Equity, 
and Inclusion, pages 28–29; Board of 
Directors and ESG Oversight, page 50)
2023 Proxy Statement (Board 
Composition and Diversity, page 28)
EEO-1 Form
Child Labor
3-3
Management of 
material topics
2023 Serve 360 Report (Human Rights, 
pages 45–47)
Human Rights Policy, 
2025 Sustainability and Social Impact 
Goals
408-1
Operations and 
suppliers at 
significant risk for 
incidents of child 
labor
2023 Serve 360 Report (Human Rights, 
pages 45–47)
Modern Slavery Statement 2021
Forced or 
Compulsory 
Labor
3-3
Management of 
material topics
2023 Serve 360 Report (Human Rights, 
pages 45–47)
2025 Sustainability and Social Impact 
Goals, Human Rights Policy
Modern Slavery Statement 2021
409-1
Operations and 
suppliers at 
significant risk for 
incidents of forced 
or compulsory labor
2023 Serve 360 Report (Human Rights, 
pages 45–47)
Modern Slavery Statement 2021

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   70
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Material Topics: Social (continued)
Topic
Indicator
Description
Response and / or Location
Local 
Communities
3-3
Management of 
material topics
2023 Serve 360 Report (Community 
Impact, pages 41–44)
2025 Sustainability and Social Impact 
Goals, Nurture Our World
TakeCare Relief Fund, Footprints
Children’s Miracle Network
The Ritz-Carlton Community
413-1
Operations with 
local community 
engagement, 
impact 
assessments, 
and development 
programs
2023 Serve 360 Report (Community 
Impact, pages 41–44)
2025 Sustainability and Social Impact 
Goals, Nurture Our World
Supplier Social 
Assessment
3-3
Management of 
material topics
2023 Serve 360 Report (Responsible 
Sourcing, pages 20–25)
2025 Sustainability and Social Impact 
Goals, Responsible Sourcing Guide
Sustain Responsible Operations 
(Source Responsibly)
Global Procurement Supplier Conduct 
Guidelines
Animal Welfare Position Statement
Responsible Seafood Position 
Statement 
414-1
New suppliers that 
were screened 
using social criteria
2023 Serve 360 Report (Responsible 
Sourcing, pages 20–25; Human Rights, 
page 45)
2025 Sustainability and Social Impact 
Goals, Global Procurement Supplier 
Conduct Guidelines
Sustain Responsible Operations 
(Source Responsibly)
Public Policy
3-3
Management of 
material topics
2023 Serve 360 Report (Public Policy, 
pages 56–57)
Political Activity — Policies, Oversight, 
and Disclosure
Topic
Indicator
Description
Response and / or Location
Public Policy 
(continued)
415-1
Political 
contributions
2023 Serve 360 Report (Public Policy, 
page 56)
Political Activity — Policies, Oversight, 
and Disclosure
Customer 
Health & Safety
3-3
Management of 
material topics
2023 Serve 360 Report (Associate 
Development and Well-being, page 40; 
Guest Engagement, Satisfaction, and 
Well-being, page 58)
Business Conduct Guide (Health, Safety, 
and Security, page 41)
Harassment Prevention
Commitment to Clean
416-1
Assessment of 
the health and 
safety impacts 
of product and 
service categories
2023 Serve 360 Report (Associate 
Development and Well-being, page 40; 
Guest Engagement, Satisfaction, and 
Well-being, page 58)
Customer 
Privacy
3-3
Management of 
material topics
2023 Serve 360 Report (Data Privacy & 
Cybersecurity, pages 54–55)
Privacy Center
In accordance with the company’s Global 
Information Security & Privacy Incident 
Response Plan, Marriott is committed 
to complying with applicable laws and 
regulations requiring notifications to 
government authorities, individuals, and/
or other relevant third parties related to 
data security incidents.
418-1
Substantiated 
complaints 
concerning 
breaches of 
customer privacy 
and losses of 
customer data
2023 Serve 360 Report (Data Privacy & 
Cybersecurity, pages 54–55)
FY 2022 10K (pages 21 and 53–54)

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   71
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
SASB Disclosures
The SASB Standards are maintained under the auspices of the Value Reporting Foundation.
Marriott’s SASB disclosures are mapped to the Hotels & Lodging standard and may be partially disclosed.
Accounting Metrics
Topic
Code
Metric Description
Response and / or Location
Energy 
Management
SV-HL-130a.1
Total energy consumed
2023 Serve 360 Report (Energy and Emissions, page 11; Performance Tables, page 61; Assurance Statement, pages 76–77)
Percent total energy from 
grid electricity
In 2022, approximately 56% of energy consumed was from grid electricity.
Percent total energy 
from renewables
In 2022, 2.1% of energy consumed was from renewables.
Water 
Management
SV-HL-140a.1
Total water withdrawn
2023 Serve 360 Report (Water, page 13; Performance Tables, pages 61–62; Assurance Statement, pages 76–77)
Total water consumed, 
percentage of each in regions 
with high or extremely high 
baseline water stress
2023 Serve 360 Report (Water, page 13)
Ecological 
Impacts
SV-HL-160a.2
Description of environmental 
management policies 
and practices to preserve 
ecosystem services
2023 Serve 360 Report (Biodiversity, pages 18–19)
Nurture Our World (“Natural Capital”)
Sustainability Policy
Global Procurement Supplier Conduct Guidelines
Animal Welfare Position Statement
Responsible Seafood Position Statement
Labor Practices
SV-HL-310a.1
Voluntary and involuntary 
turnover rate for lodging 
facility employees
2023 Serve 360 Report (Performance Tables, page 62)

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   72
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Accounting Metrics (continued)
Topic
Code
Metric Description
Response and / or Location
Labor Practices 
(continued)
SV-HL-310a.2
Total amount of monetary 
losses as a result of legal 
proceedings associated with 
labor law violations
The monetary losses paid by Marriott in 2022 as a result of legal proceedings in the U.S. associated with alleged labor law 
violations were approximately $9 million.
Of this amount, approximately $3,000 was paid following an adverse finding by an administrative agency. The remaining 
amount was associated with settlements or voluntary payments where there were no adverse findings.
SV-HL-310a.3
Description of policies 
and programs to prevent 
worker harassment
2023 Serve 360 Report (Human Rights, pages 45)
Business Conduct Guide (pages 39–42)
Sexual Harassment Policy Prevention Statement
Global Diversity and Inclusion
Creating an Inclusive Environment
Climate Change 
Adaptation
SV-HL-450a.1
Number of lodging facilities 
located in 100-year flood zones
In 2022, approximately 340 managed, owned, and leased lodging facilities were located in areas with extremely high 
riverine or coastal flood risk.
Activity Metrics
Code
Metric Description
Response and / or Location
SV-HL-000.A
Number of available room-nights*
Approximately 444 million
SV-HL-000.B
Average occupancy rate**
Approximately 64%
SV-HL-000.C
Total area of lodging facilities
Approximately 111 million square meters
SV-HL-000.D
Number and percentage of managed, owned and 
leased, franchised, and timeshare lodging facilities
Managed: 2,091 (approximately 25.2%), which includes 102 managed residences
Owned and Leased: 64 (approximately 0.8%)
Franchised: 6,039 (approximately 72.9%), which includes 11 franchised residences
Timeshare: 93 (approximately 1.1%)
Yacht: 1 (less than 0.1%)
* For comparable properties only.
** For comparable properties only, worldwide systemwide occupancy.
Marriott defines the company’s comparable properties as Marriott properties that were open and operating under one of the company’s brands since the beginning of the last full calendar year (since January 1, 2021 for the current period) and have not, in either the current or previous year: (1) undergone 
significant room or public space renovations or expansions, (2) been converted between company-operated and franchised, or (3) sustained substantial property damage or business interruption, with the exception of properties closed or otherwise experiencing interruptions related to COVID-19, which 
Marriott continues to classify as comparable.
Systemwide statistics include data from Marriott’s franchised properties, in addition to Marriott’s company-operated properties.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   73
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
TCFD Index
Marriott’s Task Force on Climate-related Financial Disclosures (TCFD) index is aligned with the four sections of the TCFD framework: (1) governance, (2) strategy, (3) risk 
management, and (4) metrics and targets.
Topic
Disclosure
Response and / or Location
Governance: Board’s 
Oversight of Climate-
Related Risks and 
Opportunities
Board’s Oversight of 
Climate-Related Risks and 
Opportunities
2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)
Inclusion and Social Impact Committee Charter
2022 CDP Climate Change Response
Management’s Role in 
Assessing and Managing 
Climate-Related Risks and 
Opportunities
2023 Serve 360 Report (Board of Directors and ESG Oversight, pages 50–51)
2022 CDP Climate Change Response
Strategy: The Actual 
and Potential Impacts of 
Climate-Related Risks 
and Opportunities on 
Business, Strategy, and 
Financial Planning
Identified Climate-Related 
Risks and Opportunities 
Over Short-Term, Medium-
Term, and Long-Term 
Horizons
Climate-Related Risks: We are subject to the risks associated with extreme weather and climate change, including the impacts of the physical 
effects of climate change, changes in laws and regulations related to climate change and sustainability, and changing consumer preferences. 
Natural disasters and extreme weather in locations where we manage, franchise, own or lease properties or in areas of the world from which 
we draw a large number of guests may cause a significant decline in travel and reduced demand for lodging. The prevalence of these events 
may continue to increase as the result of climate change. Natural disasters, extreme weather, and other physical impacts of climate change 
(including rising sea levels, extreme hot or cold weather, water shortages, fire, and droughts) have in the past and could in the future result in 
increases in related insurance, energy or other operating costs, and physical damage to Marriott hotels that might not be covered by insurance 
and might prevent or limit the operations of the property. Significant costs could be involved in improving the efficiency and climate resiliency 
of Marriott hotels and otherwise preparing for, responding to, and mitigating the physical effects of climate change or sustainability-related 
concerns. Compliance with future climate-related legislation and regulation, and our current or future voluntary efforts to achieve science-based 
emissions reduction targets or other sustainability initiatives, could also be difficult and costly. Growing public recognition of the dangers of 
climate change and other sustainability-related concerns may affect customers’ travel choices, including their frequency of travel. As a result of 
the foregoing, we may experience reduced demand, significant increased operating and compliance costs, operating disruptions or limitations, 
constraints on our room growth, and even physical damage to Marriott hotels, all of which could adversely affect our profits and growth.
Climate-Related Opportunities: Through Marriott’s Serve 360 platform, the company aims to integrate sustainability across the value chain, 
leading to increased efficiencies, resiliency, and better meeting the needs of the company’s stakeholders. For example, we seek to minimize the 
company’s environmental footprint by driving improvements in energy and water use, reducing waste and carbon emissions, and increasing the 
use of renewable energy. As such, the company employs innovative technologies, including the company’s environmental reporting platform, 
to plan, implement, track, and communicate how to operate responsibly to mitigate climate-related risk, benefiting the business and the 
communities where Marriott hotels operate. Transitioning to more use of renewable energy and Marriott’s continued focus on energy efficiency 
is expected to help Marriott reduce energy consumption and related costs, increasing the resiliency of the company and Marriott hotels.
Marriott also informs stakeholders about the company’s priorities and actions and seeks to understand evolving expectations. Through our 
Serve 360 platform, the company communicates progress against our goals, and other impacts of the business. Over the past year, the 
company received and responded to increasing numbers of consumer inquiries requesting hotel-level sustainability data and information. 
2023 Serve 360 Report (Energy and Emissions, pages 10–12; Sustainable Buildings and Adaptive Reuse, pages 16–17)
2022 CDP Climate Change Response

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   74
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Topic
Disclosure
Response and / or Location
Strategy: The Actual 
and Potential Impacts of 
Climate-Related Risks 
and Opportunities on 
Business, Strategy, and 
Financial Planning
Impact on Business, 
Strategy, and 
Financial Planning
Impact on Business Strategy and Products and Services:
•	
Marriott’s sales teams engage with stakeholders to better understand and meet the needs of business travel and group customers; and 
with associates to enable them to effectively communicate sustainability and social impact efforts and progress at the individual hotel and 
macro levels to their customers.
•	
Severe weather events can impact suppliers as well as properties. As such, the company has a large, diversified supply chain and can 
source replacement supplies as needed. We also seek to identify products with new and existing suppliers that exhibit responsible 
environmental and social attributes.
•	
Marriott conducts research and development of products and services and how best to meet corporate customers’ needs for sustainable 
meeting services and business travel-related emissions data. The company engages with third-party engineering firms to assist us in 
managing a formalized energy and water conservation technologies vetting process where vendors can have their technologies piloted and 
verified at a low cost.
Marriott properties have developed Business Continuity Plans to prioritize the safety and security of the company’s stakeholders. The company 
also assesses potential climate-related impacts through MIRA.
Impact on Financial Planning Revenues:
•	
Marriott’s focus on implementing projects that create operational efficiencies, including energy and water savings, seeks to lower operating 
costs and offset risks related to higher costs from carbon taxes. Successfully addressing reputational risks and opportunities could 
increase market share through attracting additional guests and group/business customers and enhancing our ability to secure additional 
management and franchise contracts.
•	
Marriott’s focus on energy and water conservation, and related operational goals for the hotels in our portfolio, help to address both the 
physical climate and transition risks identified, including those relating to increasing energy and water costs.
•	
Marriott invests in utility tracking and data analysis, to provide individual hotel targets and greater insight into our performance against 
targets and the impact of climate-related risks.
2023 Serve 360 Report (Energy and Emissions, pages 10–12)
2022 CDP Climate Change Response
Resilience of Strategy, 
Including Impact of Different 
Climate-Related Scenarios
Beginning in 2021, Marriott performed a quantitative scenario analysis to identify physical climate risks to select hotels using the 
Representative Concentration Pathway (RCP) scenarios RCP 4.5 and RCP 8.5 to evaluate the portfolio’s potential exposure to physical climate 
risks under a range of potential future scenarios. The scenario analysis showed that Marriott hotels globally are projected to be exposed to 
increases in average and extreme temperatures.
2023 Serve 360 Report (Energy and Emissions, pages 10–12)
2022 CDP Climate Change Response
Risk Management: 
The Process to Identify, 
Assess, and Manage 
Climate-Related Risks
Process for Identifying 
and Assessing 
Climate-Related Risks
Marriott’s Internal Audit’s Enterprise Risk Assessment process typically identifies the top business and emerging risks facing the company, 
including climate-related risks and opportunities. The results of this process are reported to the Board of Directors as well as reviewed 
annually by key executives across the company. Please note, consistent with our focus on management, franchising, and licensing, Marriott 
owns or leases very few lodging properties. This asset-light business model reduces Marriott’s direct exposure to climate-related risks to 
asset ownership.
Acute physical climate-related risks, such as severe weather events, are managed and updated annually through our companywide approach 
to business continuity planning, including risk identification, readiness, response and recovery relative to operational disruptions. Marriott’s 
Global Engineering Team collaborates with internal and external stakeholders to evaluate and work to address climate-related risks to the 
property assets under Marriott’s care and to develop strategies, programs, and trainings to promote climate resilience.
2023 Serve 360 Report (Energy and Emissions, pages 10–12)
2022 CDP Climate Change Response

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   75
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Topic
Disclosure
Response and / or Location
Risk Management: 
The Process to Identify, 
Assess, and Manage 
Climate-Related Risks
Processes for Managing 
Climate-Related Risks
Marriott regularly evaluates the company’s environmental performance and communicates its goals and progress in our annual Serve 360 
Environmental, Social, and Governance Report. The company also evaluates future opportunities to meet the needs of stakeholders.
Climate risks, such as severe weather events, are typically managed and updated annually through Marriott’s enterprise-wide approach to 
business continuity planning, including risk identification, readiness, response, and recovery, relative to operational disruptions. Additionally, 
Marriott’s Global Engineering Team collaborates with internal and external stakeholders through MIRA to evaluate and help address growing 
climate-related risks and develop strategies, programs, and trainings to promote climate resilience. 
From design standards for new hotel construction through operations, Marriott focuses on running energy- and water-efficient hotels. 
Marriott works to follow local water restrictions in drought-affected regions and takes other actions including installation of low-flow fixtures, 
submetering for leak detection, and desalination plants where local infrastructure is inadequate, to help withstand variation in precipitation 
patterns, in addition to the implementation of operational conservation-focused programming.
2023 Serve 360 Report (Energy and Emissions, pages 10–12; Water, page 13; Sustainable Buildings and Adaptive Reuse, pages 16–17)
2022 CDP Climate Change Response
Process Integration Into 
Overall Risk Management
Marriott’s processes for identifying and assessing climate-related risks are integrated into a multidisciplinary companywide risk management 
process. Marriott’s Internal Audit discipline typically coordinates an annual Enterprise Risk Assessment process through which the top business 
and emerging risks are evaluated.
2022 CDP Climate Change Response
Metrics and Targets: 
The Metrics and Targets 
Used to Assess and 
Manage Relevant 
Climate-Related Risks 
and Opportunities
Metrics Used by the 
Organization to Assess 
Climate-Related Risks 
and Opportunities
Marriott uses metrics across the company to help assess climate-related risks and opportunities. These include metrics related to energy 
and GHG emissions performance, water consumption and water risk, building certifications and adaptative reuse, and responsible sourcing 
(inclusive of supplier assessments and responsible products).
2023 Serve 360 Report (Energy and Emissions, page 10; Water, page 13; Sustainable Buildings and Adaptive Reuse, pages 16–17; Responsible 
Sourcing, pages 20–21 and 25; Performance Tables, pages 60–62)
2022 CDP Climate Change Response
Scope 1, 2, and 3 
Greenhouse Gas Emissions
2023 Serve 360 Report (Energy and Emissions, page 10; Performance Tables, pages 60–61)
2022 CDP Climate Change Response
Targets Used 
and Performance 
Against Targets
Marriott’s Serve 360 Goals are used to help assess and manage climate-related risks and opportunities. This includes Marriott’s GHG emissions, 
renewable energy, building certifications, and adaptive reuse goals.
2023 Serve 360 Report (Energy and Emissions, pages 10–12; Sustainable Buildings and Adaptive Reuse, pages 16–17)
2022 CDP Climate Change Response

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   76
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Assurance Statement
LRQA Independent Assurance Statement
Relating to Marriott International, Inc. GHG Emission and Environmental Data for the 
CY2022
This Assurance Statement has been prepared for Marriott International, Inc. in accordance with our contract.
Terms of Engagement
LRQA was commissioned by Marriott International, Inc. (Marriott) to provide independent assurance of its 
greenhouse gas (GHG) emissions inventory and Environmental Data (“the Report”) for calendar year (CY) 2022 
against the assurance criteria below to a reasonable level of assurance and materiality of 5% using LRQA’s 
verification procedure and ISO 14064 - Part 3 for greenhouse gas emissions. LRQA’s verification procedure is 
based on current best practice and is in accordance with ISAE 3000 and ISAE 3410.
Our assurance engagement covered Marriott’s international operations and activities using the operational 
control reporting method, and specifically the following requirements:
•	 Verifying conformance with:
	Ĕ
Marriott’s reporting methodologies for the selected datasets; and
	Ĕ
World Resources Institute / World Business Council for Sustainable Development Greenhouse Gas 
Protocol: A corporate accounting and reporting standard, revised edition (otherwise referred to as the 
WRI/WBCSD GHG Protocol) for the GHG data*.
•	 Reviewing whether the Report has been based on:
	Ĕ
Service sector guidelines.
•	 Evaluating the accuracy and reliability of data and information for only the selected indicators listed below: 
	Ĕ
Direct (Scope 1), Energy Indirect (Scope 2) and Other Indirect (Scope 3) GHG emissions;
	
■
Scope 3 GHG emissions verified by LRQA only include franchised properties;
	Ĕ
Energy Use and Water Use; and
	Ĕ
Environmental Performance Indicators including: GHG emissions intensity (kg CO2e / square meter of 
condition space), Water intensity (cubic meters / occupied room), and Energy intensity (kWh/ square 
meter of conditioned space).
The Report includes Energy use and GHG emissions for both global managed and franchise properties. The 
Report includes water use and environmental performance indicators for global managed properties only. Our 
assurance engagement excluded the GHG emissions and water for Marriott Residences brand properties.
LRQA’s responsibility is only to Marriott. LRQA disclaims any liability or responsibility to others as explained in 
the end footnote. Marriott’s responsibility is for collecting, aggregating, analyzing and presenting all the data 
and information within the Report and for maintaining effective internal controls over the systems from which 
the Report is derived. Ultimately, the Report has been approved by, and remains the responsibility of Marriott.
* http://www.ghgprotocol.org/
 
LRQA’s Opinion
Based on LRQA’s approach, except for the effect of the matters described in the Basis for Qualified Opinion, we 
believe that Marriott has, in all material respects:
•	 Met the requirements of the criteria listed above; and
•	 Disclosed accurate and reliable performance data and information as summarized in Table 1 and 2 below.
The opinion expressed is formed on the basis of a reasonable level of assurance and at the materiality of 5%. 
Basis for Qualified Opinion
Marriott did not fully address the following issues identified during verification activities:
•	 The total property counts included in the Report did not include all the properties as per the 10-K report. This 
does not have a material impact.
•	 In lieu of calculating or estimating fugitive emissions from refrigeration equipment, the Scope 1 GHG 
emissions are uplifted by 1% of the calculated Scope 1 emissions to account for fugitive emissions. This does 
not have a material impact.
•	 Mobile fuel Scope 1 GHG emissions are calculated using stationary fuel combustion methodology. This issue 
is not material.
•	 Emission factors (EFs) used for Scope 2 GHG emission calculations for some sites were different from the 
listed EFs for these sites. This does not have a material impact.
•	 Activity data errors reported for a few sites were not corrected in the final Report. This issue is not material.
Table 1. Summary of Marriott’s Key GHG Data for CY 2022
Item
Quantity
Units
Scope 1 Emissions
1,150,317
MT CO2e
Scope 2 Emissions (Location-Based)*,**
4,806,946
MT CO2e
Scope 2 Emissions (Market-Based)*,**
4,813,113
MT CO2e
Scope 3 Emissions (franchised properties only) — location based
4,452,999
MT CO2e
Scope 3 Emissions (franchised properties only) — market based
4,605,592
MT CO2e
Total Water Consumption — Managed Properties only
129.43
Million Cubic 
Meters
Total Energy Use — Managed Properties only
16.93
Million MWh
Total Energy Use — Franchised Properties only
15.33
Million MWh
*  Scope 1 and 2 GHG emissions include managed properties only.
**  Scope 2, Location-based and Scope 2, Market-based are defined in the WRI/WBCSD GHG Protocol Scope 2 Guidance, 2015.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PROGRESS   77
•INTRODUCTION
•SERVE 360: DOING GOOD IN EVERY DIRECTION
•ENVIRONMENTAL
•SOCIAL
•GOVERNANCE
•APPENDICES
Table 2. Summary of Marriott’s Key Environmental Data for CY 2022
Environmental Performance Indicators & Units**
Quantity
Water Intensity Managed Properties only (cubic meters per occupied room)
1.05
Energy Intensity Managed Properties only (kilowatt hours per square meter of 
conditioned space)
302.22
GHG Emissions Intensity — Managed Properties only 
Location Based (kg CO2e per square meter of conditioned space)
106.20
GHG Emissions Intensity — Managed Properties only 
Market Based (kg CO2e per square meter of conditioned space)
106.23
**  Environmental performance indicators include managed properties only.
LRQA’s Approach
LRQA’s assurance engagements are carried out in accordance with our verification procedure. The following 
tasks were undertaken as part of the evidence gathering process for this assurance engagement:
•	 interviewing relevant employees of the organization responsible for managing GHG emissions and 
environmental data and records;
•	 assessing Marriott’s data management systems to confirm they are designed to prevent significant errors, 
omissions or mis-statements in the Report. We did this by reviewing the effectiveness of data handling 
procedures, instructions and systems, including those for internal quality control; and
•	 verifying activity data and records at a source level; and
•	 verifying historical GHG emissions and environmental data and records at an aggregated level for CY 2022.
Observations
Further observations and findings, made during the assurance engagement, are:
•	 Consider enhancing Marriott’s Gap Fill methodology for each non-primary energy and water source type ;
•	 Continue improving the percentages of validated properties reporting energy and water usage;
•	 Consider requiring sites to provide evidence of energy and water reported on MESH when not supported by 
invoices; and
•	 Consider adding emission factors (EF) in the MESH Carbon Map database for those sites that currently are 
not assigned EF.
LRQA’s Standards and Competence
LRQA implements and maintains a comprehensive management system that meets accreditation requirements 
for ISO 14065 Greenhouse gases — Requirements for greenhouse gas validation and verification bodies for 
use in accreditation or other forms of recognition and ISO/IEC 17021 Conformity assessment — Requirements 
for bodies providing audit and certification of management systems that are at least as demanding as the 
requirements of the International Standard on Quality Control 1 and comply with the Code of Ethics for 
Professional Accountants issued by the International Ethics Standards Board for Accountants.
LRQA ensures the selection of appropriately qualified individuals based on their qualifications, training and 
experience. The outcome of all verification and certification assessments is then internally reviewed by senior 
management to ensure that the approach applied is rigorous and transparent.
Neville Dias
Dated: 12 June 2023
LRQA Lead Verifier
On behalf of LRQA, Inc.
2101 CityWest Blvd, Houston, TX 77042
LRQA reference: UQA00000478
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