ABOVE & 
BEYOND
RISE  
to go
SUSTAINABILITY 
SUSTAINABILITY 
REPORT 2022
REPORT 2022

Contents
Our Strategy
CHAIRMAN & CEO’S STATEMENT 
CHAIRMAN & CEO’S STATEMENT ................................................................................................................................... 004
004
SUSTAINABILITY AT MELCO 
SUSTAINABILITY AT MELCO ............................................................................................................................................... 006
006
	
PERFORMANCE HIGHLIGHTS 
PERFORMANCE HIGHLIGHTS .................................................................................................................................... 008
008
	
UNDERSTANDING WHAT MATTERS MOST 
UNDERSTANDING WHAT MATTERS MOST ......................................................................................................... 010
010
	
ASSESSING MATERIALITY 
ASSESSING MATERIALITY ............................................................................................................................................. 013
013
	
SUSTAINABILITY‌ RISK‌ MANAGEMENT 
SUSTAINABILITY‌ RISK‌ MANAGEMENT ................................................................................................................... 018
018
	
EVOLVING RISKS AND OPPORTUNITIES 
EVOLVING RISKS AND OPPORTUNITIES .............................................................................................................. 019
019
	
OUR RISK UNIVERSE 
OUR RISK UNIVERSE ...................................................................................................................................................... 022
022
	
AWARDS, CERTIFICATIONS‌ AND RECOGNITION‌ 
AWARDS, CERTIFICATIONS‌ AND RECOGNITION‌ ........................................................................................... 023
023
Restoring‌ our World
ENERGY‌ & CLIMATE RESILIENCE 
ENERGY‌ & CLIMATE RESILIENCE ..................................................................................................................................... 028
028
MATERIAL‌ USE & WASTE 
MATERIAL‌ USE & WASTE ..................................................................................................................................................... 036
036
Inspiring our Communities
ENGAGING‌ OUR PEOPLE 
ENGAGING‌ OUR PEOPLE .................................................................................................................................................... 048
048
SAFETY, HEALTH‌ & WELLBEING 
SAFETY, HEALTH‌ & WELLBEING ...................................................................................................................................... 054
054
RESPONSIBLE GAMING 
RESPONSIBLE GAMING ......................................................................................................................................................... 058
058
COMMUNITY ENGAGEMENT & INVESTMENT 
COMMUNITY ENGAGEMENT & INVESTMENT ........................................................................................................... 060
060
Sustaining our Supply Chain
ETHICAL & SUSTAINABLE SUPPLY CHAIN 
ETHICAL & SUSTAINABLE SUPPLY CHAIN .................................................................................................................. 068
068
Empowering our Business
ETHICS‌ & INTEGRITY 
ETHICS‌ & INTEGRITY ............................................................................................................................................................ 080
080
PRIVACY & CYBERSECURITY 
PRIVACY & CYBERSECURITY .............................................................................................................................................. 084
084
Appendices
ABOUT MELCO 
ABOUT MELCO ......................................................................................................................................................................... 087
087
PERFORMANCE METRICS 
PERFORMANCE METRICS .................................................................................................................................................... 088
088
GRI CONTENT INDEX 
GRI CONTENT INDEX .......................................................................................................................................................... 098
098
TCFD CONTENT INDEX 
TCFD CONTENT INDEX ...................................................................................................................................................... 112
112
CONTACT DETAILS 
CONTACT DETAILS ................................................................................................................................................................ 122
122
Quick access to sections
Quick access to sections

Introduction
Melco Resorts & Entertainment Limited’s (MRE, Melco or  
the Company) fifth annual Sustainability Report presents an 
overview of our sustainability performance for the calendar 
year ended December 31st, 2022. This and our previous 
Sustainability Reports are available online.
Reporting Scope and Boundary
The report scope comprises all entities covered in our 
financial statements, including our properties in Macau, 
Manila and Cyprus, and our site in Japan‌1. Our report  
presents performance and progress data in implementing  
our sustainability strategy and, where possible, information  
and updates on the development of our ongoing plans  
(refer to Forward-looking Statements opposite for details). 
Unless otherwise stated, financial information is  
presented in United States Dollars (US$). 
Reporting Framework
Melco Resorts & Entertainment Limited has reported in 
accordance with the GRI Standards for the period from  
1st January, 2022 to 31st December, 2022. These standards 
were updated in 2021. The Global Reporting Initiative (GRI)  
is an independent, international organization that developed 
the first and most widely adopted global standards for 
sustainability reporting.
The data and information detailed in this report have been 
compiled through industry research, peer benchmarking, 
internal data collection systems and extensive, multifaceted 
engagement with internal and external stakeholders.  
The results of these essential steps contribute to identifying 
the material environmental, social and governance (ESG) 
topics central to our business and the evolution of our  
“Above & Beyond” sustainability strategy. Recognizing  
the importance of global cooperation in addressing ESG 
challenges and opportunities, our strategy aligns with the 
United Nations’ (UN) Sustainable Development Goals (SDGs).
UN SDGs
We welcome your feedback on this report, our strategy  
and goals. Please email: sustainability@melco-resorts.com 
with your comments.
About this Report
Forward-looking Statements
This report contains certain forward-looking statements 
(within the meaning of the U.S. Private Securities Litigation 
Reform Act of 1995), including statements regarding our 
financial condition, results of operations, businesses, plans, 
expectations, continuation or future execution of initiatives, 
programs, activities, policies or disclosures, strategies, goals, 
targets, intentions, commitments and other statements that 
are not historical in nature.
Forward-looking statements are statements of future 
expectations based on management's current expectations 
and assumptions. They involve known and unknown risks, 
uncertainties and other factors beyond our control that 
could cause actual results, performance, or events to  
differ materially from those expressed or implied in these 
statements. These factors include, but are not limited to, 
Melco Resorts and Entertainment’s ability to successfully 
implement ESG initiatives under expected time frames and 
the Company’s ability to achieve its announced ESG goals, 
targets and commitments.
Moreover, because we operate in a heavily regulated and 
evolving industry and operate across various geographies, 
including Macau, the Philippines, and Cyprus, new risk 
factors may emerge from time to time. It is not possible  
for our management to predict all risk factors, nor can we 
assess the impact of these factors on our business or the 
extent to which any factor, or combination of factors, may 
cause actual results, performance or events to differ 
materially from those expressed or implied in any forward-
looking statement. Additional factors are described in  
the Company’s most recent Annual Report on Form 20-F 
under Item 3, “Key Information – D. Risk Factors”, Item 4 
“Information on the Company” and Item 5, “Operating and 
Financial Review and Prospects” and subsequent filings  
with the U.S. Securities and Exchange Commission.
In some cases, forward-looking statements can be identified 
by words or phrases such as “may,” “will,” “expect,” “anticipate,” 
“aim,” “estimate,” “intend,” “plan,” “believe,” “potential,” 
“continue,” “is/are likely to” or other similar expressions. 
Readers are cautioned not to place undue reliance on these 
forward-looking statements, which speak only as of the date 
thereof. All forward-looking statements contained in this 
Sustainability Report are expressly qualified in their entirety 
by the cautionary statements contained or referred to in this 
section. The Company assumes no obligation to update 
such information.
1.	
The Okushiga Kogen Ski Resort is included in the 2022 performance data. As of the 
end of December 2022, this site is no longer part of the Group.
001
——— Melco resorts sustainability report 2022

Our Strategy
OUR
STRA
TEGY

Inspiring  
our guests by 
showing them a 
sustainable  
future is a  
better future
Chairman & CEO’s Statement .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 004
Sustainability at Melco . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 006
	
Performance Highlights .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 008
	
Understanding What Matters Most .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 010
	
Assessing Materiality .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 013
	
Sustainability‌ Risk‌ Management .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 018
	
Evolving Risks and Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 019
	
Our Risk Universe .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 022
	
Awards, Certifications‌ and Recognition‌ .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 023
Quick access to CONTENT
Quick access to CONTENT

Lawrence Ho 
Chairman & CEO
Chairman & 
CEO’s Statement
I consider hope as a blend of optimism and action. Action with 
positive engagement has been so important to our approach 
to sustainability. It has sustained us throughout three of the 
most challenging years in Melco’s history; years that have 
been difficult for many in our communities. With border 
restrictions seemingly a thing of the past, I hope we will  
look back at this time and see it not only as “the pandemic”, 
but as a tipping point. A moment where we took the time  
to sharpen our focus on the needs of the planet and those 
around us, and to act upon our role in creating shared value.
Success in how an organization acts on sustainability is 
driven, of course, by engaging colleagues. I have much to 
thank them for. Their continued commitment to our  
Above & Beyond strategy — alongside their dedicated  
time and energy in understanding the perspectives of our 
guests, suppliers and partners — has cultivated stability 
during this time of volatility. We have invested much into 
developing not only a qualified but an altruistic workforce. 
Our Morpheus Moments training program, offering over  
8,400 courses, received a prestigious award from the 
Association for Talent Development, and I’ve been inspired  
by the doubling of volunteer activities over the past year.  
Our “Simple Acts of Kindness” initiative has been foundational 
to our continued support of the elderly, our youth and those  
in need. Empowered by aligning themselves with what this 
organization stands for, an astonishing 22,000 participants 
volunteered their time and effort in 2022. 
Dear Shareholders,
004

Ho, Lawrence Yau Lung  
Chairman & Chief Executive Officer 
Over the last year, we have also reshaped and strengthened 
our approach to wellbeing, with a particular focus on mental 
health. Melco has a vital role in destigmatizing mental health 
concerns, and we believe no one should face a mental health 
challenge alone. As such, we have enhanced in-house mental 
wellness activities, including seminars and free counselling  
to normalize seeking support. We have also sponsored 
numerous fitness events to get our people and their 
endorphins on the move.
In addition to maintaining accreditation to the esteemed, 
internationally recognized RG Check, I am also proud that  
our team’s efforts to promote responsible gaming was again 
recognized this year. City of Dreams Macau, Studio City  
and Mocha Golden Dragon all received perfect scores of 
100% against all the assessment criteria of the Responsible 
Gambling Implementation Index, a government-endorsed 
accreditation in responsible gaming.
While our operations and communities have confronted many 
sustainability trials and tribulations, it is evident that these 
challenges also present many meaningful opportunities.  
If fully embraced and leveraged, we can help build a more 
equitable and resilient value chain, and our supply chains  
are critical to fostering this resilience. The disruptions to 
international supply chains from COVID, the war in Ukraine, 
and increasing climate-related disasters have heightened our 
focus on locally sourced products within all our jurisdictions. 
From chocolate, coffee, tea and vegetables to carbon-neutral 
beef, across many product categories we are partnering to 
create an inclusive, equitable and sustainable value chain.  
In prioritizing local suppliers, we financially empower regional 
farmers and entrepreneurs by connecting them with our 
customers and raise awareness of the cultural aspects 
associated with serving local produce, all while minimizing  
our carbon footprint. An important part of this is our emphasis 
on partnerships with cooperatives focused on training and 
increasing women’s employment opportunities. As the  
golden thread to simultaneously addressing a multitude of 
environmental and social issues, I am hopeful that Melco  
can demonstrate industry leadership in supply chain 
management — leveraging our scale to make a  
meaningful difference.
Beyond our approach to sustainable sourcing, we recognize 
our business activity has an impact on the natural environment 
and acknowledge in particular that we need to work harder  
to reduce our impact. This year we expanded our Scope 3 
greenhouse gas (GHG) inventory and with its verification,  
we now have all our GHG emissions externally verified. We 
have also expanded our climate-related risk assessment,  
and with the rigor of the Task Force on Climate-related 
Financial Disclosures (TCFD) framework, used this to guide 
our carbon-neutral resort commitments and to address 
physical and transition risks. 
While our 
operations and 
communities have 
confronted many 
sustainability trials 
and tribulations, 
it is evident that 
these challenges 
also present 
many meaningful 
opportunities.
As our business recovers, two more jewels in our crown  
will be the opening of City of Dreams Mediterranean in Cyprus 
and Macau’s Studio City Phase 2. Both have been developed 
with responsibly sourced construction materials, respect for 
the biodiversity of the area, and advanced technology to 
optimize energy and water efficiency, and minimize waste.
All the above, and more, is testament to an integrated resort 
business operating to the highest standards and for the long 
term. We will continue to rise together, to go Above & Beyond, 
but this action will need to scale significantly to create the 
future that we all want. We hope this report inspires you  
to join us in these endeavors.
005
——— Melco resorts sustainability report 2022

RISE
Our Above & Beyond sustainability strategy guides us to RISE in achieving our commitment 
to restore, inspire, sustain and empower our planet, people and communities.  
We are driven to be an adaptable and forward-thinking business,  
contributing to a climate-fit and equitable future.

our World
our Communities
our Business
GUEST
EXPERIENCE
ABOVE & BEYOND
Sustainability Strategy 
 
o
u
r
 
S
u
p
p
l
y
 
C
h
a
i
n
R
 estoring 
 our World
•	 Achieving carbon-neutral 
resorts by 2030
•	 Achieving zero waste across 
our resorts by 2030
•	 Contributing to circular 
economy leadership in Asia
•	 Sourcing sustainable goods 
and services
•	 Reducing our water footprint
I
  nspiring our 
  Communities
•	 Being the company people 
choose to work for and 
stay with
•	 Being best-in-class in safety 
for our guests, colleagues 
and community
•	 Promoting responsible gaming 
and an attitude of staying 
in control
•	 Supporting our communities 
and strengthening their 
economic prosperity
S
  ustaining our 
  Supply Chain
•	 Procuring locally and creating 
demand for materials that 
have sustainability attributes 
•	 Building capacity and 
awareness of the social, 
ecological and biodiversity 
impacts in sourcing
•	 Striving to eliminate human 
trafficking and modern 
slavery in our industry 
and supply chains
E
  mpowering  
  our Business
•	 Operating our business to the 
highest responsibility, ethical 
and transparency standards
•	 Minimizing any risk of 
occurrence or disruption 
from data privacy or 
cybersecurity events
007
——— Melco resorts sustainability report 2022

Sustainability at Melco
Sustainability at Melco
Performance Highlights
Restoring our World
Goals (disclosed in 2020)
Progress in 2022
Status
Energy & 
Energy & 
Climate 
Climate 
Resilience
Resilience
Achieving carbon-neutral 
resorts by 2030
•	 22% energy intensity reduction achieved over 2019, ahead of  
our target of a 3% reduction by 2030
AHEAD
•	 Solar photovoltaic (PV) at all properties in Macau, Manila and 
Cyprus. 53 electric coaches and vehicles in our combined fleet  
with charging stations up 25% compared to 2021
IN PROGRESS
•	 Energy-efficiency measures (EEMs) since 2018 have resulted in 
annualized savings of over 51.3 million kWh
ACHIEVED
•	 BREEAM “Excellent” rating for the design stage of City of Dreams 
Mediterranean and Studio City 2
ACHIEVED
Material Use 
Material Use 
& Waste
& Waste
Achieving zero waste across 
our resorts by 2030
Contributing to circular 
economy leadership  
in Asia
Sourcing sustainable  
goods and services
Reducing our water footprint
•	 Eliminating 1.4 million plastic bottles at our City of Dreams Manila 
and our Macau properties in 2022 with the NORDAQ 2000 water 
filtration system (NORDAQ), currently installed across 43% of  
our rooms and three restaurant outlets. Water refilling dispensers 
have also eliminated single-use plastic (SUP) water bottles in all 
Heart of House (HoH) areas
ON TRACK
•	 Continued use of sustainable, biodegradable packaging and 
materials in our food and beverage (F&B) operations including 
items made from cornstarch, bamboo fiber or paper
ACHIEVED
•	 Engaging with a local small and medium enterprise (SME)  
in Manila to recycle playing cards into a variety of  
packaging products
ACHIEVED
•	 24% reduction in waste generated in 2022 compared to 2021 and 
a 9% increase in waste diversion through composting and recycling
IN PROGRESS
•	 36% overall increase in composting compared to 2021, with  
City of Dreams Manila harvesting 48% more Vermicast and  
24% more Vermitea during the year
IN PROGRESS
•	 Through our “Clean Plate Challenge”, food plate waste reduced 
by over 24% in Macau and 50% in Manila, compared to 2021
IN PROGRESS
•	 Achieved annualized savings of over 463,625 m3 through water-
efficiency measures, an increase of 27% over the previous year
ACHIEVED
Inspiring our Communities
Goals (disclosed in 2020)
Progress in 2022
Status
Engaging 
Engaging 
our People
our People
Being the company people 
choose to work for and  
stay with 
•	 Women comprise 27% of our boards and 34% of  
senior management
ON TRACK
•	 68% of positions at the “Vice President” level and above  
have been filled from within our local community
ON TRACK
•	 170 average training hours per colleague in 2022, an increase  
of 60% over 111 hours in 2021
ACHIEVED
Safety, 
Safety, 
Health & 
Health & 
Wellbeing
Wellbeing
Being best-in-class in safety 
for our guests, colleagues 
and community
•	 99% of our colleagues completed the Hotel and Catering Safety 
Card Training Program training in 2022
ACHIEVED
•	 Close to 500 colleagues participated a series of “Feel Better” 
in-house mental wellness seminars, organized with our partner,  
The Women’s General Association of Macau
ACHIEVED
008

Responsible 
Responsible 
Gaming
Gaming
Promoting responsible 
gaming and an attitude of 
staying in control
•	 First and only integrated resort operator globally to be recognized 
by RG Check in all our jurisdictions
ACHIEVED
•	 Achievement of a perfect score of 100% with Macau’s Gaming 
Inspection and Coordination Bureau’s (DICJ) Responsible 
Gambling Indicators in 2022 at our City of Dreams Macau, Studio 
City and Golden Dragon properties
ACHIEVED
Community 
Community 
Engagement 
Engagement 
& Investment
& Investment
Supporting our communities 
and strengthening their 
economic prosperity
•	 2,276 community activities organized, a 104% increase from 2021 
with over 22,300 Melco volunteer participants 
ACHIEVED
•	 Awarded “Outstanding Corporate for Volunteerism” by the 
Association of Volunteers Social Service Macao
ACHIEVED
•	 Our in-house, HoH Roadshows generated over US$1 million worth 
of business for more than 170 local SMEs 
ACHIEVED
Sustaining our Supply Chain
Goals (disclosed in 2020)
Progress in 2022
Status
Ethical & 
Ethical & 
Sustainable 
Sustainable 
Supply Chain
Supply Chain
Procuring locally and 
creating demand for 
materials that have 
sustainability attributes in 
the supply chain
Building capacity and 
awareness of the social, 
ecological and biodiversity 
impacts in sourcing
Enhancing workers’ lives and 
working towards eliminating 
human trafficking and 
modern slavery in our 
industry and supply chains
•	 93%, 89% and 50% of our purchasing was from local companies 
in Macau, Manila and Cyprus, respectively, with 54% of our 
purchasing in Macau from local SMEs
ACHIEVED
•	 95% of tea served at City of Dreams Manila has sustainability 
attributes and 100% of coffee purchased in Manila is home-
roasted and procured from local suppliers through the  
Philippines Coffee Board (PCB)-Le Café Filipina
ACHIEVED
•	 100% of our bed and bath linen sourced in 2022 is OEKO-TEX®-
certified, ahead of our 2030 target
AHEAD
•	 Almost 90% of chemicals sourced in 2022 are in the Green and 
Amber categories, ahead of our 2025 target
AHEAD
•	 Sustainable seafood purchases accounting for 19% of all seafood 
purchased by weight for our properties in Macau and Manila, an 
increase of 4% over the previous year and in line with our target to 
purchase 20% of seafood from sustainable, local, and/or globally 
recognized certification schemes by 2025
IN PROGRESS
•	 21 capacity-building workshops held on sustainability best practices, 
with 115 attendees to date, including 93 SMEs attendees
IN PROGRESS
•	 100% completion of training pertaining to modern slavery by  
our supply chain team in 2022
ACHIEVED
•	 Extending the Mekong Club training on modern day slavery via 
the Melco Learning Academy to our suppliers
IN PROGRESS
Empowering our Business
Goals (disclosed in 2020)
Progress in 2022
Status
Ethics & 
Ethics & 
Integrity
Integrity
Being the world’s most 
responsible, ethical  
and transparent  
integrated resort
•	 97% completion rate of our Corporate Governance induction 
training on Melco’s Code of Conduct in 2022
ACHIEVED
•	 No material incidents of corruption, anti-competitive behavior  
or monopolistic practices reported
ACHIEVED
•	 Continued ethics training and capacity-building programs for  
our suppliers that include business conduct, conflict of interest 
management, confidentiality and anti-bribery offered in 2022
IN PROGRESS
Privacy & 
Privacy & 
Cybersecurity
Cybersecurity
Minimizing any risk of 
disruption from data privacy 
or cybersecurity concerns
•	 Procured cyber insurance to protect Melco against financial 
losses caused by potential cybersecurity incidents
ACHIEVED
•	 No complaints or instances of data or customer privacy breaches 
were reported in 2022
ACHIEVED
009
——— Melco resorts sustainability report 2022

2.	 Our identification of key stakeholder groups is guided by the AA1000 Stakeholder Engagement Standard (2015).
Maintaining an open dialogue with our key stakeholders empowers us to understand and act upon evolving expectations 
and concerns. Insights borne from continuous stakeholder engagement provide focus on the issues that materially impact 
our capacity to create shared value for our stakeholders and our business. Our stakeholder groups‌2, their influence  
over Melco, methods of engagement, as well as priorities and key concerns raised during our 2020 materiality assessment 
process, were reviewed in 2022 and are outlined in the table below.
Sustainability at Melco
Sustainability at Melco
Board Members
Provide strategic direction for our long-term success.
Ongoing engagement
Ongoing engagement
•	 Surveys
•	 One-on-one interviews
•	 Board meetings
Priorities / Key concerns
Priorities / Key concerns
•	 Ensuring sound procedures  
and policies to tackle key risks  
and opportunities such as  
money laundering and  
climate-related performance
•	 Aligning business strategies with 
governmental initiatives
•	 Assuring license renewal in 
operating environments
•	 Establishing a clear roadmap to 
further progress on sustainability
•	 Implementing a concise  
reporting mechanism
•	 Implementing more training on  
ESG for the Board
•	 Promoting the interest of our 
colleagues in sustainability  
and encouraging participation  
as part of the corporate culture
•	 Continuing to invest in technology  
to achieve successful climate  
change mitigation
•	 Maintaining stringent health and 
safety procedures against COVID-19
•	 Enriching guest experiences
Understanding 
What Matters 
Most
010

Governments
Provide access to operating licenses and administer regulatory measures.
Ongoing engagement
Ongoing engagement
•	 Surveys
•	 One-on-one interviews
•	 Industry forums
Priorities / Key concerns
Priorities / Key concerns
•	 Maintaining stable and sustainable 
economic contributions
•	 Promoting opportunities for job 
creation and socioeconomic 
development
•	 Managing diversification of Melco’s 
business in the long run
•	 Ongoing, transparent and 
transformative engagement with 
government to align goals and build 
sustainable economies
•	 Protecting customers’ interests on 
service quality and privacy
•	 Supporting local and rural 
communities through persistent 
efforts in community investment 
and SME engagement
•	 Managing environmental impacts 
such as GHG emissions and  
climate change
•	 Addressing culture and  
heritage preservation
Investors
Provide financial capital for long-term business success.
Ongoing engagement
Ongoing engagement
•	 Surveys
•	 One-on-one interviews
•	 Briefings and meetings
•	 Annual General Meeting
•	 Property tours
•	 Investor presentations
•	 Roadshows
•	 Conferences
Priorities / Key concerns
Priorities / Key concerns
•	 Ensuring sustained financial health 
and operational readiness as  
travel restrictions are lifted
•	 Establishing a clear roadmap to 
further progress on sustainability
•	 Improving transparency of sustainability 
performance (i.e. license renewal, 
succession planning, human capital 
development, corruption and  
money laundering)
•	 Ensuring sound corporate governance 
and responsible gaming practices
•	 Embedding more quantitative 
metrics in reporting
•	 Expanding disclosures on human rights
•	 Advocating for regulations  
against modern slavery and  
human trafficking
•	 Providing direct access to the  
board of directors of Melco  
Resorts & Entertainment  
(the “Board”) for understanding 
Board dynamics and engagement 
over ESG performance
Guests
Patronize our integrated resorts, providing the driver for business success.
Ongoing engagement
Ongoing engagement
•	 Surveys
•	 One-on-one interviews
•	 Online
•	 Social media
•	 Mystery guests
•	 Focus groups
Priorities / Key concerns
Priorities / Key concerns
•	 Maintaining strict health and safety 
measures against COVID-19
•	 Raising awareness on  
responsible gaming and 
environmental protection
•	 Ensuring customer data protection
•	 Increasing leisure and entertainment 
facilities specifically for families
•	 Ensuring service excellence  
from colleagues
•	 Supplying and offering healthier  
and organic food options
011
——— Melco resorts sustainability report 2022

Non-governmental Organizations (NGOs)
Provide socioeconomic support in the communities where we operate.
Ongoing engagement
Ongoing engagement
•	 Surveys
•	 One-on-one interviews
•	 NGO participation in  
industry meetings
•	 Collaboration on  
community projects
•	 Colleague volunteering
Priorities / Key concerns
Priorities / Key concerns
•	 Increasing the frequency and 
effectiveness of local community 
outreach and initiatives
•	 Enhancing communication 
channels and planning regular 
engagement opportunities between 
community and Board members
•	 Raising sustainability  
awareness through increased 
communication about Melco’s 
sustainability initiatives
•	 Increasing transparency on 
sustainability performance
Suppliers
Enable us to effectively provide our products and services.
Ongoing engagement
Ongoing engagement
•	 Surveys and training
•	 One-on-one interviews
•	 Supplier events and forums
•	 Meetings
•	 Assessment against our  
Code of Business Conduct 
and Ethics
Priorities / Key concerns
Priorities / Key concerns
•	 Following a clear and effective 
sustainability strategy in delivering 
positive environmental, social and 
economic impact
•	 Ensuring ethical sourcing and 
expanding the incorporation of 
sustainable items into Melco’s 
operations to minimize waste and 
reduce unnecessary material usage 
(e.g. biodegradable products)
•	 Implementing strict health and  
safety measures against COVID-19
•	 Contributing to local communities 
and publicizing information on 
international events in relation to 
culture and heritage
•	 Protecting consumer data and 
ensuring a high level of security  
and integrity for data management
Colleagues (Employees & Management)
Contribute skills and productivity to develop and execute our strategy.
Ongoing engagement
Ongoing engagement
•	 Colleague surveys and  
virtual interviews
•	 Workshops
•	 Training
•	 Various online platforms
•	 Hotline
•	 Events: townhall, family  
days, volunteering and  
wellness activities
Priorities / Key concerns
Priorities / Key concerns
•	 Establishing a clear roadmap to 
further progress on sustainability
•	 Maintaining a culture of excellence 
where colleagues are supported to 
provide exceptional guest services
•	 Providing internal career 
opportunities
•	 Ensuring the leadership team  
makes it a priority to protect and 
support people across operations 
(i.e. monitoring of safety and hygiene)
•	 Maintaining a robust and resilient 
governance structure to further 
sustainability goals
•	 Fostering a diverse and inclusive 
working environment 
•	 Championing SME outreach and 
supporting local communities 
through expanding sourcing 
partnerships, capacity building  
and volunteering
Sustainability at Melco
Sustainability at Melco
Understanding What Matters Most
Understanding What Matters Most
012

1
2
3
4
Identification of 
sustainability issues  
& stakeholder 
engagement
Evaluation  
of impacts
Outcomes  
& validation
Next steps
Assessing Materiality
We adopt a data-driven and human-led approach to ongoing stakeholder engagement and evolve 
our materiality assessment process annually to remain responsive to stakeholder concerns‌3, 
changes in the regulatory and disclosure landscape, as well as our business context and trends  
in our sector and globally. The table below summarizes changes adopted in 2022 to integrate the 
updated GRI Standards’ criteria for assessing materiality. This included assessing the positive  
and negative impacts (both actual and potential) that our sustainability issues have on the economy, 
the environment and people, as well as through the lens of impacts on human rights more explicitly.
On the following pages, we share the results of how sustainability issues are grouped based on the 
significance of their impact in the near term. We recognize that all the issues are significant and while 
we strive to meet best practice for all issues, some require additional focus to go above and beyond 
for positive impact. In our report, we continue to address our nine material topics that guide our 
business and evolving approach to sustainability. These topics address our sustainability issues 
where relevant and align with the RISE pillars of our Above & Beyond sustainability strategy.
SUSTAINABILITY at MELCO
SUSTAINABILITY at MELCO
3.	 In 2022, one-on-one interviews with internal and external stakeholders were conducted by our independent consultant, SR; 
previous years also included online surveying of close to 3,000 stakeholders along with guest satisfaction surveys.
Melco bases the identification 
of sustainability issues on:
•	 Industry research and trends
•	 Peer benchmarking
•	 Stakeholder engagement
•	 Media coverage
•	 International sustainability 
initiatives (e.g. SDGs)
•	 Sustainability reporting 
frameworks (e.g. GRI Standards)
Stakeholder groups include,  
but are not limited to:
•	 Board members
•	 Customers/Guests
•	 Melco employees  
and contractors
•	 Government representatives
•	 Investors
•	 Suppliers
•	 NGOs
•	 Academic institutions
Stakeholders were invited  
to rank sustainability issues 
based on the significance  
of Melco’s impacts on the 
economy, environment,  
and people, including their 
human rights:
•	 One-on-one interviews  
with internal and  
external stakeholders
Based on the results and  
data gathered in Step 1,  
senior management participated in 
a workshop to evaluate and 
confirm the results of the 
assessment of sustainability 
issues and to determine  
material topics
The assessment was based on:
•	 GRI Standards’ criteria for 
assessing materiality
•	 Sustainability trends, risks  
and opportunities related  
to Melco’s business
•	 An assessment of Melco’s 
sustainability impacts,  
based on the updated  
GRI Standards’ criteria, 
produced by our consultant, 
Sedgwick Richardson (SR)
•	 Concerns expressed directly 
by stakeholders
•	 What Melco deems as 
important to the business and 
its longer-term success in light 
of key risks and opportunities
•	 Melco’s influence on upstream 
entities, such as suppliers, and 
downstream entities and 
stakeholders, such as 
customers/guests
•	 Broader societal expectations
•	 Refined our stakeholder 
engagement process and 
framework to integrate the 
updated GRI Standards’ 
criteria focusing on impact
•	 Prioritized the issues that 
represent our most significant 
impacts on the economy, 
environment and people, 
including human rights 
impacts (as shown on the  
following pages), and validated  
this with our Chairman & CEO
•	 Updated report content  
and structure to expand or 
enhance the integration of 
issues for material topics 
according to the assessment
•	 Improved the communication 
of our strategic approach  
to sustainability
•	 Review and refine the 
stakeholder engagement 
process to continuously 
capture evolving expectations 
and priorities
•	 Continue to review  
and evaluate our impacts,  
risks and opportunities 
•	 Continue to evolve Melco’s 
sustainability strategy
Stakeholder Engagement AND Materiality Process
Stakeholder Engagement AND Materiality Process
013
——— Melco resorts sustainability report 2022

PILLAR &  
PILLAR &  
Material Topics
Material Topics
Sustainability  
Sustainability  
Issues
Issues
Significant Impact
Significant Impact
Positive
Restoring  
our World
	Ş
Ş	 Energy‌ & Climate 
Resilience
	Ş
Ş	 Material‌ Use & Waste
Energy and  
Energy and  
Climate Resilience
Climate Resilience
Cleaner/clean fuels support the energy transition 
and reduce climate-related risks and costs of 
mitigation and adaptation (allocate savings for 
beneficial use). Safeguard health of environment 
and society.
Water
Water
Safeguard the environment by conserving water 
and reduce costs through efficient use of 
resources (allocate savings for beneficial use).
Material Use and Waste
Material Use and Waste
Safeguard the environment by conserving 
resources and through circularity, and by 
reducing costs through efficient use of resources 
(allocate savings for beneficial use).
Biodiversity
Biodiversity
Protect to sustain life support systems, 
resources and quality of life.
Inspiring our 
Communities
	Ş
Ş	 Engaging‌ our People
	Ş
Ş	 Safety, Health‌ & Wellbeing
	Ş
Ş	 Responsible Gaming
	Ş
Ş	 Community Engagement 
& Investment
Employee Welfare  
Employee Welfare  
and Benefits
and Benefits
Just and fair employment of talented, happy  
and healthy people, providing job security  
and professional and personal fulfilment  
for employees.
Human Rights
Human Rights
Respecting rights and ensuring fair and just 
treatment of people along the value chain 
enhances professional and personal experiences 
and contributions of people.
Community Investment  
Community Investment  
and Engagement
and Engagement
Enhance the wellbeing of communities.  
Reduce inequality.
Safety, Health  
Safety, Health  
and Wellbeing
and Wellbeing
Safeguard employees and guests. Enhanced work 
and guest experience and maintenance of trust.
Our Impact along the Value Chain
Sustainability at Melco
Sustainability at Melco
Assessing Materiality
Assessing Materiality
The table below presents the results of the 2022 assessment process that aligned  
with the updated GRI Standards, grouping the sustainability issues based on the  
significance of their impact in the near term and how they align with the RISE pillars of  
our Above & Beyond sustainability strategy and its nine material topics.
014

Sustainability at Melco
Sustainability at Melco
Assessing Materiality
Assessing Materiality
LOCATION OF IMPACT 
LOCATION OF IMPACT 
ALONG THE VALUE CHAIN
ALONG THE VALUE CHAIN
Overall 
Overall 
Significance  
Significance  
of Impact
of Impact
Negative
Upstream
Operations Downstream
Impact to air quality and climate change. 
Destruction of life support systems and damage 
to ecosystems, economies and people. Cost of 
mitigation and adaptation (unable to allocate 
savings for beneficial use).
Critically Significant
Resource depletion, environmental damage and 
increased operational costs (unable to allocate 
savings for beneficial use).
Highly Significant
Resource depletion, environmental damage and 
increased operational costs (unable to allocate 
savings for beneficial use).
Highly Significant
Cost of degradation life support systems, 
resources and quality of life.
Significant
Disgruntled and impaired performance impacts 
professional and personal development, and 
performance, of employees.
Highly Significant
Unjust treatment of people is immoral and 
inhumane and denigrates people and impairs 
their professional and personal experience.
Highly Significant
Impaired wellbeing of communities.  
Increased inequality.
Highly Significant
Injuries and fatalities impact people’s lives and 
impair work and guest experiences and trust.
Highly Significant
Low
Moderate
High

Relative Impact at 
 Value Chain Location
015
——— Melco resorts sustainability report 2022

Sustainability at Melco 
Sustainability at Melco 
Assessing Materiality
Assessing Materiality
PILLAR &  
PILLAR &  
Material Topics
Material Topics
Sustainability  
Sustainability  
Issues
Issues
Significant Impact
Significant Impact
Positive
Training and Development
Training and Development
Provision of required skills to safeguard 
employment and guest experience, build 
professional and personal skills and further 
career development and fulfilment.
Diversity, Equity  
Diversity, Equity  
and Inclusion
and Inclusion
Provision of opportunities for talent and diversity 
to thrive and contribute to skill, thought and 
overall business enhancement.
Responsible Gaming
Responsible Gaming
Safeguard patrons to enable them to game 
responsibly, supporting social harmony and  
the company’s license to operate.
Culture and Heritage
Culture and Heritage
Celebrating and supporting the development of 
culture and heritage enhances the wellbeing of 
people and  communities.
Sustaining our 
Supply Chain
	Ş
Ş	 Ethical & Sustainable 
Supply Chain
Ethical and Sustainable 
Ethical and Sustainable 
Supply Chain
Supply Chain
Responsible business practices build sustainable 
business to avoid risk and environmental and 
social impacts along the supply chain. Support 
sustainable business development.
SME Management
SME Management
Building capacity for SMEs to provide goods and 
services that meet Melco’s ESG goals supports 
SME development and local economies.
Empowering 
our Business
	Ş
Ş	 Ethics‌ & Integrity
	Ş
Ş	 Privacy & Cybersecurity
Privacy and Cybersecurity
Privacy and Cybersecurity
Safeguard data and information. Avoid breaches 
and remediation costs (allocate savings for 
beneficial use). Avoid losing stakeholder trust.
Ethics and Integrity
Ethics and Integrity
Responsible business practices build sustainable 
business and create positive economic 
development. Trust of and business continuity 
with business partners. Avoid fines and negative 
business impact.
Economy and  
Economy and  
Financial Performance
Financial Performance
Resources to support sustainable business and 
economic development.
016

Sustainability at Melco
Sustainability at Melco
Assessing Materiality
Assessing Materiality
Low
Moderate
High

Relative Impact at 
 Value Chain Location
LOCATION OF IMPACT 
LOCATION OF IMPACT 
ALONG THE VALUE CHAIN
ALONG THE VALUE CHAIN
Overall 
Overall 
Significance  
Significance  
of Impact
of Impact
Negative
Upstream
Operations Downstream
Inadequate training leads to injuries and fatalities, 
incidents and impaired performance, resulting in 
impacts on employees and guests.
Highly Significant
Impaired performance and career development 
from lack of talent and diversity of thought and 
negative impacts of exclusion.
Highly Significant
Patrons impacted by the negative consequences 
of problem gaming, impacting social harmony 
and the company’s license to operate.
Significant
Lost opportunity to benefit from recognition  
of culture and heritage to build relationships  
and foster goodwill among employees, guests 
and communities.
Significant
Lack of responsible supply chain management 
impairs performance, impacts people, 
businesses and the environment and leads to 
loss of business.
Critically Significant
Failure to build capacity of SMEs reduces  
Melco’s ability to enhance supplier relationships 
to achieve ESG goals and support local 
businesses and economies. 
Highly Significant
Impact to people of loss/sharing of data and 
information. Cost of breaches and loss of 
business opportunities (unable to allocate 
savings for beneficial use).
Critically Significant
Impaired business performance/development, 
impaired reputation, loss of trust and credibility  
and cost of fines (unable to allocate savings for 
beneficial use).
Highly Significant
Lack of resources to sustainably operate 
business and support local economies.
Highly Significant
017
——— Melco resorts sustainability report 2022

Risks continue to be increasingly interconnected and 
widespread across our business and the societies in  
which we operate. The COVID-19 pandemic continued to 
create a challenging operating environment for us in 2022,  
particularly in Macau, due to prolonged border restrictions. 
We again used this as an opportunity to further collaborate 
with governments, institutions and partners, deepening  
our actions to build a more resilient business and supply  
chain for the benefit of our stakeholders, the community  
and the planet.
In ensuring a united response to business and systemic risks, 
our Enterprise Risk Management (ERM) framework is informed 
by the industry-standard ISO 31000:2018. It provides the 
process and principles for managing risks that impact our 
strategic and operational objectives, and our ability to  
create shared value. 
The Board oversees the ERM process through the Audit  
and Risk Committee. While our Chief Risk Officer (CRO) is 
operationally responsible for the process, all colleagues are 
supported to participate in identifying and mitigating existing, 
new and emerging risks. 
Existing and emerging risks, and their potential impacts  
and mitigation measures, are regularly discussed with  
the Executive Management team. The conclusion of those 
discussions is presented to the Audit and Risk Committee 
every quarter, alongside a risk register informed by the 4Ts: 
Sustainability at Melco
Sustainability at Melco
Sustainability‌ 
Risk‌ 
Management
Treat, Tolerate, Transfer or Terminate. Monthly risk 
management meetings at each property provide an 
opportunity to confirm new mitigating measures when 
necessary. In addition, Melco will circulate new or revised 
policies and procedures through email, the intranet and  
other management meetings where appropriate. 
Treat 
Tolerate 
Transfer 
Terminate
The 4Ts of Risk 
Management
018

SUSTAINABILITY at MELCO
SUSTAINABILITY at MELCO
Evolving 
Risks and 
Opportunities
Financial Sustainability
The COVID-19 pandemic continued to significantly impact our financial performance and liquidity in 2022. 
While quarantine-free travel within Greater China resumed in early 2023, the pace of recovery for our 
Macau operations is still highly uncertain. It will depend on visa issuance policies and the People’s Republic 
of China (PRC) government’s responses to any future outbreaks. Longer-term impacts may also be 
encountered due to potential declines in income/wealth levels, affecting discretionary spending and travel.
Mitigating Measures
Mitigating Measures
•	 Employing cost-containment and financing measures to manage our  
financial sustainability
•	 Evolving and diversifying our business model through the development of future-fit 
integrated resorts. Refer to “Economic Diversification” below
Opportunity
Opportunity
We have maintained a strong cost 
discipline throughout the pandemic 
and will continue to apply such 
discipline as operations  
return to normal.
The risks that we have recently identified as changing most rapidly, our Evolving Risks, as well 
as our robust mitigation efforts and the inherent opportunities, are detailed below.
019
——— Melco resorts sustainability report 2022

Sustainability at Melco
Sustainability at Melco
Evolving Risks and Opportunities
Evolving Risks and Opportunities
Data Privacy
Data privacy laws continue to tighten globally. Along with the increasing cost of compliance, privacy 
breaches may adversely impact our ability to interact with our customers. There are limited precedents  
on recently effected laws affecting the Company, such as the European Union’s General Data Protection 
Regulation, which became effective in May 2018. The PRC Personal Information Protection Law also took 
effect in November 2021, covering the processing of personal information within mainland China and 
certain personal information processing activities outside the country. Although we do not process any 
personal information in mainland China, there remain uncertainties regarding the interpretation and 
implementation of the law. It could be deemed to apply to companies operating in Macau, like us.
Mitigating Measures
Mitigating Measures
•	 Appointing Data Protection Officers in each jurisdiction
•	 Protecting the data subject rights of our customers, employees and other stakeholders 
by keeping the consent forms, privacy policies and operational procedures up to date 
with the legislative requirements
•	 Maintaining an Information Security Incident Management Policy, covering detailed 
procedures to manage a security incident and to minimize any resulting impact
Opportunity
Opportunity
The enactment of laws in certain 
jurisdictions has seen Melco heighten 
our approach to data privacy across 
all jurisdictions.
Economic Diversification
Melco understands that the long-term financial sustainability of the gaming industry is underpinned by 
economic diversification, and we have several strategies in place to achieve this objective. In Macau,  
our key operating jurisdiction, Melco strongly supports the Macau Special Administrative Region (SAR) 
Government’s development objectives to establish Macau as a World Center of Tourism and Leisure,  
and promote its own economic diversification. Melco has committed to invest US$1.5 billion in Macau  
over the next decade, including US$1.2 billion of the total investment in the non-gaming segment.
Mitigating Measures
Mitigating Measures
•	 Melco has announced Asia’s first ever residency show with superstars  
Aaron Kwok, Leon Lai and Joey Yung performing a collective 90 shows at  
Studio City Event Center in Macau between 2023 and 2025
•	 In the coming years, Melco will also revamp and relaunch the House of Dancing Water, 
open the only year-round indoor water park and outdoor waterpark for the summer 
months in Macau, unveil a Splendors of China Museum, and launch a Cineplex at  
Studio City
•	 In 2024, Melco aims to open the iRad Polyclinic at Studio City, a first-class imaging and 
diagnostic medical check-up center, helping to promote Macau as a comprehensive 
wellness body check-up destination with full-fledged medical offerings
•	 In recent years, we have also focused on international diversification, expanding our 
footprint outside of Asia and into Europe. In Cyprus, we are developing City of Dreams 
Mediterranean, a new integrated resort project set to open in 2023. The resort includes 
a five-star hotel, expansive space for Meetings, Incentives, Conferences and Exhibitions 
(MICE), a casino, an outdoor amphitheater, a family adventure park and a variety of fine-
dining and luxury retail outlets 
Opportunity
Opportunity
Support and partner with the 
governments in the jurisdictions  
in which we operate to champion 
economic diversification in  
the gaming industry.
020

Cybersecurity
Cyber risk continues to intensify globally, with cyber criminals employing increasingly sophisticated 
methods, with well-publicized attacks on large corporations occurring in 2022. Coupled with rapid changes 
in related technology, regulations and standards, there is a risk of being subject to a cyberattack and/or 
being ineffective in managing a data breach incident. This could significantly damage our reputation and 
relationships with stakeholders, causing financial loss and regulatory fines.
Mitigating Measures
Mitigating Measures
•	 Protecting Melco’s IT infrastructure and systems with a comprehensive Information 
Security Management System certified to ISO 27001
•	 Engaging an independent third-party expert in 2022 to run a cyber crisis drill in Manila 
and develop “lessons learned” to enhance cyber crisis procedures globally 
•	 Partnering with an external, highly regarded firm to further enhance information security 
posture against security breaches and mitigate cybersecurity threats
•	 Conducting mandatory online and face-to-face training on cybersecurity
Opportunity
Opportunity
Partnership with industry leaders  
in data and cybersecurity enables 
Melco to significantly increase 
in-house capacity, without impacting 
resources and cost, all while 
employing the industry’s most 
advanced detection and  
response solutions.
Climate Action Failure
While Melco remains committed to carbon neutrality by 2030, achieving our goal requires a systematic, 
united approach within our business ecosystems, including working with infrastructure developments  
and governments. In certain jurisdictions where Melco operates, access to renewable energy sources  
is limited, affecting the rate at which we can adopt alternative energy over the short and medium terms.
Mitigating Measures‌
Mitigating Measures‌4
•	 Oversight of the Carbon Neutral Working Group to continually evolve our  
approach to GHG emission reduction and to assessing, mitigating and adapting  
to climate-related risk
•	 Conducting GHG accounting and verification in compliance with the ISO 14064-3:2019 
standard, including the expansion of our Scope 3 GHG emission inventory
•	 Incorporating environmental features into building design and facilities, and adopting 
energy-efficiency practices
•	 Offsetting by purchasing Energy Attribute Certificates (EACs) issued according to  
I-REC Standard‌5 requirements
Opportunity
Opportunity
Our commitment to carbon neutrality 
by 2030 drives us to uncover 
innovative technologies and 
approaches to operate more 
efficiently and sequester our  
GHG emissions. Our proactiveness  
in addressing climate resilience 
across our value chain can provide  
a genuine first-mover advantage.
Sustainability at Melco
Sustainability at Melco
Evolving Risks and Opportunities
Evolving Risks and Opportunities
4.	 For detail on our mitigating measures, refer to our TCFD Content Index section on page 112.
5.	 The International Attribute Tracking Standard.
021
——— Melco resorts sustainability report 2022

Rapidly
 evolvin
g risks r
equirin
g preve
ntative 
and res
ponsive 
manage
ment
Gradu
ally e
volvin
g risks
 requi
ring ac
tive m
anag
ement
Stea
dily 
evol
ving
 ris
ks r
equi
ring
 ong
oing
 ma
nag
eme
nt
Sustainability at Melco
Sustainability at Melco
Our Risk Universe
Melco operates in a dynamic environment in which the risks affecting our business are constantly changing. 
We continually assess our risk universe to understand the rate at which the nature of each risk is changing. 
Risks that are rapidly changing require a preventative, responsive risk management approach, while risks with 
a more gradual rate of change remain subject to our active and ongoing management efforts. 
• • Financial sustainability
• •  
• •
Extreme weather/natural disaster/ 
pandemic preparedness
• Talent attraction, retention and  
professional development
• Culture and tone at the top
• Ethics and integrity
• Health, safety and wellbeing
• License to operate
• •  •
Local community and SME support
• • Ecological impacts and biodiversity
• Energy and climate resilience
• Anti-money laundering  
and anti-bribery
• Use of resources and  
waste management
• Sustainable and  
ethical supply chain
• • Responsible gaming
• • Inclusion, diversity and  
ethical labor practices
• Data privacy
• Cybersecurity 
• •  •
Climate  
action failure
• Economic  
diversification
022

Sustainability at Melco
Sustainability at Melco
Awards, Certifications‌ 
and Recognition‌
AWARDS
AWARDS
	Ş
Ş	 Global Gaming Awards Asia – Corporate Social 
Responsibility of the Year
	Ş
Ş	 International Gaming Awards – Sustainability Award
	Ş
Ş	 Association for Talent Development (ATD) –  
Customer Service Training category,  
ATD Excellence in Practice Awards 2022
	Ş
Ş	 Melco Cyprus recognized by the Cyprus HR Awards 2021 
for “Most Effective Recruitment Strategy” and “Best  
CSR Initiative with Employees’ Involvement” categories –  
Silver Awards, and a Bronze Award for HR Corporate 
Event of the Year 
	Ş
Ş	 Asian Excellence Awards by Corporate Governance  
Asia magazine – Best Environmental Responsibility
	Ş
Ş	 City of Dreams recognized with the CEM Excellence 
Award for “Macau Energy Saving Activity 2022”,  
Hotel Group B 
	Ş
Ş	 Nüwa Manila, Nobu Hotel and Hyatt Regency Manila at 
City of Dreams Manila recognized with the 2022  
ASEAN Green Hotel Award 
	Ş
Ş	 Macao International Environmental Co-operation Forum 
and Exhibition – Green Booth Award – Third Place
	Ş
Ş	 Macao International Trade and Investment Fair –  
Green Booth Award – Certification of Appreciation
CERTIFICATIONS
CERTIFICATIONS
	Ş
Ş	 “RG Check” accreditation by international third-party 
Responsible Gambling Council across our global portfolio 
since 2021
	Ş
Ş	 City of Dreams Macau, Studio City, and Golden Dragon 
having achieved a perfect score of 100% against the 
Responsible Gambling Indicators, which is endorsed by 
the Gaming Inspection and Coordination Bureau (DICJ)
	Ş
Ş	 Melco’s integrated resorts in Macau and the Philippines 
were among the first in the world to achieve the  
Sharecare Health Security VERIFIED® with Forbes  
Travel Guide certification
	Ş
Ş	 BREEAM “Excellent” rating for the design stage for both 
Studio City Phase 2 and City of Dreams Mediterranean
	Ş
Ş	 Being the first and only integrated resorts in Macau to 
have all self-operating F&B outlets achieve the Hazard 
Analysis Critical Control Point (HACCP) certification, 
covering City of Dreams Macau, Studio City and Altira 
Macau. Studio City first achieved the HACCP certificate 
in 2020, and the restaurants at Morpheus Hotel have been 
covered under the certificate of City of Dreams Macau 
since 2022
	Ş
Ş	 Being the first organization in the hotel and entertainment 
industry to have achieved ISO 45001 certification in 
Macau, as recognition of the occupational safety and 
health management system at City of Dreams Macau, 
Studio City, Altira Macau, Mocha Clubs and the  
Hong Kong offices
	Ş
Ş	 Certifying the Information Security Management System 
for our Macau operations under ISO 27001 since 2009
RECOGNITION
RECOGNITION
	Ş
Ş	 Attained high scores in the S&P Global Corporate 
Sustainability Assessment (CSA), putting us in the  
94th percentile for the environment category and in  
the 93rd percentile of our industry group overall
	Ş
Ş	 Achieved a score of A by the MSCI ESG Ratings
	Ş
Ş	 Received an overall score of C and retained our score  
of A- for climate-related supplier engagement strategy by 
the CDP(formerly known as Carbon Disclosure Project)
	Ş
Ş	 City of Dreams Manila received special recognition at  
the Manila Bulletin Sustainability Forum for reducing  
SUP within its integrated resorts in 2022
	Ş
Ş	 City of Dreams Manila was recognized by the prestigious 
Forbes Travel Guide with the “Work Here Work Happy Award”
	Ş
Ş	 Outstanding Corporate for Volunteerism from the 
Association of Volunteers Social Service Macao
Melco continually assesses and aligns sustainability performance in the context of global sustainable 
development goals and recognized sectoral, regional and international benchmarks. Our performance  
against these is indicated by the awards, recognition and certifications below.
023
——— Melco resorts sustainability report 2022

Quick access to Material topics
Quick access to Material topics
Energy‌ & Climate Resilience .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 028
Material‌ Use & Waste .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 036
Restoring‌ 
our World
Conserving resources, enhancing  
Conserving resources, enhancing  
climate resilience and restoring our ecosystems
climate resilience and restoring our ecosystems

Case study
Case study
Sustainability at  
City of Dreams Manila
The steady uptick in travel and entertainment saw City of Dreams Manila welcome back 
guests to an integrated resort that has made substantive, holistic progress in integrating 
sustainability across its operations, as exemplified by the following initiatives: 
•  All our hotels, and three restaurant outlets, serve water from our NORDAQ water 
filtration and bottling system, saving over 1.1 million SUP bottles in 2022.  
Water filtration and refill stations are also accessible across our integrated resort.  
Going forward, we estimate that a total of 4.1 million bottles can be avoided annually.  
Since shower amenities were replaced by large refillable containers in 2019,  
over 620,000 SUP bottles have been eliminated. City of Dreams Manila received  
special recognition at the Manila Bulletin Sustainability Forum for reducing  
SUP in 2022. At the dinner to celebrate this annual event, a five-course menu featured 
ingredients from our herb garden, alongside carbon-neutral beef and locally  
grown vegetables, mangoes and hydroponic tomatoes
•  Out of our 23 F&B restaurants and outlets, 16 serve sustainably sourced seafood,  
seven offer plant-based meat alternatives, and ten have launched carbon-neutral beef 
items on their menus. The result is a reduction of our environmental footprint without 
compromising on the menu offering, and enhancing the overall dining experience
•  Over 95% of our tea and coffee is sustainably sourced, 86% of our food is  
sourced locally, and 100% of eggs consumed are cage-free
•  A circular and regenerative system is ongoing with our rooftop gardens providing fresh 
herbs for our F&B outlets. In 2022, 145 tonnes of food waste were composted through our 
onsite compost machine, providing a nutritious soil amendment for our gardens. 
Additionally, we continued to nurture our vermicompost system and produced over  
seven tonnes and 3,300 liters of vermicast and vermitea, respectively, over the year.  
This nutritious fertilizer supports our rooftop garden to produce  
over 276 kg of herbs for our restaurants
•  Unused furniture, kitchenware, linen and towels were donated to two recognized 
charities – Bahay Arugya, serving paediatric cancer patients, and Dr. Arcadio Santos 
National High School, a school for underprivileged children
025
——— Melco resorts sustainability report 2022

As we work towards our ambitious timeline, engaging our 
colleagues as well as our business partners, suppliers, tenants 
and guests is critical. The Melco Learning Academy plays a 
pivotal role in equipping our colleagues, suppliers and tenants 
with the necessary information and tools to deliver on our 
sustainability agenda. From awareness-raising sessions to 
tailored courses, our stakeholders are supported and 
equipped to identify and take actions that further progress 
towards our goals and targets.
KEY GOALS
KEY GOALS
•	 Achieving carbon-neutral  
resorts‌6 by 2030‌7
•	 Achieving zero waste‌8  
across our resorts by 2030
•	 Contributing to circular economy 
leadership in Asia
•	 Sourcing sustainable goods  
and services
•	 Reducing our water footprint
Key Targets
Key Targets
We have set realistic intensity targets to inspire action towards 
achieving our ambitious goals. Keeping this in mind, we have 
continued to harness the power of research to ensure our 
baseline assessments of our value chain have been updated in 
light of existing infrastructure and technology. We continue to 
explore best practices and reflect this across our operations 
and with our stakeholders.
Our unwavering commitment to the environment underpins 
our Above & Beyond sustainability strategy. The inspiration for 
our sustainability strategy was set at the top, by our Chairman 
& CEO. His vision is for Melco to be a sustainability pioneer  
for the industry, to lead the way by example, and to show  
that a sustainable future is our only future. With the tone for 
sustainability leadership cemented, Melco has established  
a culture where accountability for sustainability is embedded 
across all functions and levels of our organization. 
Our Executive Sustainability Committee, chaired by our 
Senior Sustainability Advisor, leads the evolution of our 
sustainability strategy, including reviewing progress against 
our commitments at quarterly meetings, implementing 
initiatives, and engaging with experts and stakeholders.  
This committee reports and provides quarterly  
updates to the Board of Directors on progress. Please  
refer to our Corporate Governance Structure section on 
page 078 for details. 
To deliver on our strategy, we have established a Roadmap 
and Action Plan to achieve our overarching goals for carbon 
neutrality and generating zero waste by 2030. Our roadmap 
includes detailed initiatives for sustainable buildings, clean 
energy, waste reduction, water management and sustainable 
sourcing, aiming to reduce our environmental footprint and 
build climate resilience. Practical actions for implementation 
are determined by our three Working Groups, the Carbon 
Neutral Working Group, Zero Waste Working Group and 
Sustainable Sourcing Working Group, which meet monthly 
and report progress to the Executive Sustainability 
Committee. Our robust structure for implementing our 
strategy draws upon the expertise of our colleagues and 
advisors, enabling collaboration and the sharing of insights 
across the business. This approach breaks down silos,  
making our sustainability endeavors more collaborative, 
which is crucial to driving initiatives across the organization. 
Restoring our World
Restoring our World
Strategy and 
Management 
Approach
026

In support of these established Group-level goals and 
targets‌9, we have set aligned targets for our properties,  
all based on our baseline year of 2019.
	Ş
Ş	 5% tCO2e/m2 intensity reduction in Scope 1 and 2 GHG 
emissions‌10 by 2030, with ambitions for 22% reduction
	Ş
Ş	 3% kWh/m2 intensity reduction in fuel and electricity 
consumption by 2030, with ambitions to achieve  
between 22% to 28% reduction at the property level 
	Ş
Ş	 19% m3/m2 intensity reduction in water consumption by 2030
	Ş
Ş	 5% tonnes/m2 intensity reduction in non-hazardous waste 
generation by 2030, with ambitions for 24% reduction
Material topics
Material topics
Energy‌ & Climate Resilience ........................................................................028
Material‌ Use & Waste .........................................................................................036
HIGHLIGHTS
HIGHLIGHTS
Decarbonization
Decarbonization
A foundational step in our decarbonization journey has been 
establishing our Roadmap and Action Plan, taking steps 
towards 2030 to reduce and decarbonize our energy 
consumption, and establishing systems to measure, track  
and validate results. In 2022, this vital groundwork included 
extending our Scope 3 GHG emission inventory, preparing  
for its verification, and expanding our assessment of climate-
related risks and plans to address physical and transition 
risks. We also continued to reduce the GHG intensity of our 
F&B operations by increasingly adopting locally sourced and 
reduced-impact food categories and through our food waste 
reduction, composting and vermiculture initiatives.
Single-use Plastic
Single-use Plastic
Since launching NORDAQ, we have now rolled it out across 
43% of our hotel rooms and three restaurant outlets in  
Macau and Manila, eliminating over 1.4 million SUP bottles  
at City of Dreams Manila and our Macau properties in 2022. 
The rollout of NORDAQ across all our properties continues  
to gain traction, supporting our commitment to eliminating 
SUP from our value chain. Once fully operational, across all 
our properties in Macau alone, we will eliminate 14.8 million 
plastic bottles annually at normalized business volumes.
Food Waste
Food Waste
In 2022, we continued our “Clean Plate Challenge” which has 
reduced food plate waste by over 24% in Macau and 50% in 
Manila compared to 2021. In addition to the efforts of our 
colleagues to make a difference, the success of this initiative 
was also based on our collaboration with Winnow and the 
London School of Economics and Political Science to explore 
the use of Artificial Intelligence technology and behavioral 
science to reduce food waste in colleague dining rooms. 
Challenges
Challenges
In 2022, the impact of the COVID-19 pandemic, 
particularly in Macau, challenged us to progress 
our environmental commitments while striving  
to maintain operations and support our people  
and communities. Despite this, we remained 
steadfast, continuing to research and identify  
best practices, enhance our processes and 
implement new initiatives while progressing 
towards our environmental objectives. We will 
sustain and expand these efforts as business  
and occupancy at our properties improve.
2023 and BEYOND
2023 and BEYOND
Our commitment to building climate resilience is 
resolute — driving us to explore options for meeting 
our decarbonization goals and mitigating climate-
related risks. Progress towards achieving our zero-
waste goal by 2030 involves conducting regular 
KAIZEN reviews of material consumption, generation, 
and separation to identify opportunities for reducing 
waste at source and enhancing our recycling capture 
and composting rates.
6.	 As defined by The Carbon Neutral Protocol: The global standard for carbon  
neutral programs. January 2018, Natural Capital Partners. https://assets.
naturalcapitalpartners.com/downloads/The_CarbonNeutral_Protocol_
Jan_2018.pdf.
7.	
To achieve our goal of carbon neutrality, we are focused on first increasing 
energy consumed from renewable sources, which may be generated onsite 
or obtained through power purchasing agreements, and then purchasing 
Energy Attribute Certificates or other market instruments, in quantities 
equivalent to the amount of energy that is consumed through non-
renewable sources.
8.	 Achieving zero waste means avoiding the disposal of all waste materials to 
landfill or other treatment or disposal methods that do not involve the 
recovery, reuse, recycling or repurposing of the material or the generation 
of energy.
9.	 Data for compiling our intensity targets and the baseline year of 2019,  
have been externally verified.
10.	 Biogenic emissions are not included in the target boundary.
027
——— Melco resorts sustainability report 2022
027

OUR COMMITMENT
OUR COMMITMENT
With climate action failure, extreme weather and biodiversity 
loss identified as the top three most severe global risks‌11,  
we are committed to building climate resilience, energy 
efficiency and exploring renewable energy options. However, 
we know that we have much to learn. We continually seek 
opportunities to adopt innovations and new technologies,  
and incorporate insights from our stakeholders to ensure  
we are best placed to make informed decisions to reduce  
our environmental footprint.
OUR TARGETS
OUR TARGETS
•	 Achieving carbon-neutral  
resorts by 2030
•	 Minimizing the impact of  
our business on ecology  
and biodiversity
•	 Improving the operational 
performance of all our resorts  
year-on-year
•	 5% tCO2e/m2 intensity reduction  
in Scope 1 and 2 GHG emissions‌12  
by 2030, with ambitions for 22% 
reduction at the property level
•	 3% kWh/m2 intensity reduction in 
fuel and electricity consumption  
by 2030, with ambitions to achieve 
between 22% to 28% reduction  
at the property level 
Restoring our World
Restoring our World
Energy‌ 
& Climate 
Resilience
11.	 World Economic Forum, The Global Risks Report 2022.  
https://www3.weforum.org/docs/WEF_The_Global_Risks_Report_2022.pdf
12.	 Biogenic emissions are not included in the target boundary.
028

How We are Managing It
How We are Managing It
We are committed to achieving carbon-neutral resorts 
globally by 2030. Our Chairman & CEO has oversight of 
the Company’s climate strategy, which is focused on 
reducing our GHG footprint and addressing climate-
related risks and opportunities. 
We have established a Roadmap and Action Plan that 
includes specific actions within defined time periods 
towards 2030, including activities to reduce and 
decarbonize our energy consumption and address  
GHG emissions along our value chain. Starting with 
measuring consumption sources to establish our  
GHG inventory, priorities range from the ongoing 
identification and adoption of new technologies to 
enhancing how we measure performance. The 
implementation of these actions, aligned with our  
goals and targets, is driven by our Carbon Neutral,  
Zero Waste and Sustainable Sourcing Working Groups 
that meet every month and report progress to the 
Executive Sustainability Committee.
With extreme weather events on the rise globally, 
managing potential damage to our properties and 
impacts on our colleagues and guests remains a key 
concern. Building up our climate resilience continues  
to be a focus for us. We also empower our suppliers  
and stakeholders by offering training programs and 
capacity-building initiatives that help them devise 
initiatives to drive reductions in energy consumption  
and GHG emissions, and incorporate climate-related 
risks in their business decisions.
We voluntarily aligned our climate-related strategy  
and disclosures with the TCFD framework developed by 
the Financial Stability Board. In 2022, Melco worked with 
an independent sustainability consultancy to assess the 
potential climate-related risk and opportunity areas that 
may impact the Company. The key risks and opportunities 
identified are summarized in the table on the right.
TCFD Response‌ 
(Summary of Findings)
The full TCFD report, detailing our approach to 
governance, strategy, risk management, metrics and 
targets on climate-related risks and opportunities can 
be found in the TCFD Content Index on page 112.
Climate-related Risks
Climate-related Risks
Transition risks
	Ş
Ş	 Regulatory pressures and carbon pricing 
Melco has high exposure to net-zero transition 
related policies and carbon prices that could result 
in energy and fuel inflationary pressures
	Ş
Ş	 Resource procurement  
Net-zero transition related regulation could also 
heighten exposure to increased commodity  
pricing pressures 
Physical risks
	Ş
Ş	 Extreme weather events 
The increase in frequency and intensity of extreme 
weather events, such as typhoons, could pose 
considerable impact to our integrated resorts and 
could leave Melco vulnerable to rising insurance 
costs or inability to obtain sufficient coverage
	Ş
Ş	 Chronic temperature increases 
Increases in temperatures will equally intensify 
energy needs for our integrated resorts to be kept 
at desired cooling levels to satisfy guest comfort
	Ş
Ş	 Water stress 
Increased pressures on water supplies could  
result in reduced/lack of access and/or higher 
water procurement costs
Climate-related Opportunities
Climate-related Opportunities
Capital flow opportunities
	Ş
Ş	 Opportunities to reduce the cost of capital through 
financial instruments like green bonds that are 
linked to the implementation of carbon reduction/
green energy initiatives
Renewable energy and onsite  
generation opportunities
	Ş
Ş	 Sourcing renewable energy and expanding onsite 
solar generation presents an opportunity to 
decarbonize our operations, mitigate the risks 
relating to rising fossil-fuel-based energy prices 
and minimize disruption from severe weather 
events to our energy supply
029
——— Melco resorts sustainability report 2022

Sustainable Design
Sustainable Design
Melco’s integrated resorts feature unique structures designed 
for both aesthetics and resilience. We work closely with 
professional advisors, partners and suppliers to ensure our 
new buildings are designed to be resource efficient and 
resilient to withstand the risks of climate change.
Over the last few years, we have had the unique opportunity 
to commence construction from the ground up at our  
City of Dreams Mediterranean and Studio City Phase 2 
properties, with both achieving the BREEAM “Excellent” 
rating for the design stage. Studio City Phase 2 was also 
Macau’s first BREEAM-certified hotel, and the winner of the 
“Regional Award, Asia” at the BREEAM Awards 2021, as well 
as achieving Green Building Design Label 3-Star certification 
in 2021.
A wide array of environmental features have been adopted 
for these properties, ranging from responsibly sourced 
construction materials, and energy, water and resource-
efficient systems, to photovoltaic panels and infrastructure to 
support electric vehicles (EV). Refer to our 2021 Sustainability 
Report for details.
Energy & Climate Resilience
Energy & Climate Resilience
How We are Managing It
How We are Managing It
Conserving  
Biodiversity 
We know how critical biodiversity loss is to the 
future of life on Earth. When it comes to new site 
development, right from the outset, we consider 
the potential impacts of the construction process 
on the surrounding ecosystem. We have also 
ensured that our site acquisitions have considered 
protected ecological zones adequately.  
Our buildings, including the height and position of 
our building infrastructure, are also designed to not 
interfere with the migratory patterns of birds.  
We consult with ecologists and environmental 
experts before undertaking any large-scale 
construction projects to ensure that our operations 
continue to support the flourishing of  
flora and fauna.
Ecological factors have remained at the forefront  
of decision-making at our City of Dreams 
Mediterranean property as construction and 
development draw to a close. We consulted with 
local environmental experts to ensure that the 
design of our property supports habitats for 
arboreal wildlife such as birds, bats, bees and 
insects. We also plant and support the growth  
of native vegetation acclimatized to the 
Mediterranean to protect the area's biodiversity. 
Effective pest management and the adoption of soil 
and water protection practices are thoughtfully 
considered to not cause any imbalance in the 
natural environment.
As a business that recognizes that we are only  
as good as our people, it would be remiss not  
to mention our colleagues whose efforts and 
commitment to sustainability have not gone 
unnoticed. In recognition, we’d like to highlight  
that Vincent Wong, our Executive Director of 
Property Services at City of Dreams Macau,  
was awarded the Stelliers “Green Award”  
for the hospitality industry in 2022.
030

Energy-efficiency Measures
Energy-efficiency Measures
An important part of our efforts to reduce energy consumption 
is meeting and exceeding the requirements of international 
standards for environmental, energy and facility management 
systems across all our properties‌13 whenever possible. We 
monitor our consumption monthly and continue exploring 
opportunities to increasingly adopt PV panels and other 
renewable energy options across our portfolio.
In 2022, and in comparison with the previous year, energy 
consumption in absolute terms and intensity increased  
by 2% and 3%, respectively. Despite visitation rates to our 
properties globally decreasing by 17%, the slight upward 
trends are primarily attributable to jet fuel consumption.  
Of note, electricity consumption from renewable sources  
was 3% higher in 2022 than in the previous year.
Compared with our base year of 2019, energy intensity  
has reduced by 22%, considerably ahead of our target  
of a 3% reduction by 2030. This reduction is partially due  
to reduced business volume during the pandemic and the 
adoption of several energy-efficiency measures (EEMs)  
since 2018. These EEMs include de-lamping, adjusting 
ventilation flow rates, retrofitting plant and equipment, 
installing Variable Speed Drives in podium areas, Variable 
Frequency Drives in kitchens and sensors for carpark 
extractions, among others. While these EEMs have resulted  
in cumulative, annualized savings of over 51.3 million kWh,  
we remain steadfast in our ambition to achieve between a 
22% to 28% intensity reduction at the property level by 2030.
We will continually review and implement new reduction  
and efficiency opportunities to build energy resilience and 
increase investment in renewable energy. Our Executive 
Sustainability Committee and steering committees continue 
to prioritize these actions, engaging with stakeholders and 
technical experts to ensure we are positioned to achieve  
our goals.
Calculated kWh Savings based on Cumulative  
Annualized EEMs‌14
(in kWh) 
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
City of 
Dreams
Manila
Altira 
Macau
Studio
City
City of
Dreams
Macau
>51.3
million kWh 
total accumulated 
annualized 
savings
21,758,934
21,116,985
5,964,319
2,492,435
in kWh
2022
2021
2020
13.	 As the first integrated resort and hotel operator in Macau and Hong Kong to achieve 
ISO 14001 Environmental Management System and ISO 50001 Energy Management 
System certifications in 2018, as well as ISO 41001 for Facilities Management 
Systems in 2019, Melco has robust systems in place that cover our portfolio of 
properties in Macau and Hong Kong, including City of Dreams Macau, Studio City, 
Altira Macau, Mocha Clubs and Melco’s Macau and Hong Kong corporate 
headquarter offices.
14.	 2021 annualized savings for City of Dreams Manila have been restated. 
031
——— Melco resorts sustainability report 2022

Total Resort-level Purchased Electricity Consumption
(in MWh)‌
0
30,000
60,000
90,000
120,000
150,000
Okushiga 
Kogen 
Ski Resort
City of 
Dreams 
Manila
Altira 
Macau
Studio 
City
City of 
Dreams 
Macau
121,153
92,655
34,472
62,276
1,564
in MWh
2022
2021
2020
Increased electricity consumption at Studio City can be 
attributed to the ramping up of operations at Studio City 
Phase 2. The increase at City of Dreams Manila has been 
driven by the 34% rise in visitation in 2022, over the previous 
year, following the easing of restrictions in the Philippines.
Energy Consumption by Source and Intensity
(in MWh)
2022
2021
2020
Fuel consumption 
from non-renewable 
sources
 58,381 
47,770
50,738
Electricity 
consumption from 
non-renewable 
sources
 330,179 
333,985
326,116
Electricity 
consumption from 
renewable sources‌15
 1,525 
1,478
1,555
Total energy 
consumption
 390,085 
383,233
378,409
Energy intensity  
(in MWh/m2)
 0.28 
0.27
0.27
Energy & Climate Resilience
Energy & Climate Resilience
How We are Managing It
How We are Managing It
032

15.	 Solar PV systems were installed across Macau and Manila properties in 2019. 
Electricity generated from the PV panels installed at City of Dreams Manila was 
consumed onsite.
Greenhouse Gas Emissions
Greenhouse Gas Emissions
Our efforts to reduce GHG emissions evolve as we embrace 
research-backed, energy-efficient initiatives and technologies, 
install PV panels and expand our EV program. To remain 
accountable and transparent, we have expanded and 
standardized disclosures of our Scope 3 emissions in  
line with best practice. 
At a property level in 2022, reductions in GHG emissions 
achieved are primarily attributed to reduced visitation in 
Macau and normalized usage of refrigerants at Altira Macau 
following a substantial replenishment in 2021. The increase  
in Scope 1 GHG emissions at Studio City was driven by the 
replenishment of the cooling towers in 2022, and for Manila, 
this is attributable to a 34% higher visitation rate. The increase 
in total GHG emissions is due to higher non-renewable fuel 
consumption from mobile sources in 2022, primarily due to 
increased jet fuel consumption. Overall, Scope 1 and 2  
GHG emissions, in absolute and intensity terms, increased  
by 15% and 12%, respectively, in 2022 compared to 2021.  
They both decreased by a considerable 42% over our  
2019 baseline year, exceeding our target of 5% reduction  
by 2030.
Renewables
Renewables
In 2022, we made further progress on our EV program.  
In Macau, 30 of our 35 shuttle buses are EV coaches operated 
by Zhengzhou Yutong Bus Company. Across our properties, 
we operate 23 EV passenger vehicles of varying sizes and  
golf carts with the number of charging stations up 25% 
compared to 2021. 
We have onsite PV panels across our portfolio that can 
generate over 7,000 MWh at full capacity. Our 30,000 square- 
meter, 18,000 PV panel project on the City of Dreams Macau 
and Studio City roofs is the largest solar project in Macau, 
with the potential to reduce 5,100 tCO2e annually, equivalent 
to taking 12.6 million passenger cars off the road for a year.  
At our integrated resorts in Manila and Cyprus, we have 
installed 3,120 and 4,000 PV solar panels, respectively, with 
both properties capable of generating 1.2 MWh at full capacity. 
We aim to expand our onsite renewable energy generation to 
the extent possible, in line with our Roadmap and Action Plan  
for decarbonization. 
We also support clean energy by stimulating renewable 
energy markets in the region, aiming to collaborate with  
local networks and pursue creative options for purchasing 
renewable energy through power purchase agreements 
(PPAs) and other instruments. Our electricity consumption  
in Macau, Manila, Hong Kong and Taiwan is offset by 
purchasing EACs issued according to the I-REC Standard 
requirements. Similarly, in Cyprus, we purchase EACs  
with Guarantees of Origin in Europe to cover all our GHG 
emissions arising from electricity consumption. In Japan,  
we match our electricity consumption from our operations 
with local EACs generated through a scheme called  
Non-fossil Fuel Energy Certificates. The scheme follows  
a verified and validated standard and offers third-party 
assurance of electricity generation and emission reductions 
achieved. In Singapore, we purchase EACs with Tradable 
Instruments for Global Renewables.
033
——— Melco resorts sustainability report 2022

Total Resort-level Scope 1 and 2 (market-based)‌16  
GHG Emissions
(in metric tonnes of CO2e)
0
1,000
2,000
3,000
4,000
5,000
Okushiga 
Kogen 
Ski Resort
City of 
Dreams 
Manila
Altira 
Macau
Studio 
City
City of 
Dreams 
Macau
2,450
2,891
444
1,381
2,800
in metric tonnes of CO²e
2022
2021
2020
Absolute GHG Emissions by Scope and Intensity 
(in metric tonnes of CO2e)
2022
2021
2020
Scope 1 emissions
 17,142 
14,842
16,011
Emissions from 
stationary fuel 
combustion
 4,962 
5,237
4,962
Emissions from mobile 
fuel combustion
 7,467 
5,095
5,955
Fugitive emissions 
from refrigerants
 4,713 
4,510
5,095
Biogenic emissions
 212 
264
150
Scope 2 emissions 
(location-based)
 208,510 
211,787
206,420
Scope 2 emissions 
(market-based)‌16
210,241
264,659
250,972
Total Scope  
1 and 2 emissions  
(market-based)
17,142
14,842
16,011
Total Scope  
1 and 2 emission  
(market-based) 
intensity by floor area 
(in metric tonnes  
of CO2e/m2)
0.012 
0.011
0.011
Energy & Climate Resilience
Energy & Climate Resilience
How We are Managing It
How We are Managing It
034

16.	 Scope 2, market-based emissions are offset through purchasing renewable  
energy through I-RECs and other instruments. Refer to the section on Renewables 
on page 033 for details.
17.	 Refer to Performance Metrics on page 095 for detailed footnotes of Scope 3  
GHG Emissions.
18.	 Scope 3 GHG emission intensity by floor area is disclosed for 2022 data, marking 
the first year of disclosing Scope 3 emission data for all categories that are relevant 
to the Company’s business.
Scope 3 GHG Emissions‌17
(in metric tonnes of CO2e)
2022
Category 1: 
Purchased goods and services 
81,164
Category 2: 
Capital goods
200,438
Category 3: 
Fuel and energy-related activity (FERA)
56,034
Category 4: 
Upstream transportation
414
Category 5: 
Waste
1,181
Category 6: 
Business travel
612
Category 7: 
Employee travel
6,412
Category 8: 
Upstream leased assets
195
Category 13: 
Downstream leased assets
31,175
Total Scope 3 emissions
377,625
Total Scope 3 emission intensity by  
floor area (in metric tonnes of CO2e /m2)‌18
0.27
Scope 3 emissions arise from upstream activities such as 
emissions from Furniture, Fixtures and Equipment (FFE), F&B 
and upstream emissions of fuel (extraction and production). 
We now track Scope 3 GHG emissions across nine categories 
that are relevant to our business and we have standardized 
our calculation methodology. In addition to the categories  
that we have control over, we are identifying opportunities  
to reduce emissions arising from the activities of suppliers 
and contractors.
With efforts to address our footprint extending to our F&B 
operations, we continue to include more plant-based 
alternatives on menus, with over 40% of our venues in  
Macau and Manila now serving alternatives to meat.  
98% of our outlets offer vegetarian options on their menus. 
Furthermore, 79% of our outlets serve sustainable seafood, 
and we have introduced carbon-neutral beef to nine of our 
outlets. Through our rooftop garden at City of Dreams Manila,  
we also grow herbs and calamansi to meet some of the  
needs of our food outlets, and by purchasing local,  
hydroponic lettuce, tomatoes, kale and eggs, we are  
also reducing Scope 3 emissions. 
035
——— Melco resorts sustainability report 2022

Our Commitment
Our Commitment
Bold and holistic action is required to ensure natural capital  
is safeguarded for generations to come. Our commitment  
to achieving zero waste across our integrated resorts  
requires partnership, innovation and ingenuity. Along our 
value chain, we look for ways to enhance how we procure 
items, consume resources and materials and generate waste, 
seeking to minimize lifecycle impacts and adopt circular 
economic models.
Our Targets
Our Targets
•	 Achieving zero waste across  
our resorts by 2030
•	 19% m3/m2 intensity reduction in 
water consumption by 2030
•	 Increasing our capacity for  
greywater recycling across  
all our properties
•	 5% tonnes/m2 intensity reduction  
in non-hazardous waste generation 
by 2030, with ambitions for  
24% reduction, against our  
baseline year of 2019
•	 Diverting 5% of useful materials  
from disposal by 2030, against our 
baseline year of 2019, with ambitions 
for 24%
How We are Managing It
How We are Managing It
Engagement and partnership with our suppliers, peers,  
guests and local governments are core to our material use 
and waste strategies. In our quest to conserve, reuse and 
recycle, we work with our stakeholders to implement and 
manage waste reduction programs and conducting initiatives, 
focusing predominately on food waste and the reduction of 
SUP. Attention is directed to delivering and continually 
enhancing various training programs and conducting briefing 
sessions with our colleagues and suppliers to build awareness 
and inspire action. Our Zero Waste Working Group actively 
evaluates our initiatives, reviews progress and identifies  
areas for improvement or where additional resources are 
required to ensure we are on track to meet our ambitious, 
zero-waste goal and further circular economy models.
Materials
Materials
Sustainable Buildings and Construction
From design through to construction, we commit to 
sustainable building practices in ways that also create brand 
differentiation for our integrated resorts. Our construction 
projects, both Studio City Phase 2 in Macau and City of 
Dreams Mediterranean in Cyprus, have achieved the 
BREEAM “Excellent” rating at the design stage, which  
includes metrics on material use and waste management 
during construction.
Whether designing new structures or planning retrofits to 
existing ones, our team ensures the materials required are 
responsibly and locally sourced , where possible.  We work 
closely with our contractors and suppliers to abide by these 
guidelines in all of our jurisdictions.
Managing Key Product Categories
Across our integrated resorts, we consider the lifecycle of key 
product categories — ensuring future purchasing decisions 
are informed by clear, responsible sourcing guidelines. 
Additionally, we continually engage with our suppliers to 
uncover circularity opportunities and more environmentally 
responsible alternatives, without compromising quality, safety 
and guest experience. Our sourcing guidelines currently cover 
Restoring our World
Restoring our World
Material‌ 
Use & Waste
036

the following product categories: chemicals, seafood and 
cotton, with other categories in process. Details on our 
sourcing practices can be found in the Ethical & Sustainable 
Supply Chain section of this report on page 068.
Eliminating Plastic
Melco remains a signatory to the Global Tourism Plastics 
Initiative (GTPI)‌19, an initiative led by the UN Environment 
Programme and the World Tourism Organization in 
collaboration with the Ellen MacArthur Foundation. We  
have been developing and enhancing our 2025 roadmap‌20  
to address the root causes of plastic pollution within our 
operations, and publicly reporting on our progress with 
estimates of annual weights of plastic used. In 2022,  
GTPI released its new methodology‌21 for accommodation 
providers, which guides the prioritization of different plastics  
in terms of data collection and reporting. Plastic items and 
packaging have been analyzed and grouped into three 
categories, with priority given to Category 1: “problematic  
or unnecessary plastic packaging”. The total weight of  
each item will be reported along with Melco’s plan to reduce 
consumption of specific items in subsequent years. Category 
1 items include takeaway cups, lids, containers, toothbrushes, 
water and toiletry bottles, stirrers and straws, among others. 
We are developing a “Plastic Inventory” to track plastic use 
for key items highlighted by GTPI based on weight and other 
relevant metrics. Having greater visibility will help us make 
progress towards our targets, as we continue our work to 
reduce plastic in our operations and across our value chain. 
Our roadmap to eliminate packaging that is not reusable, 
recyclable or compostable includes:
Internal operations
	Ş
Ş	 Eliminating SUP bottles, shoe mitts, razors, toothbrushes 
and toothpaste, with plans to recycle and/or replace these 
with alternatives in all guest areas. Less-frequently used 
single-use items are only provided upon request
	Ş
Ş	 Replacing all SUP F&B containers and utensils with 
biodegradable, sustainable alternatives, including items 
made from cornstarch, bamboo fiber or paper, which was 
completed in 2021
	Ş
Ş	 Implementing a reuse and recycle model through water 
refilling stations, as well as establishing bottling plants 
across our properties to provide water for guests in 
refillable glass bottles (see details on our NORDAQ 
implementation on page 038)
	Ş
Ş	 Replacing small, disposable bottles with large-sized, 
refillable dispensers for shampoo and other amenities in 
guest rooms and spas. In 2022, this switch was completed 
at both Studio City towers, NÜWA Macau, Altira Macau 
and City of Dreams Manila, resulting in the elimination of 
approximately 4.2 million SUP bottles
	Ş
Ş	 Redesigning and standardizing plastic bottles in existing 
operations across properties in Macau to support 
recycling streams, and sourcing bottles made with 
recycled polyethylene terephthalate (rPET), as interim 
measures along our path to zero waste
External stakeholders – suppliers 
	Ş
Ş	 Proactively engaging with suppliers to avoid disposable 
packaging, particularly SUP, in favor of reusable and/or 
lower-impact options
	Ş
Ş	 Encouraging our suppliers to develop and incorporate 
specifications into tenders, purchase orders and other 
agreements to increase demand for reduced-impact 
products, packaging and services based on circular 
economy principles
	Ş
Ş	 Engaged with our cage-free egg suppliers to improve 
packaging by reducing reliance on SUP and  
enhancing labeling
19.	 Formerly known as the New Plastics Economy Global Commitment, which Melco 
became a signatory to in 2019.
20.	 ‌https://www.unwto.org/sustainable-development/global-tourism-plastics-initiative
21.	 https://www.oneplanetnetwork.org/sites/default/files/from-crm/221005%2520-
%2520Measurement%2520Monitoring%2520Methology%2520-%2520Digital.pdf
037
——— Melco resorts sustainability report 2022

Tenant awareness
To manage our overall waste impact, contracts with our 
tenants ask for SUP to be removed in F&B operations and for 
environmentally responsible practices to be adopted at the 
outlets. In 2022, this was extended to include compliance with 
a local ban on Styrofoam in Macau. We continued to enhance 
our standardized bin system to increase tenant awareness 
and action on recycling. We also shared our experience and 
tips from internal Zero Waste Working Group meetings at all 
our properties to encourage our tenants to implement similar 
initiatives. Train-the-trainer sessions on enhancing waste 
separation and recycling procedures, which were delayed due 
to pandemic restrictions, will be rolled out to tenants in 2023.
Progress in 2023 with NORDAQ
In 2020, Melco became the first integrated resort to commit 
to a global rollout of the NORDAQ 2000 water purification 
and bottling solution. Our goal in implementing this system is 
to gradually replace SUP bottles with refillable glass bottles  
at all of our operations. This initiative has continued to gain 
traction through 2022, with NORDAQ installed across  
43% of all our hotel rooms and three restaurant outlets in  
Macau and Manila, eliminating over 1.4 million SUP bottles  
at City of Dreams Manila and our Macau properties. Once 
fully operational across all our properties in Macau alone,  
we will eliminate 14.8 million plastic bottles annually at 
normalized business volumes.
Complementing the NORDAQ solution, water refilling 
dispensers in all our HoH areas in Macau, Manila and Cyprus‌22 
will enable us to avoid 2.8 million SUP bottles once operations 
fully resume. Our spas and fitness centers have been 
equipped with water filters and serving glasses, reducing  
the use of SUP bottles and disposable plastic or paper  
cups. Where the use of plastic bottles is unavoidable,  
we use rPET bottles that are made from recycled plastic 
whenever possible.
Waste
Waste
In progressing towards our goal of being a zero-waste 
business by 2030, we are pleased to report that across  
the Group, waste generation decreased by 24% in 2022 
compared to 2021. We attribute this reduction to our 
Material Use & Waste
Material Use & Waste
How We are Managing It
How We are Managing It
comprehensive systems designed to reduce waste in the  
first place and reuse valuable materials, an increase of  
9% in materials diverted through recycling and onsite 
composting, as well as an overall reduction in visitation  
of 17% over the previous year.
Composting
Composting and dewatering are also crucial to our waste 
management strategy. Our Zero Waste Working Group 
continues to monitor our composting efforts across our 
properties. Best practices trialed and implemented at 
locations are recommended to our colleagues globally to 
ensure our efforts are not limited to specific locations and 
properties. Our efforts at City of Dreams Manila in producing 
100% organic fertilizers continues to gain momentum. In 
Manila, 7,011 kg of Vermicast (up from 4,731 kg in 2021) and 
3,324 liters of Vermitea (up from 2,684 liters in 2021) were 
harvested in 2022, representing increases of 48% and 24%, 
respectively. These were used to support the property’s 
onsite herb garden and surrounding horticulture.
Food Waste
We understand the material impacts that food production, 
harvesting and our waste have on the environment. With food 
waste accounting for 43% of our total waste stream‌23, efforts 
to reduce and divert it from disposal are critical for reducing 
our impact. In 2022, 26% of the materials that we divert from 
disposal was food waste that was composted onsite for 
beneficial use. 
Waste from overproduction and plate waste continue to 
remain our two most substantial sources of food waste.  
By harnessing the power of advanced technology, such as 
Artificial Intelligence systems and others, we are able  
to pinpoint the types and quantities of waste generated.  
This gives us valuable information that informs what we 
produce and offer and what we focus on for internal 
awareness campaigns. In all our HoH areas, food waste  
from overproduction is monitored on a monthly basis  
and plate waste is also tracked monthly at City of Dreams, 
Studio City and City of Dreams Manila. Plans to roll these 
initiatives to other properties is underway.
038

22.	 Dispensers have also been installed at Celebrity Tower since January 2020,  
at NÜWA and Star Tower in Macau, NÜWA and Nobu in Manila in 2021 and at  
Altira Macau as of January 2022. Work is underway to roll out the system at  
the Studio City Phase 2, City of Dreams Mediterranean, Morpheus in Macau  
and Hyatt Regency in Manila.
23.	 The volume of food waste and its portion of our total waste stream was determined 
based on an audit conducted in 2019 that included an assessment of waste arising 
from our colleague dining areas and associated kitchens, restaurants operated by 
Melco and our tenants, guest rooms and onsite facilities.
Plate Waste
A tangible way we can control food waste is by reducing  
plate waste. The first step in this process is empowering our 
colleagues, guests and stakeholders through awareness of 
food waste issues, and understanding how their decisions 
make a difference. Our collaboration with Winnow and the 
London School of Economics and Political Science to trial 
communication campaigns to change colleagues’ behavior  
in 2021 was crucial in making this happen. 
In addition, owing to the increased awareness and success of 
the “Clean Plate Challenge”, we have continued this initiative 
through 2022. Plate waste has reduced by 50% in grams  
per cover at City of Dreams Manila. At the same time, our 
colleagues in Macau continued the campaign to achieve 
measurable change in behavior and reduced plate waste. 
Other initiatives that have contributed to reduced plate  
waste include:
	Ş
Ş	 Reducing serving sizes of dishes (of pre-portioned  
meals) implemented since the beginning of the  
COVID-19 pandemic
	Ş
Ş	 Using measuring cups to portion out rice, contributing to 
both health and waste reduction goals
	Ş
Ş	 Constantly reviewing feedback through surveys and 
taking action to remove unpopular dishes and to improve 
both food quality and menu offerings
Construction Waste and Optimized  
Building Infrastructure
At City of Dreams Mediterranean a plan for the reuse, 
recycling and recovery of materials throughout the 
construction process is in place, guided by the  
following targets:
	Ş
Ş	 Reducing construction waste by ≥ 12.5 tonnes per 100 m2 
generated. Procedures are in place to minimize waste, 
including wastage of raw materials by ordering 
construction materials “just in time” and through  
their proper handling and storage
	Ş
Ş	 Diverting ≥ 70% by weight or 60% by volume of 
construction waste from landfill
In addition, 28% of the total volume of material required for 
sub-bases and building foundations, as well as for gravel 
landscaping uses, comprises recycled material captured  
from site excavation during the construction phase.
Our buildings have the infrastructure to ensure waste 
reduction is maximized. Capacity for collecting, sorting and 
storing recyclable materials was considered in the planning of 
Studio City Phase 2 in Macau. Likewise, the City of Dreams 
Mediterranean property is designed to accommodate the 
segregation and management of recyclable and compostable 
waste streams. In addition to prioritizing this at new 
properties, we continue to seek ways to enhance waste 
systems across existing properties. Details can be found in 
the section on Waste Diversion below.
Waste Diversion
Waste generated in 2022 was less than in 2021 primarily due 
to reduced business volumes in Macau and efforts to reduce 
waste and expand composting and recycling. Our waste 
diversion targets are set to progress us towards our goal of 
being a zero-waste business by 2030. In 2022, 13% of our 
total waste stream was diverted from disposal through 
composting and recycling, which is 4% higher than the 9% 
diverted in 2021. We aim to make further strides in this realm 
as border and other restrictions ease and occupancy at our 
resorts increases.
039
——— Melco resorts sustainability report 2022

Material Diversion and Waste Generation‌24 with Intensity 
(in metric tonnes)
2022
2021
2020
Composting 
262 
192
36
Recycling
735 
720
319
Total materials 
diverted
997 
912
355
Incineration
5,657 
7,624
6,788
Landfill
1,026
1,160
1,131
Total waste  
generated
6,683 
8,783
7,919
Total materials 
diverted and  
waste generated
7,680 
9,695
8,274
Waste generation 
intensity (in metric 
tonnes/m2)
0.005 
0.007
0.006
Highlights of diversion initiatives in 2022 included:
Playing Cards 
The trial conducted with our card supplier in Japan enabled 
us to recycle ten tonnes of used playing cards from our 
operations in Macau, in 2021. In late 2022, City of Dreams 
Manila engaged a local business that collects and recycles 
playing cards into chipboards, which is repurposed into 
various packaging products such as food packaging boxes, 
soap boxes and toy boxes. We will continue to expand such 
circular economy solutions across all our locations.
KAIZEN Review
Following the success of the KAIZEN review undertaken in 
2021, with its results enhancing waste handling processes  
and recycling capture rates at our City of Dreams Macau, 
Studio City and Altira Macau resorts, we decided to conduct 
periodic reviews going forward. In 2022, we focused on 
opportunities to reduce waste and improve both waste 
segregation practices and the capture of plastic bottles for 
recycling at all our properties in Macau. Following our KAIZEN 
team’s observations, several actions that are now being rolled 
out include:
	Ş
Ş	 Optimizing cleaning processes to reduce chemical usage
	Ş
Ş	 Eliminating redundant processes and optimizing routes 
for waste collection to save time and resources
	Ş
Ş	 Improving access to recycling bins, including educating 
suppliers on the use of these during delivery
	Ş
Ş	 Providing training to increase awareness of plastic 
recycling, including the suitability of items and proper 
cleaning to enhance recovery rates
	Ş
Ş	 Setting up new booths every six months that use 
gamification to raise internal awareness of  
proper recycling 
	Ş
Ş	 Training colleagues on the use of composting equipment 
to minimize the risk of damage and improve the output
Our next KAIZEN review will target food waste separation, 
which is expected to commence in the first quarter of 2023.
Material Use & Waste
Material Use & Waste
How We are Managing It
How We are Managing It
24.	 Refer to Performance Metrics on page 097 for information on hazardous  
waste generation.
040

6,683
262
0.005
735
Total Waste Generated (in metric tonnes)
Total Waste Generated (in metric tonnes)
Composting (in metric tonnes)
Composting (in metric tonnes)
Waste Generation Intensity (in metric tonnes/m
Waste Generation Intensity (in metric tonnes/m2)
Recycling (in metric tonnes)
Recycling (in metric tonnes)
Material diversion by type in 2022
Material diversion by type in 2022
997
metric tonnes 

DIVERTED IN 2022

DIVERTED IN 2022
31.10%	 Paper
26.28%	 Food waste
15.25%	 Glass bottles
8.05%	 Plastic
7.37%	
Used cooking oil
6.37%	
Metal
4.45%	 Others (e.g. e-waste,  
ink toners, light fixtures, 
coffee capsules)
0.96%	 Batteries
0.16%	
Soap
041
——— Melco resorts sustainability report 2022

Water
Water
The responsible management of our water resources is vital. 
The way we conserve, source and consume water not only 
impacts our footprint and resource efficiency, but how we 
discharge wastewater can impact the aquatic ecosystems 
surrounding our properties. Across all our operations, we 
have several efficiency measures to reduce consumption, 
including automatic sensors on faucets, and water-saving 
toilets and showers. We utilize extensive planting at our 
properties to minimize water loss through wind evaporation 
from pools and water features, and rainwater recovery 
systems for onsite irrigation. Examples of property-specific 
initiatives include:
	Ş
Ş	 A sophisticated filtration system for treating and reusing 
pool water indefinitely at the House of Dancing Water 
show at City of Dreams Macau 
	Ş
Ş	 Reusing treated wastewater in City of Dreams Manila’s 
cooling tower results in annualized savings of over 
200,000 m3 of water
	Ş
Ş	 Reusing bleed-off water to flush toilets across properties 
and recycling water in Studio City’s central kitchen using a 
reverse osmosis system
	Ş
Ş	 Adopting a new compound to treat water scale in central 
kitchens to decrease the frequency of water pan drainage 
	Ş
Ş	 For City of Dreams Mediterranean, a high-tech “harvesting 
system” is being installed to collect greywater to be 
treated and re-purposed for use in toilets and gardens
	Ş
Ş	 At Studio City Phase 2, a leak detection system exposes 
water leaks within the integrated resort and between the 
building and utilities’ water meters, enabling us to prevent 
water wastage
	Ş
Ş	 At City of Dreams Mediterranean, adjustments to 
sanitaryware items, such as water closet tanks as well as 
hand wash basins and pantry sink mixers, have been 
made to achieve optimal water-efficient consumption 
levels set by BREEAM without compromising the  
guest experience
	Ş
Ş	 A utility pulsed water meter connected to the building 
management system has been installed on the main water 
supply at City of Dreams Mediterranean to enable water 
monitoring and water leak detection
	Ş
Ş	 Encouraging our colleagues to be vigilant in their water 
usage while cleaning guest rooms and public areas
	Ş
Ş	 Ongoing replacement of fixtures with more water-efficient 
options such as flow restrictors across our properties, 
including faucets, nozzles and shower heads 
Our total water consumption and water intensity across our 
properties increased by 2% and 3% compared with 2021, 
respectively, due to increased occupancy at City of Dreams 
Manila. Water efficiency measures progressively adopted at 
our properties in Macau and Manila since 2019 resulted in 
annualized savings of over 463,600 m3 in 2022, an increase 
of 27% over the previous year.
Calculated Savings based on Cumulative Annualized  
Water-efficiency Measures (WEMs)
(in m³)
Property
Annualized Water Savings (m3)
2022
2021
City of Dreams Macau
39,758
26,758
Studio City
178,835
162,753
Altira Macau
27,318
27,381
City of Dreams Manila
217,714
147,163‌25
Total
463,625
364,055
Material Use & Waste
Material Use & Waste
How We are Managing It
How We are Managing It
042

Water Consumption by Source and Intensity
(in m³)
2022
2021
2020
Municipal water
2,104,286
2,118,259
2,110,619
Recycled water 
217,714
147,549
63,120
Total water 
consumption
2,322,000
2,265,808
2,173,739
Water intensity  
by floor area  
(in m3/m2)
1.66
1.61
1.56
The 48% increase in recycled water consumption has been 
driven by City of Dreams Manila’s additional use of greywater 
from its laundry for toilet flushing. We are in the process of 
evaluating how these measures can be replicated across our 
other properties globally.
Total Resort-level Water Consumption 
(in m³)
0
200,000
400,000
600,000
800,000
1,000,000
Okushiga 
Kogen Ski 
Resort
City of 
Dreams 
Manila
Altira 
Macau
Studio 
City
City of 
Dreams 
Macau
595,231
580,840
286,017
33,401
565,282
in m³
2022
2021
2020
The decrease in water consumption at City of Dreams Macau 
is attributable to the closure of the “House of Dancing Water” 
show due to COVID-19 restrictions.
The 2021 initiative to track water efficiency across the  
Group by property has continued into 2022. These metrics 
and savings are tracked and reported to the Executive 
Sustainability Committee every month. We continue  
to work towards achieving a 19% reduction in water  
intensity against 2019 baseline levels by 2030.
25.	 2021 annualized savings for City of Dreams Manila have been restated.
043
——— Melco resorts sustainability report 2022

Inspiring our 
Communities
Making a meaningful difference  
Making a meaningful difference  
for our people, guests and communities
for our people, guests and communities
Quick access to Material topics
Quick access to Material topics
Engaging‌ our People .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 048
Safety, Health‌ & Wellbeing .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 054
Responsible Gaming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 058
Community Engagement & Investment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 060

Case study
Case study
Mental Health Support to Our 
Colleagues and Their Families
The pandemic has impacted everyone; however, as a destination so reliant on travel, 
tourism and entertainment, our community in Macau has shared many challenges.  
In recognizing some of these common hardships, we have continued to expand  
our mental health support services to our colleagues. We have also  
worked hard to destigmatize mental health concerns and normalize  
the importance of seeking support.
We appreciate that movement and mental health are closely linked. The endorphins 
released from physical exercise have been linked to supporting improved cognitive 
function and have been evidenced to reduce the risk of depression. As such,  
and throughout the year, our REACH! program was designed to encourage our people  
to participate in sports and fitness events in the community. We remained a sponsor  
of several fitness events, including and not limited to the Macao Water Run, the Macau 
Triathlons that are run quarterly and Macau Youth Charity Golf Tournaments.  
Not only did these events provide opportunities for the local community to participate  
in sporting activities, but they were well represented by our colleagues. In addition to  
the resulting physical and mental health benefits, a sense of camaraderie and  
belonging was fostered, supporting overall wellbeing.
Further, we have continued our partnership with the Women’s General Association of 
Macau to offer mental health workshops, entitled “Feel Better Mental Wellness Programs”. 
We conducted 20 sessions attended by close to 500 of our colleagues throughout  
the year. Post-workshop surveys indicated that participants benefitted from the sessions 
by picking up tools to help support their mental health, and learning how to  
access resources confidentially to support their mental health.
In Manila, we also introduced the Spiritual Value Formation program to recognize  
spirituality’s importance in supporting mental wellness. This program includes  
webinars in partnership with an NGO that provides free counselling to those  
at risk of developing or working through mental health challenges and  
Friday masses onsite, among other initiatives.
045
——— Melco resorts sustainability report 2022

We appreciate that our future relies on the engagement, 
wellbeing and motivation of our people and communities.  
We strive to uphold Melco’s reputation as an employer of 
choice, creating a workplace where our colleagues feel 
comfortable bringing their “whole selves” to work and where 
their individuality and passions are recognized and valued. 
We are committed to maintaining a culture where our people 
choose to work and flourish. Respecting international norms 
for human rights and the local laws, customs and cultures  
of all the jurisdictions where we operate is foundational.  
This commitment is upheld in tandem with our ambitions to 
effect positive change for our communities’ environmental, 
social and economic benefit.
Our accountability and contribution to the community go 
hand in hand with our business strategy and are underpinned 
by our Corporate Social Responsibility (CSR) pillars. Our CSR 
Steering Committee has oversight of our policies and systems 
to support our colleagues, guests and communities, fostering 
their development, safety, health and wellbeing.
During the pandemic, we demonstrated unwavering support 
to our colleagues, maintaining our competitive compensation 
and incentive programs. We also continued to organize 
various workshops, seminars and wellbeing initiatives and 
found opportunities to partner with government organizations 
and not-for-profit associations on community-run initiatives.
KEY GOALS
KEY GOALS
•	 Being the company people choose  
to work for and stay with 
•	 Being best-in-class in safety  
for our guests, colleagues  
and community 
•	 Promoting responsible gaming  
and an attitude of staying  
in control 
•	 Supporting our communities  
and strengthening their  
economic prosperity
1. Youth 
2. Education 
3. Women 
4. Environment 
5. Culture & Heritage 
6. Responsible Gaming 
7. Whole Person Development 
8. Small & Medium Enterprises
Volunteerism / Philanthropy
Volunteerism / Philanthropy
CSR pillars
CSR pillars
Inspiring our Communities
Inspiring our Communities
Strategy and 
Management 
Approach
046

Challenges
Challenges
Addressing the ongoing effects of the pandemic, 
including border closures and social gathering 
restrictions that affected our operations, 
colleagues and guests, remained our priority  
in 2022. Central to this is our stakeholders’ safety, 
health and security; we continue to review our 
policies, procedures, risks and controls to ensure 
that guest experiences are not compromised.  
As operations resume, we will continue supporting 
our colleagues’ physical and mental wellbeing.
Balancing the operation of the business with 
providing best-in-class benefits, personal  
and professional development opportunities,  
and engaging our colleagues and the community, 
requires meticulous planning. We have strived to 
maintain and ensure that these initiatives align  
as we move forward to create shared value.
2023 and Beyond
2023 and Beyond
As a business contingent on travel and entertainment, 
the last three years have pushed us out of our comfort 
zones as we navigated the most unchartered territories 
in our history. We will continue to explore best 
practices and enhance measures to optimize the 
health, safety and wellbeing of our people and 
guests. Maintaining an engaged workforce with 
strong morale, who are passionate about our  
goals and values, will enable us to continue to  
be a business that proudly serves our guests  
and our community.
Material topics
Material topics
Engaging‌ our People .......................................................................................... 048
Safety, Health‌ & Wellbeing ............................................................................ 054
Responsible Gaming ..........................................................................................058
Community Engagement & Investment ............................................060
HIGHLIGHTS
HIGHLIGHTS
Steadfast Support 
Steadfast Support 
While operations in Manila and Cyprus picked up pace,  
border closures and the ongoing restrictions on travel and 
entertainment in Macau had a material impact given our 
substantial operations there. Notwithstanding these 
challenges, we continued to do what we could in engaging 
with our colleagues, suppliers, stakeholders and community 
to foster a sense of fellowship.
	Ş
Ş	 Our Splendors of China initiative in Macau continued to 
offer an array of programs for colleagues
	Ş
Ş	 “Feel Better” in-house mental wellness seminars regularly 
ran throughout the year to support our colleagues
	Ş
Ş	 Our initial Foundational Acceleration Programme (FAP), 
as well as the newly launched Culinary FAP in collaboration 
with two governmental bodies, enabled our colleagues to 
accelerate their skills through job rotations, exposures, 
management skills, mentorship and career planning
	Ş
Ş	 SME HoH Roadshows, Business Matching programs and 
our “Start Young”, initiative working with young academics 
in university, continued to support stakeholders in  
our community
Outstanding Corporate for Volunteerism Award
Outstanding Corporate for Volunteerism Award
In 2022, Melco’s training program “Morpheus Moments – 
Whatever It Takes, Whenever, However” received an award 
from the prestigious talent development organization, ATD,  
in the Customer Service Training category. Our colleagues’ 
actions were again recognized with the award of “Outstanding 
Corporate for Volunteerism” by the Association of Volunteers 
Social Service Macao.
Perfect Score
Perfect Score
Our commitment to responsible gaming (RG) enabled  
City of Dreams Macau, Studio City and Mocha Golden Dragon  
to achieve a perfect score of 100% against the Responsible 
Gambling Indicators, which is endorsed by Macau’s DICJ.
047
——— Melco resorts sustainability report 2022
047

OUR TARGETS
OUR TARGETS
•	 Maintaining the number of 
colleagues receiving training/
education/professional development 
at 95% level or greater annually
•	 95% of managers to be recruited 
from the local community by 2030
•	 50% of management roles to be held 
by women by 2030
OUR COMMITMENT
OUR COMMITMENT
Our culture of service excellence is the bedrock on which  
our reputation of being a responsible and highly acclaimed 
gaming provider and integrated resort operator stands. We 
are meticulous in our recruitment and onboarding process.  
Upon becoming a member of the Melco family, our colleagues 
are encouraged and supported to explore their potential 
through a range of training, development, cross-functional 
transfers and other initiatives to ensure their continual 
personal and professional development. 
As an integrated resort operator that attracts guests from 
different backgrounds and parts of the world, our workforce 
must endeavor to reflect this diversity while balancing 
recruitment from the local communities we operate in.  
Our aim is to ensure that all guest experiences and 
interactions are free from bias. While we have made 
significant progress in adhering to high standards of  
gender equality, we know more can be done, particularly  
in the organization’s upper echelons, and we continue  
our efforts in this space. Our responsibilities also extend  
to safeguarding human and labor rights and taking a  
zero-tolerance approach to child or forced labor  
internally and across our value chain.
Inspiring our Communities
Inspiring our Communities
Engaging‌ 
our People
048

How We are Managing It
How We are Managing It
To maintain an environment where our colleagues remain 
engaged, we focus on the following areas:
Culture of 
Excellence
	Ş
Ş	 Systems aligned to premium 
brand standards
Whole Person 
Development
	Ş
Ş	 Internal career opportunities
Workforce 
Inclusion & 
Diversity
	Ş
Ş	 An equal opportunity 
employer
Work 
Environment
	Ş
Ş	 Where people feel valued, 
cared for and recognized
Safety & 
Health
	Ş
Ş	 Keeping our colleagues and 
guests safe
Culture of Excellence
Culture of Excellence
Despite the challenges facing our business over the  
last couple of years, we have continued to be steadfast in 
maintaining a culture of excellence. We uphold a strength-
based culture that brings out the best in our people, where 
our colleagues take pride being their best and in serving  
our guests and community. Our Culture of Excellence  
system provides:
	Ş
Ş	 Leadership vision and commitment
	Ş
Ş	 An environment that fosters success
	Ş
Ş	 Diligent processes and structures to deliver our brand 
promise, including a training system that delivers 
meaningful programs and customized content
	Ş
Ş	 Continuous measurement of service delivery and 
behavioral standards
	Ş
Ş	 Attractive reward structures
	Ş
Ş	 Regular performance and development reviews for  
all colleagues
	Ş
Ş	 A culture that celebrates our achievements
This approach involves a bespoke training program  
that includes:
	Ş
Ş	 Induction and orientation: new joiners receive an 
introduction to the secrets of Melco’s success:  
our philosophy, our standards and our core values
	Ş
Ş	 Technical skill training: according to our belief in “hiring 
for attitude, potential and image, and training on skills”
	Ş
Ş	 “My First 90 Days” integration program: integrates  
new colleagues into Melco’s culture of excellence through 
a proprietary program that ensures each department’s 
unique requirements, knowledge, skills and expectations 
are shared and understood
	Ş
Ş	 Consumer brand and service training: ensures that 
service is aligned with our consumer brand and 
positioning to maintain our exemplary high standards
	Ş
Ş	 Forbes Five-Star standards training: reveals what is 
behind our exquisite premium luxury service
	Ş
Ş	 Mystery shoppers: provides an opportunity for our 
colleagues to experience Melco’s service excellence and 
inspires their own commitment to being best-in-class
We aim to continuously improve how we engage with our 
guests on their expectations and experiences at our 
integrated resorts. As such, we conduct guest surveys, 
interviews and focus groups to ensure we receive feedback  
in a timely manner. We take on board all feedback received 
via formal and informal channels to further deliver on our 
culture of service and excellence.
Whole Person Development
Whole Person Development
As skills account for only a small aspect of an individual’s 
identity, we encourage our colleagues to bring their “whole 
selves” to work. Providing opportunities for our colleagues  
to develop new skills and achieve personal and professional 
growth, both within and outside their roles, is critical. Our 
“Whole Person Development” initiatives include but are  
not limited to the following:
FAP – Building new perspectives and skills
Melco’s FAP was established in 2015 to create a “one 
organization” view, by allowing our colleagues to explore 
alternative career opportunities within the business.  
Our FAP provides opportunities to explore a “day in a  
life of” colleagues across different parts of the business, 
ranging from day-long “shadowing” opportunities to longer-
term projects and transfers. The program is designed to 
ensure employees develop complementary skills that provide 
them with opportunities to perform their functions with a 
more holistic view of the business. As a business, we benefit 
from the flexibility this program offers in helping us resource 
our business needs from within the organization. In 2022,  
close to 110,000 of our gaming colleague participants have 
had the opportunity to be trained in non-gaming functions.
049
——— Melco resorts sustainability report 2022

Engaging our People
Engaging our People
How We are Managing It
How We are Managing It
Culinary Foundation Acceleration Program
Launched in 2021 in collaboration with the Labor Affairs 
Bureau (DSAL) and the Macao Institute for Tourism Studies,  
it is Macau’s first culinary program of its kind, responding to  
the ongoing demand for local culinary talent by nurturing 
Macau residents’ interest and commitment to the local 
culinary industry.
Studio City Phase 2 FAP
A special, three-stage FAP program has been devised and 
implemented for Melco colleagues ahead of the opening of 
Melco’s Studio City Phase 2. Colleagues are given opportunities 
to experience non-gaming hotel operations and thereby 
enrich their knowledge and skills. To date, more than  
8,300 gaming colleague participants have joined the  
program to broaden their experience and perspectives, 
benefiting their personal and career development goals. 
Feedback from participants was extremely positive  
with an average of 90% stating that the tours of different 
departments were beneficial and that FAP helped enhance 
their understanding of different jobs across the integrated 
resorts and how various departments can support each other.
Melco Learning Academy
We are intentional in developing training that is relevant and 
insightful to our colleagues. Our commitment to maintaining  
a culture of excellence is underpinned by our drive to instill  
a love for learning in our people. We continue to refresh  
our customized curriculum that was developed in 2009  
and make its courses available through our in-house  
Learning Academy, which was the first of its kind in Macau. 
We currently offer over 8,400 courses spanning functional 
skills such as finance, customer service, leadership, sales, 
marketing, soft skills and language offerings. In 2022, over 
1,210 courses were offered with colleagues in non-managerial 
and managerial roles spending an average of 183 hours and 
17.3 hours on these courses, respectively.
FAP Highlights
Stage 1 – FAP Experiential Tours 
A property tour to experience and observe  
a typical day of work in various departments
Stage 2 – FAP Roadshow 
A roadshow to explore further FAP or  
other internal career opportunities
Stage 3 – FAP Training  
Involves service immersion and brand training,  
as well as on-the-job training and coaching 
Total Surveys Completed 
4,043
3,590 pax
88.8%
3,695 pax
91.4%
3,654 pax
90.4%
1.	 The tour of all the different departments in  
our resort was beneficial
2.	It helped me understand different jobs within  
our resorts
3.	It helped me understand my job better and how each 
department supports each other
Strongly Agree & Agree
Others
050

Average Training Hours Completed per Employee by 
Employee Category and Gender
(Hours)
2022
2021
2020
Female
Male
Female
Male
Female
Male
Management
20.06
15.37
24.68
20.24
15.87
24.91
Non-
management
204.82
161.64
131.55
105.11
104.32
95.23
Internal Career Opportunities –  
long-term employment and career progression
At Melco, we strive to minimize turnover and ensure our 
colleagues have the skills, training and pathways to achieve 
personal and professional success. While we believe in  
a culture of excellence, we know that to stay motivated  
and not plateau, we need to provide opportunities for our 
colleagues to develop new skills. Given the scale and  
diversity of our business operations and functions, we are 
well-positioned to provide our people with opportunities  
to achieve professional and long-term career development  
by offering alternative pathways for career progression.  
In 2022, 49% of vacancies were filled by internal colleagues.
Scholarships
Melco Scholarships were launched in 2010 to support 
employees and their immediate family members, providing 
awards of financial assistance to support undergraduate 
education. In addition, Melco’s Hope Scholarships offer 
financial assistance to employees and family members  
who have experienced hardship or misfortune. Since the 
program’s inception, over US$500,000 has been awarded 
through scholarship grants to our colleagues and their  
family members.
Back to School 
Launched in 2010, our Back-to-School program is delivered  
in partnership with the Education and Youth Affairs Bureau  
of Macau and teachers from local high schools. This program 
provides colleagues who left school prematurely with the 
opportunity to gain their High School Diploma by undertaking 
formal education in-house at Melco alongside their employment. 
In 2022, 55 of our colleagues were admitted to the program 
and 20 graduated, having completed it over three years.
Melco YOU-niversity 
Our continued partnership with Edinburgh Napier University 
has enabled our colleagues to earn a Bachelor’s Degree in 
International Business over two years while employed at 
Melco. The program admits 15 students each year. Since  
its launch in 2015, 29 colleagues have graduated from Melco 
YOU-niversity, among whom nine have been promoted or 
have made an internal career change.
Graduate Trainee Program 
Our Graduate Trainee Program, organized with the DSAL, 
helps local graduates make informed decisions for their 
future careers by providing exposure to the hospitality 
industry. Established in 2020, this tailored program has  
seen local university graduates undertake three-month-long 
placements across the business. In 2022 and despite the fact 
that we had suspended hiring, we recruited 15 graduates as 
trainees in various departments, including Hotel Operations, 
Finance, Supply Chain, Entertainment, Construction Projects  
as well as Events & Promotion, five of whom were offered 
permanent positions. Feedback received from the attendees 
confirmed that the program was well-rounded and equipped 
them with practical skills to support their career 
development, including coaching and mentorship  
from business managers. 
Mentoring and Networking Group
The Melco Mentoring and Networking Group was launched  
in 2021 to cultivate long-term relationships and a strong 
community within Melco. This is a global, organization-wide 
initiative with participants from Macau, Hong Kong, Manila 
and Cyprus. Travel bans that continued to affect some of  
our locations limited our ability to run this program face-to-
face in 2022. With the continued easing of travel restrictions, 
we intend to re-launch this program in person in 2023.
051
——— Melco resorts sustainability report 2022

Workforce Inclusion & Diversity
Workforce Inclusion & Diversity
Diversity, equity and inclusion (DEI) underpins our people 
strategy at Melco, reinforcing our steadfast commitment  
to upholding human rights in line with the United Nations’ 
Universal Declaration on Human Rights and applicable legal 
requirements. We are an equal opportunity employer with 
zero tolerance for any form of discrimination or harassment 
based on age, race, religion, gender identity, sexual 
orientation, varying ability, parental/marital status,  
or other non-meritocratic factors.
We are aware of the intangible value that having people  
from different backgrounds brings and we are committed  
to upholding our values of being a diverse and inclusive 
workplace. We did not have any reported incidents of 
discrimination in 2022. Highlights of our progress on  
DEI are outlined below.
Inclusive Workplace
Over 34 nationalities are represented in our global workforce. 
Women comprise 48% of the workforce.
Hiring of Individuals with Special Needs
In upholding our vision of being an inclusive workforce,  
since 2013 Melco has been one of only two companies  
in Macau to participate in a DSAL-organized internship 
program for local students with special needs. Upon 
completing the program, we were the only company to  
offer permanent positions to the participants. We have  
had 119 interns participate to date with 53 being placed  
in permanent positions. In December 2022, we participated  
in DSAL’s career fair for the physically challenged. 
Leadership from the Local Community
In the communities where we operate, 68% of positions at  
the “Vice President” level and above have been filled locally.
WOMEN IN LEADERSHIP
WOMEN IN LEADERSHIP
27%
of directors 
across  
our boards
21%
of our 
Corporate 
Executive 
Committees
34%
of our senior 
management
41%
of our general 
management 
Engaging our People
Engaging our People
How We are Managing It
How We are Managing It
052

Family-friendly Workplace
Our reputation of being an inclusive business means 
supporting colleagues to honor their caring responsibilities, 
including women returning to the workforce. All our properties 
are equipped with lactation rooms for nursing mothers to 
support their transition back to work. In addition, initiatives  
to support our colleagues to balance work and family  
needs while minimizing risks associated with the  
pandemic remained in place during 2022.
Work Environment
Work Environment
As an organization committed to continually improving the 
work environment, we actively seek feedback from our 
colleagues. We offer many formal and informal channels for 
them to share comments and suggestions with us. On a more 
formal basis, surveys and “Meet the Management” sessions 
are conducted regularly. Other engagement channels include:
	Ş
Ş	 Focus groups across various business functions and 
integrated resorts
	Ş
Ş	 A mobile app that allows colleagues to  
“Talk to Management”
	Ş
Ş	 Newsletters and social media
	Ş
Ş	 Annual performance appraisals
	Ş
Ş	 Leadership forums
	Ş
Ş	 In-house mental wellness seminars
We offer a range of work-life balance initiatives to provide 
flexibility to meet our colleagues’ needs and provide them 
opportunities to develop their interests outside the 
workplace. These initiatives include:
	Ş
Ş	 Strawberry Life Flex Compress: a compressed 
workweek arrangement where our colleagues can 
concentrate work hours on certain days of the week
	Ş
Ş	 Strawberry Life’s part-time scheme: allowing 
colleagues to remain eligible for full-time benefits  
on a pro-rated basis
	Ş
Ş	 “Thinking of you” initiative: providing subsidized  
leave for colleagues who are evaluating career changes, 
allowing for a six- to 18-month partly paid leave of absence, 
which provides them a safety net while exploring other 
employment opportunities in other industries
	Ş
Ş	 Lifestyle Programs: workshops providing lifestyle  
and personal growth knowledge through the  
Melco Learning Academy
	Ş
Ş	 Hybrid work from home opportunities as positions and 
responsibilities allow
We also take pride in providing our colleagues with facilities 
and amenities to support their wellbeing, learning and  
social lives. Our HoH contains:
	Ş
Ş	 Premium onsite learning facilities
	Ş
Ş	 Dining rooms with an extensive menu selection,  
including healthy and sustainable options
	Ş
Ş	 Social areas with refreshments and computers for  
online learning and entertainment
	Ş
Ş	 Relaxation rooms fitted with massage chairs,  
hammocks and TVs
	Ş
Ş	 Concierge desk to support colleagues
053
——— Melco resorts sustainability report 2022

Our Commitment
Our Commitment
The safety, health and wellbeing of our colleagues and guests 
is always a top priority and we adhere to the highest safety 
and health standards. We approach safety and health 
holistically, paying due consideration to physical security, 
safety, clean pandemic control measures.
Our Target
Our Target
•	 Reduce Melco’s Group annual 
employee Injury Frequency  
Rate (IFR) by 5% in 2023,  
from base year 2019
How We Are Managing It
How We Are Managing It
Occupational Safety and Health (OSH)
Occupational Safety and Health (OSH)
OSH matters are taken seriously across all our properties.  
This has been reflected in achieving ISO 45001 certification  
at City of Dreams Macau, Studio City, Altira Macau, Mocha 
Clubs and the Hong Kong offices; the first organization in  
the hotel and entertainment industry to do so in Macau.  
Our protocols strictly adhere to OSH management system 
requirements at all our properties. Each of our integrated 
resorts has its own dedicated OSH Committee that meets 
monthly and has responsibility for:
	Ş
Ş	 Developing targeted OSH training and awareness- 
raising activities
	Ş
Ş	 Monitoring OSH performance trends and following up  
on incidents, ensuring thorough investigation and  
effective rectification 
	Ş
Ş	 Managing auditing and inspection activities
	Ş
Ş	 Identifying areas for improvement and resource  
allocation needs
	Ş
Ş	 Reporting to management on OSH issues raised by 
colleagues and contractors and corresponding  
corrective and preventative actions
New starters must complete OSH training as part of  
their induction. We understand the importance of ongoing  
training and development to ensure that the highest  
safety and compliance standards are maintained. As such,  
OSH training is part of continuous training and development  
across our organization and is mandatory for employees  
and contractors. In 2022, we utilized the quieter operational 
times to actively raise awareness of OSH across our 
properties. We ran approximately 300 internal training 
sessions, which over 12,000 colleagues attended.
Any incidents are reviewed by the CRO and the relevant 
business units then implement corrective and/or preventative 
measures as appropriate. Our Emergency Response Teams 
liaise with local authorities to devise and implement plans 
specific to each site.
Inspiring our Communities
Inspiring our Communities
Safety, Health‌ 
& Wellbeing
054

Melco Total Lost-time Incident Frequency Rate‌26
(Group average)
Group Average Rate
0
1
2
3
4
5
6
7
8
9
10
11
12
2022
2021
2020
9.27
7.75
7.31
Melco Total Recordable Injury Frequency Rate‌27
(Group average)
0.00
0.25
0.50
0.75
1.00
1.25
1.50
1.75
2.00
2.25
2.50
2022
2021
2020
Group Average Rate
1.86
1.55
1.46
This year, the average work-related IFR of 1.86 across Melco’s 
operations in Macau, Manila, Cyprus and our office in Hong 
Kong, was lower than our 20% reduction target for the year, 
against our baseline of 3.09 in 2019. However, compared to 
2021, the IFR and the lost-time incident frequency rate  
across our operations globally were higher at close to 20%. 
This is attributable to a combination of factors, including 
government-imposed restrictions that resulted in frequent 
resort closures and subsequent reopening, which in turn 
required retraining of existing colleagues and training of  
new hires at our new properties, particularly in Cyprus.  
These metrics are reviewed regularly, especially in light of  
the increase in business operations, new joiners and ongoing 
updates to regulatory safety standards. We will continue 
enhancing our safety training, monitoring and implementing 
preventative actions and remediation measures.
We also continue to support vaccination drives and encourage 
our colleagues to be vaccinated against COVID-19, both for 
their safety and for the safety and security of our guests.
Hotel and Catering Safety Card  
Hotel and Catering Safety Card  
Training Program
Training Program
Our Hotel and Catering Safety Card Training Program, 
launched in 2018, continues to be offered to colleagues. 
Topics covered in this training include emergency response, 
workplace accident prevention, fire and heat prevention and 
manual handling. DSAL and Melco actively support this 
training program and 99% of our colleagues completed  
this training in 2022.
26.	 Average total lost-time injury frequency rate (based on number of cases multiplied 
by 1,000,000 hours per 40- and 48-hour work weeks).
27.	 Average total recordable injury rate (based on the number of cases multiplied by 
200,000 hours per 40- and 48-hour work weeks).
055
——— Melco resorts sustainability report 2022

Physical 
Physical 
•	 “REACH!” – athlete  
nurturing program
•	 Macao Water Run,  
Macau Triathlons and 
Macau Youth Charity  
Golf Tournaments
Occupational  
Occupational  
and intellectual
and intellectual
•	 Training and 
development
Emotional 
Emotional 
•	 “Feel Better” mental 
wellbeing seminars for 
colleagues and families
Social 
Social 
•	 Community volunteering 
opportunities
•	 Organization-wide social 
events and opportunities 
to foster meaningful 
relationships
•	 Encouraging colleagues 
to “give back” to  
the community by 
encouraging volunteering 
during working hours
Safety, Health & Wellbeing
Safety, Health & Wellbeing
How We Are Managing It
How We Are Managing It
Healthy Air
Healthy Air
Our resorts are structured to optimize airflow, guaranteeing  
a high standard of air quality. Sensors are placed throughout 
our guest areas and HoH to provide real-time air quality data. 
Smoking is restricted to designated areas in accordance with 
legal requirements.
Wellbeing
Wellbeing
A healthy workforce, both physically and mentally, is an 
engaged one. We are aware of the serious mental health 
challenges brought about by the pandemic on individuals, 
families and communities and we constantly seek opportunities 
to support them through our initiatives. Our Pillars of Wellbeing 
guide our comprehensive approach and our health and 
wellness initiatives continued to gain momentum in 2022,  
as outlined in this chapter’s Case Study on page 045.
In 2022, we continued to partner with The Women’s General 
Association of Macau in running a series of “Feel Better” 
in-house mental wellness seminars. These sessions have 
been conducted throughout the year, with close to 500 
colleagues participating. Mental health concerns and suicide 
has been a rising risk in Asia, and we have worked hard to 
break the taboo surrounding seeking help from therapists.
We consider our colleagues and their families part of  
the wider Melco family. Given the ongoing impacts of  
the pandemic, we expanded mental health support  
and plan to extend these programs to our colleagues’  
family members in 2023.
Our Pillars of Wellbeing
056

Eating Safely, Healthily and Sustainably
Eating Safely, Healthily and Sustainably
We do not compromise on safety, hygiene and quality,  
and we want our dining guests to be assured that this is at  
the forefront of our dining outlets. Our F&B offering is subject 
to stringent food safety standards and checks. Our food 
safety teams run regular inspections to ensure compliance 
with our safety standards. All our properties have obtained 
the Hazard Analysis Critical Control Point (HACCP) 
certification. In addition, we engage an external auditor to 
conduct annual HACCP assessments at our properties.  
In 2022, we did not have any incidences of non-compliance 
arising from the audit or that resulted in any fines, penalties  
or warnings.
Regular and ongoing training is provided to our F&B colleagues 
and suppliers on food safety and how to safeguard the health 
and wellbeing of our colleagues and guests. To support this, 
we constantly review our menu offerings to ensure nutritious 
and sustainable food options are available, including those 
that cater to unique dietary preferences. In addition, we are 
committed to expanding the offering of sustainably and 
wild-caught seafood and the range of plant-based meal 
offerings to support the increased demand for these  
from our guests and colleagues.
Keeping our Properties Secure
Keeping our Properties Secure
We take the security of our guests, personnel and physical 
property very seriously. Our security personnel are 
extensively trained and are well equipped to respond to 
emergencies and threats. In addition, we rely on state-of- 
the-art technology to ensure physical controls and security 
measures are not compromised. We also maintain 
relationships of trust and reliance with the police and  
other local authorities in all our locations.
Crisis Management
Crisis Management
Our security and safety teams are highly experienced  
in managing casino-related incidents and oversee our 
emergency control and incident prevention procedures.  
We ensure regular collaboration with emergency services  
and other appropriate agencies and undergo rigorous  
testing of our crisis management plan, conducting drills  
on evacuation procedures and colleague training  
as appropriate.
057
——— Melco resorts sustainability report 2022

Our Commitment
Our Commitment
We are aware of the risks associated with being an operator  
in the gaming industry. We remain committed to safeguarding 
our guests’ wellbeing and to promoting RG. We are acutely 
aware of the duty of care we owe to our guests and colleagues. 
What makes Melco stand out is our industry reputation of 
adhering to the most stringent standards of RG. We equip  
our guests with all required tools, information and materials  
to make informed decisions when engaged in gaming 
activities at our properties. In addition, we surpass regulatory 
requirements in all the jurisdictions that we operate in  
and strive for continuous improvement to provide a fair  
and safe experience for all our guests and colleagues.
In 2021, Melco became the first integrated resort operator in 
Macau, the Philippines and Cyprus to achieve the esteemed 
RG accreditation, RG Check, well ahead of our previously set 
target year of 2025. Developed by the Responsible Gambling 
Council, RG Check is the world’s most comprehensive and 
rigorous, international, third-party RG accreditation program, 
reviewed by a prestigious and independent panel of RG 
specialists. To maintain this achievement, all our properties 
and colleagues are subject to rigorous RG checks on an 
ongoing basis.
This Responsible Gambling Indicators project, developed  
by the Responsible Gambling Work Group‌28, is a government-
endorsed certification in RG. It requires achieving a 90%  
or above score in all the assessment criteria of the RG 
Implementation Index, which are grouped under the categories 
of Training & Promotion, Self-Exclusion & Emergency 
Message and Configuration of Facilities. In the third and  
fourth quarters of 2022, the project’s Executive Team 
conducted onsite assessments at City of Dreams Macau, 
Studio City and Mocha Golden Dragon. All three properties 
achieved perfect scores of 100% and were recognized as 
“Responsible Gaming Model Units”. Melco’s strong governance 
structure, including its RG committees with oversight of all our 
operations from management to the front line, was favorably 
recognized. In addition, judges commended us on embedding 
RG across our training programs and structures. Our efforts 
to support our guests to game responsibly, including our 
offering of 24-hour assistance and visible displays of hotline 
information and RG messages, were noted. We continue to 
further enhance our promotion of RG, a responsibility we  
owe to our guests and community.
Our Target
Our Target
•	 Achieving third-party accreditation 
for all new integrated resort  
RG programs within three years  
of opening 
Inspiring our Communities
Inspiring our Communities
Responsible 
Gaming
RG Check—The most comprehensive RG Accreditation 
program in the world.
058

How We Are Managing It
How We Are Managing It
We appreciate that our guests are on a spectrum when it 
comes to understanding gaming and gaming responsibly.  
We remain proactive in offering our guests tools, safeguards, 
information and the support they need to game responsibly. 
In addition, we maintain a culture of transparency. We work 
closely with governments and gaming regulators and explore 
the use of technology to ensure the highest standards of  
RG are upheld across all our properties.  
Leadership from the Top
Leadership from the Top
The tone for RG is set from the top, with our Chairman & CEO, 
Lawrence Ho, accountable for our RG strategy. Our RG Steering 
Committee is well represented by leaders from both gaming 
and non-gaming departments and from all our properties. 
The Committee provides strategic direction for all our  
RG initiatives. Supplementing this are separate working 
committees that frequently meet to review, recommend  
and manage the implementation of strategies to bolster  
our RG initiatives further.
Technology and Process
Technology and Process
Technology is critical for effectively managing our RG 
processes. Real-time facial recognition security systems  
are integral to our gaming infrastructure in Macau, Manila  
and Cyprus, supporting self-exclusion. We continually  
explore developments and ensure our technology,  
processes and controls keep up with the rapid pace  
of technological advancements.
Educating our Colleagues on RG
Educating our Colleagues on RG
Our people are at the core of our RG strategy, which can only 
be successful if our front-line colleagues are equipped with 
the right tools to support our guests. As such, they undergo 
rigorous and regular training, at least quarterly, to maintain our 
high standards and ensure we comply with legislation and the 
training requirements required to retain our RG accreditation. 
Training for colleagues in this area is run via in-person courses 
and e-learning offerings.  
Our colleagues are frequently required to complete RG 
assessments online, and we dedicate a particular month  
of each year as “RG Awareness Month” to further increase 
awareness, accountability and action. We also invite NGOs 
and other community stakeholders to engage with our 
colleagues and suppliers as part of our HoH Roadshows  
and community-building events. 
RG Ambassadors
RG Ambassadors
Our RG ambassadors are frontline managers who are  
subject matter experts on all issues surrounding RG.  
They are specifically trained to support our guests and 
colleagues in a more sophisticated manner, including  
through referrals to professional counseling services and 
self-exclusion and other support services as required. 
Representatives from our RG Ambassador team,  
including close to 900 qualified managers who  
serve as contact points for all RG-related issues,  
are available onsite 24/7.
The rigorous training program to be qualified as an  
RG Ambassador includes:
	Ş
Ş	 Level 1 – RG Introduction
	Ş
Ş	 Level 2 – RG Advanced course
	Ş
Ş	 Level 3 – RG Ambassador training
Participation rates for the training in 2022 range from 90 to 
100% of our colleagues attending across our properties.
Supporting the Community
Supporting the Community
Raising awareness of RG in the communities we operate in  
is critically important. We surpass regulatory requirements 
for operators to display RG information for our guests at our 
properties, and we actively engage people in our communities 
on the subject.
28.	 The Group comprises members from the Social Welfare Bureau, Gaming Inspection 
and Coordination Bureau, Education and Youth Development Bureau, Institute for 
the Study of Commercial Gaming (“ISCG”) at University of Macau and Centre for 
Gaming and Tourism Studies of Macao Polytechnic University.
059
——— Melco resorts sustainability report 2022

Our Commitment
Our Commitment
At Melco, we recognize that to go far, we must go hand in  
hand with all our stakeholders to create lasting impact.  
Over the years, we have designed, developed and implemented 
numerous programs to provide opportunities for our colleagues 
to engage with the local community through volunteering, 
charitable donations and sponsorships. We also proactively 
work with local SMEs and seek opportunities to promote 
conservation of heritage and local culture.
Not only do all these initiatives provide Melco with a greater 
understanding of our community’s unique attributes, needs 
and challenges, they also serve as a critical channel for our 
colleagues to engage with our wider community. This further 
enhances a spirit of giving, belonging and pride among our 
colleagues and community members.
Our Targets
Our Targets
•	 80% of global colleagues to 
volunteer at least 4 hours per year 
•	 Each jurisdiction to run cultural  
and heritage programs that help 
develop people into knowledgeable 
and engaged ambassadors of  
their country
•	 Advance the economic prosperity  
of local SMEs
Inspiring our Communities
Inspiring our Communities
Community 
Engagement 
& Investment
How We Are Managing It
How We Are Managing It
Our relationship with our community sustains us. We do not 
take this for granted. We recognize the benefit and synergies 
from strong relationships built with our local communities, 
and reciprocate by offering support when needed. We also 
know that our suppliers and other local businesses are 
essential to the community and ecosystem we operate in.
CSR Steering Committee
CSR Steering Committee
Our Chairman & CEO, Lawrence Ho, is passionate about 
engaging with our local communities and leads our CSR 
Steering Committee. The committee comprises colleagues 
with a sound understanding of their local communities’  
unique challenges and issues and who have relationships with 
governments, authorities and NGOs working to alleviate these 
concerns. This committee meets monthly to review and track 
the progress of our community engagement initiatives and 
identify improvement areas.
Our CSR Approach and Programs
Our CSR Approach and Programs
Supported by our CSR pillars, we strive to meet the unique 
needs of local communities by:
	Ş
Ş	 Engaging with local SMEs and suppliers 
	Ş
Ş	 Partnering closely with local NGOs, charities,  
academia, government departments, associations  
and other organizations 
	Ş
Ş	 Being mindful of local needs and developing differentiated 
programs that offer practical solutions for social issues  
	Ş
Ş	 Aligning needs with our business strategy for a 
sustainable approach
060

Our CSR pillars underpin our mission for our business to 
create positive impact. In reporting on our partnerships  
and programs to strengthen our communities, we focus  
on the following areas:
	Ş
Ş	 Economic Prosperity for Local SMEs 
	Ş
Ş	 Volunteerism
	Ş
Ş	 Disaster/Pandemic Relief Response 
	Ş
Ş	 Culture and Heritage 
	Ş
Ş	 Philanthropy
Economic Prosperity for Local SMEs
Economic Prosperity for Local SMEs
Our commitment to operate globally, but think and act  
locally by supporting local SMEs, remains strong. Over  
the past few years, the disruptions to our supply chains 
further accelerated the pace at which we have had to  
think unconventionally and prioritize local procurement.  
We continue to explore opportunities to foster greater 
partnerships and build the capacity of local SMEs.  
Some of our initiatives in 2022 on this front include:
Industry Participation
	Ş
Ş	 Participated in the 27th Macao International Trade  
& Investment Fair, Macao Franchise Expo 2022,  
2022 Portuguese Speaking Countries Products  
and Services Exhibition
	Ş
Ş	 Attended the 2nd Procurement Alliance Matching Event 
organized by the Macau Young Entrepreneur Incubation 
Centre in October 2022, meeting at least 30 SMEs and 
supporting more than 100 SME booths
Online Business Matching
In the fourth quarter of 2022, we conducted an “Online 
Business Matching” program. This program was well  
attended with over 60 SMEs participating. Products  
and services showcased and supplied included project 
alterations, fixtures, furniture and equipment, operational 
systems, IT and engineering equipment. We remain 
committed to engaging with and supporting local SMEs. 
Melco SME Academy 
Our commitment to instilling a love for life-long learning is  
not limited to our colleagues. Developed under the umbrella 
of our Learning Academy, the SME Academy provides 
targeted training programs to support local businesses  
and SMEs. Programs are designed to address the nuances  
of being an SME operating in a global environment and 
include topics such as sustainability, work ethics, product 
development, food safety and hygiene. We trust that these 
tools will equip our SME partners to remain competitive  
and achieve scale in our increasingly evolving business 
environment. In 2022, five workshops were conducted  
with 116 attendees from 96 SMEs.
HoH Roadshows 
We open our doors and provide rent-free retail space as part 
of our HoH Roadshows to support local SMEs. The roadshows 
serve as an effective platform for increasing revenue and 
market exposure for our SME partners, most of whom have 
been adversely affected by the pandemic. 
In total, our HoH Roadshows generated over US$1 million 
worth of business for local SMEs in 2022. Over 170 SMEs, as 
well as NGOs, participated in the 155 roadshow sessions held. 
“Privileges for You” Shopping Carnival
In 2022, the Macao Federation of Trade Unions and  
Melco furthered our collaboration and co-organized the 
“Privileges for You” Shopping Carnival. This was designed  
to enable SMEs to showcase their products and services  
and support their business endeavors. Approximately 140 
SMEs participated in the Shopping Carnival hosted during  
the Labor Day holiday weekend, with around 120 of our 
colleagues volunteering to support the participating SMEs.
Volunteerism
Volunteerism
We take great pride in the efforts of our colleagues who  
“give back” through volunteering. Across our three key locations, 
Macau, Manila and Cyprus, over 22,000 participants 
volunteered their time across over 2,000 volunteering 
initiatives during 2022.
Volunteering Initiatives
2022
2021
Activities
2,276
1,114
Participants
22,346
16,000
Neighborhood Letter Follow up
Our Mocha Club and Altira colleagues dropped off over 
37,000 letters to households and SMEs in their neighborhoods. 
Over 170 of our employees offered their time to help with 
cleaning and minor home repairs, focusing on supporting 
households with elderly residents.
061
——— Melco resorts sustainability report 2022

Community Engagement & Investment
Community Engagement & Investment
How We Are Managing It
How We Are Managing It
	Ş
Ş	 partnering with three children’s homes on another  
“Small Dreams” program for participants to a enjoy a  
hot meal with friends, a haircut at a salon, a hotel stay  
or Christmas cakes
	Ş
Ş	 hosting a children’s carnival, including festive celebrations 
and running festive cooking workshops, benefitting over 
400 children
	Ş
Ş	 partnering with the Association for Rehabilitation of  
Drug Abusers of Macau through our “Adopt an NGO” 
program. The program was designed to enable 
rehabilitated individuals ease back into society by 
developing skills to help them become self-sustainable, 
such how to operate a café, thereby providing them a 
means of livelihood
	Ş
Ş	 supporting the government’s community-wide testing  
for COVID-19, with over 430 of our colleagues operating 
these test stations
	Ş
Ş	 engaging over 150 volunteers in a beach and walking  
trail clean-up
City of Dreams Manila
	Ş
Ş	 donating surplus linen to our partners, including Bahay 
Aruga, and participating in blood donation campaigns
	Ş
Ş	 supporting “Children’s Joy Foundation”, “Spoonful of 
Dreams” and educational institutions in their endeavors
	Ş
Ş	 donating over 4,100 kg of used linen, as well as items no 
longer fit for operations but still in usable condition, 
including chairs and kitchen items, to the Correctional 
Institution for Women in Manila
City of Dreams Mediterranean 
	Ş
Ş	 conducting forest, underwater and beach clean-ups in  
the Akrotiri area, Limassol and Ayia Napa Harbor, aimed 
at reducing land and marine litter and raising awareness 
about the impact of pollution on the country’s ecosystem
	Ş
Ş	 organizing the “No Child Without a Present This Year” 
Christmas charity campaign for the third consecutive 
year, in collaboration with the newspaper, Efimerida 
Lemesos, wherein employees donated toys, clothing, 
electronics and supermarket vouchers to ensure less-
privileged children receive Christmas presents
	Ş
Ş	 running pottery classes and other workshops for children
	Ş
Ş	 participating in blood donation programs
Simple Acts of Kindness 2.0
Melco’s “Simple Acts of Kindness” was initiated in 2020  
to help the community in Macau during the height of the 
pandemic. The Simple Acts of Kindness philosophy is  
based on the principle that a multitude of little things can  
have a big impact. Having seen the benefits of this initiative 
over the last two years, we continued the program in 2022. 
Community initiatives as part of this program include: 
Properties in Macau
	Ş
Ş	 working with care homes to give our time and support to 
the elderly, including offering help with day-to-day jobs
	Ş
Ş	 visiting households of the elderly with over 1,500 
employees delivering food and groceries during the 
lockdown and helping with odd jobs
	Ş
Ş	 partnering with nine care homes on the “Small Dreams” 
program that enables elderly residents to realize their 
dreams, such as being able to go out to a restaurant, 
undertaking studies in the field of nursing, or learning  
a new art form such as flamenco dancing 
We are very happy that 
Melco Volunteer Team 
came to help us beautify 
the wall at our playground. 
We believe that art has no 
boundary, and it promotes 
inclusion for the mentally 
challenged. It means a lot  
to us, and the results  
are outstanding!
Ms. Grace Lam 
Principal of Concordia School of  
Special Education
062

Culture and Heritage
Culture and Heritage
In operating within the wider tourism industry, we have  
the opportunity to protect and promote local heritage and 
raise awareness of the cultural aspects of our jurisdictions.
In 2016, we launched our Splendors of China initiative in 
Macau, a series of courses that we curated to raise awareness 
of Chinese culture and heritage. Over 20,000, equivalent to 
95% of our colleagues, have completed courses since its 
rollout, with over 50% of the participants completing more 
than the one required elective. In 2022, close to 10,000 of our 
colleagues, representing almost 90% of our colleagues in 
Macau, completed the Government Patriotic Exhibit, while 
over 1,200 colleagues attended the National Security Exhibit. 
The overwhelming feedback from colleagues who completed 
this course is that of pride in their country’s history and 
economic performance. 
Youth Engagement
Youth Engagement
The youth of today is the talent and workforce of tomorrow; 
we are committed to supporting their development. The 
Youth Star Talent Contest, now in its third year, provides  
an opportunity for the youth of Macau to showcase their 
talent while developing an appreciation of cultural heritage. 
By interacting with other youth in the community from 
different schools, they develop valuable skills in leadership 
and build their capacity for working in teams and competing 
in a healthy manner. This program attracted over 900 youth 
from 55 schools in Macau in 2022.
The “Start Young” initiative involves a collaboration with the 
academic community, industry and society, both nationally 
and internationally, to cultivate talent in Macau and beyond. 
“Start Young” is Macau’s first integrated resort business  
case study competition exploring the theme of sustainability, 
showcasing Melco’s Above & Beyond sustainability strategy to 
participating students. It is designed to help them understand 
on-the-ground business operations better and identify 
sustainable optimization solutions through field visits.  
The program involved 22 onsite visits and two rounds of 
virtual sustainability seminars and environmental tours;  
over 300 students in the Greater Bay Area benefitted from 
this program. The feedback received was overwhelmingly 
positive, with participants appreciating the opportunity to 
experience the practical implementation of academic and 
theoretical concepts.
Disaster Relief 
Disaster Relief 
In the Philippines, we have continued to support our 
community in the aftermath of the COVID-19 pandemic  
and through Typhoon Odette by supporting vaccinations, 
donating rapid test kits and providing monetary assistance  
to those most vulnerable. Melco Cyprus collaborated with 
CNS Group to donate five, lightweight fire emergency 
response vehicles to communities affected by the wildfires 
that devasted rural areas of Larnaca and Limassol in 2021.
Philanthropy
Philanthropy
At Melco, we seek opportunities to support meaningful 
initiatives that improve the livelihood of and empower the 
most vulnerable in the community. In 2022, we donated  
nearly US$8 million to causes supporting youth, SME  
and micro-enterprise development, culture and heritage, 
community needs and disaster relief. With business volume 
down 40% over the previous year, we made every effort to 
focus our monetary, in-kind and volunteering resources to 
support priority needs in our communities.
Charitable Contributions‌29
(US$)
2008-2021 (cumulative)
US$118 million
2022
US$7.85 million
29.	 Including cash contributions, in-kind donations and donations from our  
Philippines Foundation.
063
——— Melco resorts sustainability report 2022

Sustaining our 
Supply Chain
Transparency, traceability and  
Transparency, traceability and  
transformation to further sustainable supply chains
transformation to further sustainable supply chains
Quick access to Material topics
Quick access to Material topics
Ethical & Sustainable Supply Chain .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 068

Case study
Case study
Supporting Locally Sourced 
Coffee in the Philippines
Our sourcing strategy focuses on strengthening relationships with our suppliers and 
building their capacity, supporting local communities and reducing the environmental 
impact of the items we procure. An example of how we make this is happen is with coffee, 
an everyday ingredient in our business and part of a thriving industry in the Philippines. 
With the country being one of the few in the world that produces the four, commercially 
viable Arabica, Robusta, Liberica and Excelsa varieties, coffee was an ideal category for 
exploring local sourcing alternatives to meet our needs at City of Dreams Manila.
To see what was possible, we reached out to the Philippines Coffee Board (PCB)-Le Café 
Filipina, to understand the coffee industry and its role in working with producers, roasters 
and other participants along the supply chain. PCB strives to create an inclusive, equitable 
and sustainable coffee value chain by supporting local farmers and entrepreneurs and 
connecting them with customers while focusing on empowering women who play an active 
role within the industry. PCB also delivers technical assistance, research, training and 
certification programs in partnership with Cavite State University and the departments of 
Trade and Industry, and Agriculture, in the Philippines. PCB runs a marketing and 
promotional initiative for locally certified coffee known as Kape Isla, a “Gold Standard” 
coffee quality seal for the industry. Based on our discussions with PCB, we knew that  
its mission and initiatives aligned with our sustainability commitment to support  
local farmers’ cooperatives and promote the local coffee industry. 
In addition to sourcing 100% of our coffee locally, we have conducted several training 
seminars in partnership with PCB that engaged various stakeholders, including our 
colleagues involved in sourcing and serving coffee. Building on the success of our in-house 
coffee roasting at City of Dreams Manila, we will plan to exploring other relevant capacity-
building courses for our colleagues. We plan to implement other initiatives to support  
the local coffee industry such as participating in the annual Coffee Origins Festival in 
October 2023 and raising awareness of our collaboration with local farmers and 
consumption of local coffee among our stakeholders. In support of International  
Women’s Day, Melco worked closely with PCB to promote its “W Blend”  
that specifically honors the contribution of women across the coffee value chain.
065
——— Melco resorts sustainability report 2022

Key Goals
Key Goals
•	 Procuring locally and creating 
demand for materials that have 
sustainability attributes
•	 Building capacity and awareness  
of the social, ecological and 
biodiversity impacts in sourcing
•	 Striving to eliminate human 
trafficking and modern slavery in  
our industry and supply chains
Material Topic
Material Topic
Ethical & Sustainable Supply Chain ...................................................... 068
As a global company with over 4,000 suppliers worldwide, 
including over 1,700 in Macau, we know we are uniquely 
positioned to influence our suppliers to integrate leading 
environmental and social practices. Our efforts focus on 
working with like-minded suppliers to reduce and eliminate 
adverse environmental and social impacts, integrating 
sustainable attributes into our shared products and services, 
and targeting programs and policies on sourcing locally. 
We review and update our Supplier Code of Conduct 
(Supplier Code) regularly, which forms the basis for 
maintaining accountability and transparency in decision 
making across our supply chain. In addition, we endeavor to 
support small- and medium-sized businesses, particularly 
those we know to have been negatively affected during  
the pandemic. We also run regular training and information 
sessions for our suppliers and partners along our value chain, 
recognizing that together we can accelerate shared value 
creation for business, society and the environment.
Sustaining our Supply Chain
Sustaining our Supply Chain
Strategy and 
Management 
Approach
066

Highlights
Highlights
Ongoing pandemic disruptions to international supply chains 
have amplified our efforts to source local products within all 
our jurisdictions. While delighted with the quality of products 
we have substituted locally, the added benefit of reducing our 
carbon footprint makes these efforts all the more worthwhile. 
In 2022, 93% of our purchasing was from local companies in 
Macau, out of which 54% was from local SMEs. In Manila and 
Cyprus, 89% and 50% of our procurement supports local 
businesses, respectively. This approach fosters a greater 
camaraderie with other businesses in our communities, 
further strengthening the resilience of our supply chains.
In Cyprus, sustainability training courses have been included 
in the Absorb Learning Academy, which includes modules 
that address global sustainability issues and where they 
intersect with Melco’s supply chain goals and objectives.  
We continue to run extensive supplier training, including 
workshops on OSH, business ethics, and The Mekong Club’s 
supply chain training with a focus on eradicating modern slavery.
In 2022, we further updated our procurement system, 
Birchstreet, which provides us access to our global data, 
giving us a “single entity view” of our supply chain. This has 
increased transparency over matters relating to our  
supply chain while enabling us to make purchasing  
decisions centrally.
In line with customer expectations, our menus increasingly 
communicate the sourcing of plant-based alternatives and 
other vegetarian options, carbon-neutral beef, and locally  
and sustainably sourced food items. We continue to make 
progress in sourcing only cage-free eggs by 2025, and are 
also taking the initiative to trial sustainably grown cacao and 
vanilla sourced from small, female-run farming enterprises.
Challenges
Challenges
Our industry is emerging from the headwinds 
experienced due to government restrictions on 
entertainment and border closures. The cost of 
transportation and logistics was unprecedented, 
and unreliable supply chains challenged us to 
explore alternative avenues. Rising costs globally 
are another risk that all businesses must manage 
amid high inflationary conditions. In response,  
we continue to harness the power of technology  
to improve data collection and visibility over our 
supply chain, which has reduced delays, facilitated 
greater clarity and communication between 
stakeholders, and helped us optimize purchasing  
to manage cost and the timeliness of delivery. 
Access and visibility over this data will continue  
to enable us to make better decisions centrally  
in line with our sustainability goals. 
2023 and BEYOND
2023 and BEYOND
Our partnership with The Mekong Club, which 
came to fruition in 2021, continues to go from 
strength to strength. Given the magnitude of  
risk associated with violations of human rights,  
we have extended our collaboration to make its 
training module accessible to our suppliers as part 
of our supplier training programs. As we further 
educate others on human rights issues within the 
hospitality industry, we hope to amplify targeted 
action, particularly against modern slavery. 
Robust sourcing guidelines, which support the 
adoption of sustainability best practices by suppliers 
and the sourcing of items with sustainability 
attributes, require continual enhancement as  
new information and understanding emerge.  
As part of this ongoing effort, we are expanding  
our sustainable sourcing categories to include  
more products such as coffee, vanilla and cocoa. 
067
——— Melco resorts sustainability report 2022
067

Sustaining our Supply Chain
Sustaining our Supply Chain
Ethical & 
Sustainable 
Supply Chain
Our Commitment
Our Commitment
Given the scale and reach of Melco’s operations, we recognize 
our influence over a wide range of suppliers and guests across 
our value chain. We continue to embed our sustainability 
values into the fabric of our culture internally to ensure our 
partners, suppliers and guests experience the benefits across 
all our interactions with them. This includes expanding our 
efforts to source locally, publicly promoting the local products 
we procure, and addressing human rights risks associated 
with hospitality supply chains.
Our Targets
Our Targets
•	 Sourcing 80% of our procurement 
choices with sustainability attributes 
by 2025
•	 Purchasing 100% of our bed linen 
and towels from OEKO-TEX®-
certified suppliers and 100% of our 
pure cotton linen and towels from 
sustainable sources by 2030
•	 Procuring 20% of our seafood from 
sustainable, local, and/or globally 
recognized certification schemes  
by 2025
•	 Sourcing 50% of our chemicals rated 
as Green or Amber by 2025
•	 Sourcing 100% cage-free eggs  
by 2025
How We Are Managing It
How We Are Managing It
The Sustainable Sourcing Working Group has oversight of  
our sustainable sourcing strategy. This working group is 
represented by a broad range of members from across  
the organization who bring their unique expertise and 
perspectives to further our goals for sustainable sourcing. 
This Group meets every month and reports to the  
Executive Sustainability Committee.
We engage with suppliers committed to incorporating 
sustainability considerations in their value chain and  
who have agreed to meet the requirements of our  
Supplier Code. Some of the critical issues addressed  
in the Supplier Code include:
	Ş
Ş	 Ethical and fair business practices, including zero 
tolerance for misleading advertising and unfair advantage
	Ş
Ş	 Human rights, including freedom of association, the right 
to collective bargaining, fair labor practices and our 
zero-tolerance policy on modern slavery, including any 
form of forced or harmful child labor
	Ş
Ş	 Standards for health and safety
068

Ş
Ş	 Environmental protection measures
	Ş
Ş	 Anti-corruption and anti-bribery practices
	Ş
Ş	 Data privacy and upholding confidentiality in  
business conduct
Suppliers also have access to our whistleblowing channels 
and are encouraged to raise any instances of actual or 
potential misconduct safely and confidentially. Further details 
can be found in our Ethics‌ & Integrity section on page 080 
of this report.
Supplier Engagement
Supplier Engagement
Our suppliers are an integral part of our value chain and  
we are committed to working together on sustainability 
initiatives for mutual benefit. We engage with our local and 
SME suppliers to collaborate on new product development 
initiatives. When invited to share perspectives, input from  
our suppliers leads to process improvements and enhanced 
product and packaging design. Another way we can tangibly 
support and engage with our suppliers is through training.  
We run “Sustainability and Ethics” workshops on close to a 
monthly basis, and we encourage our suppliers to participate. 
Technological Advancements and  
Process Improvements
We continue working with our suppliers to enhance 
transparency and optimize the supply chain to ensure 
efficient use of time and resources for all. 
Our online purchase-to-pay procurement system, now 
implemented globally across all of Melco’s operating entities, 
has improved our oversight of procurement and spending 
while keeping track of consumables and materials used.  
This enhances efficiencies along our supply chain, reducing 
HoH Roadshow  
Highlights 
334 
SMEs and NGOs participated since 2019
394  
sessions held since 2019
The SME Academy was established in 2017.
The SME Experience Tour has been  
implemented since 2016.
Ethical & Sustainable Supply Chain
Ethical & Sustainable Supply Chain
How we are managing it
How we are managing it
the risk of disruption and delays, and enabling us to plan 
ahead. Further, automation of our invoicing and billing has 
helped us optimize the use of our colleagues’ time and 
resources while also ensuring our suppliers are paid promptly. 
In 2022, we also expanded the use of our procurement 
system, Birchstreet, and aligned our Standard Operating 
Procedures (SOPs) to support more centralized management 
of our supply chains, thus giving us access to our procurement 
data across the world, which is particularly important as 
inflationary conditions remain.
069
——— Melco resorts sustainability report 2022

Capacity Building
Our capacity-building initiatives are designed for colleagues 
and suppliers to contribute to our joint sustainability efforts 
with an ongoing series of workshops held.
21
events  
held to date
115
attendees, 
including  
93 SMEs
Supporting our suppliers to adopt environmentally 
responsible practices is a continual focus. We regularly 
engage around topics such as responsible sourcing, 
eliminating waste, increasing recycled and biodegradable 
content, and eliminating the use of SUP packaging. As part  
of our KAIZEN exercise to enhance waste diversion, we 
continually work with our suppliers to reduce packaging  
and make delivery processes more efficient. This involves 
setting up appropriate recycling bins and signage at product 
receiving areas and warehouses and briefing suppliers to 
carry out responsible waste segregation when making 
deliveries onsite. In addition, we encourage our suppliers  
to develop and incorporate specifications into tenders, 
purchase orders and other agreements to increase demand 
for lower-impact products and packaging, and services based 
on circular economy principles. Details on these initiatives 
can be found in our Material‌ Use & Waste section on 
page 036 of this report.
Additional information on specific capacity-building programs 
for SMEs can be found in this report’s Community Engagement 
& Investment section on page 060.
Supplier Showcase
A highlight of our supplier engagement activities in Macau  
is showcasing items with sustainability attributes, including 
both food and non-food items. This event endeavors to share 
information on sustainable and ethical products while informing 
suppliers about Melco’s requirements and aspirations, and to 
gain insight into suppliers or markets that offer innovative 
products. The showcases will continue as operations resume 
from the impact of the pandemic restrictions.
Sourcing Guidelines
Sourcing Guidelines
We strive to make better decisions with enhanced knowledge 
and empower our business partners and suppliers across  
our supply chains to do the same. Our sourcing guidelines 
continue to adhere to high standards of procurement  
and sustainability.
Cotton
Given our reliance on cotton, we have guidelines for  
procuring cotton and related items from sources that  
mitigate the environmental impacts of water consumption, 
agrochemicals, and the conversion of habitats for agricultural 
use that result from growing, harvesting and manufacturing 
cotton. In addition, we are committed to ensuring that our 
linen and towels are free from harmful chemicals and safe  
for use. In 2021, our operations in Macau and Manila achieved 
our target for 100% of our bed and bath linen to be sourced 
from OEKO-TEX®-certified and other sustainable sources  
by 2030, nine years ahead of schedule. Our efforts to 
enhance the sustainability attributes of other textiles, 
including uniforms and other materials, continue.
In 2022, we repurposed, donated or recycled linen and towels 
to Bahay Aruga, a free, halfway house for paediatric cancer 
patients, and Dr. Arcadio Santos National High School,  
a school for underprivileged students.
Chemicals
Our commitment to exploring safer chemicals for use in  
our operations is unwavering. Our Executive Sustainability 
Committee continues to monitor the use of chemicals across 
our properties every quarter. Our sourcing guidelines use a 
traffic-light rating system (Green, Amber or Red) that enables 
us to have transparency in the use of approved chemicals. 
The rating system includes criteria that assess impacts  
on human health, toxicity, ecosystem degradation  
and bioaccumulation.
In 2022, we continued to reduce consumption of Red-rated 
chemicals — maintaining the safety and hygiene of our 
properties during a pandemic while balancing the 
Ethical & Sustainable Supply Chain
Ethical & Sustainable Supply Chain
How We Are Managing It
How We Are Managing It
070

environmental impacts of the chemicals we use. We continue 
to consolidate and standardize the use of chemicals across 
all our properties globally with the hope that it not only 
delivers economies of scale, but also greater oversight of  
our environmental footprint from these consumables.  
We reduced the total number of chemical products 
consumed by 10% in 2022 and 23% by spend over  
the previous year. With close to 90% of the chemicals  
we use now rated as Green or Amber, we have already 
exceeded our target of them comprising 50% of  
our consumption by 2025.
Chemical Consolidation for Macau and Manila
(in US$ million)
0.0
0.3
0.6
0.9
1.2
1.5
1.8
1.51
Global Chemical Spend by Sustainability Rating (US$ million)
-23%
global spend 
and close to 90% 
Green or Amber
2022
2021
1.17
-23%
Green
Amber
Red
% Diﬀerence
Seafood
We demonstrate our commitment to UN SDG 14, Life  
under Water, by updating our sourcing guidelines to 
increasingly adopt available options for procuring seafood 
that is sustainably sourced and, where possible, from local,  
small-scale fishers. In addition, we have joined the “Better 
Seafood Philippines” challenge, which is supported by  
The United States Agency for International Development 
(USAID) and the Philippines Bureau of Fisheries and Aquatic 
Resources (BFAR). Facilitated by the Sustainable Fisheries 
Partnership, an American nonprofit organization focused  
on restoring the ocean, the initiative commits participants  
to source seafood responsibly.
Our Sustainable Seafood Sourcing Guidelines prioritize 
seafood certified by international bodies such as the Marine 
Stewardship Council (MSC), Aquaculture Stewardship  
Council (ASC), Global Aquaculture Alliance – Best Aquaculture 
Practices (BAP), the GLOBAL G.A.P Aquaculture Certification 
and other standards. Our procurement strategy is based on 
science-based recommendations from the Convention on 
International Trade in Endangered Species of Wild Fauna and 
Flora (CITES) and the International Union for Conservation of 
Nature (IUCN), as well as the World Wide Fund for Nature 
(WWF)’s Local Seafood Guide. 
The proportion of sustainable seafood purchased each 
quarter at each property is reviewed by the Executive 
Sustainability Committee, which in turn reports to the  
Board quarterly. Despite the challenges and disruptions to 
our supply chain and the impact of restrictions on dining  
and entertainment through most of 2022, we are pleased to 
report that sustainable seafood purchases increased by a 
further 4% by weight over the previous year, now accounting 
for 19% of all seafood purchased by weight for our properties 
in Macau and Manila. In particular, sustainable seafood 
purchased in Manila accounts for 34% of all seafood 
purchased — a 12% increase compared to 2021.
071
——— Melco resorts sustainability report 2022

“We are proud that one example of  
our commitment to enhance the 
sustainability of our procurement 
practices – by supporting local farmers 
and communities and the humane 
treatment of livestock – now means 
that 100% of the delicious eggs that  
we serve in restaurants for our 
colleagues and guests are locally 
sourced and cage-free.” 
Markus Tauwald 
Executive Chef, Western, City of Dreams Manila
072

Cage-free Eggs
Since March 2022, 100% of the eggs served at City of Dreams 
Manila are from cage-free, local sources. With most of our 
F&B outlets in Macau following suit, delivering on our 
commitment to source and offer 100% cage-free eggs  
by 2025 across our entire portfolio is within sight.
Cocoa, Coffee, Tea and Vanilla 
In 2022, we continued to explore options and expand the 
range of products we procure with sustainability attributes. 
Over 95% of the tea served at our Manila property is now 
from sustainable sources. 100% of our coffee, representing 
approximately six metric tons of coffee served in Manila, is 
home-roasted and procured from local suppliers through  
the PCB. In Macau, 72% of our coffee capsules and 7% of our 
teabags are responsibly sourced. We will continue prioritizing 
chocolate and vanilla vendors from the Philippines for our 
properties in Manila and Macau and expand our existing 
practices to further responsible procurement supporting 
local providers.
Human Trafficking and Modern Slavery
Human Trafficking and Modern Slavery
We are acutely aware of the hospitality industry’s  
vulnerability to the risk of human trafficking and modern 
slavery. We address these risks through codes of conduct, 
training and collaboration with our partners. Our employment 
contracts are designed to comply with local laws and we 
adhere to and exceed requirements related to fair and 
reasonable working hours, minimum wage limits and  
providing a safe workplace for our colleagues. 
Our security personnel are well trained to identify underage 
and minor patrons and potential sexual exploitation and  
other suspicious activities. We have developed strong 
partnerships with local authorities, task forces, industry 
leaders and NGOs to work collaboratively to manage  
these risks. Our partnership with The Mekong Club has 
ensured that its training programs are now embedded  
in our orientation and supplier training and are regularly 
offered through our Absorb Learning Academy. In 2022, 
100% of our procurement team colleagues completed  
training on matters pertaining to modern slavery globally.
The Mekong Club 
Training
Given the risk of human trafficking and modern slavery 
within the hospitality industry and its supply chains,  
raising awareness and building capacity for our 
stakeholders to address these risks is critical.
Since The Mekong Club conducted in-depth training  
on modern slavery for our procurement team in 2021,  
the Melco Learning Academy has rolled out online, 
tailored training to more of our colleagues and our 
suppliers. The course comprises four modules with a 
video and an assessment to be completed for each 
topic to reinforce the learning. In 2022, our colleagues 
responsible for procurement and our suppliers that  
completed the course received an average  
score of 88% on the assessments.
Key topics addressed in the training include: 
	Ş
Ş	 Introduction to the concept and definition of 
modern slavery and the prominence of common yet 
lesser-known instances of slavery, including but not 
limited to workers in factories, on construction sites 
or fishing vessels and hospitality staff,  
among others
	Ş
Ş	 Specific focus on modern slavery and its influence 
on the hospitality industry, as well as signs to look 
out for related to third-party contractors and  
other risks
	Ş
Ş	 Discussion of the various forms modern slavery, 
including forced labor that accounts for 75% of 
instances with 60% of those instances related  
to supply chain manufacturing
	Ş
Ş	 The vital role played by the private sector in 
lobbying and influencing the public sector on 
changing policies, regulations and increasing 
transparency on this topic
	Ş
Ş	 The importance of maintaining transparency across 
the value chain, including supply chain mapping, 
traceability and supplier capacity development  
to support a holistic approach to supply chain 
management programs to eradicate modern slavery
073
——— Melco resorts sustainability report 2022

Empowering 
our Business
Our license to operate is both  
Our license to operate is both  
a privilege and a responsibility
a privilege and a responsibility
Quick access to Material topics
Quick access to Material topics
Ethics‌ & Integrity .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 080
Privacy & Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 084

Case study
Case study
Health, Safety  
and Wellbeing
With border restrictions again significantly impacting our Macau operations in the last  
12 months, we used the operational downtime to shine a spotlight on the important topics 
of safety, health and wellbeing. OSH has always been paramount in our business. We are 
proud to have been the first organization in the hotel and entertainment industry to 
achieve the ISO 45001 certification in Macau; again, renewing this certification in 2022.  
In 2022, the Risk Department chaired monthly Risk Committee meetings at each property 
in Macau. Throughout the year, all workplace injuries were reviewed to ensure adequate 
remediation of the root cause of any incidents, such as enhancing hazard signage  
and running additional training on the performance of physical tasks. This led to a  
77.4% reduction in work-related injuries across Macau compared to the pre-pandemic 
2019 base year. We have also achieved a continual decrease in work-related  
injuries throughout the pandemic, with a 54.3% reduction in 2020 and  
a 63.7% reduction in 2021, compared to the 2019 base year.
The monthly Risk Committee meetings also included a review of the root cause of  
any food safety incidents, and findings from food safety inspections. While City of Dreams 
Macau and Altira Macau have been HACCP certified for several years, we also used this 
time to gain certifications for our other Macau properties. Studio City first achieved 
HACCP certification in 2021, and in 2022 the certificate at City of Dreams Macau was 
extended to cover the restaurants at the Morpheus Hotel. With this accomplished,  
Melco is now the first company in Macau to have all self-operated food outlets at  
all resorts certified under the widely recognized HACCP standards.
With all the experience our teams gained in achieving the certifications noted above,  
in 2022, we set forth a program to encourage transferring this knowledge for the 
betterment of all colleagues. This culminated in the Risk Department developing training 
programs on nutrition and healthy eating, special dietary requirements, and common food 
allergies; these were launched on Melco’s online training platform for all Macau colleagues 
to participate. A total of 1,826 colleagues completed these training courses in 2022. 
Posters on these topics were also displayed throughout the HoH areas in Macau.  
These training courses were so well received that, based on demand,  
quarterly nutrition workshops will be run in 2023 for colleagues in Macau.
075
——— Melco resorts sustainability report 2022

Empowering our Business
Empowering our Business
Strategy and 
Management 
Approach
Highlights
Highlights
Unwavering Support  
Unwavering Support  
Our operations in Manila have seen a resurgence upon the 
relaxation of pandemic restrictions, and the development of 
our Cyprus property continues apace. In contrast, our Macau 
business continued to face challenges associated with the 
pandemic border closures. Given the significance of our 
Macau operations to the Group, and despite these ongoing 
disruptions, we were unwavering in our efforts to support our 
colleagues and other key stakeholders, particularly SMEs that 
form an integral part of our value chain. 
Future-ready Governance Practices  
Future-ready Governance Practices  
Furthermore, our commitment to upholding and enhancing 
our governance practices remains a priority. We have taken 
advantage of quieter business times to further invest in 
updating policies, procedures and controls to ensure our 
colleagues and systems are well positioned for future 
developments. We have continued to ensure all our processes 
comply with updated laws and regulations locally and globally. 
This included a particular focus on ensuring adherence to 
China’s Personal Information Protection Law (PIPL) that came 
into effect in November 2021. Actions were also taken to 
address anti-money laundering measures for gaming 
operations in Cyprus and Manila, and the evolving regulatory 
environment concerning cybersecurity and data privacy.
RG Accreditation
RG Accreditation
We were proud to become the first integrated resort operator 
in Macau, the Philippines and Cyprus to achieve the esteemed, 
internationally recognized, third-party RG accreditation,  
RG Check, in 2021. This year, we have continued to focus on 
our compliance and adherence to this accreditation. 
We take great pride in our Above & Beyond strategy,  
at the heart of which is our commitment to inspire our 
guests to realize that a sustainable future is a better  
future. We aspire to operate our business to the highest 
responsibility, ethical and transparency standards; leading 
the industry in addressing common challenges, engaging 
with key stakeholders and creating shared value. 
Melco holds itself to the highest sustainability standards —  
underpinned by our absolute commitment to robust 
governance, ethical conduct throughout our value chain, 
and world-class data security for our stakeholders.  
Our governance structure forms the bedrock, laying a  
solid foundation upon which we continue to enhance  
our sustainability policies, metric and performance.
Key Goals
Key Goals
•	 Operating our business to  
the highest responsibility, ethical  
and transparency standards
•	 Minimizing any risk of occurrence  
or disruption from data privacy  
or cybersecurity events
Material Topics
Material Topics
Ethics‌ & Integrity ................................................................................................... 080
Privacy & Cybersecurity ................................................................................. 084
076

Cybersecurity and Data Privacy 
Cybersecurity and Data Privacy 
We continue to work closely with third-party advisors  
to implement best practice procedures, in line with our  
roadmap defined under the National Institute of Standards 
and Technology (NIST) Framework that was set in 2021.  
In 2022, this included augmenting cyber crisis procedures 
globally and running a cyber crisis drill in Manila, as well as 
continuing to enhance the monitoring performed by the 
Managed Security Service Provider (MSSP).
Our Policies and Statements
Our Policies and Statements
Our Above & Beyond sustainability strategy is underpinned 
by the policies listed below that enable us to manage potential 
risks. Melco reviews policies regularly to ensure they are 
relevant and designed to meet objectives. 
Anti-Money Laundering (AML) and  
Anti-Money Laundering (AML) and  
Counter-Terrorist Financing (CTF) Policy
Counter-Terrorist Financing (CTF) Policy
Board Diversity Policy
Board Diversity Policy
Corporate Governance Guidelines 
Corporate Governance Guidelines 
Code of Business Conduct and Ethics
Code of Business Conduct and Ethics
Environmental Sustainability Policy
Environmental Sustainability Policy
Ethical Business Practices Program
Ethical Business Practices Program
Information Security Policy
Information Security Policy
Inclusion & Diversity Statement
Inclusion & Diversity Statement
Occupational Safety and Health Policy
Occupational Safety and Health Policy
Procedures for Handling Complaints  
Procedures for Handling Complaints  
and Whistleblowing
and Whistleblowing
Sponsorship and Donations Policy
Sponsorship and Donations Policy
Supplier Code of Conduct
Supplier Code of Conduct
Privacy-Personal Data Protection Policy
Privacy-Personal Data Protection Policy
Challenges
Challenges
The government-imposed shutdowns that 
underpinned stagnation in our operations over 
2020 and 2021 continued through 2022. Macau, 
which has historically been our primary driver  
of business performance, had stringent border 
restrictions in place throughout 2022. This negative 
impact on tourism continues to challenge the 
Group’s financial and operational success. 
In response, we proudly confirm that any measures 
to achieve cost savings and operational efficiencies 
have not altered our ability to execute our 
sustainability strategy. We continually review  
our risks to ensure our management practices  
have sufficient mitigating actions embedded 
without compromising our high ESG standards.
2023 and BEYOND
2023 and BEYOND
We are confident that the drastic impacts of the 
COVID-19 pandemic are now behind us; we can  
say with confidence we’ve found ways not just  
to survive but thrive during the adversity. We are 
optimistic about what 2023 and beyond has in  
store for the business and our community.
Both Studio City Phase 2 in Macau and City of 
Dreams Mediterranean in Cyprus are scheduled  
to fully open in 2023. With multiple new systems  
being implemented to open these new properties, 
cybersecurity and data privacy remain of  
utmost priority. 
As we look ahead, we do so with our people  
in mind. We’ve used the quieter times to invest in 
our colleagues with wellbeing, volunteering and 
training and development initiatives all working 
 to empower our colleagues to navigate this 
dynamic environment in which we operate,  
while still meeting the evolving needs of our guests. 
We are grateful for their continued support and 
look forward to a renewed future together.
077
——— Melco resorts sustainability report 2022
077
077

Our Board of Directors oversees all facets of the company 
strategy and operations, including our approach to 
embedding sustainability across both. Trust is at the heart 
of our business. To build this trust, our Board commits to 
meeting or exceeding compliance requirements in all our 
jurisdictions, and upholding the highest standards of 
business conduct.
Our Board comprises seven Directors who provide diverse 
backgrounds, viewpoints, skills and experience to benefit 
our business. They oversee the implementation and 
evolution of our sustainability strategy, risk assessments 
and reporting. 
The Board comprises:
The Board comprises:
3
Executive Directors 
nominated by our parent company,  
Melco International Development Limited
4
Independent  
Non-Executive Directors 
who lead and participate in Board committees
Empowering our Business
Empowering our Business
Corporate 
Governance 
Structure 
We are confident that our Board members’ diversity of 
backgrounds, skills and competencies is adequate. 
However, we appreciate there is always more that can be 
done. We remain committed to attaining broader diversity  
in our Board composition, and its sub-committees, including 
increasing female representation in these positions. 
The NCGC, in consultation with the Chairman of the  
Board & CEO, plays a critical role in ensuring the ongoing 
effective composition and functioning of the Board and its 
sub-committees. Our Corporate Governance guidelines 
have stringent requirements for the nomination of Directors, 
including independence criteria. The NCGC also regularly 
reviews the composition of the Board to ensure the 
experience, expertise and diversity is well positioned to 
steer the organization. The NCGC evaluates succession 
planning regularly and in the company’s and its 
shareholders’ best interest. 
Three steering committees manage our sustainability  
and CSR programs, and the Board directly oversees  
these committees. The CSR Steering Committee and  
the Responsible Gaming Committee are led by our  
EVP, Chief of Staff to Chairman & CEO, and our Senior 
Sustainability Advisor chairs the Executive Sustainability 
Committee. Our Steering Committees and senior 
management teams all have extensive tenure with the 
Company, and broad experience in the gaming industry.
078

Corporate Governance Structure
Corporate Governance Structure
Chairman & CEO
Board of Directors
The Board receives quarterly updates on sustainability initiatives and monitors how  
new developments, industry trends and the regulatory landscape may affect our business.
Board Committees
The Board has established three committees to maintain oversight of key governance issues.  
All three committees are comprised entirely of Independent Non-Executive Directors.
Compensation Committee
The Compensation Committee executes 
the responsibilities of the Board relating to 
the compensation of our directors and 
executives. The Compensation Committee 
works closely with management to design, 
evaluate and approve compensation plans, 
policies and programs for executives,  
and recommend directors’ compensation. 
These recommendations are presented to 
the Board for approval before any  
changes take effect.
Audit and Risk Committee
The Audit and Risk Committee monitors 
the integrity of Melco’s financial reporting 
processes and oversees its internal 
financial and operational controls and risk 
management systems. It is also responsible 
for reviewing and revising policies relating 
to ethical conduct, responsible gaming, 
financial reporting, audit, risk management, 
cybersecurity and compliance, such as 
anti-money laundering, anti-bribery  
and data privacy.
Nominating and Corporate  
Governance Committee (NCGC)
The NCGC’s responsibilities include 
overseeing Melco’s environmental, social 
and governance performance practices, 
director nominations to support the 
Company’s Policy on Board Diversity,  
and review and amendment of Corporate 
Governance policies previously  
approved by the Board.
Steering Committees
Melco’s steering committees serve to protect our stakeholders’ interests. Strategic functions of  
the committees include understanding stakeholder concerns through our internal governance system  
and establishing goals, implementing policies, prioritizing initiatives and securing resources.
CSR Steering Committee
Supported by our EVP, Chief of Staff  
to Chairman & CEO, this Committee  
is responsible for the effective execution  
of social responsibility initiatives.  
The CSR Steering Committee engages  
with local community partners and 
colleagues to ensure effective partnerships 
and community engagement initiatives  
deliver a tangible and positive difference. 
Senior managers from across the 
organization attend monthly meetings.
Executive Sustainability Committee
Chaired by our Senior Sustainability 
Advisor, this centralized committee 
champions the activities of the Working 
Groups that are composed of colleagues 
representing all corporate functions across 
our integrated resorts. These Working 
Groups manage and measure progress 
towards achieving our ambitious goals for 
carbon neutrality, sustainable sourcing and 
zero waste. The Executive Sustainability 
Committee reports and provides quarterly 
updates to the Board.
Responsible Gaming Steering Committee
Championed by our EVP, Chief of Staff to 
Chairman & CEO, this Committee meets 
quarterly to consider strategic initiatives  
to ensure that our RG policies are held to  
the highest standards. This Committee 
sponsors RG Working Committees across 
corporate functions, and designates Global  
RG Champions, who meet regularly  
to review operational issues. 
Properties & Corporate Functions
Monitor implementation of the Group sustainability strategy onsite at each of our  
integrated resorts to ensure Melco’s overall goals align with local needs.
Employee Champion Networks
Employee champions lead colleagues at the resort level to implement procedures  
and initiatives to support Melco’s sustainability strategy.
079
——— Melco resorts sustainability report 2022

Our Commitment
Our Commitment
Our guests and stakeholders must remain assured of our 
commitment to set standards of ethical business conduct 
that meet or exceed what is required by applicable laws,  
rules or regulations. This adherence to ethics and legal 
compliance policies upholds our tradition of integrity while 
reducing risk throughout our value chain and maintaining  
the trust of our stakeholders. This is essential for sustaining 
our success and license to operate. 
Our Board and leadership teams set the tone and direction 
for accountability, professionalism and transparency. We are 
proud that this culture of excellence has permeated across  
all levels of our organization. This lays the foundation for trust, 
confidence, respect and transparency in our interactions  
with our guests, stakeholders, community and governments 
in our jurisdictions. We take pride in our reputation as a 
law-abiding corporate citizen with a solid commitment to  
our people, community and planet, steered firmly by our 
Above & Beyond sustainability strategy.
Our Targets
Our Targets
•	 Ensuring 100% of colleagues receive 
training on ethical conduct
•	 Maintaining zero cases of ethical 
violations along our value chain
•	 Remediating 100% of  
any ethical violations along  
our value chain
How We Are Managing It
How We Are Managing It
Code of Business Conduct and Ethics
Code of Business Conduct and Ethics
Our Code of Business Conduct and Ethics (Code) underpins 
all business interactions with our stakeholders. We believe 
that this sets a strong foundation for responsible business. 
The Code provides our people and our guests with the 
confidence that all interactions with Melco are fair and in 
compliance with laws and regulations. Our Code is reviewed  
by the NCGC and includes guidelines relating to:
	Ş
Ş	 Employment practices to maintain fair, inclusive and 
respectful workplaces
	Ş
Ş	 Policy against retaliation
	Ş
Ş	 Fair competition
	Ş
Ş	 Conflicts of interest
	Ş
Ş	 Bribery and corruption
	Ş
Ş	 Giving and receiving gifts and entertainment
	Ş
Ş	 Confidential and proprietary information
	Ş
Ş	 Money laundering and terrorist financing
At Melco, we adopt a zero-tolerance policy for any instances 
of non-compliance with our Code. Our new joiner induction 
program includes a mandatory corporate governance 
orientation module that must be completed within the first  
30 days of employment. In addition, and on an annual basis, 
all employees must review our Code, including any updates, 
and confirm their compliance with the provisions of the Code. 
In 2022, 97% of our colleagues who joined during the year 
completed the Corporate Governance induction training on 
the Code in Macau, with completion rates being 99% in Manila 
and 99% in Cyprus.
There were no material incidents of corruption, anti-competitive 
behavior or monopolistic practices reported within the Group.
Empowering our Business
Empowering our Business
Ethics‌ 
& Integrity
080

Ethical Business Practices Program
Ethical Business Practices Program
We are fully aware of the ethical business risks that operating 
in a sector like ours brings. We adopt a zero-tolerance approach 
to bribery, fraud and corruption and we are confident in our 
entity-wide, operational controls to manage these risks.  
We take stringent measures to ensure the importance of 
ethical business is instilled in our employees both at the 
commencement of employment and on an ongoing basis.  
Our Ethical Business Practices Program (the Program)  
is designed to provide comprehensive training on the 
requirements of relevant local laws and regulations,  
including anti-corruption laws, regulations, policies  
and procedures, with a focus on protecting our people  
and our business.
Our Directors and Senior Management also confirm their 
understanding of and adherence to the Program and all 
applicable anti-corruption laws and policies annually.  
This is done in addition to any annual reporting requirements 
imposed upon our Directors and Management by local laws 
and regulations.
Do The Right Thing (DTRT) Training
Completing the DTRT online training and an assessment at 
least annually is required for our management and colleagues 
in key business functions. This training is designed to ensure 
management and business leaders continue to be aware of 
risks associated with bribery and corruption, thus instilling  
a culture of excellence with an awareness of these risks  
within their teams. 
In addition, we extend the training programs on ethics to 
stakeholders outside our internal operations, including to  
our suppliers. Please see the Ethical & Sustainable Supply 
Chain section of this report on page 068 for details on the 
anti-corruption initiatives implemented in our supply chain.
Ethical Business Advisor and Liaison Officers
In addition to implementing our DTRT training and assessments, 
we have appointed individuals throughout the organization as 
the Ethical Business Advisor and Liaison Officers. Liaison Officers 
work closely with colleagues to support them in understanding, 
interpreting and discussing their queries on our Code and 
Program, and matters about ethical business conduct.  
This additional line of defense provides further oversight  
over business conduct and ethics, including compliance,  
risk management and implementing preventative measures 
concerning bribery, fraud and corruption. 
The Ethical Business Advisor reviews any concerns with 
Liaison Officers at least quarterly and updates the Audit  
and Risk Committee. Feedback provided by the Committee  
is then reviewed by the Ethical Business Advisor and  
Liaison Officers at regular meetings, with follow-up actions 
implemented as required.
Whistleblowing
Whistleblowing
Compliance with our Code and all applicable laws and 
regulations is non-negotiable. Our Procedures for Handling 
Complaints and Whistleblowing play an essential role in 
achieving this commitment, and our employees and 
stakeholders feel safe in raising any potential concerns  
or red flags that are a concern. 
We have numerous channels for colleagues to raise any 
concerns they may have anonymously, including a dedicated 
toll-free phone number and email account operated by an 
independent third party. Details of the various options for 
raising concerns are available on our intranet and physical 
locations at our properties. We encourage our suppliers to 
confidentially raise any potential concerns and breaches  
via our whistleblower hotline. We have strict procedures in 
place to ensure all matters pertaining to whistleblowing are 
handled confidentially and professionally. In 2022, we 
received approximately 50 matters raised via the hotline, 
including allegations of misappropriation of company assets 
and non-compliance with out SOPs. Matters reported via  
the hotline have resulted in disciplinary action and the 
implementation of new/amended policies to strengthen  
the communication and monitoring of, and compliance  
with, protocols.
081
——— Melco resorts sustainability report 2022

2022 Initiatives 
Policy Updates  
We continue to update our systems and protocols  
to meet emerging legislation globally. Our gaming 
regulators issued updates to AML/CTF regulations and 
guidance in 2022. We were also subject to AML/CTF 
regulatory audits in Macau, Manila and Cyprus in the last 
12 months. Our related policies and practices have been 
updated accordingly. Regulators have also continued to 
focus on data privacy and cybersecurity and engaged  
in joint dialogue with Melco and other integrated resort 
operators to better understand our controls.  
Details on cybersecurity are available in this report’s 
Privacy & Cybersecurity section on page 084.
Continued Ethics Training for Suppliers 
It is imperative that our suppliers are aware of our  
high standards of business conduct that are expected of 
them in doing business with Melco. To ensure they are 
adhered to throughout our supply chain, we continue to 
provide capacity-building and training programs for our 
suppliers. Our programs address topics such as 
business conduct, conflict of interest management, 
confidentiality and anti-bribery. While the initial focus 
has been on SME suppliers in Macau, we are  
working towards standardizing these procedures  
across all our locations of operation.
Compliance and Cybersecurity Reporting 
We continue to enhance the quarterly compliance  
and cybersecurity reporting to the Audit and  
Risk Committee. The Compliance Report includes 
coverage of employee misconduct cases, whistleblower 
reports, anti-money laundering, data privacy and anti-
bribery and corruption updates. Examples of issues 
discussed in 2022 included significant employee 
misconduct cases, AML suspicious transaction reports 
filed, compliance training statistics, approved 
sponsorship and donations, and the PRC PIPL that came 
into force in November 2021. The Cybersecurity Report 
covers topical industry issues and the roadmap, 
including key performance indicators, results of 
employee awareness campaigns, phishing exercises  
and security assessments performed, particularly 
related to the readiness of new property  
openings in 2023.  
Employee Safety and Health 
We aim to inspire and support our colleagues to maintain 
a healthy lifestyle and a balanced diet. Our online  
training platform launched new training programs on 
nutrition and healthy eating, special dietary 
requirements, and common food allergies in 2022.  
A total of 1,826 colleagues completed related training 
courses in 2022. Posters on these topics were also 
displayed at the entrances of all employee canteens  
and selected notice boards in the HoH areas.  
We also discussed these new topics at OSH events  
and CSR activities held in Macau in 2022 to promote 
knowledge in our community. We endeavor to continue 
sharing knowledge on other health-related topics that  
will benefit our colleagues’ wellbeing on a  
regular basis going forward.
Ethics & Integrity
Ethics & Integrity
How We Are Managing It
How We Are Managing It
082

083
——— Melco resorts sustainability report 2022
083

How We Are Managing It
How We Are Managing It
In our increasingly digital world, we know that data is 
paramount. Data is much more than information,  
and we are keenly aware of the need for robust controls  
to prevent data leakage or misuse by those entrusted  
with access to that data. Our management team and 
colleagues have received frequent training on the risks 
associated with data mismanagement, including  
potential harm to stakeholders, business disruption,  
and reputational risks.
No complaints or instances of data or customer privacy 
breaches were reported in 2022. Some of our controls  
in place to manage data and information security risks  
are outlined below.
Cybersecurity and Data Privacy Initiatives
Cybersecurity and Data Privacy Initiatives
	Ş
Ş	 Certifying our Information Security Management  
System for our Macau operations under ISO 27001 since 
2009 and requiring all information technology (IT) service 
providers to also be similarly certified.
	Ş
Ş	 Conducting regular risk assessments and internal and 
external/independent-third party audits of our processes 
and protocols under our Cybersecurity and Information 
Security Policies.
Our Commitment
Our Commitment
In running our business, we are highly aware of the duty of 
care we owe our customers, colleagues, suppliers, partners, 
regulators and other stakeholders. We understand the 
importance of being entrusted with their personal and 
corporate data and will continue to take all measures to 
safeguard this. We strive to implement best practice 
measures that adhere to the highest data protection  
and information security standards. With new properties 
expected to open in Macau and Cyprus in 2023, resulting  
in an increased customer base, this could not be of higher 
importance as we extend training and compliance checking 
across all levels of our organization and locations.
Our Targets
Our Targets
•	 Maintaining zero incidents of leaks, 
theft or loss of data
•	 Ensuring 100% of relevant colleagues 
are trained on information security 
and data protection
Empowering our Business
Empowering our Business
Privacy & 
Cybersecurity
084

Ş
Ş	 Performing regular reviews of all policies, procedures  
and training concerning cybersecurity and data privacy  
to ensure compliance readiness with applicable laws  
and regulations.
	Ş
Ş	 Ensuring data privacy protocols meet or exceed the 
requirements of all the jurisdictions in which we operate, 
including Macau’s Personal Data Protection Act, the 
Philippines’ Data Privacy Act and the European Union’s 
General Data Protection Regulation. Given the quieter 
periods of business in 2022, particularly at our Macau 
properties, we took the opportunity to continue to  
review our systems, processes, policies and controls  
for compliance with the PIPL, the first comprehensive 
legislation in mainland China dedicated to the protection 
of personal information of individuals located within China.
	Ş
Ş	 As part of the roadmap developed from the NIST 
Framework assessment in 2021, in Q4 2022, we engaged 
an independent third-party expert to assist in running  
a cyber crisis drill, simulating an attack on our Manila 
operations. Lessons learned from the exercise will be 
incorporated into updates of our crisis management 
documentation, training and further drills planned  
across other locations in 2023.
	Ş
Ş	 Procuring cyber insurance to protect Melco against 
financial losses caused by cybersecurity incidents.
Training and Capacity Building
Training and Capacity Building
	Ş
Ş	 Ongoing comprehensive training to colleagues in line  
with the fast pace of change in the evolution of information 
technology, which poses security risks. Our colleagues 
across all levels of the organization are systematically 
trained on information security and guidelines on data 
protection and receive training at least annually in line  
with applicable laws and regulations. Training includes 
management and detection of phishing and whaling,  
risks of malware and spyware, and other threats to 
information security and data. We also perform  
regular phishing exercises to test colleagues’  
real-life responses to a simulated cyberattack.
	Ş
Ş	 Working in close partnership with our suppliers and 
business partners to manage cybersecurity threats and 
maintain the integrity of operations across our value chain. 
Through our processes and ongoing reviews, we impose 
our high standards on vendors and provide feedback  
on their ISO 27001-certified systems for rectification.  
We continue to invest in the digital transformation of  
our supply chain, the benefits of which include reducing 
inefficiencies, increased transparency and enhanced  
data security. 
085
——— Melco resorts sustainability report 2022

COM 
PANY
PRO 
FILE
Appendices

Melco Resorts & Entertainment Limited (Melco) 
is a developer, owner and operator of integrated 
resort facilities in Asia and Europe. Headquartered 
in Hong Kong, China and Singapore, we employ 
16,908 people. Melco is listed on NASDAQ under 
the ticker symbol “MLCO”.
The sole majority shareholder of Melco is Melco International 
Development Limited (Melco International). Melco International 
is listed on the Main Board of The Stock Exchange of  
Hong Kong Limited (HKEX) and is substantially owned and 
led by Mr. Lawrence Ho, our Chairman, Executive Director 
and Chief Executive Officer (CEO). 
Melco has operations in Macau, the Philippines and Cyprus 
with corporate offices in those locations and our headquarters 
in Singapore and Hong Kong. In Macau, we operate integrated 
resorts Altira Macau and City of Dreams. We also operate 
Mocha Clubs, the largest non-casino-based operations of 
electronic gaming machines in Macau. In addition, the 
Company has a majority ownership and operates Studio City, 
a cinematically-themed integrated entertainment, retail and 
gaming resort. In the Philippines, Melco’s Philippine subsidiary 
operates and manages City of Dreams Manila, a casino, hotel, 
retail and entertainment integrated resort. Melco currently 
operates and manages a temporary casino in Limassol, the 
first authorized casino in the Republic of Cyprus, and three 
licensed satellite casinos (Cyprus Casinos) Nicosia, Ayia 
Napa and Paphos in Cyprus, and is developing our integrated 
casino resort, City of Dreams Mediterranean. 
Melco is a pioneer and innovator in premium luxury, culinary 
offerings and entertainment, continuously striving to raise  
the bar. Development of our highly anticipated Studio City 
Phase 2 is progressing. Designed by renowned international 
architecture firm Zaha Hadid Architects, the extension 
project will feature thrilling new entertainment and leisure 
offerings including the first W Hotel in Macau. Studio City 
Phase 2 has been named winner of the “Regional Award,  
Asia” at the BREEAM Awards 2021 in recognition of its 
incorporation of sustainable building design, development 
and management attributes. 
Further details on our operations can be found in our Annual 
Report (US Form 20-F) linked here.
About Melco
087
——— Melco resorts sustainability report 2022

Performance 
Metrics
Appendices
Appendices
Economic & Social Impact
Economic & Social Impact
Economic and social impact is measured by the financial value we generate and the contributions we make in terms of our  
overall community investment. For a strategic review of our economic and social progress, refer to our Annual Report and the 
Inspiring our Communities section on page 044, respectively. 
Economic Value Generated & Distributed
Economic Value Generated & Distributed
2022
2021
2020
2019
Total revenue (in thousands of US$) 
1,349,977 
2,012,356
1,727,923 
5,736,801 
Total operating costs & expenses (in thousands of US$) 
2,093,082 
2,589,807
2,668,480 
4,989,123 
Operating (loss) / income (in thousands of US$) 
(743,105)
(577,451)
(940,557)
747,678 
Cash and cash equivalents (in thousands of US$) 
1,812,729 
1,652,890
1,755,351 
1,394,982 
Dividends declared per share
–
0
0.055 
0.2135 
Total employees 
16,908
17,878
19,746 
23,078 
Community investment (charitable giving in US$)
7,852,819
21,905,091
34,105,825
17,092,28
088

People
People
The progress of our People strategy is revealed through several indicators. These encompass: inclusion and diversity,  
including closing the gender gap and empowering local community colleagues; attraction and retention rates; building capacity 
through training; and safety and health performance. All these areas work toward our goals, of which a strategic update can be 
reviewed in the Inspiring our Communities section on page 044 section.
Our Workforce
Our Workforce
ALL EMPLOYEES‌
30
2022
2021
2020
2019
Employees by Gender
 
Female
8,114
8,636
9,592
11,082
 
  % of Females 
48%
48%
49%
48%
 
Male 
8,794
9,242
10,154
11,996
 
  % of Males 
52%
52%
51%
52%
Total
16,908
17,878
19,746
23,078
30.	 Globally we have around 2,741 non-employee workers to augment functions including construction, F&B, IT, security and administrative functions.
OUR WORKFORCE BY GENDER AND GEOGRAPHIC LOCATION‌
31, ‌
32
2022
2021
2020
2019 
Corporate and Centralized Services (Including Hong Kong, Singapore,  
Macau and Japan)
 
Female 
249
274
302
299
 
Male
281
354
398
376
Total
530
628
700
675
 of Employees in Corporate and Centralized Services  
(Including Hong Kong, Singapore, Macau and Japan)
3%
4%
3%
4%
Macau Properties (Including City of Dreams, Studio City,  
Altira Macau and Mocha Clubs)
 
Female 
5,920
6,499
6,969
7,684
 
Male
5,772
6,261
6,815
7,886
Total
11,692
12,760
13,784
15,570
 of Employees in Macau Properties  
(Including City of Dreams, Studio City, Altira Macau and Mocha Clubs)
69%
71%
70%
67%
Manila Property
 
Female 
1,540
1,559
2,032
2,706
 
Male
2,173
2,171
2,519
3,162
Total
3,713
3,730
4,551
5,868
 of Employees in Manila Property
22%
21%
23%
25%
Cyprus Property
 
Female 
405
304
289
393
 
Male
568
456
422
572
Total
973
760
711
965
% of Employees in Cyprus Operations
6%
4%
4%
4%
31.	
Figures reflect permanent employees. We do not have temporary employees.
32.	 Part-time employees represent less than 1% of the total workforce.
089
——— Melco resorts sustainability report 2022

Senior Management Representation from Local Communities
Senior Management Representation from Local Communities
‌
33, ‌34, ‌35
2022
2021
2020
2019
Local
 
Hong Kong / Macau
78%
75%
76%
69%
 
Singapore
25%
–
–
–
 
Manila
57%
67%
43%
44%
 
Cyprus
25%
57%
40%
40%
Total
68%
73%
71%
65%
Non-local
 
Hong Kong / Macau
22%
25%
24%
31%
 
Singapore
75%
–
–
–
 
Manila
43%
33%
57%
56%
 
Cyprus
75%
43%
60%
60%
Total
32%
27%
29%
35%
33.	 Senior management defined as vice presidents and above.
34.	 Our usage of “local” is in accordance with local government definitions.
35.	 Significant locations represent where we have properties and local, corporate headquarters.
090

New Employee Hires and Turnover by Gender, Age and Location
New Employee Hires and Turnover by Gender, Age and Location
2022
2021
2020
Number
Rate
Number
Rate
Number
Rate
New Hires by Gender
 
Female
535
6.59%
285 
3.30%
295 
3.08%
 
Male
650
7.39%
499 
5.40%
310 
3.03%
New Hires by Age
 
Under 30 years of age
501
21.52%
369 
12.30%
253 
6.08%
 
Between the age of 30 and 50 
620
5.39%
358 
3.08%
280 
2.28%
 
Over 50 years of age
64
2.08%
57 
1.76%
72 
2.14%
New Hires by Location
 
Hong Kong
27 
15.25%
26 
12.56%
35 
13.41%
 
Singapore
1
20.00%
–
–
–
–
 
Macau
479
3.98%
505 
3.84%
386 
2.72%
 
Manila
351
9.45%
50 
1.34%
124 
2.72%
 
Cyprus
327
33.61%
–
–
–
–
 
Other locations
–
–
203 
25.47%
60 
7.72%
Employee Turnover by Gender
 
Female
1,049
12.93%
1,289 
14.93%
1,790
18.66%
 
Male
1,080
12.28%
1,521 
16.46%
2,129
20.97%
Employee Turnover by Age
 
Under 30 years of age
422
18.13%
763 
25.43%
1,460
35.10%
 
Between the age of 30 and 50 
1,165
10.13%
1,536 
13.20%
2,218
18.16%
 
Over 50 years of age
542
17.61%
511 
15.78%
241
7.16%
Employee Turnover by Location
 
Hong Kong
59
32.42%
70 
33.82%
78
29.89%
 
Singapore
0
0%
–
–
–
–
 
Macau
1,575
13.08%
1,691 
12.87%
2,300
16.22%
 
Manila
366
9.85%
898 
24.08%
1,445
31.75%
 
Cyprus
129
13.33%
–
–
–
–
 
Other locations
0
0%
151 
18.90%
96
12.78%
091
——— Melco resorts sustainability report 2022

Average Training Hours Completed per Employee by Employee Category and Gender
Average Training Hours Completed per Employee by Employee Category and Gender
2022
2021
2020
Management by Gender
 
Female
20.06
24.68
15.87
 
Male
15.37
20.24
24.85
Non-management by Gender 
 
Female
204.82
131.55
104.32
 
Male
161.64
105.11
95.34
Total Group-wide Recordable Injury and Lost-time Injury Frequency Rates
Total Group-wide Recordable Injury and Lost-time Injury Frequency Rates
Change 2022/2021
2022
2021
2020
Rate
%
Total Recordable Injury Rate
 
40-hour work week/total cases‌36
0.33
19.53%
2.02
1.69
1.59 
 
48-hour work week/total cases‌37
0.28
19.86%
1.69
1.41
1.33
Average
0.31
19.68%
1.86
1.55
1.46
Lost-time Injury Frequency Rate
 
40-hour work week/total cases‌38
1.66
19.64%
10.11
8.45
7.97
 
48-hour work week/total cases‌39
1.39
19.74%
8.43
7.04
6.64
Average
1.53
19.69%
9.27
7.75
7.31
36.	 Total case x 200,000 / 40 hours.
37.	 Total case x 200,000 / 48 hours.
38.	 Total case x 1,000,000 / 40 hours.
39.	 Total case x 1,000,000 / 48 hours.
092

Diversity of Governance Bodies and Employees
Diversity of Governance Bodies and Employees
Melco reports on the percentage of individuals within the organization’s governance bodies and across its global workforce  
by gender.
Governance Bodies, Corporate Executive Committee and Employees Profile
Governance Bodies, Corporate Executive Committee and Employees Profile
2022
2021
2020
Board Members by Gender
 
Female
27%
27%
27%
 
Male
73%
73%
73%
Board Members by Age
 
Under 30 years of age
0%
0%
0%
 
Between the age of 30 and 50 
27%
31%
36%
 
Over 50 years of age
73%
69%
64%
Corporate Executive Committee by Gender
 
Female
21%
21%
20%
 
Male
79%
79%
80%
Corporate Executive Committee by Age
 
Under 30 years of age
0%
0%
0%
 
Between the age of 30 and 50 
43%
50%
47%
 
Over 50 years of age
57%
50%
53%
Management by Gender
 
Female
41%
40%
41%
 
Male
59%
60%
59%
Management by Age
 
Under 30 years of age
1%
1%
1%
 
Between the age of 30 and 50 
80%
81%
82%
 
Over 50 years of age
20%
19%
17%
Non-management by Gender 
 
Female
49%
49%
49%
 
Male
51%
51%
51%
Non-management by Age
 
Under 30 years of age
15%
18%
23%
 
Between the age of 30 and 50 
67%
64%
60%
 
Over 50 years of age
18%
18%
17%
093
——— Melco resorts sustainability report 2022

Environment
Environment
Our environmental impact and performance is managed and reported against a number of indicators. These include our GHG 
emissions, energy consumption, waste management, including recycling and composting, and water consumption and reuse.  
All data cover Melco’s sustainability performance for the calendar year ending December 31st, 2022, unless otherwise stated, 
with historical data provided for comparison purposes. For a strategic review of our environmental progress, as well as detail 
regarding the scope of data and any restatements, review our Restoring‌ our World section on page 024. 
Greenhouse Gas (GHG) Emissions 
Greenhouse Gas (GHG) Emissions 
TOTAL RESORT-LEVEL SCOPE 1 AND 2 (MARKET-BASED) GHG EMISSIONS (IN METRIC TONNES OF CO2e)
2022
2021
2020
2019
2018
City of Dreams Macau
2,450 
2,461
4,089
8,903
6,302
Studio City
2,891 
1,869
1,902
2,838
2,585
Altria Macau
444 
1,075
904
1,044
213
City of Dreams Manila
2,800 
2,323
2,063
4,120
2,134
Okushiga Kogen Ski Resort
1,381 
1,346
1,232
–
–
ABSOLUTE GHG EMISSIONS BY SCOPE AND INTENSITY (IN METRIC TONNES OF CO2e)
2022
2021
2020
2019
2018
Scope 1 emissions 
 17,142 
14,842
16,011
29,315
19,768
 
Emissions from stationary fuel combustion 
 4,962 
5,237
4,962
7,755
6,806
 
Emissions from mobile fuel combustion
 7,467 
5,095
5,955
12,883
8,964
 
Fugitive emissions from refrigerants
 4,713 
4,510
5,095
8,677
3,998
Biogenic emissions
 212 
264
150
310
163
Scope 2 emissions (location-based)
208,510 
211,787
206,420
263,130
266,478
Scope 2 emissions (market-based)‌40
210,241
264,659
250,972
350,062
–
Total Scope 1 and 2 emissions (market-based) 
17,142
14,842
16,011
29,315
19,768
Total Scope 1 and 2 emission (market-based) intensity  
by floor area (in metric tonnes of CO2e/m2 )
0.012
0.011
0.011
0.021
0.014
40.	 Scope 2, market-based emissions are offset through purchasing renewable energy through I-RECs and other instruments. Refer to the Renewables section on page 033  
for details.
 
094

Energy 
Energy 
TOTAL RESORT-LEVEL PURCHASED ELECTRICITY CONSUMPTION (IN MWh)
2022
2021
2020
2019
2018
City of Dreams Macau
 121,153 
139,929
136,630
169,624
172,887
Studio City
 92,655 
85,648
79,991
106,472
118,953
Altira Macau
 34,472 
35,482
40,027
46,620
47,650
City of Dreams Manila
 62,276 
53,788
49,718
69,893
67,020
Okushiga Kogen Ski Resort
 1,564 
1,546
1,485
119
–
2022
2021
2020
2019
Scope 3 emissions
Category 1: Purchased goods and services‌41, ‌42
 81,164 
–
–
–
Category 2: Capital goods‌43
 200,438 
–
–
–
Category 3: Fuel and energy-related activity (FERA)‌44
 56,034 
 56,882 
 35,588 
 49,516 
Category 4: Upstream transportation‌45
 414 
–
–
–
Category 5: Waste‌46, ‌47
 1,181 
–
–
–
Category 6: Business travel‌48
 612 
–
–
–
Category 7: Employee commuting‌49, ‌50
 6,412 
–
–
–
Category 8: Upstream leased assets‌51
 195 
–
–
–
Category 13: Downstream leased assets
 31,175 
 32,697 
 30,579 
 33,405 
Total Scope 3 emissions
377,625
89,579
66,167
82,921
Total Scope 3 emission intensity  
by floor area (in metric tonnes of CO2e/m2)‌52
0.27
–
–
–
41.	
Calculated using an average data method that applies the weight of purchased item by type and a spend-based method based on the amount spent on capital goods.
42.	 Items that do not have their weight stated in the Company’s purchasing system or do not have lifecycle assessment emission factors attributable for the emission calculations 
have been excluded. 
43.	 Definition of “capital goods” is in line with the Company’s financial accounting.
44.	 Electricity consumption for FERA is calculated using the most recent set of emission factors for overseas electricity based on the Department for Environment, Food and Rural 
Affairs of the United Kingdom (Defra) 2021 data.
45.	 This category includes emissions from the transportation and distribution of goods and services purchased by Melco.
46.	 This category includes emissions from the disposal of waste generated within the Company’s business operations only.
47.	 Recycling of “household residual waste” (e.g. soap, used waste oil) has been excluded in the calculation.
48.	 Calculation of air travel only.
49.	 Includes emissions from transportation carriers that arise during employees’ commute to and from work in vehicles not owned or operated by the Company.
50.	 Employees in Singapore and at our site in Japan account for less than 1% of our full-time employees and are excluded from this calculation. In addition, employees at the  
Okushiga Kogen ski resort live onsite during the operational season.
51.	
Includes emissions from the operations of assets that are leased by the Company (acting as lessee), that are not included in Scope 1 and Scope 2. As upstream leased assets are 
not under Melco’s operational control, the Company may need to request data from lessors in order to calculate emissions. In the current inventory, upstream leased vehicles for 
shuttle buses in the Philippines and Macau have been included. 
52.	 Scope 3 GHG emission intensity by floor area is disclosed for 2022 data, marking the first year of disclosing Scope 3 emission data for all categories that are relevant  
to the Company’s business.
095
——— Melco resorts sustainability report 2022

Waste
Waste
MATERIAL DIVERSION AND WASTE GENERATION WITH INTENSITY (IN METRIC TONNES)
2022
2021
2020
2019
2018
 
Composting
262
192
36
88
71
 
Recycling
735
720
319
624
576
Total materials diverted
997
912
355
712
647
 
Incineration
5,657
7,624
6,788
15,415
12,862
 
Landfill
1,026
1,160
1,131
2,232
1,890
Total waste generated
6,683
8,783
7,919
17,647
14,752
Total materials diverted and waste generated
7,680
9,695
8,274
18,360
15,399
Waste generation intensity (in metric tonnes/m2)
0.005
0.007
0.006
0.013
0.011
MATERIAL DIVERSION BY TYPE (IN %)
2022
2021
2020
2019
Recycling
 
Paper
31.10
35.80
42.18
70.36
 
Metal
6.37
4.64
9.47
5.91
 
Used cooking oil
7.37
6.03
3.94
2.16
 
Glass bottles
15.25
7.28
0.00
1.32
 
Batteries
0.96
0.17
0.38
0.30
 
Plastic
8.05
11.20
1.61
0.07
 
Soap
0.16
0.35
0.74
–
 
Others‌54 (e.g. e-waste, ink toners, light fixtures, coffee capsules)
4.45
13.48
21.24
0.02
Composting
 
Food waste
26.28
21.05‌55
14.43
12.40
54.	 Data for "Others" in the years 2019 to 2021 have been restated to include coffee capsules, which were disclosed separately in previous years.
55.	 2021 food waste data has been restated.
ENERGY CONSUMPTION BY SOURCE AND INTENSITY (IN MWh)
2022
2021
2020
2019
2018
 
Fuel consumption from non-renewable sources
 58,381 
47,770
50,738
97,387
74,917
 
Electricity consumption from non-renewable sources
 330,179 
333,985
326,116
414,314
420,682
 
Electricity consumption from renewable sources‌53
 1,525 
1,478
1,555
–
–
Total energy consumption 
 390,085 
383,233
378,409
511,701
495,600
Energy intensity (in MWh/m²)
 0.28 
0.27
0.27
0.36
0.35
53.	 Solar PV systems were installed across Macau and Manila properties in 2019. Electricity generated from the PV panels installed at City of Dreams Manila was consumed onsite.
096

Water
Water
TOTAL RESORT-LEVEL WATER CONSUMPTION (IN M³)
2022
2021
2020
2019
2018
City of Dreams Macau 
 595,231 
798,030
835,129
1,346,783
1,264,784
Studio City 
 580,840 
642,519
569,519
995,508
937,636
Altira Macau 
 286,017 
323,882
307,150
406,896
413,273
City of Dreams Manila 
 565,282 
424,982
396,644
661,686
599,256
Okushiga Kogen Ski Resort
 33,401 
30,535
27,942 
1,380
– 
HAZARDOUS AND NON-HAZARDOUS WASTE GENERATION WITH INTENSITY (IN METRIC TONNES)‌
56
2022
2021
Hazardous waste by category‌‌57
 
Batteries
10
N/A
 
Ink toners
0.35
N/A
 
Light fixtures
0.07
N/A
 
E-waste
17
N/A
 
Contaminated containers
2
N/A
Total hazardous waste
30‌58
110
Hazardous waste by intensity (in metric tonnes/m2)
0.00002
0.00008
Total non-hazardous waste
7,650
9,585
Non-hazardous waste by intensity (in metric tonnes/m2)
0.005
0.007
Total waste
7,680
9,695
56.	 Figures have been rounded.
57.	 Additional categories, such as spent paint and used cooking oil, will be added to the inventory as waste stream accounting is enhanced.
58.	 The significant reduction in 2022 is attributable to the one-off recycling of e-waste in 2021.
WATER CONSUMPTION BY SOURCE AND INTENSITY (IN M³)
2022
2021
2020
2019
2018
Municipal water 
 2,104,286 
2,118,259
2,110,619
3,423,319
3,218,930
Recycled water
 217,714 
147,549
63,120
50,718
50,718
Total water consumption 
 2,322,000 
2,265,808
2,173,739
3,474,037
3,269,648
Water intensity by floor area (in m³/m²) 
 1.66 
1.61
1.56 
2.54‌59
2.34 
59.	 2019 water consumption intensity adjusted based on revised GFA at facilities in Cyprus. 
097
——— Melco resorts sustainability report 2022

GRI Content 
Index
Appendices
Appendices
GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
GRI 1: Foundation 2021
GRI 2: General Disclosures 2021
1. The Organization and its Reporting Practices
2-1
Organizational details
About this Report
About Melco
Melco’s headquarters are at 71 Robinson Road #04-03, Singapore 
068895 and the 38th Floor, The Centrium, 60 Wyndham Street, 
Central, Hong Kong.
2-2
Entities included  
in the organization’s 
sustainability reporting
About this Report
2-3
Reporting period, frequency 
and contact point
About this Report 
This report was published on 27th April, 2023.
2-4
Restatements of 
information
Restoring‌ our World and Performance Metrics 
Due to changes to data collection approach in 2022 or previous 
typographical errors, the following data have been corrected:
–	 2021 Calculated kWh Savings based on Cumulative Annualized 
Energy-efficiency Measures (EEMs) – restated for City of Dreams 
Manila in 2022; despite restatement of reduced savings, overall 
savings achieved in 2022 increased over 2021.
–	 Material Diversion by Type – data for 2020 and 2021 restated to 
reflect that coffee capsules are now disclosed in “Others”, and “Food 
Waste” diverted from disposal as a percentage of the waste stream 
was adjusted to 21.05 in 2021 instead of 21.07 as previously reported.
–	 2021 Calculated m³ Savings based on Cumulative Annualized  
Water-efficiency Measures (WEMs) – data restated for City of  
Dreams Manila to show reduced savings in 2021 than was reported.
–	 2021 Chemical Consolidation for Macau and Manila (chart) – 
restated 2021 data now includes data from City of Dreams Manila.
2-5
External assurance
ISO 14064-3:2019
A third-party assurance provider verified the Company’s Scope 1, 2 and 
3 GHG emission inventory for the year 2022 against ISO 14064-3:2019. 
The Board’s NCGC reviewed and approved the Company’s 2022 
Sustainability Report.
098

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
GRI 2: General Disclosures 2021
2. Activities and workers
2-6
Activities, value chain  
and other business 
relationships
About Melco
About this Report
Our Impact along the Value Chain
Restoring‌ our World
Inspiring our Communities
Sustaining our Supply Chain
Empowering our Business
MRE Annual Report 2022 – Form 20-F – P.79-94; 158
Melco Resorts & Entertainment Limited, is a global, premium-focused 
integrated resort operator primarily targeting the Asian premium mass 
as well as the mass gaming segments, by leveraging its differentiated, 
award-winning non-gaming entertainment attractions. Melco Resorts’ 
business is focused in Macau, Manila and Cyprus. The Okushiga Kogen 
Ski Resort is included in the 2022 performance data; as of the end  
of December 2022, this site in Japan is no longer part of the Group. 
There were no significant changes in Melco’s value chain compared  
to the previous reporting period.
Operating within global gaming and hospitality industries, Melco’s  
supply chain is unsurprisingly vast; embracing over 4,000 upstream 
vendors who support the delivery of services and products necessary  
to deliver a premium guest experience within our resorts. Our goods  
and services are too numerous to list but include fresh food and 
beverages, furniture and in-room technology systems, responsible 
gaming and security systems, furniture, fixtures and equipment, 
communications, gaming, sport and spa equipment, as well as 
operational, logistics and professional services, to name but a few.  
We continuously endeavor to engage and support our local supply  
base; collaborating to find new ways to differentiate our guest  
experience and in turn create inclusive business opportunities.
In 2022, the Group procured goods and services from over 4,000 
suppliers in Macau (24%), Philippines (27%), Hong Kong (16%),  
Cyprus (19%), USA (2%), Mainland China (2%), Japan (1%),  
Singapore (2%), UK (2%), and other locations (5%). The Company’s 
downstream activities range from engaging with and providing 
experiences for guests to contracting or collaborating with  
stakeholders in our jurisdictions of operations. Examples of these 
interactions include companies that undertake the recycling of  
valuable materials from our operations, educational institutions  
that organize capacity-building programs for our colleagues and  
NGOs that work with us on community engagement activities.
2-7
Employees
MRE Annual Report 2022 – Form 20-F – P.158
Performance Metrics
The Company employed 16,908 people in 2022 compared to  
17,878 in 2021; representing 5% change in the workforce when  
business volume reduced by 40%.
2-8
Workers who are  
not employees
Performance Metrics
There were no significant fluctuations in the number of workers  
who are not employees during the reporting period and between 
reporting periods.
099
——— Melco resorts sustainability report 2022

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
GRI 2: General Disclosures 2021
3. Governance
2-9
Governance structure and 
composition
Corporate Governance Structure
MRE Annual Report 2022 – Form 20-F – P.146-151; 152-157
2-10
Nomination and  
selection of the highest 
governance body
MRE Annual Report 2022 – Form 20-F – P.156
Board Diversity Policy
2-11
Chair of the highest 
governance body
Corporate Governance Structure
MRE Annual Report 2022 – Form 20-F – P.146-147 
In view of the current composition of the Board, the in-depth knowledge 
of Mr. Ho, Lawrence Yau Lung of the operations of the Group and of the 
gaming and entertainment sector, his extensive business network and 
connections in that sector, and the scope of operations of the Group, 
the Company believes it is in its best interests for Mr. Ho, Lawrence Yau 
Lung to assume the roles of Chairman and Chief Executive Officer until 
such time as the Company considers that such roles should be 
assumed by different persons.
2-12
Role of the highest 
governance body  
in overseeing the 
management of impacts
Corporate Governance Structure
Understanding What Matters Most
Assessing Materiality
Sustainability‌ Risk‌ Management
MRE Annual Report 2022 – Form 20-F – P.152-157
2-13
Delegation of responsibility  
for managing impacts
Corporate Governance Structure
MRE Annual Report 2022 – Form 20-F – P.152-157 
2-14
Role of the highest 
governance body in 
sustainability reporting
Corporate Governance Structure
MRE Annual Report 2022 – Form 20-F – P.156
The Nominating and Corporate Governance Committee of the Board 
approved Melco Resorts Sustainability Report 2022 on 24th April, 2023.
2-15
Conflicts of interest
MRE Annual Report 2022 – Form 20-F – P.63-66; 164-166 
Conflict of interest covered in detail in the Code of Business Conduct 
and Ethics
2-16
Communication of  
critical concerns
Ethics‌ & Integrity
MRE Annual Report 2022 – Form 20-F – P.152-157
Melco did not have any critical concerns raised in 2022.
2-17
Collective knowledge of the 
highest governance body
MRE Annual Report 2022 – Form 20-F – P.152-157
Corporate Governance Structure
2-18
Evaluation of the 
performance of the  
highest governance body
MRE Annual Report 2022 – Form 20-F – P.156
2-19
Remuneration policies
MRE Annual Report 2022 – Form 20-F – P.151-152; 155-156
2-20
Process to determine 
remuneration
MRE Annual Report 2022 – Form 20-F – P.151-152; 154-155
2-21
Annual total  
compensation ratio
Confidentiality constraints.
Information is  
considered private.
100

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
GRI 2: General Disclosures 2021
4. Strategy, Policies and Practices
2-22
Statement on sustainable 
development strategy
Chairman & CEO’s Statement
2-23
Policy commitments
Sustainability‌ Risk‌ Management
Restoring‌ our World
Inspiring our Communities
Sustaining our Supply Chain
Empowering our Business – Strategy and Management Approach,  
Our Policies and Statements
Ethics‌ & Integrity
The precautionary principle informs Melco’s risk assessment,  
property design, construction and operations and planning processes.
2-24
Embedding policy 
commitments
Sustainability‌ Risk‌ Management
Restoring‌ our World
Inspiring our Communities
Sustaining our Supply Chain
Empowering our Business – Strategy and Management Approach,  
Our Policies and Statements
Ethics‌ & Integrity
2-25
Processes to remediate 
negative impacts
Sustainability‌ Risk‌ Management
Evolving Risks and Opportunities
Restoring‌ our World
Inspiring our Communities
Sustaining our Supply Chain
Empowering our Business
2-26
Mechanisms for seeking 
advice and raising concerns
Ethics‌ & Integrity
Our Policies and Statements
2-27
Compliance with  
laws and regulations
Restoring‌ our World
Inspiring our Communities
Sustaining our Supply Chain
Empowering our Business
No significant instances of non-compliance with laws and regulations 
occurred during the reporting period.
2-28
Membership associations
European Casino Association
The Mekong Club, a not-for-profit organization that inspires and 
engages the private sector to collaborate and lead in the fight against 
modern slavery. Melco joined the membership-based business 
association in 2021.
101
——— Melco resorts sustainability report 2022

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
GRI 2: General Disclosures 2021
5. Stakeholder Engagement
2-29
Approach to stakeholder 
engagement
Understanding What Matters Most
Assessing Materiality 
As part of identifying its stakeholders, the Company applied the GRI 
Reporting Principle of stakeholder inclusiveness.
2-30
Collective bargaining 
agreements
Other than the rank-and-file employees of the table games division of 
City of Dreams Manila, representing 5% of the Group’s workforce, none 
of our employees are members of any labor union and we are not party 
to any collective bargaining or similar agreement with our employees.
GRI 3: Material Topics 2021
3-1
Process to determine 
material topics
Understanding What Matters Most
Assessing Materiality 
3-2
List of material topics
Assessing Materiality
There have been no significant changes from previous reporting 
periods in the list of material topics and topic boundaries.
Report Section: Restoring‌ our World
Material Topic: Energy‌ & Climate Resilience
GRI 3: Material Topics 2021
3-3
Management of  
material topics
Assessing Materiality 
Our Impact along the Value Chain
Sustainability‌ Risk‌ Management
Evolving Risks and Opportunities
Restoring our World – Strategy and Management Approach
Energy‌ & Climate Resilience
Our Policies and Statements
TCFD Content Index
GRI 302: Energy 2016
302-1
Energy consumption  
within the organization
Energy‌ & Climate Resilience
Performance Metrics
302-3
Energy intensity
Energy‌ & Climate Resilience
Performance Metrics
The ratio uses energy consumption within the organization.
302-4
Reduction of energy 
consumption
Restoring our World – Strategy and Management Approach
Energy‌ & Climate Resilience
Performance Metrics
102

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
Report Section: Restoring‌ our World
Material Topic: Energy‌ & Climate Resilience
GRI 305: Emissions 2016
305-1
Direct (Scope 1) GHG 
emissions
Energy‌ & Climate Resilience
Performance Metrics
Scope 1 emissions arise from stationary fuel combustion (LPG, natural 
gas, diesel, fuel gel, kerosene and cassette gas as well as biogenic 
sources from wood and charcoal), mobile fuel combustion (from diesel, 
petrol and other fuels consumed for light and heavy vehicles, buses and 
other forms of transport) and refrigerants (R134a, R404a, R407c, 
R410a, R22, R123, R23, R141b, R417a and R1234ZE). 
2019 is the base year for target setting as that was the first year that 
third-party verification was undertaken of Melco’s Scope 1 inventory. 
GHG inventory is calculated using an operational control approach.  
The inventory aligns with the Greenhouse Gas Protocol Corporate 
Accounting Standard (GHG Protocol) published by the World Business 
Council for Sustainable Development (WBCSD) and the World 
Resources Institute (WRI), and refers to the Global Warming  
Potentials (GWPs) of the Sixth Assessment Report (6AR) of  
the Intergovernmental Panel on Climate Change (IPCC).
305-2
Energy indirect (Scope 2) 
GHG emissions
Energy‌ & Climate Resilience
Performance Metrics
Scope 2 emissions arise indirectly from purchased electricity 
consumption. Scope 2 emissions are reported with both the location 
based and market-based methods, in alignment with reporting 
requirements from the GRI Standards and the GHG Protocol.
2019 is the base year for target setting as that was the first year that 
third-party verification was undertaken of Melco’s Scope 2 inventory. 
Our Scope 2 market-based emissions are neutral since 2018 from  
the purchase of Energy Attributes Certificates for 100% of our global 
electricity consumption. Melco’s GHG inventory is calculated using  
an operational control approach. The inventory aligns with the GHG 
Protocol published by WBCSD and WRI, and refers to the GWPs  
of the 6AR of the IPCC.
305-3
Other indirect (Scope 3) 
GHG emissions
Energy‌ & Climate Resilience
Performance Metrics
In 2021, Scope 3 emissions disclosed arose from downstream leased 
assets (tenants) and fuel and energy-related activity. Emissions arising 
from these categories, which were disclosed for the years 2020 and 
2021, have adopted an updated methodology in 2022. In 2022, Scope 3 
emissions are now tracked against nine categories that are relevant  
to our business. The year 2022 is now adopted as the base year for 
tracking Scope 3 emissions.
The inventory aligns with the GHG Protocol published by WBCSD and 
WRI, and refers to the GWPs of the 6AR of the IPCC.
305-4
GHG emissions intensity
Energy‌ & Climate Resilience
Performance Metrics
305-5
Reduction of  
GHG emissions
Energy‌ & Climate Resilience
Performance Metrics
103
——— Melco resorts sustainability report 2022

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
Report Section: Restoring‌ our World
Material Topics: Energy‌ & Climate Resilience / Material‌ Use & Waste
GRI 304: Biodiversity 2016
304-2
Significant impacts of 
activities, products and 
services on biodiversity
Restoring our World – Energy and Climate Resilience, Material‌ Use 
& Waste
Sustaining our Supply Chain
Material Topic: Material‌ Use & Waste
GRI 3: Material Topics 2021
3-3
Management of  
material topics
Assessing Materiality 
Our Impact along the Value Chain
Sustainability‌ Risk‌ Management
Evolving Risks and Opportunities
Restoring our World – Strategy and Management Approach
Material‌ Use & Waste
Our Policies and Statements
GRI 301: Materials 2016
301-2
Recycled input  
materials used
Sustainable Design
Material‌ Use & Waste
Information unavailable.
It is not feasible to quantify 
the percentage of recycled 
input materials used.
GRI 303: Water and Effluents 2018
303-1
Interactions with water  
as a shared resource
Material‌ Use & Waste
303-2
Management of water 
discharge-related impacts
Material‌ Use & Waste
All wastewater discharges to municipal treatment systems are  
in compliance with applicable legal requirements. Data are not  
available on quantities discharged.
303-3
Water withdrawal
Material‌ Use & Waste
303-4
Water discharge
Material‌ Use & Waste
Not applicable.
All wastewater discharges 
to municipal treatment 
systems are in compliance 
with applicable legal 
requirements. Data are  
not available on  
quantities discharged.
303-5
Water consumption
Material‌ Use & Waste
Performance Metrics
104

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
Report Section: Restoring‌ our World
Material Topic: Material‌ Use & Waste
GRI 306: Waste 2020
306-1
Waste generation  
and significant  
waste-related impacts
Material‌ Use & Waste
306-2
Management of significant 
waste-related impacts
Material‌ Use & Waste
306-3
Waste generated
Material‌ Use & Waste
Performance Metrics
306-4
Waste diverted  
from disposal
Material‌ Use & Waste
Performance Metrics
306-5
Waste directed to disposal
Material‌ Use & Waste
Performance Metrics
Report Section: Inspiring our Communities
Material Topic: Engaging‌ our People
GRI 3: Material Topics 2021
3-3
Management of  
material topics
Assessing Materiality
Our Impact along the Value Chain
Sustainability‌ Risk‌ Management
Inspiring our Communities – Strategy and Management Approach
Engaging‌ our People
Our Policies and Statements
GRI 202: Market Presence 2016
202-2
Proportion of senior 
management hired from  
the local community
Performance Metrics
GRI 401: Employment 2016
401-1
New employee hires and 
employee turnover
Performance Metrics
105
——— Melco resorts sustainability report 2022

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
Report Section: Inspiring our Communities
Material Topic: Engaging‌ our People
GRI 404: Training and Education 2016
404-1
Average hours of training 
per year per employee
Performance Highlights
Engaging‌ our People
Performance Metrics
404-2
Programs for upgrading 
employee skills and 
transition assistance 
programs
Engaging‌ our People
Information unavailable.
Programs to facilitate 
continued employability  
of employees who leave  
the company, either through 
retirement or termination, 
are not currently provided.
404-3
Percentage of employees 
receiving regular 
performance and career 
development reviews
All permanent employees, excluding newly-hired employees  
that did not complete their probationary period, received annual 
performance reviews.
GRI 405: Diversity and Equal Opportunity 2016
405-1
Diversity of governance 
bodies and employees
Inspiring our Communities
Performance Metrics
GRI 406: Non-discrimination 2016
406-1
Incidents of discrimination 
and corrective actions taken
Engaging‌ our People
Zero allegations of discrimination have been submitted to the 
government or to human resources in this reporting period.
Material Topic: Safety, Health‌ & Wellbeing
GRI 3: Material Topics 2021
3-3
Management of  
material topics
Assessing Materiality 
Our Impact along the Value Chain
Sustainability‌ Risk‌ Management
Inspiring our Communities – Strategy and Management Approach
Safety, Health‌ & Wellbeing
Our Policies and Statements
106

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
Report Section: Inspiring our Communities
Material Topic: Safety, Health‌ & Wellbeing
GRI 403: Occupational Health & Safety 2018
403-1
Occupational health and 
safety management system
Safety, Health‌ & Wellbeing
Melco’s safety and health management system covers all of our 
operations. In addition, Melco’s operations in Macau and Hong Kong  
are certified to the ISO 45001 management system standard for 
occupational health and safety.
403-2
Hazard identification,  
risk assessment, and 
incident investigation
Safety, Health‌ & Wellbeing
As part of implementing Melco’s OSH management system, identified 
hazards and assessed risks are mitigated and managed, the 
competency of colleagues and workers responsible for related work 
scopes is assured and overall implementation is monitored and reviewed 
to identify areas for improvement. Colleagues and workers are trained 
to remove themselves from potentially hazardous situations without 
reprisal and thorough incident investigations are undertaken to identify 
hazards and assess risks with the implementation of any necessary 
corrective action, changes to the hierarchy of controls or other 
improvements to its management system.
403-3
Occupational  
health services
Safety, Health‌ & Wellbeing
As part of implementing Melco’s OSH management system, identified 
hazards and assessed risks are mitigated and managed, the 
competency of colleagues and workers responsible for related work 
scopes is assured and overall implementation is monitored and reviewed 
to identify areas for improvement.
403-4
Worker participation, 
consultation, and 
communication on 
occupational health  
and safety
Safety, Health‌ & Wellbeing
Colleagues and contractors participate in regular OSH briefings and 
training, including being provided with opportunities to evaluate and 
continuously improve our OSH systems and processes. 
Communication occurs through various platforms, including but not 
limited to, induction and refresher courses, monthly meetings of our 
OSH Committees, team talks, internal communication on our 
e-Learning platform, surveys, feedback forms, and audits.
403-5
Worker training on 
occupational health  
and safety
Safety, Health‌ & Wellbeing
403-6
Promotion of worker health
Safety, Health‌ & Wellbeing
Ethical & Sustainable Supply Chain
As part of implementing its OSH system, Melco provides information 
and conducts training with colleagues and onsite workers to promote 
health and wellbeing. Onsite clinics also provide occupational health 
services to support employees.
403-7
Prevention and mitigation 
of occupational health  
and safety impacts directly 
linked by business 
relationships
Safety, Health‌ & Wellbeing
107
——— Melco resorts sustainability report 2022

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
Report Section: Inspiring our Communities
Material Topic: Safety, Health‌ & Wellbeing
GRI 403: Occupational Health & Safety 2018
403-8
Workers covered by an 
occupational health and 
safety management system
Safety, Health‌ & Wellbeing
Melco’s operations across Macau and Hong Kong are certified to the  
ISO 45001 management system standard for occupational health and 
safety. OSH systems are implemented to comply with all relevant legal 
requirements, and cover the workplaces of all colleagues across the 
Group and onsite workers.
403-9
Work-related injuries
Safety, Health‌ & Wellbeing
Performance Metrics
There we no cases of high-consequence work-related injuries or of 
colleague or worker fatalities on Melco properties in 2022. The main 
types of injuries included slips, trips and falls, cuts and abrasions,  
striking against objects or manual handling. Melco’s OSH system 
identifies work-related hazards that pose a risk of high consequence 
injury and implements controls to mitigate risk. 
Information unavailable.
Data on workers outside  
the organization have yet  
to be collected.
GRI 416: Customer Health & Safety 2016
416-2
Incidents of non-compliance 
concerning the health and 
safety impacts of products 
and services
Ethics‌ & Integrity
No significant incidents of non-compliance with regulations concerning 
health and safety impacts occurred during the reporting period.
Material Topic: Responsible Gaming
GRI 3: Material Topics 2021
3-3
Management of  
material topics
Assessing Materiality 
Our Impact along the Value Chain
Sustainability‌ Risk‌ Management
Inspiring our Communities – Strategy and Management Approach
Responsible Gaming
GRI 417: Marketing & Labeling 2016
417-1
Requirements for product  
and service information  
and labeling
Responsible Gaming
Melco has not had any incidents of non-compliance with its  
procedures related to responsible gaming and health and safety 
communication materials.
417-3
Incidents of non-compliance 
concerning marketing 
communications
Responsible Gaming
Community Engagement & Investment
Melco has not had any incidents of non-compliance with  
requirements or codes concerning marketing communications.
108

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
Report Section: Inspiring our Communities
Material Topic: Community Engagement & Investment
GRI 3: Material Topics 2021
3-3
Management of  
material topics
Assessing Materiality 
Our Impact along the Value Chain
Sustainability‌ Risk‌ Management
Inspiring our Communities – Strategy and Management Approach
Community Engagement & Investment
Our Policies and Statements
GRI 413: Local Communities 2016
413-1
Operations  
with local community 
engagement, impact 
assessments, and 
development programs
Community Engagement & Investment
Material Topics: Engaging‌ our People / Ethical & Sustainable Supply Chain
GRI 408: Child Labor 2016
408-1
Operations and suppliers  
at significant risk for 
incidents of child labor
Ethical & Sustainable Supply Chain
GRI 409: Forced or Compulsory Labor 2016
409-1
Operations and suppliers  
at significant risk for 
incidents of forced  
or compulsory labor
Ethical & Sustainable Supply Chain
Engaging‌ our People
Report Section: Sustaining our Supply Chain
Material Topic: Ethical & Sustainable Supply Chain
GRI 3: Material Topics 2021
3-3
Management of  
material topics
Assessing Materiality 
Our Impact along the Value Chain
Sustainability‌ Risk‌ Management
Sustaining our Supply Chain – Strategy and Management Approach
Ethical & Sustainable Supply Chain
Our Policies and Statements
GRI 204: Procurement Practices 2016
204-1
Proportion of spending on 
local suppliers
Ethical & Sustainable Supply Chain
Disclosure item 2-6 of this Content Index.
Our usage of “local” is in accordance with local government definitions. 
109
——— Melco resorts sustainability report 2022

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
Report Section: Sustaining our Supply Chain
Material Topic: Ethical & Sustainable Supply Chain
GRI 308: Supplier Environmental Assessment 2016
308-1
New suppliers that  
were screened using 
environmental criteria
Ethical & Sustainable Supply Chain
100% of new suppliers must acknowledge acceptance of our Supplier 
Code of Conduct, including its environmental requirements. Suppliers’ 
environmental performance is assessed and compliance with the 
Supplier Code of Conduct is required.
308-2
Negative environmental 
impacts in the supply chain 
and actions taken
Our Impact along the Value Chain
Ethical & Sustainable Supply Chain
Information unavailable/
incomplete.
The number and 
percentage of suppliers 
assessed have yet to  
be quantified.
GRI 414: Supplier Social Assessment 2016
414-1
New suppliers that  
were screened using  
social criteria
Ethical & Sustainable Supply Chain
100% of new suppliers must acknowledge acceptance of our Supplier 
Code of Conduct, including its social requirements. Suppliers’ social 
performance is assessed and compliance with the Supplier Code of 
Conduct is required.
414-2
Negative social impacts  
in the supply chain and 
actions taken
Our Impact along the Value Chain
Ethical & Sustainable Supply Chain
Information unavailable/ 
incomplete.
The number and 
percentage of suppliers 
assessed have yet to  
be quantified.
Report Section: Empowering our Business
Material Topic: Ethics‌ & Integrity
GRI 3: Material Topics 2021
3-3
Management of  
material topics
Assessing Materiality 
Our Impact along the Value Chain
Sustainability‌ Risk‌ Management
Empowering our Business – Strategy and Management Approach
Ethics‌ & Integrity
Our Policies and Statements
GRI 205: Anti-corruption 2016
205-1
Operations assessed for 
risks related to corruption
Ethics‌ & Integrity
All of Melco’s operations are regularly assessed for corruption risk.
205-2
Communication  
and training about  
anti-corruption policies  
and procedures
Ethics‌ & Integrity
All members of Melco’s governing bodies, including the Board,  
its committees and the Company’s Executive Committee as well as 
property-level boards and their committees and Executive Committees 
have received training on Melco’s anti-corruption policies. All colleagues 
receive training on Melco’s anti-corruption policies and procedures. 
Melco’s requirements for suppliers and business partners are 
acknowledged through acceptance of Melco’s Code of Conduct  
for Suppliers and related training is provided.
110

GRI 
GRI 
Standard
Standard
DISCLOSURE
DISCLOSURE
Page number(s), URL(s) and/or Explanation(s)
Page number(s), URL(s) and/or Explanation(s)
Reasons for Omission
Reasons for Omission
Report Section: Empowering our Business
Material Topic: Ethics‌ & Integrity
GRI 205: Anti-corruption 2016
205-3
Confirmed incidents  
of corruption and  
actions taken
Ethics‌ & Integrity
No confirmed incidents of corruption in the reporting year.
GRI 206: Anti-competitive Behavior 2016
206-1
Legal actions for  
anti-competitive  
behavior, anti-trust,  
and monopoly practices
Ethics‌ & Integrity
No legal actions for anti-competitive behavior, anti-trust or monopoly 
practices were identified in the reporting year.
Material Topic: Privacy & Cybersecurity
GRI 3: Material Topics 2021
3-3
Management of  
material topics
Assessing Materiality 
Our Impact along the Value Chain
Sustainability‌ Risk‌ Management
Empowering our Business – Strategy and Management Approach
Privacy & Cybersecurity
Our Policies and Statements
GRI 418: Customer Privacy 2016
418-1
Substantiated complaints 
concerning breaches of 
customer privacy and 
losses of customer data
Privacy & Cybersecurity
Melco did not have any substantiated complaints concerning  
breaches of customer privacy or losses of customer data during  
the reporting period.
Other Disclosure Items
GRI 201: Economic Performance 2016
201-1
Direct economic value 
generated and distributed
Performance Metrics
MRE Annual Report 2022 – Form 20-F – P.131; 158-159
201-2
Financial implications  
and other risks and 
opportunities due to  
climate change
Sustainability‌ Risk‌ Management
Evolving Risks and Opportunities
Our Risk Universe
Energy‌ & Climate Resilience
TCFD Content Index
Information unavailable.
Financial implications from 
climate change scenarios  
based on risk classifications 
have yet to be assessed.
GRI 410: Security Practices 2016
410-1
Security personnel trained 
in human rights policies  
or procedures
Safety, Health‌ & Wellbeing
Ethical & Sustainable Supply Chain
As part of the intensive training provided to all security teams, 
approaches to enforcing procedures that respect human rights are 
followed. 100% of security personnel receive this training, which is 
provided by Melco, local authorities and third-party security experts.
111
——— Melco resorts sustainability report 2022

TCFD 
Content Index
Appendices
Appendices
Quick Access to sections
Quick Access to sections
Governance
Governance
Strategy
Strategy
Risk Management
Risk Management
Metrics & Targets
Metrics & Targets
Melco’s oversight  
and management of 
climate-related risks 
and opportunities.
Melco’s actual and 
potential impacts of 
climate-related risks  
and opportunities 
across the value chain 
of our business, our 
strategy, and our 
financial planning. 
How Melco effectively 
identifies, evaluates  
and manages climate-
related risks to our 
business, suppliers  
and communities.
The metrics and targets 
used to assess and 
manage relevant 
climate-related risks  
and opportunities 
material to Melco.
112

TCFD Description
TCFD Description
Our Response
Our Response
Governance
a. Describe the board’s 
oversight of 
climate-related 
risks and 
opportunities.
Board
Board
Board of Directors
The Board has strategic oversight and ultimate responsibility for sustainability governance including 
climate-related risks. The Board receives quarterly reports on climate-related risks and opportunities and 
our Chairman & CEO, who sits on the Board, oversees the Company’s Roadmap and Action Plan for 
decarbonization, including GHG emission reduction, and strategy for assessing, mitigating and adapting to 
climate-related risks and identifying opportunities. Refer to Corporate Governance Structure section on 
page 078 for more details.
Audit and Risk Committee
The Audit and Risk Committee supports the Board in the management of risk and is responsible for 
overseeing and monitoring the effectiveness of the risk management and internal control processes during 
the year, including climate-related risks. 
Nominating and Corporate Governance Committee (NCGC)
The NCGC assists the Board in assessing climate-related issues by overseeing strategy and evaluating 
emergent risks and opportunities, and the Company’s progress against its environmental goals, including 
the policies and programs instrumental in achieving short- and long-term climate-related targets.  
This report is reviewed by the NCGC, and provides a review of climate-related risks and outlines progress 
towards environmental goals.
b. Describe 
management’s role 
in assessing and 
managing climate-
related risks and 
opportunities.
Management Level
Management Level
Executive Sustainability Committee 
The Executive Sustainability Committee comprises the Chairman & CEO, CFO, CRO, President,  
Property Presidents, SVP Project and Facilities, Supply Chain VP, Chief of Staff to Chairman & CEO  
and Sustainability Team, and provides quarterly updates to the Board on progress towards the Company’s 
Carbon Neutral, Zero Waste and sustainable sourcing goals including reviewing any related capital 
expenditures annually and raising any significant strategic or operational climate-related issues that may 
impact the Company’s growth and performance objectives. The Committee sponsors Working Groups 
across all corporate functions and all resorts that drive and measure progress towards achieving our 
ambitious goals. 
Working Groups
Oversight of our actions falls under the purview of three Working Groups: the Carbon Neutral Working 
Group, Zero Waste Working Group and Sustainable Sourcing Working Group, which report to our Executive 
Sustainability Committee. The Working Groups meet monthly to map our actions and measure our 
progress while evaluating our policies and systems with a view towards continual improvement. Within all 
budgets, each business unit across properties is responsible for working towards our long-term goals, such 
as energy- and water-efficiency measures, waste reduction and sustainable and responsible sourcing. 
Senior Sustainability Advisor 
The Senior Sustainability Advisor works with the Executive Sustainability Committee, Working Groups and 
the Sustainability Team to set climate-related strategies and implement actions towards our goals, and 
offers advice and provides regular updates to the CEO on the Company’s progress.
Chief Risk Officer (CRO) 
The CRO provides a regular update to the CEO and the Audit and Risk Committee on significant strategic 
risks, including climate-related risks and opportunities. The CRO participates in annual Sustainability 
Materiality Assessments and includes any significant climate-related risks identified in the Company-wide 
risk register.  
Governance
Governance
Strategy
Strategy
Risk Management
Risk Management
Metrics & Targets
Metrics & Targets
113
——— Melco resorts sustainability report 2022

TCFD Description
TCFD Description
Our Response
Our Response
Strategy
Climate-related risks and opportunities (CRROs) were first identified through an in-depth workshop with  
key stakeholders within the Company,  which has been detailed below. Following the risk identification stage,  
a prioritization assessment was completed to understand which CRROs are most significant to the business.  
The full table of prioritized CRROs is listed on page 116.
a. Describe the 
climate-related 
risks and 
opportunities the 
organization has 
identified over  
the short, medium, 
and long term.
Risk and Opportunity Identification
Beginning in 2022, Melco has been working with an independent sustainability consultancy to assess the 
potential climate-related risk and opportunity (CRRO) areas that may impact the Company. An in-depth, 
climate-related risk and opportunity workshop was held for key representatives from business units across 
all of our properties to provide insights and input to the assessment.
A comprehensive list of potential CRROs was first developed using information collected from external 
research, the internal workshop and interviews with stakeholders from across the business. The longlist 
development considered all risk categories outlined by the TCFD.
Time Horizon
CRROs considered as part of the identification analysis have been reviewed over a time horizon up to 2050. 
Time periods considered as part of the analysis were separated into the following:
	Ş
Ş	 Short term – 0-2 years
	Ş
Ş	 Medium term – 2-5 years
	Ş
Ş	 Long term – 5-11 years and onwards
b. Describe the impact 
of climate-related 
risks and 
opportunities on  
the organization’s 
businesses, 
strategy, and 
financial planning.
From identifying potential CRROs within specific time horizons and looking at the velocity and likelihood of 
each area, Melco has determined where the impact could occur across the value chain of the business as 
well as the potential financial impact to the organization. 
Assessing the potential impact has helped the business identify those prioritized CRRO areas and  
the prioritization analysis is detailed below. The table on page 116 lists the prioritized CRRO areas 
identified as part of the work completed by the Company’s business units. 
Prioritization Analysis 
Following the risk identification stage, a prioritization assessment was completed to understand which 
CRROs are most significant to the business. 
CRROs have been assessed on three main criteria:
	Ş
Ş	 Velocity: the speed of development of the external root cause that is driving the CRRO.
	Ş
Ş	 Likelihood: the likelihood is considered by consistency of outcome when comparing a Stress Scenario 
with a Current Policy Scenario for each CRRO, and determining how closely the projections are  
in alignment with each other. (For more information on the scenarios applied, please refer to  
disclosure Strategy (c) on the next page)
	Ş
Ş	 Financial Impact: estimate of the order of magnitude for how the identified CRROs could  
impact the business.
Governance
Governance
Strategy
Strategy
Risk Management
Risk Management
Metrics & Targets
Metrics & Targets
114

TCFD Description
TCFD Description
Our Response
Our Response
c. Describe the 
resilience of the 
organization’s 
strategy, taking  
into consideration 
different  
climate-related 
scenarios, including 
a 2°C or lower 
scenario.
Climate Scenario Selection 
As part of the prioritization analysis, the CRROs were analyzed using two scenarios: Current Policy and a 
Stress Scenario.
The Current Policy Scenario considers temperature increases likely to range between 2.5-3°C, with 
significant resultant impacts to global climate systems. 
The Stress Scenario depends on whether the CRRO is a transition or a physical CRRO. For transition 
CRROs, a low-carbon pathway aligned to limiting peak global temperatures to at least below 2°C was 
considered. For physical CRROs, a high-emission pathway is used, aligned to RCP 8.5, where global 
temperatures increase significantly and reach 4°C above pre-industrial levels.
Scenarios to support the Stress Scenario analysis are based on the following data sources:
	Ş
Ş	 Current Policy Scenario
•	 NGFS (Current Policies)
•	 IEA World Energy Outlook (Stated Policies Scenario)
•	 Climate Impact Explorer (RCP 4.5)
•	 KNMI Climate Change Atlas (RCP 4.5)
•	 WRI Water Risk Atlas (RCP 4.5)
•	 WRI Aquaduct Floods (RCP 4.5)
	Ş
Ş	 Transition Stress Scenario
•	 NGFS (Net Zero 2050)
•	 IEA World Energy Outlook (Sustainable Development Scenario)
	Ş
Ş	 Physical Stress Scenario (all RCP 8.5)
•	 Climate Impact Explorer
•	 KNMI Climate Change Atlas 
•	 WRI Water Risk Atlas
•	 WRI Aquaduct Floods 
Upon considering different climate scenarios and impact to the business, we have determined what the 
company’s response should be as well as mitigating measures to reducing risks. 
Glossary
NGFS	
Network for Greening the Financial System 
IEA	
International Energy Agency 
KNMI	
The Royal Netherlands Meteorological Institute 
WRI	
World Resources Institute
Governance
Governance
Strategy
Strategy
Risk Management
Risk Management
Metrics & Targets
Metrics & Targets
115
——— Melco resorts sustainability report 2022

Summary of Key Identified CRROs, Potential Impacts and Mitigating Actions
The following table lists the prioritized CRRO areas identified as a result of the assessment as well as 
related time horizons, value chain affected areas and the Company’s response and mitigating action for 
each CRRO.
Scope 1 GHG emissions
Scope 1 emissions arise from sources that an organization owns or controls directly. For example,  
burning fuel in fossil-fuel powered vehicles in its fleet.
Scope 2 GHG emissions
Scope 2 are emissions that arise indirectly from the generation of energy that is purchased and consumed 
by a company. For example, when the electricity or energy it buys for heating and/or cooling buildings,  
is being produced on its behalf.
Scope 3 GHG emissions
Scope 3 encompasses emissions that are not produced by the company itself, and are not arising from  
the activities of assets owned or controlled by them, but by those that it’s indirectly responsible for, up and 
down its value chain. An example of this is when the company buys, uses and disposes of products from 
suppliers. Scope 3 emissions include all sources that are not within its scope 1 and 2 boundaries.
Transition Risk Areas
Regulatory 
Regulatory 
Pressures and 
Pressures and 
Carbon Pricing
Carbon Pricing
Melco’s integrated resorts are energy intensive 
and therefore Scope 2 emissions comprise a 
significant portion of the Company’s  
carbon footprint.
Melco therefore has high exposure to net-zero 
transition related policies and carbon prices that 
could result in energy inflationary pressures.
Fuel usage relating to Scope 1 emissions could also 
be exposed to potential carbon pricing regulatory 
mechanisms in the future.
Implicit carbon costs could also affect the 
Company where investments are required to meet 
building efficiency requirements and emissions 
regulations that are introduced as part of net-zero 
transition plans.
Melco’s Response and Mitigation Actions
Melco performed a quantitative scenario  
analysis to assess its exposure to carbon pricing. 
The assessment reviewed Melco’s exposure over 
a 10-year time horizon and was identified as low  
to moderate risk.
To mitigate Melco’s exposure to such regulation, 
Melco will be:
	Ş
Ş	 Pursuing our strategy for Carbon Neutral 
resorts, which will involve implementing  
further energy-efficiency initiatives and 
reducing reliance on fossil-fuel-based energy 
sources through further investment in cleaner 
energy sources (i.e. solar photovoltaics (PVs),  
power purchase agreements (PPAs).
	Ş
Ş	 Continuing to monitor the introduction of 
further regulations including building efficiency 
regulatory requirements.
	Ş
Ş	 Aligning future developments and retrofits to 
BREEAM/latest green building standards.
Time Horizon
Value Chain Affected Area 
(unmitigated impact)
Operational costs and capital expenditure –  
low moderate impact
Short
Medium
Long
Governance
Governance
Strategy
Strategy
Risk Management
Risk Management
Metrics & Targets
Metrics & Targets
116

Resource 
Resource 
Procurement
Procurement
Scope 3 categories 1 & 2 (Purchased Goods and 
Services and Capital Goods, respectively) are 
material contributions to emissions, as a result of 
the embodied carbon associated with energy-
intensive goods and construction materials  
and activities.
Melco has exposure to potential commodity price 
increase pressures resulting from net-zero 
transition related regulations.
Melco’s Response and Mitigation Actions
Melco assessed its future growth strategy and 
determined that the exposure relating to carbon-
intensive building materials is low. The Company 
will continue to monitor the risk to resource 
procurement alongside our growth strategy  
as this develops.
The Company also aligned recent integrated 
resort expansions to BREEAM building standards. 
The Company will aspire to follow this approach 
for any future developments.
By aspiring to attain BREEAM International 
certification, this will ensure embodied carbon  
is factored into design and construction 
considerations for new developments and  
this will reduce the risk in this area.
Time Horizon
Value Chain Affected Area 
(unmitigated impact)
Operational costs and capital expenditure – 
insignificant impact
Physical Risk Areas
Acute
Extreme  
Extreme  
Weather Events
Weather Events
The increase in frequency and intensity of extreme 
weather events, such as typhoons, could pose 
considerable impact to Melco.
Melco has integrated resorts located in island 
regions that are in close proximity to coastal 
waters. The properties in Macau and Manila are 
both subject to typhoons, which exposes the 
integrated resorts to potential impacts including 
damage to property, loss of revenues as a result  
of service disruption and increased employee 
management costs to ensure procedures are  
in place to effectively manage such events.
Melco obtains insurance coverage for such events. 
However, as an enhanced warming climate change 
scenario could lead to increased severity and 
frequency of extreme weather events, this could 
leave Melco vulnerable to increased insurance 
costs or inability to obtain sufficient coverage.
Melco’s Response and Mitigation Actions
To mitigate Melco’s exposure to extreme weather 
events, we will:
	Ş
Ş	 Invest in resilience, such as onsite energy 
storage systems and ensuring all integrated 
resorts are designed to reduce the impact  
of weather events.
	Ş
Ş	 Avoid high-risk areas for future developments.
	Ş
Ş	 Review insurance agreements and consider 
cost/benefit assessment of investing in 
resilience versus the increased costs  
of insurance.
Time Horizon
Value Chain Affected Area 
(unmitigated impact)
Operational costs and lost revenues –  
moderate impact
Short
Medium
Long
Short
Medium
Long
Governance
Governance
Strategy
Strategy
Risk Management
Risk Management
Metrics & Targets
Metrics & Targets
117
——— Melco resorts sustainability report 2022

Physical Risk Areas
Chronic
Chronic 
Chronic 
Temperature 
Temperature 
Increases
Increases
Increases in temperatures  are likely to require 
increased energy needs for our integrated resorts 
to be kept at desired cooling levels to maintain 
guest comfort and satisfaction.
Melco’s Response and Mitigation Actions
	Ş
Ş	 Melco performed a scenario analysis, looking  
at the potential impacts of both increased 
temperatures and water stress. Climate 
scenario modelling has been applied, looking  
at projections for both variables under high 
(RCP 8.5) warming and current policy (RCP 4.5) 
scenarios. For increased temperatures, 
considerations have been made based on  
the current cost of energy and the forecast in 
increased energy consumption under a stress 
scenario. When assessing water stress, we have 
analyzed the potential impact this could have  
on water procurement costs for the business. 
Both assessments have indicated an increase  
in operational costs that is insignificant when 
compared to other costs. The analysis has 
therefore shown that impacts to Melco are 
immaterial over a long-term time horizon.
	Ş
Ş	 The implementation of planned energy- and 
water-efficiency measures will help further 
reduce risk exposure in these areas as well  
as build further resilience.
Time Horizon
Value Chain Affected Area 
(unmitigated impact)
Operational costs –  
insignificant impact
Water Stress
Water Stress
Global warming is likely to increase pressures on 
water supplies that could result in increased water 
procurement costs for the Company. 
Macau is considered a medium water stress 
region, whereas both Cyprus and the Philippines 
are regarded as low stress regions. Climate is 
anticipated to raise the vulnerability to water 
stress in these regions.
Time Horizon
Value Chain Affected Area 
(unmitigated impact)
Operational costs –  
insignificant impact
Opportunities
Capital Flow 
Capital Flow 
Opportunities
Opportunities
Strategic Actions to be Undertaken
There are increasing opportunities for Melco to reduce the cost of capital through instruments such as  
green bonds, which would be linked to the implementation of carbon reduction/cleaner energy initiatives  
and build resilience.
Actions
	Ş
Ş	 Due diligence of capital investments that involves a carbon emission assessment.
	Ş
Ş	 Investment in low-carbon/low-energy technologies to unlock potential favorable green  
financing opportunities.
Renewable Energy 
Renewable Energy 
and Onsite 
and Onsite 
Generation 
Generation 
Opportunities
Opportunities
Strategic Actions to be Undertaken
Sourcing renewable energy and expanding onsite solar generation presents an opportunity for Melco to 
decarbonize its operations as well as mitigate the risks relating to rising fossil fuel-based energy prices and 
disrupted energy supply from severe weather events.
Actions
	Ş
Ş	 Assess potential investment opportunities to reduce exposure to risks based on energy usage and costs 
savings analysis.
Short
Medium
Long
Short
Medium
Long
Governance
Governance
Strategy
Strategy
Risk Management
Risk Management
Metrics & Targets
Metrics & Targets
118

TCFD Description
TCFD Description
Our Response
Our Response
Risk Management
a. Describe the 
organization’s 
processes for 
identifying and 
assessing climate-
related risks.
The Board oversees our Enterprise Risk Management (ERM) process through the Audit and  
Risk Committee, and while our CRO is operationally responsible for the process, all colleagues are 
supported to participate in the identification and assessment of existing, new and emerging risks,  
including climate-related risks. Please refer to Sustainability‌ Risk‌ Management section of this report on 
page 018 for the full disclosure on our risk management processes.
b. Describe the 
organization’s 
processes for 
managing climate-
related risks.
The Board oversees the ERM process through the Audit and Risk Committee. Existing and emerging risks, 
including climate-related risks and their potential impacts and mitigation measures, are regularly discussed 
with the Executive Management team. The conclusion of those discussions is presented to the Audit and 
Risk Committee every quarter alongside a risk register that is informed by the 4Ts of Risk Management: 
Treat, Tolerate, Transfer or Terminate. 
To ensure effective management of the CRRO analysis completed to date, we will additionally regularly 
monitor and review CRROs with our facility management teams in our monthly Working Group meetings 
and quarterly Executive Sustainability Committee meetings. Our daily operational risks related to climate 
change, carbon and energy management are managed through our ISO 14001 Environment Management 
System and ISO 50001 Energy Management System certified system.
c. Describe how 
processes for 
identifying, 
assessing, and 
managing  
climate-related  
risks are  
integrated into  
the organization’s 
overall risk 
management.
The Audit and Risk Committee oversees and monitors the Company’s risk management policies, 
procedures and practices, and internal control systems, including climate-related risks along with financial, 
operational and compliance controls.
Governance
Governance
Strategy
Strategy
Risk Management
Risk Management
Metrics & Targets
Metrics & Targets
119
——— Melco resorts sustainability report 2022

TCFD Description
TCFD Description
Our Response
Our Response
Metrics & Targets
a. Disclose the  
metrics used by  
the organization  
to assess climate-
related risks and 
opportunities in line 
with its strategy and 
risks management 
processes.
We publish key metrics on energy, water usage and waste management in our sustainability report annually. 
Monitoring and reporting these metrics help us to identify areas with high climate-related risks to further 
improve our performance.
Measuring our energy and water usage helps to assess potential carbon pricing exposure and the extent of 
potential impacts arising from temperature increases and water-related risks. Please refer to page 094 to 
see Performance Metrics on energy, water and waste. 
Where we have not set targets for specific CRROs, we are working to install the required systems to collect 
and monitor data so we can report progress against these in future disclosures.
b. Disclose Scope 1, 
Scope 2 and,  
if appropriate,  
Scope 3 greenhouse 
gas (GHG) 
emissions and  
the related risks.
Please refer to page 094 of the report to see our disclosure for Scope 1, 2, and 3 GHG emissions.
c. Describe the targets 
used by the 
organization to 
manage climate-
related risks and  
opportunities and 
performance 
against targets.
Our Goals and Targets
In preparation for the transition to a low-carbon economy, we have established goals and targets, supported 
by initiatives for carbon reduction. These will help the organization minimize exposure to climate-related 
risks. Please refer to page 026, Restoring our World, for details on our approach and actions taken for 
energy, water and waste management. 
Our goals include:
	Ş
Ş	 Achieving carbon-neutral resorts by 2030 
	Ş
Ş	 Achieving zero waste across our resorts by 2030
	Ş
Ş	 Contributing to circular economy leadership in Asia
	Ş
Ş	 Sourcing sustainable goods and services
	Ş
Ş	 Reducing our water footprint
In support of these Group-level goals, we have set the following aligned targets for our properties, all based 
on our baseline year of 2019:
	Ş
Ş	 5% tCO2e/m2 intensity reduction in Scope 1 and 2 GHG emissions by 2030, with ambitions for  
22% reduction
	Ş
Ş	 3% kWh/m2 intensity reduction in fuel and electricity consumption by 2030, with ambitions to achieve 
between 22% to 28% reduction at the property level 
	Ş
Ş	 19% m3/m2 intensity reduction in water consumption by 2030
	Ş
Ş	 5% tonnes/m2 intensity reduction in non-hazardous waste generation by 2030, with ambitions for  
24% reduction
Where we have not set targets for specific CRROs, we are working to install the required systems to  
collect and monitor data so we can report progress against these in future disclosures. Going forward,  
we will continue to seek technological innovations and facilitate the transition to a lower-carbon 
environment by adopting more advanced renewable energy systems and explore the feasibility  
of adopting SBTi targets.
Governance
Governance
Strategy
Strategy
Risk Management
Risk Management
Metrics & Targets
Metrics & Targets
120

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