•INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION•ENVIRONMENTAL•

SOCIAL•

GOVERNANCE•

APPENDICES

2023 SERVE 360 REPORT

Environmental, Social, and Governance Progress

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS

1•INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION•ENVIRONMENTAL•

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Table of Contents

3

26

59

A Message From Our
President and CEO

SocialSuccess Is Never Final

27 Diversity, Equity, and Inclusion
36 Associate Development andWell-being

4
Introduction
4

About This Report5Company Overview

6

Awards and Recognition

7
Serve 360: Doing Good in
Every Direction
7Serve 360 Platform

8

Stakeholder Engagement

41 Community Impact
45 Human Rights

948 Peace and Cultural
Understanding

Environmental
10 Energy and Emissions

Governance

13 Water

50 Board of Directors
and ESG Oversight

SASB Disclosures

73 TCFD Index
76 Assurance Statement

52 Ethics and Compliance

18 Biodiversity

56 Public Policy

Cover Photo Caption: Top left: Two associates participating in a volunteer activity; Top Right: The Westin®
Riverfront Resort & Spa, Avon, Vail Valley (Avon, Colorado, U.S.); Bottom left: Canadian Boreal Forest;
Bottom right: Two associates at The Westin Harbour Castle, Toronto (Toronto, Ontario, Canada).

60 Performance Tables
71

16 Sustainable Buildings andAdaptive Reuse
20 Responsible Sourcing

Appendices
63 GRI Index

49

14 Waste60

54 Data Privacy and Cybersecurity
58 Guest Engagement, Satisfaction,and Well-being

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SOCIAL•

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APPENDICESA MESSAGE FROM OUR

President and CEO

Putting People First is not just one of our core values, but
it’s part of our company’s DNA and key to our resilienceand success. As travel demand continued to recover in
2022, there were still several major global issues creating
challenging conditions worldwide. Marriott associates
around the world have been working hard not only toweather the crises and rebound, but also to continue
helping others and serving the communities in which
they live and work. Our associates’ resilience is truly
outstanding. As associates, guests, hotel owners, andfranchisees are increasingly seeking companies that reflect
their values, we remain committed to Serving Our World.

Fostering an Inclusive Culture
Marriott’s commitment to associates truly sets ourcompany apart. In 2022, I’m proud of the progress we’ve
made in attracting, growing, and retaining talent whileworking to foster an inclusive culture where everyone feelsthat they belong. We have been investing in associates
globally — through even more-competitive compensation,
benefits, and rewards — and we also expanded eligibility
in the company’s bonus plans for select associates. We
welcomed many new associates to Marriott last year,
and we remained focused on growing great leaders at
all levels and providing the right support. Core to who weare as a company is the sense of belonging. To that end,
we expanded the company’s Associate Networks andlaunched executive-sponsored Associate Resource Groups(ARGs) to engage associates, enhance our culture, andsupport recruitment, retention, and diversity, equity, andinclusion efforts. Among these efforts is our goal to achieve
global gender parity at the vice president level and aboveby the end of 2023.
Growing great leaders, investing in associates, andproviding access to opportunity supports a strong

foundation and we are proud of Marriott’s associates,
who have been the drivers of the company’s progress inenvironmental, social, and governance (ESG) efforts.

Human Trafficking Awareness Training
We have taken a leading role in the fight against oneof the industry’s most pressing human rights issues —human trafficking — and in December 2022, we reached amilestone of having trained one million Marriott associates
in human trafficking awareness. We donated our humantrafficking awareness training for use in the broader
hospitality workforce, and by the end of December,nearly 850,000 hotel workers outside of Marriott had also
completed the training. In addition, Marriott engaged with
the Global Fund to End Modern Slavery (GFEMS) to createa hospitality training curriculum for survivors of humantrafficking and successfully piloted the training, withplans to scale the curriculum with service providers in theyears ahead.

Responding to Global Crises
In the midst of global crises, such as the war in Ukraine,
our commitment to our communities remained strong,with hotels in the Marriott portfolio, associates, and guests
mobilizing and lending support. Throughout the year,
Marriott and The J. Willard and Alice S. Marriott Foundationcollectively provided over $5 million to relief efforts throughthe Marriott Disaster Relief Fund, Marriott Bonvoy®
points donations, and hotel cash and in-kind donations.
Marriott hotels throughout Europe also hired more than
650 individuals impacted by the war. In response to
the earthquakes in Türkiye and Syria in 2023, we, as ofApril, contributed over $2 million toward associates, theirfamilies, relief efforts, and humanitarian organizations.
As we have in other parts of the world during times of

Photo Caption: Marriott’s President and CEO volunteering for D.C. Central Kitchen (DCCK).

natural disasters, the company’s hotels, associates, andguests once again mobilized to support relief efforts. In themost difficult of circumstances, the broader Marriott familyshows its true spirit by helping others.

Climate Resiliency
As we take care of associates and communities in timesof great need, we must also do our part for the planet.
Climate resiliency remains a key component of Marriott’s
sustainability strategy, including our commitment to set
a near-term science-based emissions-reduction target(SBT) and a long-term target to reach net-zero value
chain greenhouse gas (GHG) emissions by no later than
2050. We are currently preparing our SBT and net-zerotargets for submission and are developing in-depth
climate execution strategies with leadership teams acrossthe globe.
While the company continues to grow, the beliefs thatare most important to us remain the same. I am proud
to share our company’s ESG progress, including how
Marriott associates are serving guests and taking care ofcommunities in a way that truly exemplifies our culture
and core values. As Marriott continues to Serve Our World,
we will strive to make a positive and sustainable impact
wherever we do business.

Anthony G. Capuano
President and Chief Executive Officer
Marriott International

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APPENDICES

Introduction
About This Report
Information and data within this 2023 Serve 360
Report: Environmental, Social, and Governance
Progress (Report) represent Marriott International,
Inc.’s (Marriott, company, we, our) global operations
from our full portfolio of owned, leased, managed,
and franchised hotels, unless otherwise indicated.
Data in this Report may be rounded. Human capital
information applies to associates whose employment
is managed by Marriott, unless otherwise stated.
Greenhouse gas (GHG) emissions, energy (including
renewable energy), water, and waste data, andprogress against those targets, do not include
timeshare properties, Design Hotels®, or Homes &Villas by Marriott Bonvoy® unless otherwise stated.
Any specific highlights, projects, programs, or initiatives
in this Report may apply only to select regions, hotels,or associates. Please refer to the specific descriptions
within this Report for further details on the scopefor each of these highlights, projects, programs,
or initiatives.
This Report reflects information and performancedata for year-end 2022, unless otherwise indicated.
Financial metrics are reported in U.S. dollars.
Please note that information contained in this Report
does not constitute a guarantee, commitment,or promise with regard to business activities,
performance, or future results. Although the COVID-19
pandemic and certain other factors have impacted ourprogress in some areas, Marriott remains focused on
advancing our environmental, social, and governance(ESG) goals and initiatives.
Standards of measurement and performance made inreference to our environmental, social, governance, andother sustainability plans and goals may be based on
protocols, processes, and assumptions that continue
to evolve and are subject to change in the future,including due to the impact of future rulemaking.
This Report uses the Global Reporting Initiative(GRI) Standards and reflects the Sustainability
Accounting Standards Board (SASB) and theTaskforce on Climate-related Financial Disclosures(TCFD) frameworks.
The statements in this Report are made as of the dateof this Report, unless otherwise indicated, and weundertake no obligation to update these statements toreflect subsequent events or circumstances.

Forward-Looking Statements
This Report contains certain forward-looking
statements based on Marriott management’s current
assumptions and expectations, including statements
regarding our ESG targets, goals, commitments,
and programs and other business plans, initiatives,and objectives. These statements are typicallyaccompanied by the words “aim,” “hope,” “believe,”“estimate,” “plan,” “expect,” “aspire,” “goal,” “commit,”“intend,” “foresee,” “anticipate,” “target,” “will,” orsimilar words. Numbers and percentages used in thisReport may be estimates or approximations and may
be based on assumptions. All such statements areintended to enjoy the protection of the safe harbor for
forward-looking statements within the meaning ofSection 21E of the Securities Exchange Act of 1934,as amended. Our actual future results, including theachievement of our targets, goals, or commitments,
could differ materially from our projected results as theresult of changes in circumstances, assumptions not
being realized or other risks, uncertainties, and factors.
Such risks, uncertainties, and factors include the risk
factors discussed in Item 1A of our most recent annual
report on Form 10-K and in our subsequent quarterly
reports on Form 10-Q filed with the Securities andExchange Commission. We urge you to consider all of
the risks, uncertainties, and factors identified above or
discussed in such reports carefully in evaluating theforward-looking statements in this Report. Marriottcannot assure you that the results reflected or impliedby any forward-looking statement will be realizedor, even if substantially realized, that those results
will have the forecasted or expected consequencesand effects.
Report Publication Date: July 10, 2023

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INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION

Company
Overview
Global Reach*
Marriott is a worldwide operator, franchisor, and licensor
of hotel, residential, timeshare, and other lodging
properties. At year-end 2022, the company had 2,053
company-operated properties, which included properties
under long-term management or lease agreements withproperty owners and properties that Marriott owns; 6,122
franchised and licensed properties; and 113 branded
residential communities. Consistent with the company’s
focus on hotel management, franchising, and licensing,
Marriott owns or leases very few lodging properties.

YEAR-END 2022••

30 Brands**
138 Countries & Territories••

8,288 Properties
1,525,407 Rooms

Marriott Bonvoy®
Marriott Bonvoy is the company’s travel loyalty programand marketplace through which members have access toMarriott’s diverse brand portfolio, rich benefits, and travel
experiences. At year-end 2022, Marriott Bonvoy had morethan 177 million members.

•

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APPENDICES

Human Capital Management
Marriott’s human capital strategy is based on three signature elements — Growing Great Leaders, Investingin Associates, and Access to Opportunity.
At year-end 2022, Marriott managed the employment of approximately 377,000 associates. This
includes 140,000 associates employed by Marriott at properties, customer care centers, and aboveproperty operations, as well as 237,000 associates who are employed by our property owners but whose
employment is managed by Marriott (which is common outside the U.S.).

Human Capital Metrics***
Global Workforce****Global Managers****Demographic

2022

2021

2020

Demographic

2022

2021

2020

Total Global
Associates

377,000

325,000

321,000% Women

45%

45%

45%

% Nonmanagement

85%

85%

85%

% Men

55%

55%

55%

% Management

15%

15%

15%

U.S. Workforce******% Women

44%

43%

44%

* Demographic

2022

2021

2020

% Men

56%

57%

56%

Total U.S.
Employees

111,000

97,00098,000% Nonmanagement

81%

81%

83%

% Management

19%

19%

17%

% Full-time

87%

87%

85%

% Part-time

13%

13%

15%

President and CEO Direct Reports
Demographic

2022

2021

2020

% People of
Color

0%

0%

13%

% Women

57%

57%

50%

% Women

54%

54%

54%

% Men

43%

43%

50%

% Men

46%

46%

46%

*** All metrics represent year-end data.

Global Executives*****
Demographic

2022

2021

2020

% Women

47%

45%

44%

% Men

53%

55%

56%

**** Includes associates employed by property owners but whose
employment is managed by Marriott.
***** Global Executives are defined as vice president and above roles.
****** Includes Marriott employees at company-operated properties,
customer care centers, and above-property operations.

* Metrics do not include Homes & Villas by Marriott Bonvoy.
** Marriott launched its 31st brand, City Express by Marriott™, in May 2023.

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APPENDICESAwards and Recognition
Throughout 2022, Marriott was recognized by the following organizations for the company’s environmental, social, and governance (ESG) initiatives, programs,
and performance.

Fortune 100 Best Companies to Work For®
Great Place to Work®, Fortune

DiversityInc Hall of Fame,
DiversityInc

Best Places to Work for LGBTQ+ Equality,
Human Rights Campaign Foundation

Best Places to Work for Disability Inclusion,
Disability:IN, American Association of People
with Disabilities (AAPD)

Leading Disability Employer Seal, National
Organization on Disability
GEI Member Company, 2022 Bloomberg Gender
Equality Index
PEOPLE® Companies that Care, Great Place
to Work®, PEOPLE
U.S. Green Building Council’s 2022
Leadership Awards

CPA-Zicklin Corporate Political
Accountability and Disclosure Index
Trendsetter with a score of 92.9 out of 100

Marriott’s new headquarters campus in
Bethesda, Maryland, U.S., also received thefollowing recognitions:

Fortune Best Workplaces for Women™,
Great Place to Work®, Fortune

Best in Building Health Awards for Highest Scoring
Design of 2022

WEConnect International as a Silver
Global Champion

Best in Building Health Awards for 2022 Highest
Score: Commercial Interior Space v2

100 Best Companies, SeramountFitwel® 3-star certification

For additional recognitions, please see Marriott’s Recognition webpage.
Photo Caption: Marriott’s headquarters campus in Bethesda, Maryland, U.S.

50 Best Companies for Latinas to Work for in
the U.S., LATINA Style

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NURTURE OUR
WORLD

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DOING GOOD
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APPENDICES

Serve 360:

Doing Good in Every Direction

SUSTAIN RESPONSIBLE
OPERATIONS

Serve 360 Platform
Inspired by Marriott’s core values to Serve Our Worldand Put People First, our sustainability and social impact
platform, Serve 360: Doing Good in Every Direction,
guides the company’s efforts to make a positive,
sustainable impact wherever we do business.
EMPOWER THROUGHOPPORTUNIT Y

Marriott’s Serve 360 platform is guided by four
coordinates — Nurture Our World, Sustain
Responsible Operations, Empower ThroughOpportunity, and Welcome All and Advance
Human Rights — each with dedicated focus areas.
Following this framework, Marriott activates compelling,
impactful initiatives around the world designed todrive positive change and support global frameworks
and targets, including the United Nations Sustainable
Development Goals.

To execute on Serve 360 and Marriott’s broader
environmental, social, and governance (ESG) strategy,a series of complementary councils, committees, teams,
and Serve 360 Regional Leaders provide structure andoversight. At the Board of Directors level, a dedicatedInclusion & Social Impact Committee (ISIC) assists theBoard in providing oversight of the company’s strategy,
efforts, and commitments related to ESG matters. At the
management level, the Serve 360 platform is guided
by various governing bodies, each of which maintains
its own priorities and objectives to help make progress
toward companywide ESG goals.
For additional information on Marriott’s ESG governancestructure, please see pages 50–51.

WELCOME ALL AND
ADVANCE HUMAN RIGHTS
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APPENDICES

Stakeholder Engagement
As a publicly-held travel and hospitality company with operations around the world, Marriott has arange of stakeholder groups. We collaborate with these stakeholders to understand their priorities
through global forums and industry associations and use insights gained to develop strategies, policies,
and programs and report on critical ESG topics.

Associates: Marriott’s long history of service, innovation, and growth is built ona culture of putting people first. Our human capital strategy is based on threesignature elements — Growing Great Leaders, Investing in Associates, and Accessto Opportunity. We also engage associates on how to embed Serve 360 in Marriott’s
operations and drive ESG progress across the company.
Marriott Business Councils: Comprised of hotel leaders representing managed andfranchised properties globally, Marriott’s Business Councils support business and ESG
strategies and promote our core values and culture. As of year-end 2022, there werea total of 106 Business Councils representing over 5,600 hotels and more than 1.2
million hotel rooms.
Customers: Marriott engages with customers to support the company’s Serve
360 Goals and ESG strategy while also providing environmental and social data,collaborating on sustainability practices, and providing information on diversity,
equity, and inclusion (DEI) programs to support customers in achieving theirown goals.
Guests: Through Marriott’s guest satisfaction survey and reviews, we aim to provide
guests opportunities to be heard and to generate superior guest satisfaction andmore memorable stays at Marriott properties. We also engage guests through thecompany’s loyalty program, Marriott Bonvoy, which allows guests to earn benefits
as well as earn and redeem points with the option to donate their points to specificServe 360 charitable partners.
Hotel Owners & Franchisees: Through owner and franchisee forums, Marriottencourages participation from owners, franchisees, and management companies on
relevant initiatives, collaboration opportunities, and overall progress and learnings
around ESG.

Investors: Marriott communicates with investors through various channels to share
updates on a variety of ESG-related topics and provide information and data on ourServe 360 platform and progress toward our 2025 Serve 360 Goals. Marriott also
participates in select ESG rating agency surveys and disclosures.
Suppliers: Marriott engages with suppliers through the company’s sustainableprocurement and supplier diversity programs. This includes working with suppliers todrive progress toward our responsible and local sourcing goals and collaborating withminority-, women-, LGBT-, people with disabilities-, and veteran-owned businesses.
Communities: Along with associates, hotels, and Business Councils, Marriottengages with local communities and community organizations through investment
and volunteer activities. We also support communities through disaster relief
programs and biodiversity investments.
Industry Associations & Nongovernmental Organizations: Marriott andthe company’s leadership team participate with allied trade associations andnongovernmental organizations, including the Business Roundtable, the World
Travel & Tourism Council (WTTC), the Sustainable Hospitality Alliance (the Alliance),
U.S. Council for International Business (USCIB), U.S. Travel Association, U.S. Travel
and Tourism Advisory Board, Brand USA, and the American Hotel & Lodging
Association (AHLA), including its state-level affiliates. Marriott also engages with
DEI organizations, and participates at the board level for Disability:IN, Out & Equal,
WEConnect International, and many other organizations.

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

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Energy and Emissions
Management Through Measurement

Global Climate Action

Marriott’s approach to reducing hotel greenhouse gas(GHG) emissions is inclusive of data management
technologies, investments in efficiency projects, andthe increased use of renewable energy, among otherinitiatives. To assist with the effective managementof GHG emissions and energy consumption, theMarriott Environmental Sustainability Hub (MESH), thecompany’s internal environmental reporting platform,
supports the tracking of environmental data acrossMarriott’s global portfolio of hotels.

Marriott’s climate action efforts include committing to
set a near-term science-based emissions reduction
target (SBT) and set a long-term science-based target
to reach net-zero value chain GHG emissions by nolater than 2050.

The company’s Engineering Business LeadershipCouncils and teams, composed of hotel-basedengineering discipline leaders and facility services
directors from different geographic markets atmanaged properties, also meet quarterly to drive
environmental progress and review performanceagainst the Serve 360 carbon reduction and renewableenergy goals.

In 2022, the company initiated efforts to identify
decarbonization levers to help meet Marriott’s climate
goals.
Marriott also worked with an external consulting firm
to support broader-scale organizational evolution toplan for a climate-smart future. The company aims toleverage the results from this engagement, including
best practices and insights, to support Marriott’s
carbon-reduction journey.

2025 Carbon
Reduction Goal
As part of Marriott’s Serve 360 Goals, the company
aims to reduce carbon emissions per square meterof conditioned space by 30% from a 2016 baselineby year-end 2025.

24.6%

Global Reduction in
Carbon Emissions
per Square Meter ofConditioned Space
from 2016 Baseline

Marriott is on track to achieve this goal.
For a global and regional breakdown of GHG
emissions performance since 2016, please see
pages 60–61.

SUSTAIN RESPONSIBLE OPERATIONSPhoto Caption: Engineering associates at the Sheraton® Chongqing Hotel (Chongqing, China).

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Climate Resiliency and Adaptation

Energy Reduction Initiatives

The company continues to use the Marriott
Infrastructure Resilience and Adaptation (MIRA)
framework to evaluate climate-related risks tophysical assets globally.

Globally, Marriott properties and their owners
may evaluate energy efficiency investment
opportunities to best meet their needs, including
the implementation of energy action plans, retrocommissioning, lighting retrofits, building automation
systems, and other projects. For example, in 2022,
numerous Marriott managed hotels across the globe
implemented energy efficiency projects, saving
approximately 45,000 MWhs of energy.

MIRA’s primary focus in 2022 was centered aroundthe development of a strategy that can be deployed
across Marriott’s portfolio of global hotels and further
development of a MIRA Climate Scorecard. MIRA’s
enhancements encompass associate training andthe utilization of local resources to improve Marriott’s
ability to adapt to climate events.
Additionally, to increase company awareness aroundclimate risks, including extreme weather events andresiliency efforts, MIRA has been included as a topic
in Marriott’s leadership meetings.
In addition to global property assessments,
the MIRA team engaged with consultants who
conducted a study of the impact of sea-level riseand eroding coastlines over the near- (2020–2040),
mid- (2040–2070), and long-term (2070–2100)
time periods at a Marriott hotel location in Northern
California. This study helped the MIRA team better
understand the real-life impacts of climate change
and indicated that long-term climate effects of
sea-level rise may affect parts of that location,
indicating the need for additional resiliency planning.

Energy Efficiency Global Highlights
The Sheraton Centre Toronto Hotel(Toronto, Ontario, Canada), one of thelargest hotels in Canada, expects tosave over 145,000 kWh of energy per
year by installing guest room mirror LED
lighting throughout the property.

•

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APPENDICES

Global Energy
Reduction
12.9%
Global Reduction in Energy Consumption
per Square Meter of Conditioned Space
from 2016 Baseline
For a global and regional breakdown of energy
performance since 2016, please see page 61.

SUSTAIN RESPONSIBLE OPERATIONSIn 2022, the Aloft San Juan (San Juan,
Puerto Rico) replaced traditional
thermostats with smart thermostats
throughout the property, which are
expected to reduce energy usage costs
by 25–35% per year.
®

Between 2021 and 2022, 15 Marriott
hotels across the Greater China region
installed heat pumps, which are
expected to reduce emissions by over
1.8 million kilograms per year.

Photo Caption: The Westin® Wenzhou (Zhejiang, China) was one of the 15 hotels across Greater Chinathat installed heat pumps between 2021 and 2022.

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•INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION•ENVIRONMENTAL

2025 Renewable
Energy Goal
As part of Marriott’s Serve 360 Goals, the company aims to source aminimum of 30% of its overall electricity from renewable energy by
year-end 2025.

2.1%

of electricity consumption sourced fromrenewable energy in 2022

While Marriott remains behind schedule on this goal, the company iscontinuing to analyze onsite renewable energy viability.

SUSTAIN RESPONSIBLE OPERATIONS•SOCIAL•

GOVERNANCE•

APPENDICES

Analyzing Onsite Renewable Energy Viability
To increase renewable energy consumption across the company’s portfolio of
properties, Marriott conducted an analysis of a group of properties in the U.S. todetermine viability for on-site solar installations. The first round of this analysis
revealed that a large percentage of these properties are expected to generate apositive internal rate of return potential photovoltaics (PV) installations. Marriottalso expects to analyze PV viability for select Caribbean and Latin America (CALA)
properties, with plans to expand this analysis to other regions over the next
three years.
Additionally, throughout 2022, nearly 60 Marriott hotels procured renewable electric
power across Italy, Spain, Portugal, Belgium, and Poland.

Expanding Electric Vehicle Charging
In 2022, Marriott developed a program to accelerate the installation and adoptionof electric vehicle (EV) charging at hotels across the globe. The program includes
creating an engaging experience for guests through the Marriott Bonvoy® app andcollaborations with EV charging station providers. As of year-end 2022, over 5,500
EV chargers have been installed at Marriott properties worldwide, including nearly
1,700 level 3 fast chargers. Marriott is also exploring electric options for the vehicles
the company operates and has placed orders for a limited number of EVs.

EV Charging Global Highlights
Marriott’s Europe, Middle East & Africa (EMEA) region launched an
EV Charging Toolkit to provide hotels with best practices to installand use EV charging stations on-property. At year-end 2022,
over 280 EV charging points were available at 90 properties in 19
countries across EMEA.
Marriott’s headquarters campus (Bethesda, Maryland, U.S.) has
more than 60 EV charging stations installed.

Photo Caption: Rooftop solar panels at the Costa Rica Marriott® Hotel Hacienda Belen (Heredia, Costa Rica).

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Water
Deploying Global
Strategies, Locally
Marriott’s global water strategy
includes developing and implementing
programs and projects that are
tailored for specific property attributes
and locations while also supporting
the management of water-relatedrisks. For example, to reduce water
consumption, Marriott’s full-service,
managed properties can elect to use
a water conservation project that best

suits their location. This can include theinstallation of low-flow faucets, toilets,
and showerheads; smart irrigation
controllers; laundry water reusesystems; and high-efficiency irrigation
spray nozzles.
Throughout 2022, Marriott expanded
the company’s water monitoring
capabilities and significantly increased
data compliance requirements with the
Marriott Environmental Sustainability
Hub (MESH).

2025 Water Reduction Goal
As part of Marriott’s Serve 360 Goals, the company aims to reduce water
consumption per occupied room by 15% from a 2016 baseline by year-end 2025.

6.3%

Global Reduction in Water Consumption
per Occupied Room from 2016 Baseline

While Marriott remains behind schedule on this goal, the company is continuing
to explore opportunities to reduce water consumption at properties.
For a global and regional breakdown of water performance since 2016,
please see pages 61–62.

Water Risk and Resiliency
Each year, Marriott evaluatescurrent and future water risks forthe company’s owned, managed,
and leased portfolio using the World
Resources Institute (WRI) Aqueduct
tool. In 2022, this assessment
estimated that approximately 42%
of water withdrawals are from areas
with “High,” “Extremely High,” or “Arid”
baseline water stress, representing
approximately 54 million cubic

meters of water. To further evaluate
water risks at Marriott properties, theMarriott Infrastructure Resilience andAdaptation (MIRA) framework also
supports the identification of hotels inwater-scarce regions.

Water Efficiency
Global Highlights
The JW Marriott® Phoenix
Desert Ridge Resort& Spa (Phoenix,
Arizona, U.S.) replaceda large area of grassat the resort with turf,
resulting in an estimated watersavings of approximately 1.5 million
gallons annually.
Le Méridien® Maldives
Resort & Spa (Maldives)
was awarded theGreen Mark GOLDPLUS
award for the property’s
expansive sustainability
efforts, which include a desalination
plant that converts seawater into fresh
drinking water.

SUSTAIN RESPONSIBLE OPERATIONSPhoto Caption: JW Marriott Phoenix Desert Ridge Resort & Spa (Phoenix, Arizona, U.S.).

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Waste
Reducing Waste
Through Prevention
Marriott’s approach to reducing waste is designed
to assist hotels within Marriott’s portfolio in firstpreventing waste, followed by the disposal ofwaste in a responsible and cost-effective manner,in line with global waste management trends.
Based on the types of products used at Marriott
properties and available waste management
services, hotels are guided to prioritize the use of
reusable products where feasible. To reduce waste,
including for meetings and events, the company
develops educational resources for properties, suchas the Marriott International Single-Use Plastics/
Disposables Guide and Serve 360 Conference
Planning Guidance and Checklist.

Phasing Out Single-Use Items
Marriott continues to execute on the first phase of
the company’s Residential-Sized Bath Amenities
Program, switching from small toiletry bottles tolarger pump-topped bottles of shampoo, conditioner,and body gel. As of year-end 2022, approximately
90% of Marriott’s premium and select brands had
implemented residential amenities. While Marriott
continues to face supply chain challenges, thecompany plans to execute on this effort and expects
the vast majority of Marriott’s brands to complete
the switch in 2023. More responsibly sourced
offerings of other single-use toiletry items, including
shaving kits, dental kits, laundry bags, razors, andmake-up-remover cloths are expected to be ready forpurchase by properties in the second half of 2023.

Reducing and Recycling Plastic Waste
Global Highlights
Nearly 30 properties in the Greater
China region participated in a pilot
program to recycle large-format bottles
from guest room showers, resulting
in approximately 180 kg (395 lbs.) of
plastic being recycled in 2022.

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2025 Waste
Reduction Goals
As part of Marriott’s Serve 360 Goals, thecompany aims to reduce waste-to-landfillby 45% and food waste by 50% from a 2016baseline by year-end 2025.

In 2022, Marriott established an internalcore waste team and hired a consultant todevelop a waste baseline.
Over the next year, Marriott plans to continue
to implement the Hotel Waste Measurement
Methodology (HWMM) across the company’s
global portfolio of hotels to measure progress
toward the 2025 waste reduction goals.

The Europe, Middle East & Africa(EMEA) region published a Water
Bottling Deployment Guide to assist
hotels in choosing, purchasing,installing, and operating in-housebottling systems.

To advance progress toward this goal, thecompany plans to continue to implement
waste reduction programs. For example,
in 2023, Marriott launched a global Food
Waste Reduction Rally to encourage hotels
to implement and share food waste reduction
practices and data.

As of the first half of 2022, 25 hotels
in the Asia Pacific excluding China(APEC) region had installed in-housewater-bottling plants.
The Four Points® by Sheraton Galerias
Monterrey (Monterrey, Mexico)continues to collaborate with localorganizations to recycle caps andpolyethylene terephthalate plastic to
not only reduce environmental impacts,
but also to raise funds for children with cancer.

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Food Waste Management
Across the globe, Marriott properties continue to develop innovative, collaborative
solutions to reduce food waste. To support Marriott’s reduction goals, the company
also provides hotels with tools and resources, including a back-of-house food waste
reduction poster that is available in 14 languages.

Reducing Food Waste Global Highlights
18 Marriott hotels in Indonesia engaged with a food rescue app toenable customers to buy meals from restaurants, hotels, and otherfood retailers who have surplus food. This engagement reduced
food waste by over 100 kg (220 lbs.) in 2022.
In Thailand, 27 Marriott hotels donated over 33,000 kg (72,000lbs.) of food and surplus food to Scholars of Sustenance (SOS)
throughout 2022.

Photo Caption: Marriott leaders, including Marriott’s President and CEO, Anthony Capuano, and Chairmanof the Board of Marriott, David Marriott, with SOS at a food bank drive at the Bangkok Marriott® Marquis
Queen’s Park (Bangkok, Thailand).

•

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APPENDICESThe Renaissance® São Paulo Hotel (São Paulo, Brazil) diverted over
7,000 kg (15,000 lbs.) of organic waste from landfills through the useof a biodigester in 2022.
Marriott’s Greater China region collaborated with a third party to pilot
the use of big data and artificial intelligence to help track, control, andreduce food waste. More than 30 hotels in the region participatedin the program, working to enhance their menu design and foodproduction habits through the relevant systems for recording andanalyzing primary waste sources. For the full 2022 calendar year,
nearly 11,000 kg (24,250 lbs.) of food waste was reduced at nine hotels.
The Ritz-Carlton® Ras Al Khaimah, Al Wadi Desert (Ras al Khaimah,
United Arab Emirates) collected more than 2,000 kg (4,600 lbs.)
of fruit and vegetable peels in the first seven months of 2022 to be
repurposed into cooking stocks or composted and used to fertilize thesoil in the chef’s garden.

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Sustainable Buildings
and Adaptive Reuse
Sustainability and the Guest Experience
Marriott embeds sustainability into the company’s business strategy —from hotel design to the guest experience. This approach is key to driving
progress toward the company’s Serve 360 Goals and supporting the goalsof key stakeholders.
In 2022, Marriott achieved its goal to have a Serve 360 section on
hotels’ marriott.com websites with hotel impact metrics. The new section
on individual hotel websites provides information such as third-party
sustainability certifications, carbon and water footprint data, and selectenvironmental practices, including Electric Vehicle (EV) charging capabilities
and guest room recycling availability. As of year-end 2022, 86% of Marriott
properties had at least one sustainability attribute on their website.
Over the past year, the company continued to receive an increasing numberof consumer inquiries for hotel-level sustainability data and information —most notably, details on third-party sustainability certifications. To respondto these requests, Marriott enhanced its external stakeholder engagement
efforts to report on hotel-specific sustainability practices. Marriott is also
working to revamp its approach to sustainability in meetings and eventsand plans to launch the Meeting Impact Report tool in 2023.

Photo Caption: Threadneedles, Autograph Collection® (London, U.K.) is a TripAdvisor GreenLeaderscertified property.

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2025 Sustainability
Certification Goals
As part of Marriott’s Serve 360 Goals, the company aims to have 100% of
properties certified to a recognized sustainability standard and 650 LEED®,BREEAM®, or Estidama registered or certified hotels in the company’s
portfolio by year-end 2025. As of year-end 2022, Marriott had achieved thefollowing progress:

28.8%
267

of hotels certified to a recognizedsustainability standard

certified or registered LEED, BREEAM,
or Estidama hotels

While Marriott is behind schedule on these goals, the company is working
with its internal and external stakeholders to improve both the access to andreporting of certification information.

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2025
Sustainable
Building
Standards
Goal
As part of Marriott’s Serve 360 Goals, thecompany aims to collaborate with owners todevelop 250 adaptive reuse projects, with theintention of reusing existing buildings and sites
by year-end 2025. As of year-end 2022, Marriotthad made the following progress:

223
116

open adaptive reuse projects
adaptive reuse projects inthe pipeline

Marriott is ahead of schedule in achieving
this goal.

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Sustainable Design Standards
Marriott’s Global Design Standards provide quality control criteria and best practices for the company’s brands
and project types, including new builds and adaptive reuse projects. The company’s Global Design Team
creates and updates Marriott’s building design standards with a focus on energy efficiency, among otherfactors. In 2024, the team aims to incorporate high-impact carbon-related certification criteria into selectdesign standards to further align with Marriott’s science-based targets (SBT) workstream.

Sustainable Design Standards and Certification Global Highlights
Marriott’s Asia Pacific excluding China (APEC)
region’s Global Design Team launched sustainable
design guidance that is intended to supplement
existing Marriott International design standards
and includes criteria mapping for certifications,
including LEED, WELL, and BREEAM programs.
To help drive sustainability efforts acrosshotels, Marriott’s Europe, Middle East & Africa(EMEA) region launched a Sustainability Book
that houses content and guidelines for hotels
to develop a customized sustainability plan
based on their individual situation and needs.
The book includes resources on topics ranging
from carbon- and energy-reduction programs tosustainability certifications.
Marriott’s headquarters campus (Bethesda,
Maryland, U.S.) achieved Fitwel® 3-starcertification, which focuses on incorporatingwellness aspects into the workplace for overall
associate well-being.

Photo Caption: The LaSalle Chicago, Autograph Collection (Chicago, Illinois, U.S.) was converted from a bank into a hotel.

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Biodiversity
Preserving Biodiversity
Marriott works to address biodiversity loss by
supporting scalable, replicable projects to help
protect the world’s natural capital resources. As partof the company’s climate action efforts, Marriott’s
internal climate action program team plans to
explore nature-based solutions as one of the ways
to advance the company’s climate goals while also
increasing the resiliency of hotel properties andsurrounding communities.
Marriott properties around the globe also support
natural capital projects that enhance the local
environment and communities. In 2022, over 1,000
properties participated in biodiversity-related activities
ranging from clean-up projects to reforestation efforts.
Marriott brands also supported the enhancementof natural environments — with the JW Marriott®
brand launching a guest discovery touchpoint, the JW
Garden. The JW Garden incorporates sustainability
practices on-property to enhance local biodiversity
while also welcoming guests to connect with nature.
Marriott’s Global Golf Division also reinforced thecompany’s broader sustainability efforts by achieving
Audubon certifications at 93% of U.S. golf properties
and 100% of U.K. managed golf venues.

Biodiversity Global Highlights
Good Travel with Marriott Bonvoy™
— an engagement program thatprovides guests the opportunity
to create a positive impact acrosscommunities in the Asia PacificPhoto Caption: As part of Good Travel with Marriott Bonvoy, guests are invited toparticipate in mangrove conservation initiatives by planting saplings.

region through environmental protection, community
engagement, and marine conservation — expanded toclose to 100 properties in 2022.
Through Marriott’s relationship with theFoundation for Amazon Sustainability(FAS) and the Government of Amazonas,
the company provides funding to
FAS’s Juma REDD+ project to help
curb deforestation, support community
livelihoods, and decrease greenhouse gas (GHG)
emissions in a 2,274-square-mile (5,890-squarekilometer) reserve. As of year-end 2022, 96% of thereserve remains conserved (Amazonas, Brazil).
Across the Caribbean and Latin
America (CALA) region, Marriott
properties host year-round programs
to help protect turtle nesting sites andeducate guests. Since 2005, Marriott
hotels have successfully operated
on-site sea turtle rescue programs, and in 2022, twoproperties released more than 60,000 baby turtles.
In 2022, Marriott’s Canadian Owners
Conference (Canada) was recognized
as a carbon neutral event, with over 130
trees planted on behalf of the owners that
attended the event.
In the United Arab Emirates, Marriott iscollaborating with Etihad Airways toplant 12,000 mangrove trees at Jubail
Island, an initiative that is part of abroader campaign to establish the Etihad
Marriott Mangrove Forest.

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Mangrove Restoration in Mexico
In collaboration with The Ocean Foundation andother organizations, Marriott supported the creationof a feasibility assessment and restoration plan for alarge-scale mangrove project in Mexico in 2022.
This assessment included a community-based
workshop and extensive fieldwork by organizations. In
addition, Marriott supported blue carbon studies thatare informing the creation of a blue carbon baseline
assessment — a necessary step in the certification ofthis project for the generation of blue carbon credits.
Marriott’s support of this project helped officially launch
the restoration project in 2023.

Reforestation
As a founding member of the Arbor Day Foundation’s
Evergreen Alliance — a group of corporate leaders
who helped the Foundation fulfill the Time for Trees®
initiative of planting 100 million trees and inspiring 5
million tree planters — Marriott supports reforestation
initiatives. In 2022, Marriott reforested over 50 acresby planting more than 14,000 trees in areas of great•

ENVIRONMENTAL

need across three forests in the U.S., bringing Marriott’s
tree planting total to over 200,000 trees since 2018.
These projects included forest recovery efforts within
Willamette National Forest following the 2020 Holiday
Farm Fire that broke out in western Oregon over Labor
Day weekend. This wide-scale tree planting operation
has helped replace large swaths of lost canopy withnative trees that will support the restoration of the
McKenzie River Valley watershed, improve municipal
water source quality, and support regionally significant
populations of endangered fish and wildlife species.

Fishery Improvement Projects
In 2022, Marriott and World Wildlife Fund (WWF)engaged to improve the sustainability of fisheries
through advancing three Fishery Improvement Projects(FIPs), including Ecuador mahi mahi, Peru mahi mahi,
and Thai blue swimming crab.

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APPENDICES

committee to promote
binational cooperation
on FIPs and led the Ecuador
government to request the Inter-American
Tropical Tuna Commission (IATTC) to conduct
regional mahi mahi scientific research.
The Peru mahi mahi longline FIP focused on
addressing sea turtle bycatch, lack of updated regional
stock assessments, and unlicensed vessels. The Peru
mahi mahi longline FIP 3-year audit determined that
56% of the FIP’s actions were completed, and as aresult, its progress rating increased to an “A”.
The Thailand Blue Swimming Crab FIP’s efforts
focused on improving management planning throughpublic hearings with local fishers, developing a harvest
control strategy, and piloting electronic traceability
systems to track fishing grounds and record catch.

The Ecuador mahi mahi longline FIP worked to address
challenges including managing shared stock with
Peru, reducing shark and turtle bycatch, and updating
the regional stock assessment. The FIP supported
the establishment of the Peru-Ecuador exporters

Photo Caption: The crab bank at the Sheraton® Samui Resort helps preserve the island’s population ofThai blue swimming crabs (Koh Samui, Thailand).

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Responsible Sourcing
Evaluating Supply
Chain Impacts
Marriott engages with the company’s existing
suppliers to help grow responsible sourcing markets
and explores opportunities to work with new
suppliers to help meet the company’s responsible
product requirements.
Avendra, Marriott’s procurement services provider inNorth America, the Caribbean, and Central America,
screens suppliers and their products within Marriott’s
top 10 categories on environmental and social
attributes during the request for proposal process
through contract award. Avendra contracts outline therequirement for suppliers to follow supplier conduct
guidelines, which set baseline expectations aroundsocial and environmental responsibility, and complete
the EcoVadis assessment. Avendra also requires
suppliers to submit a sustainability policy that isrelevant to that supplier’s industry impacts, including
environmental and social business practices.
Together with Avendra, Marriott continued toassess the environmental and social aspects ofexisting North America, the Caribbean, and Central
America suppliers, within our top 10 categories, via
the EcoVadis sustainability assessment platform.
Marriott’s top 10 categories include: animal proteins(inclusive of beef, eggs, lamb, pork, and poultry),bottled water, cleaning supplies, cocoa, coffee, guest
room amenities, paper products, seafood, sugar, andtextiles. Through this platform and survey, Avendra
engaged 95% of contracted spend with applicablemanufacturers and 90% of contracted spend
with applicable distributors, within Marriott’s top
10 categories.
As of year-end 2022, 73% of manufacturers and 64%
of distributors within these categories have completed
the EcoVadis assessment. Throughout 2023, Marriottplans to continue to evaluate global suppliers in the
top 10 categories using the EcoVadis platform anddevelop improvement plans for suppliers that are
deemed “underperformers.”

In 2022, Avendra further surveyed existing suppliers
that provide shower amenities to understand theirsourcing practices for palm oil and palm oil derivatives.
Avendra plans to continue to engage with suppliers
as needed with the goal that the palm oil in productsthat participating properties purchase is from
responsible sources.

To further support Marriott’s responsible sourcing
efforts, associates with procurement and purchasing
responsibilities are also required to complete theProcurement 101 online training, which is expected
to be updated in 2023 and includes information on
Marriott’s human rights policies.

Reducing Deforestation Impacts in the
Supply Chain
Through Avendra, Marriott engages with major
suppliers regarding the four highest deforestation
impact commodities (paper, soy, palm, and beef) on
their no-deforestation programs and policies, andwith suppliers whose products or operations havehigh greenhouse gas (GHG) emissions intensities,
to understand current and future planned efforts to
reduce their carbon footprints.

Photo Caption: An example of the residential amenities being installed in properties around the world.

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2025 Responsible Sourcing Goals
As part of Marriott’s Serve 360 Goals, the company aims to responsibly source 95%
by spend within our top 10 categories by year-end 2025. Marriott’s top 10 categories
include: animal proteins (inclusive of beef, eggs, lamb, pork, and poultry), bottled
water, cleaning supplies, cocoa, coffee, guest room amenities, paper products,
seafood, sugar, and textiles. As of year-end 2022, Marriott had made the following
progress within the paper products and seafood categories, in addition to promoting
responsible sourcing among associates to support the company’s goals:

48%

Forest Stewardship Council–certified (FSC)
paper products**

27%*

Marine Stewardship Council– or Aquaculture
Stewardship Council–certified seafood69%

of managed associates with procurement responsibilities
completed procurement training to support company
efforts to promote responsible sourcing*

Marriott has also set a goal to require all contracted suppliers in the top
10 categories to provide information on product sustainability, inclusiveof social and human rights impacts, by year-end 2023 (with all centrally
contracted suppliers providing this information by year-end 2025).

As of year-end 2022, Marriott had made the following progress:73%

of manufacturers

64%

of distributors

had completed the EcoVadis assessment
Marriott is on track to achieve this goal.

Marriott is behind schedule in achieving its goals to responsibly source 95% by
spend within the company’s top 10 categories by year-end 2025.

* Based on available owned, leased, managed, and franchised data from Avendra.
** FSC products are inclusive of personal paper products, office paper, and napkins.

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2025 Cage-Free Eggs Goal
As part of Marriott’s Serve 360 Goals, the company aims to source
100% of eggs (shell, liquid, and egg products) from cage-free sources by
year-end 2025.

26.50%of total egg spend for global managed andfranchised properties* was cage-free as of
year-end 2022

For a global and regional breakdown of cage-free egg spend, please see
page 62.
With the continuing maturation of global cage-free eggs markets, Marriott
updated its cage-free eggs strategy to focus on key “fast-track markets”
across the globe. Fast-track markets are expected to convert to cage-free
eggs purchasing more quickly than others based on market availability. Some
hotels within these markets reached more than 90% compliance, and someachieved 100% compliance, by the end of 2022. Additional fast-track markets
for cage-free eggs are expected to be established in 2023 and beyond basedon global product availability.
Marriott also continues to engage with existing suppliers and organizations
to understand market conditions across the globe that currently limit the
supply of responsible products, including cage-free eggs. The company’s
procurement teams are actively working with organizations focused on
responsible sourcing to identify new suppliers for cage-free eggs, andMarriott plans to continue to work with Avendra to increase the supplyof cage-free eggs from existing and new suppliers in North America, theCaribbean, and Central America.
* Based on available data.

SUSTAIN RESPONSIBLE OPERATIONSPhoto Caption: Marriott associates at Le Méridien®
Khao Lak Resort & Spa’s Le Ka Tak Sustainable
Farm (Khao Lak, Thailand).
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Responsible Pork
Progress Plan
In 2022, Marriott worked with existing suppliers
to expand responsible pork product offerings,
benchmarked our practices against other companies
that purchase pork products, and explored global
responsible pork availability. In 2023, Marriott plans
to establish fast-track markets for pork, as we havedone for cage-free eggs, to help accelerate thetransition to responsible pork based on global productavailability. Below are additional action items in four
key areas that we completed in 2022 or are working
on in 2023 to increase responsible pork spend
throughout the company’s global supply chains.
EVALUATE CORPORATE PROGRAMS:~ We reviewed product specifications andavailability in areas where legislation currently
requires responsible pork purchasing or legislationis pending.
~ We met with other companies that source pork
to learn about their responsible pork goals
and sourcing practices and benchmarked ourcurrent practices.
~ We worked with procurement providers, including
Avendra and Entegra, to establish processes
so that pork products are properly labeled andtracked as responsible. We have also establishedqualitative tracking for Marriott’s regional teams
to document interactions with suppliers andorganizations that promote responsible sourcing.

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ENVIRONMENTAL

ENHANCE SUPPLIER COLLABORATION:~ We continue to work with Marriott’s top suppliers
to remove barriers to responsible pork purchasing
such as limited supply and funding for capital
investments for farmers.
~ We meet with Marriott’s top pork
suppliers regularly.
ENGAGE OWNERS, FRANCHISEES,AND HOTELS:~ We continue to evolve the existing responsible
sourcing resources available, including the MarriottInternational Responsible Sourcing Guide, toeducate owners, franchisees, and associates.
~ We are working to update Marriott’s
e-procurement system with enhanced tagging for
responsible products.
SUPPORT CUSTOMER DEMAND:~ We provide hotels with access to educational
messaging to communicate when responsible
products are served.
~ We explore opportunities with hotels to highlight
responsibly sourced pork products.

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2025 Responsible
Pork Goal
Pork is one category in Marriott’s 2025 responsible
sourcing goal where the company aims to
responsibly source 95% of its overall animal
protein spend. The company considers pork
products responsibly sourced when they aresourced from supply chains that have either
reduced the use of gestation crates during asow’s 16-week pregnancy period (through“group housing”) or eliminated their use (through“crate-free” production).

3.71%
of total pork spend for global managed andfranchised properties* was responsibly
sourced as of year-end 2022
For a global and regional breakdown of
responsible pork spend, please see page 62.
* Based on available data.

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2025 Local
Sourcing Goal
As part of Marriott’s Serve 360 Goals, the company aims to locallysource 50% of produce by year-end 2025.

Marriott hotels continue to purchase local produce andother products.

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Local Sourcing Global Highlights
The W® Costa Rica - Reserva Conchal (Guanacaste Province, Costa Rica)
sources a majority of its ingredients locally, working with local farmers
to grow special ingredients for the hotel. The hotel hosted a Marriott
Bonvoy® experience for guests targeted toward the importance of bees
for the environment. This experience included a pastry class using honey,a honey-based cocktail class, and a honey-themed dinner.
The Ritz-Carlton®, Dubai’s vertical farm (Dubai, United Arab Emirates)
harvested 66 kg (145 lbs.) of produce in the first 15 days of production.

Marriott has not started to measure quantitative progress toward thisgoal but will continue to provide local sourcing guidance to hotels.

SUSTAIN RESPONSIBLE OPERATIONSPhoto Caption: Left: Handcrafted Bounga dish at Sheraton® New Caledonia Deva Spa & Golf Resort(Bourail, New Caledonia); Middle: Guests at the JW Marriott®, Anaheim Resort’s garden (Anaheim,
California, U.S.); Right: Rooftop bee hives at the Prague Marriott® Hotel (Prague, Czech Republic).

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Evaluating FF&E Products
Each year, Marriott Global Design Procurement’s furniture, fixtures & equipment(FF&E) suppliers in the U.S. and Canada complete a rigorous product lifecycle
evaluation with MindClick, a global leader in environmental and social impact data
and analytics. In 2022, this included evaluating 94% of FF&E products across 14
prototypical brands in the U.S. and Canada. The ratings from this evaluation address
healthy materials, manufacturing footprint, carbon emissions, waste reduction, fairlabor, and human rights. Reporting and analytics provided to suppliers, Marriott, anddesign teams through Design for Health™ support the selection and performance
improvement process for the health of people and the planet.
Beginning in 2021, the MindClick Sustainability Assessment Program (MSAP),an annual assessment of FF&E suppliers and their products, began to align with
Marriott’s work to set a science-based target (SBT) by helping reduce the embodied
carbon of products specified and purchased for Marriott hotels. In 2022, nearly
30% of MSAP-rated vendors achieved normalized carbon emission reductions
in manufacturing.

2025 FF&E
Sourcing Goals
As part of Marriott’s Serve 360 Goals, the company aims to havethe top 10 FF&E product categories sourced in the top tier of MSAP
by year-end 2025. Additionally, we aim to have 95% of FF&E
products specified for all prototypical brands reach the highest
rating in MSAP. As of year-end 2022, Marriott had made thefollowing progress:

Design for Health™

51%

of FF&E products evaluated by MindClickscored in the “leader” level of MSAP

Design for Health by MindClick continues to provide hotel owners and their design
teams access to products rated in MSAP to support environmental and social
responsibility through design.

50%

of FF&E products specified for all prototypicalbrands reached the “leader” MSAP rating

To further align with Marriott’s sustainability targets, the Global
Design U.S. and Canada Team and contracted design firms utilized
MindClick’s Design Impact Report™ at select projects. In 2022,
Marriott piloted MindClick’s Design Impact Report for the renovation of
the Moxy® Virginia Beach Oceanfront (Virginia Beach, Virginia, U.S.).
In collaboration with the project’s design team, the Marriott Global Design
U.S. and Canada team members used MSAP data to evaluate the environmental andsocial impact of FF&E, architectural building products, and operating supplies andequipment specified for the guest room and custom-designed public space.

Photo Caption: The W Bogota (Bogota, Colombia) is LEED certified.

Marriott is behind schedule in achieving this goal. However, the company iscontinuing to engage with MindClick to focus on sourcing from vendors with“leader” rated products, as well as improving ratings for products currently
within reach of “leader” ratings.

SUSTAIN RESPONSIBLE OPERATIONS

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

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Diversity, Equity, and Inclusion
Providing Access to Opportunity
Marriott strives to be a place where everyone is welcome and has the opportunity tosucceed, learn, and grow. We hire for careers, not just jobs — and work to create andmaintain an inclusive culture where people are seen, heard, and belong. Marriott’s
portfolio of initiatives is designed to empower associates to build skills to growtheir careers, form strategic collaborations that enable us to introduce hospitality
to underrepresented populations, and drive organizational accountability at thehighest level.

Infusing DEI Into Our DNA
Infusing diversity, equity, and inclusion (DEI) into our DNA is integral to the company’s
success. Marriott’s goal is to be a global, transformational leader in DEI, withactions serving as opportunities to instill a sense of belonging in those who enter
Marriott’s doors.
MARRIOTT’S DEI OBJECTIVES INCLUDE:~ Creating an inclusive environment for associates, customers, guests, suppliers,and owners where all people belong, have access to opportunity, and can achieve
success with Marriott.
~ Increasing the presence of women and people of color at the vice president level
and above.
~ Establishing a supportive and inclusive work environment for associates
where we recognize the whole person and give them the tools, resources, andsupport they need to be their best and continue to grow, both professionallyand personally.

Photo Caption: General Manager of Protea Hotel® Fire & Ice! by Marriott Durban Umhlanga
Ridge (Durban, South Africa).

Leadership’s Commitment
Marriott’s approach to DEI starts atthe top with our senior leaders. The
company’s Board-level Inclusion
and Social Impact Committee (ISIC)
assists the Board in providing oversightof Marriott’s strategy, efforts, andcommitments related to its people-first
culture, associate well-being andinclusion, and other environmental, social,and governance (ESG) matters, including
the advancement of women and people from
historically underrepresented groups and the diversityof the company’s ownership, customer, and supplier base.
The President and CEO-led Global Inclusion Council, comprised of senior executives,
drives ownership and accountability to promote inclusive opportunities around theworld. Regional Councils drive local strategies aligned with the company’s global DEI
strategy and regional business priorities.
Additionally, Marriott’s Diversity and Inclusion Talent Council, comprised of crossdiscipline senior leaders, supports the company’s recruitment initiatives and talentstrategy that aims to strengthen relationships with external organizations. Marriott’s
leadership also supports the company’s Associate Resource Groups (ARGs),
with senior executives across the organization serving as ARG sponsors, to drive
engagement and infuse DEI within the business.

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Associates
Developing Women Leaders
Marriott’s Women’s Leadership Development Initiative
formalizes a comprehensive women’s agenda under
one strategic umbrella. The four key objectives of thisinitiative are:
~ Increasing the presence of women at Marriott at
the highest levels of management and in otherdecision-making positions.
~ Strengthening the career development process
for women.
~ Providing a role for senior management to play inthe advancement of women.
~ Capitalizing on engaging today’s women leaders indriving success for the organization.

Women Leadership Programs
and Events
In 2022, Marriott increased support and rigor around
the Women’s ARG by working with senior executive
sponsors across the business to amplify its global
reach. The Women’s ARG brings together associates toengage in dialogue and practices on the developmentof women and gender equity to help drive innovationand performance in the hospitality industry.

•

ENVIRONMENTAL

Marriott’s women leadership programs and events
continue to provide access to opportunities toadvance careers. For example, Women in Leadershipand Learning (WILL) enables women leaders toassess leadership and business challenges, develop
successful leadership profiles, identify development
expectations, define the impact of cultural issues, andcreate measures of success. In the U.S. and Canada,
more than 120 participants completed the WILL
program in 2022.
Across the globe, Marriott implements
programs and hosts events to advance
women in the workplace. For example,
in Indonesia, the Business Council
organized a Women in Leadership event.
The event featured internal and external
speakers and was attended by 140 womenassociates from 52 hotels across Indonesia.
In Europe, Middle East & Africa(EMEA), Marriott expanded its Female
Leadership Initiative (FLI) with programsin the U.A.E., Egypt, Türkiye, and the
U.K. designed to provide high-potential
leaders with a personal development
program that will help prepare them forthe next level of their careers. There were
90 FLI participants in 2022.

Marriott’s President and CEO signed Disability:IN’s CEO Letter on Disability
Inclusion, aimed at taking action to build an inclusive, accessible, and equitableworkplace for individuals with disabilities.

•

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2025 DEI
Goals
As part of Marriott’s Serve 360 Goals, thecompany aims to:• Achieve gender parity for global executives
by year-end 2023;• Increase representation of people of color
in U.S. executive positions to 25% by
year-end 2025.
As of year-end 2022, Marriott has made thefollowing progress:

47%

of Marriott’s global
executives* are women

22%of Marriott’s U.S. executives*
are people of color

To meet these targets, Marriott continues to focus
on pipeline development, career advancement
opportunities and talent reviews, increasing
mentorship and sponsorship, promoting diverse
and/or women candidate slates, exploring broader
talent pools, expanding partnerships with externalorganizations, and leveraging executive search
partners when needed.
* Vice president level and above

EMPOWER THROUGH OPPORTUNITY

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2022 U.S. Workforce*

ENVIRONMENTAL•

SOCIAL•19%% Baby Boomers% Millennials

Women

1.1%
Two ormore races

43%
5%

4.1%
Unknown51%% Executives% Mid-level Managers% Entry-level Managers

65.9%

0.8%
Native Hawaiian/
Pacific Islander

50%

19.7%
Black/African
American33.0%
Hispanic/Latino
0.4%
Native American/Alaska Native

56%% Entry-level Managers% Executives

U

*

10.9%
Asian

People of Color% Mid-level Managers

People of Color

APPENDICES

30.0%
White

33%

% Gen X% Gen Z•

U.S. WORKFORCE BY RACE/ETHNICITY
U.S. WORKFORCEBY RACE / ETHNICITY

Generation

GOVERNANCE*
U.S. WORKFORCE BY RACE/ETHNICITY
U.S. MANAGERS

22%

U.S. MANAGERS BY RACE/ETHNICITY
2.7%
Unknown

BY RACE / ETHNICITY

31%

9.5%
Asian

47%
11.1%
Black/African American
55.4%
White

41.9%
People of Color

0.3%
Native American/Alaska Native“Marriott is committed to advancing diversity, equity,and inclusion across the company’s workforce — creating
access to opportunity for all.”
Anthony G. Capuano
President and CEO Marriott International

19.2%
Hispanic/Latino

0.6%
Native Hawaiian/Pacific Islander
1.2%
Two or more races* Includes Marriott employees at company-operated properties,
customer care centers, and above-property operations.

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Veteran Hiring

Associate Diversity Global Highlights

Marriott collaborates with veteran organizations in the local communities where
we do business and has created tools and resources to assist hiring managers withveteran recruitment efforts. Marriott’s Military Occupation Code Translator Tool was
designed to enable veterans to map their military skills, experience, and training
to current Marriott career opportunities. In 2022, Marriott hired 1,005 veterans in
the U.S.

Marriott’s focus on hiring and retaining a diverse workforce reflects
the company’s core value to Put People First.

Bridges From School to Work®

Several Marriott hotels in Santiago, Chile participated in apanel to discuss welcoming the LGBTQ+ community into thehospitality industry.

The transformative power of a job is one of the most impactful ways to serve people
with disabilities. Marriott engages with Bridges From School to Work, which wasestablished by The Marriott Foundation for People with Disabilities, to support skills
development, training, and job placement for young people with disabilities.

•

APPENDICESThe Renaissance® São Paulo Hotel (São Paulo, Brazil) establisheda program to hire deaf associates and is working to train leaders insign language.

In 2022, Marriott’s regional office and hotels in Greater China hired
over 1,100 people with disabilities.
The company continues to move forward with the MarriottSorenson Center for Hospitality Leadership at Howard University(Washington, D.C., U.S.), and in 2023, 19 students will be partof the Center’s inaugural cohort. Marriott also launched a Guest
Lecturer Series at the University featuring Marriott executives
presenting sessions focused on hospitality as a career.

In 2022, Marriott expanded the company’s Associate Networks
and launched executive-sponsored ARGs for Asian & PacificIslander, Black, Hispanic, LGBTQ+, Women, and Young
Professionals communities and their allies, with plans toestablish additional groups in the future. These groups offer
another avenue for building a sense of community and crosscultural competence. More than 4,000 associates from 99
countries have enrolled across the six ARGs, as of year-end 2022.

Photo Caption: Marriott executives volunteering with D.C. Central Kitchen (DCCK).

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Welcoming Customers
LoveTravels
Run by Marriott’s Purpose Driven Marketing team, LoveTravels represents the company’s platform toengage diverse and socially driven consumers over our shared values and reinforce our commitment
to diversity, inclusion, and social impact. In 2022, the Purpose Driven Marketing team led several
initiatives to drive awareness for the company’s commitments, including:~ In honor of the 2022 Pride season, Marriott launched “LoveTravels with Love Letters.” Associates,
Marriott Bonvoy® members, customers, and communities were invited to participate via a microsite
featuring a commissioned artist’s designs of affirmations. Approximately 500 letters were sent in
2022, resulting in $100,000 donated to LGBTQ+ philanthropic organizations.
~ The company led the sponsorship of Pharrell Williams’ Something in the Water festival, held in
Washington, D.C. (U.S.). A key highlight from the event was Marriott’s participation in the “Elephantin the Room” panel, where the company’s Chief Sales & Marketing Officer, U.S. and Canada, spoke
about Marriott’s efforts to increase diverse leadership in the hospitality industry.
~ Activating Marriott’s presence at the National Black MBA Association Conference is also one of themany ways Marriott empowers the Black community through opportunity and pursuing a more
equitable future.

Regional Support
Globally, Marriott properties also support LGBTQ+ organizations and events in theirregions. For example, in Australia, W® Hotels announced a three-year collaboration
with Australia’s longest running LGBTQ+ organization, the Sydney Gay and LesbianMardi Gras.

Welcoming Travelers With Disabilities
Marriott actively explores opportunities to provide access at hotels for people with disabilities. We
continue to work closely with the disability community through the development of the “Room for All”
initiative to evaluate room design concepts to improve the travel experience for guests with disabilities.

Photo Caption: Top right: Operations Manager of Marriott’s Omaha Customer Experience Center (Omaha, Nebraska, U.S.).
Bottom right: Associate at the Aloft® Dublin City (Dublin, Ireland).

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Supplier Diversity
Empowering Diverse-Owned Businesses
Marriott’s supplier diversity program is designed to drive economic empowerment
around the world, support customers, expand the company’s global footprint
with diverse-owned businesses, foster an exchange of ideas, spur innovation,and inspire us all to do business better. It is critical that Marriott’s supplier basereflects the company’s customer base and the communities where we live andwork, and inclusive sourcing has become a pillar of the sourcing process. Overthe past 10 years, over $6 billion has been spent with diverse suppliers, and thecompany is working toward reaching its target to spend $1 billion annually withdiverse suppliers.
One of Marriott’s diverse suppliers, Tronex, a minority-owned business, has been
supporting the company for approximately 20 years. Tronex supplies a variety ofprotective equipment to Marriott hotels across the globe. By engaging with Marriott,
Tronex was able to expand its business on a global scale.
2022 DIVERSE SUPPLIER SPEND*AMOUNT

Woman-owned Businesses$239,075,621

People w/ Disabilities–owned Businesses$4,387,910

Veteran-owned Businesses$16,356,328

Minority-owned Businesses$392,785,369

LGBT-owned Businesses$7,191,940

Total Inclusive Purchasing$659,797,168* All categories include Tier 2 spend.

Supporting Diverse Entrepreneurs
In 2022, Marriott sponsored the Women of Color Incubator along with Women’s
Business Enterprise National Council (WBENC), a premier program designed forstudent entrepreneurs at historically Black colleges and universities. The incubator
provides the next generation of Black women entrepreneurs with resources,
community, and support to strengthen their ideas and grow their early-stage
ventures. Marriott also sponsored the incubator’s pitch competition, which
awarded winners with $9,000 in seed funding.
Photo Caption: Marriott’s Vice President, Sustainability & Supplier Diversity at the annual WBENC
Conference with the winner of the Women of Color Incubator pitch competition.

Owner Diversity
Promoting Hotel Owner Diversity
By 2025, Marriott aims to achieve 3,000 diverse- or women-owned hotels in the
U.S. and Canada. At year-end 2022, there were more than 1,800 open diverse- or
women-owned hotels and nearly 940 diverse- or women-owned hotels in thepipeline in the U.S. and Canada.
In 2022, Marriott announced the launch of “Marriott’s Bridging The Gap,” a multiyear
development program that aims to address the barriers to entry that historicallyunderrepresented hotel owners and developers face. As part of the program,
Marriott has allocated $50 million to offer financial and other incentives to qualified
historically underrepresented owners and franchisees who will have a controlling
equity interest in select branded projects. In 2022, “Marriott’s Bridging the Gap”
resulted in nine signed deals in locations including Jackson, Mississippi and St. Louis,
Missouri (U.S.).

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2025
EmpowerThroughOpportunity
Goal
As part of Marriott’s Serve 360 Goals, thecompany aims to invest $35 million in programs
that develop hospitality skills and opportunity
among youth, diverse populations, women, people
with disabilities, veterans, and refugees.

$23.5M+

invested since 2016

Marriott is currently on track to achieve this goaland plans to continue its work to support groups
that have faced historical barriers, including
through “Marriott’s Bridging the Gap” program.
Marriott also plans to continue to support
programs that provide opportunity throughout thecompany’s value chain and in the communities
where Marriott hotels are located.

•

ENVIRONMENTAL•

SOCIAL

YouthMarriott continues to support programs thatempower and prepare youth for jobs in thehospitality industry. Through the company’s workwith The Global Travel & Tourism Partnership(GTTP), Marriott works to inspire and enable
hundreds of thousands of young people insecondary schools and universities around theworld to build careers in travel and tourism. In 2022,
Marriott’s funding helped provide training for over
5,000 teachers across 17 countries, benefiting
approximately 4,400 schools and more than
550,000 students.

•

GOVERNANCE•

APPENDICES

Succeed Through Service, a signature Ritz-Carlton®
program, mentors students in underserved
communities to help them learn valuable life skills
and forge a path of success. In 2022, the program
engaged nearly 1,300 students.
The Global Voyage Leadership Development
Program, initially launched by Marriott in 2013, isdesigned with the next generation of university
graduates in mind. The program offers a
combination of hands-on, discipline-specific training
and a leadership-focused curriculum, all accessed
through custom technology. In 2022, more than 550
Voyagers completed the program in the U.S. andCanada and were hired into the company.

As part of a collaboration with the Sustainable
Hospitality Alliance (the Alliance), Marriott and otherhotel companies developed an industry-relevant
skills curriculum to better prepare young people
for on-the-job training and improve opportunities
for job placements. To support industry andcompany efforts in this space, Marriott supported
the Alliance’s Youth Employment Program, athree-month employability program that equips
vulnerable young people with the core skills andpractical experience they need to start their career.
In 2022, nearly 80 young people, including people
with disabilities, were trained at 14 Marriott
hotels across India and Nigeria. Approximately
40 of these graduates received employment
opportunities with Marriott, and 83% of
all graduates entered into employment orcontinued their education.

EMPOWER THROUGH OPPORTUNITY

Photo Caption: Associates at the Renaissance São Paulo Hotel (São Paulo, Brazil).

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hotels volunteered nearly 350 hoursof training.

Youth Programs Global Highlights

The company’s “Marriott
Class” program (Greater
China), established in
2010, aims to jointly
develop tourism-oriented
talent training of appropriate
scale with target universities. More than
22,000 hotel management graduates
have been trained for the hotel industry
since the program’s establishment.

Across the globe, and with support from Marriott hotels
and hospitality industry and community organizations,the company helps prepare the next generationby providing youth with educational and career
opportunities. These programs represent examples ofyouth engagement activities across Marriott.

In Thailand, Marriottsigned a Memorandumof Understanding(MOU) with Save The
Children Foundation to
support disadvantaged
youth in an area of conflict in Pattani
province. Students are given accessto technical and vocational education,
training, and certification fromaccredited independent public andprivate institutions. They also receivelife-skills-for-success coaching andopportunities for a Marriott co-createdfood and services track and hotel
internships, all aiming to improve youth
employability and social stability.
As of year-end 2022,
Marriott signed MOUs
with more than 30
universities in Vietnam

Photo Caption: Student supported by GTTP.

to provide better access to equal job
opportunities for youth.
In collaboration with
Prince’s Trust Canada,
Marriott hotels within
the region hosted two
Discover Hospitality
events aimed at creating
an on-ramp to propel youth into thehospitality sector as a career path.
Marriott hotels in Canada also
participated in the Propel Program,a student work placement program
focused on the tourism and hospitality
sector. The program offers postsecondary students the opportunity todevelop the work-ready skills required
to secure meaningful employment
upon graduation.

In the second half of2022, markets in
Mexico worked tore-launch youth
employment programs
to attract, train, anddevelop young people for careers in
the hospitality industry. Five hotels
in the Puerto Vallarta market plan toparticipate for the first time in 2023.
In October 2022, Marriottengaged with a localorganization to provide
vocational training
to students withdisabilities from a local
school. Four students received fourmonths of vocational training at the JWMarriott® Hotel Shanghai at Tomorrow
Square (Shanghai, China) and The
Ritz-Carlton® Shanghai, Pudong(Shanghai, China). Mentors at bothIn the Middle East, Marriott grew
the Tahseen program — ahospitality management
development initiative
focused on fast-tracking
the next generation of
hospitality leaders.
In 2022, Marriott celebrated its first
Tahseen graduating class in Egypt,with 80 students graduating, andapproximately 40 Tahseen students
accepting full-time roles at Marriott
properties in Egypt.
In the U.S., Marriottengages with NAF,
a national nonprofit
organization that
supports youth
employment and prepares
students for the future.

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Refugees
To train, hire, and support refugees in the U.S.,
Marriott engages with several key organizations,
including the Tent Partnership for Refugees,
Welcome. US, and refugee resettlement
agencies and their local affiliates. Marriott works
to connect local hotels to these organizations
to provide refugees meaningful careers andopportunities.
One of Marriott’s longest-standing relationships
is with the International Rescue Committee(IRC). The IRC responds to the world’s worst
humanitarian crises, with programming tosupport economic recovery, education, health,and skills training for resettled refugees torecover and thrive. Marriott has supported IRC intraining over 950 refugees since 2016.
In 2022, Marriott continued to support IRC’s
Hospitality Link program, continuing its programin Salt Lake City, Utah, and launching new
programs in Denver, Colorado and Boise, Idaho(U.S.). The program is designed to provide skills
development training to resettled refugees while
introducing them to careers in the hospitality
industry, as well as providing life skills andEnglish-language classes. The Hospitality Link
program served nearly 200 resettled refugees,with more than 75% placed into employment,
nearly half of whom are in the hospitality sector.
Marriott’s funding also supported three Job
Readiness Training programs in Dallas, Texas;
Sacramento, California; and San Diego, California(U.S.), which provided tailored workforce training•

ENVIRONMENTAL•

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APPENDICES

to nearly 150 Afghan refugees. Approximately
60% of these participants have been placed into
employment so far.

Responding to the Refugee Crisis
In 2022, Marriott began engaging with
Welcome.US, with the company’s President
and CEO, Anthony Capuano, joining theorganization’s CEO Council. Additionally, in
response to the Ukrainian refugee crisis, theMarriott Disaster Relief Fund contributed$100,000 to the organization’s Welcome
Fund, which provides funding to grassroots
organizations supporting the arrival, housing,
and welcome of refugees in the U.S. Marriott andMarriott hotels are also supporting Welcome.
US job fairs across the U.S. by participating as
employers, as well as hosting fairs and donating
event space.
As Ukrainians were forced to flee
their home country, Marriott hotels
throughout Europe stepped up by
providing meaningful employment,
hiring more than 650 Ukrainian
refugees, largely in Austria, Germany, theNetherlands, Poland, and the United Kingdom.
A dedicated language careers page was also
developed to help refugees search and apply foravailable positions.
Hotels in the U.S. also aim to support
refugees. For example, the JW Marriott
San Antonio Hill Country Resort & Spa(San Antonio, Texas, U.S.) hired morethan 100 refugees in 2022.

Photo Caption: The Market Director of Diplomatic & Community Relations at New York City Marriott Hotels
announcing Marriott’s U.S. refugee hiring goal at the Tent Business Summit for Refugees in New York City
(New York, U.S.).

In collaboration with the Tent Partnership for
Refugees, Marriott has set a goal to hire 1,500
refugees in the U.S. by 2025.

EMPOWER THROUGH OPPORTUNITY

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APPENDICES

Associate Development and Well-being
Growing Great Leaders
Across the organization, Marriott’s overarching goal remains rooted in strengthening
its culture, growing talent, and positioning the company for successful future growth.
In 2022, Marriott fully relaunched the company’s learning and development strategy
to support the growth of associates through a broad range of programs aimed
at providing talent with both the functional and leadership skills needed to best
represent Marriott and its brands.

Growing and Retaining Marriott’s Talent
Marriott continued to build upon its robust portfolio of learning tools and programs.
This included the launch of a new career growth and development initiative, which
provides a range of tools and resources for managed and franchised associates
globally. The company also increased focus on leadership at all levels through theintroduction of refreshed leadership competencies and foundational leadershipdevelopment programs, which launched in the U.S. in late 2022 and expanded
globally in 2023.
In addition to foundational learning programs, Marriott is focused on building
functional skills that reflect current business needs. For example, Topline
Performance Activation is a cross-functional program designed for generalmanagers and sales, marketing, and revenue leaders who are responsible fordriving topline performance. The program’s approach meets learners where they
are through a pre-assessment and personalized learning journey that focuses on
elements that will fill the learner’s knowledge gap.

associate and guest experience. In 2022, the company invested in offering Marriott’s
foundational learning programs in languages to match the majority of the footprint
where those learners live and work.
In 2022, Marriott also provided a new opportunity that allows hotels to haveunlimited access to core leadership training called En Route. Marriott bolsteredlearning infrastructure in the company’s regions and hotels by working to put inplace the right roles and capabilities for each hotel through Learning Coordinators
and Field Trainers. As a result of this effort, there are more than 7,800 Learning
Coordinators across the company that support the increased adoption andcompletion of learning courses and programs.
Globally, Marriott’s Business Councils seek to provide Millennial and Gen Z
associates opportunities to be mentored by more-seasoned leaders, grow theirleadership skills, and build a network of associates from across other Marriott hotels.

In 2022, 78% of all associates* completed career- or skillsrelated training.
In the franchised associate population, 52% participated in careeror skills-related training provided by Marriott, in addition to what
their franchise management company may be providing.

Accessible, Supportive Learning

In the managed associate population, 98% participated in
career- or skills-related training.

To increase accessibility of the company’s programs, Marriott introduced a new
strategy to translate more of its learning content, focused on enhancing the* Includes managed and franchised associate populations.

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Fostering Development Opportunities
Marriott associates are, and have always been, the heart of our business.
The company is committed to attracting, engaging, and retaining top talentand seeks to foster an inclusive culture where everyone belongs and has theopportunity to succeed, learn, and grow.
In 2022, Marriott implemented a global strategy designed to educate andempower associates at all levels to be inclusive leaders with a focus on
attracting, welcoming, and better serving associates and customer groups.
The strategy includes:~ The Inclusive Hospitality Learning Program, a series of training programs
focusing on the power of inclusion in driving business results with a goal of
fostering inclusive behaviors to support Marriott’s people-first culture.
~ Living Our Core Values (LOCV), an annual signature engagement program,facilitated by general managers with associates at managed properties. The
2022 LOCV installment — Growing Forward — included discussions aroundthe power in working together, understanding conscious and unconscious
biases, and extending the same warm welcome and level of service to all.
~ Community Hub, Marriott’s internal DEI resource platform, provides global
leaders with on-demand tools to promote respect and kindness, mutual
appreciation, and an uplifting sense of belonging among associates.
~ Amplified DEI Observances, including the launch of the Cultural
Observance Working Group, comprised of associates across the globe todesign and implement strategies for cultural heritage celebrations.

In 2022, Marriott continued to offer a wide range of tools and resources — fromglobal resilience and mental well-being talks and seminars to on-the-groundtraining. For example, Marriott has an arrangement with a resilience-building
app designed to help associates build the emotional strength to face each daywith confidence. It is synchronized with the company’s other mental healthresources and proactively refers managed associates who need help managing
stress to appropriate resources. In 2022, over 27,000 managed associates
were enrolled in this platform.

Photo Caption: Associate at the Goa Marriott® Resort & Spa (Goa, India).

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INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION

The Future Leadersof Marriott
The company believes that if we getleadership right, everything else falls
into place. In 2022, Marriott expanded
upon the company’s robust range ofleadership development offerings —updating and modernizing to meet theneeds of a post-pandemic workforce
and business environment. These
cohort-based programs for highpotential talent focused on building
resilience, agility, and well-being —with the ultimate goal of creating more
inclusive, courageous, and connectedleaders to guide us into the future andmake a broader positive impact on
Marriott and the world.
During 2022, we continued to offer
Marriott’s Emerging Leader Program(ELP) and Future Forward Talent(FFT) while making updates to theseofferings to provide more mentorshipand sponsorship opportunities. These
programs were created to develop thecompany’s bench-strength talent —Marriott’s high-performing early career
hotel talent. ELP and FFT are both
instrumental in increasing the numberof women and people of color inleadership roles in the U.S. and Canada,
Caribbean and Latin America (CALA),
and Asia Pacific excluding China(APEC) regions.

Developing Talent
Global Highlights
Marriott continued toengage and develop
high potential managers
in APEC through FFT
and enrolled nearly 290
managers in the programin 2022.

Photo Caption: Associates at the Renaissance São Paulo Hotel (São Paulo, Brazil).

•

ENVIRONMENTAL•

SOCIALNearly 80 associates
participated (53%women) in CALA’s ELP
program in 2022.
Ten leaders
graduated from the
Khulanathi Leadership
Development Program(South Africa), a
12-month program
focused on developing talent fromwithin and supporting candidates inbecoming hotel general managers.
Marriott grants program participants
the required study leave and provides
full scholarships for the duration of
the course.
More than 10 Greater
China leaders
completed Leading
Luxury, an executive
development programthat aims to strengthen the•

GOVERNANCE•

APPENDICES

pipeline of luxury general managers,
and more than 85 high-potential
associates graduated from Marriott’s
director of rooms and director of food &beverage development programs.
In 2022, the Field
Trainer Network was
established at Managed
by Marriott (MxM)
full-service properties
for on-property leaders
who deliver brand service training.
The program provides brand service
programs and resources and ongoing
updates to brand service training. As of
year-end 2022, 73% of the hotels in the
U.S. West, 80% of the hotels in the U.S.
East, and 96% of the hotels in Canada
had one or more Brand Service Leader
in the network.
Over 270 MxM leaders graduated fromthe U.S. and Canada ELP in 2022.

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Engaging With Associates
Marriott aims to provide associates with the tools, resources, and support they need
to be their best and continue to grow. Under Marriott’s Leadership Performance
Acceleration program, supervisors and management associates are encouraged
to engage throughout the year and create development plans, chart a course forachieving those plans, and monitor progress. For managed associates, performance
management is accomplished through ongoing conversations between associates
and their managers and yearly formal reviews conducted with all associates.
Associates create plans to track their performance and personal development.
In 2022, global associates at managed hotels, customer care centers, and corporate
offices were invited to participate in the annual Marriott Associate Engagement
Survey. Over 91% of these associates took part in the survey, a critical tool thathelps Marriott understand its associates’ perception of the company. The survey
yielded an impressive overall engagement score of 85%, demonstrating a positiveand robust level of engagement from the responding associates toward thecompany and their work. Notably, this score is one point higher than the previous
year and two points higher than the global best employer benchmark. Eighty-sevenpercent of the responding associates had a strong positive perception of leaders’communication, performance management, and relationship building, surpassing
the global best employer benchmark by four points. Overall, this indicates Marriott’s
exceptional performance in employee engagement, agility, engaging leadership,
and talent focus in comparison to other companies worldwide.

In the 2022 Associate Engagement Survey, 86% of
the associates that responded agreed that Marriotthas a strong commitment to operate sustainably
and 89% agreed the company has a strong
commitment to making a positive social impact.

Photo Caption: The J. Willard Marriott Award of Excellence honors the company’s finest associates who
represent the qualities of the award: achievement, character, dedication, effort, and perseverance.

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Investing in Associates
Employee Assistance and Benefits
Employment is a two-way street, a mutually beneficial
relationship. At Marriott, we recognize the whole
person and provide them with the tools, resources,
and support they need to be their best and continue
to grow.

Building Financial Well-being
Over the past year, Marriott has amplified
investments in associates by enhancing retirement
plans, expanding bonus eligibility, and launching an
employee stock purchase program to help eligible
associates prepare for the future. These investments
are an important component of the total rewards
the company offers associates. For example, in the
U.S., U.S. Virgin Islands, and Puerto Rico, Marriottlaunched the Employee Stock Purchase Plan. This
program allows eligible associates to participate in
the growth and financial performance of the company
by purchasing shares of the company’s Class A
common stock at a discount from the market price.
In the U.S., Canada, Caribbean and Latin America(CALA), and Europe, Middle East & Africa (EMEA),
Marriott expanded bonus eligibility as part of thecompany’s efforts to invest in associates, reward theircontributions to Marriott’s success, and help them build
long-term financial health.
For additional information on benefits provided
to eligible U.S.-based associates, please visit
Marriott Careers.

Pay Equity
Pay equity is foundational to Marriott’s compensation
structures and practices. In the U.S., the vast
majority of roles are hourly paid positions, generallycompensated based on fixed pay rates based on•

ENVIRONMENTAL•

SOCIALtenure. This highly structured compensation framework
helps to prevent exercise of managerial discretionin setting pay. Similarly, for Marriott’s non-hourly
management employees, there are well-established
pay bands for all roles, and pay equity is evaluatedat the time of an initial job offer and throughout theemployment life cycle. Globally, during the application
process, we prohibit inquiries into salary history andban the use of compensation history when establishing
starting pay for new hires.
Marriott conducts detailed statistical analysis withthird parties at least annually to review gender andracial pay equity in the U.S. Additional reviews of
pay and processes throughout the year are designed
to support the company in making adjustments
due to market conditions and providing consistency
to associates. Through such pay and policy
adjustments, Marriott corrects for unintended pay
differences, and where appropriate, adjusts for market
competitiveness as part of the company’s annual andongoing reviews. Marriott’s review of U.S. associates’
compensation conducted in 2023 showed thatwhen adjusted for factors such as role, tenure, andlocation, U.S. associates who identified as female earnapproximately 99% of what male associates earn, andU.S. associates who identified as members of a racialor ethnic minority earn approximately 99% of what
non-minority associates earn.

Beyond Compensation and Benefits
Marriott continues to offer Assistance and Resources
for Life (ARL), providing U.S. and Canada managed
associates and their families 24/7 access toconsultations, resources, and referrals for a variety ofwork or life needs. In 2022, Marriott introduced new
digital resources to provide associates with specialized
self-help resources and access to a range of programs
designed to help with anxiety, depression, and stress.

•

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APPENDICES

Promoting a Safe and Healthy Workplace
Marriott continues to utilize the Be Safe Program,which has increased accountability at the leadershiplevel for implementing and supporting safety initiatives
in the U.S. Marriott’s Be Safe Program requires thateach hotel has a senior leader assume the role of Be
Safe Champion. One aspect of this role is to promote
the ongoing success of an active Safety Committee
made up of associates from various on-property
departments. In 2022, an enhanced version of Be Safe
was piloted at several properties, and the company
fully rolled out the new version in January 2023.
Marriott’s Global Safety & Security Team provides
training, policy enforcement, and technical expertisein safety and security management to help
minimize harm and losses to customers, associates,
stakeholders, and the business. The team is
responsible for conducting regular Safety and Security
Assessments at managed hotels globally, based on
the individual hotel’s risk ratings and provides andrequires safety training for associates at managed
hotels. In the U.S., the team also engages with local
security authorities to establish security protocols.
Hotels also tailor individual security measures for theirown circumstances.

Food Safety
Through Marriott’s comprehensive food safety
management system, the company mandates Food
Safety Brand Standards for all hotel brands, including
standards for food handling, personal hygiene, training
and certification, and facility cleanliness and condition,
as well as HACCP monitoring to proactively identify
risks that may lead to foodborne outbreaks. The
company promotes compliance by requiring hotels toundergo a quarterly food safety property self-audit
that is verified by a third-party independent audit once
per year.

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•INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION

Community Impact
Volunteerism and Community Investments
Marriott empowers hotels, offices (including headquarters), and Business Councils
to support their communities and help meet local needs. In 2022 alone, associates
contributed over 1.6 million volunteer hours across the globe, focusing on
environmental and social issues to positively impact their communities.
In 2022, Marriott, along with associates, Business Councils and guests
continued to support communities and philanthropic causes through cash andin-kind donations. In 2022, these contributions totaled over $30 million, withapproximately $15 million donated through in-kind donations and approximately$15 million donated in cash contributions.
Additionally, in 2022 nearly 180 million Marriott Bonvoy points were donatedand matched by Marriott to support featured company philanthropic causes anddisaster relief efforts, including to support American Red Cross, World Wildlife
Fund (WWF), World Central Kitchen (WCK), and UNICEF.

The Ritz-Carlton Community Footprints
The Ritz-Carlton delivers on Serve 360 through its signature socialand environmental responsibility program, Community
Footprints®, aligning with the issues that areimportant to the communities where it operates.
In 2022, associates at The Ritz-Carlton hotels
volunteered approximately 100,000 hours
in support of the Community Footprints
program and provided approximately$800,000 in cash contributions
and nearly $1.4 million throughin-kind donations.

•

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2025
Volunteerism Goals
As part of Marriott’s Serve 360 Goals, the company aims to contribute 15
million volunteer hours, have 50% of volunteer hours serve children and youth,and have 50% of volunteer activities be skills-based by year-end 2025. The
company also aims to have 80% of managed hotels and 50% of franchised
hotels participate in community service activities by year-end 2025.

8.9M+
33.4%
29.6%
90.3%
38.5%

volunteer hours since 2016of cumulative volunteer hours have
served children and youth since 2016of cumulative volunteer activities
have been skills-based since 2017of managed hotels have participated incommunity service activities since 2016of franchised hotels have participated incommunity service activities since 2016

Although Marriott is on track to achieve its managed hotels volunteerism
goal, the company remains behind schedule on its other volunteerism goals.
To support future progress toward these goals, the company launched an
activation called Serve 360/365 — Volunteering Year-Round, going beyond
the concept of a single, traditional day of service and encouraging associates
to give back throughout the year to meet their community’s needs.

NURTURE OUR WORLD
Photo Caption: Associates from the Aruba
Marriott Resort & Stellaris® Casino participatingin volunteer activities (Palm Beach, Aruba).

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Volunteerism and Community Investment
Global Highlights
Business Councils throughout the
Asia Pacific excluding China(APEC) region launched fundraising
campaigns to support Ukrainian
refugees and raised more than
$70,000 in cash and in-kind donations in 2022.
Road to Give (previously Run to Give), APEC’s
annual charity event, raised more than $250,000 at
more than 60 events hosted throughout the regionin 2022.
Following the resurgence of COVID-19
in Shanghai, China in early 2022,
Marriott hotels provided support to
medical teams, including serving as
shelter for more than 6,200 medical
staff. Additionally, nearly 1,500
associates from 19 hotels contributed over 420,000
volunteer hours to support the medical teams.
Marriott properties in Ontario, Canada
raised nearly $20,000 through theColdest Night of the Year (CNOY)
campaign supporting Eden Food for
Change in Mississauga and other
Ontario CNOY22 Charity Partners
that help people experiencing hunger, hurt, andhomelessness in local communities.
Dorado Beach, a Ritz-Carlton Reserve®
(Dorado, Puerto Rico) engaged witha culinary arts program to provide
knowledge about the hospitality
industry and donate tools for aschool’s kitchen laboratory, including•

ENVIRONMENTAL•

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APPENDICES

utensils, aprons, and chef hats. Students had theopportunity to experience a cooking class with the
hotel’s banquet sous chef and meet the property’s
executive chefs. The hotel team also visited thestudents’ school to host workshops.
In 2022, the 14th annual Road to
Awareness three-day bike ride washeld in Bodrum, Türkiye. Sixteen
associates participated, raisingnearly $30,000 to support children
and continuing education.
Marriott’s portfolio of hotels in the
United Arab Emirates continued
their longstanding relationship with
the Al Jalila Foundation, a global
philanthropic organization. In 2022,
Marriott hotels and Business Councils
donated more than $680,000 through initiatives,
including a charity gala dinner, fundraising
activities, and other volunteerism events.
Marriott’s President and CEO and hisleadership team volunteered at D.C.
Central Kitchen (DCCK) to prepare
meals for Washington, D.C. residents
in need. Marriott also made a $50,000
corporate contribution toward laptops
and kitchen supplies for DCCK’s culinary job
training program.
Texas Business Councils (Texas, U.S.)
raised approximately $30,000 for the
Robb Elementary School Memorial
Fund, supporting victims of theUvalde school shooting.

Photo Caption: Associates in Bodrum, Türkiye participating in Road to Awareness to raise funds for local charities.

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•INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION

Vitality of Children
For over three decades, Marriott has mobilized associates, guests, and loyalty
members to support leading nonprofit organizations that serve children aroundthe world.
Marriott is Children’s Miracle Network Hospitals’ longest-standing
corporate partner, and has been a partner since 1983, supporting
their mission to provide comfort, treatment, and hope to sick andinjured children and their families across the U.S. and Canada.
Over the past 39 years, Marriott has raised more than $147 million
to support 170 local Children’s Miracle Network Hospitals. In 2022,
over $3.9 million was provided in support from hotels, associates,and guests across the U.S. and Canada.
Photo Caption: Marriott’s President and CEO, Anthony Capuano; Chairman of the Board of Marriott,David Marriott; and others at the Children’s Miracle Network Hospitals’ Root Beer Day at Marriott’s
headquarters campus in Bethesda, Maryland, U.S.

•

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Marriott also continues to support UNICEF, an organization that works in over 190
countries and territories to save children’s lives, defend their rights, and help them
fulfill their potential from birth through adolescence. Since 1995, Marriott’s support
for UNICEF has raised over $50 million to help improve the lives of children. In 2022,
more than $1.1 million was contributed to UNICEF’s work by Marriott associates,
guests, loyalty members, and the Marriott Disaster Relief Fund (MDRF).
Marriott hotels also support organizations that serve children allover the world. For example, Marriott hotels in Peru included a
specific dish on their menu to raise funds for Plan International
Perú, an organization that works to promote the rights and equalityof girls and collaborates directly with children, their families, andtheir communities.

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Disaster Relief Support
Across the globe, we aim to support associates and local communities by providing
immediate and long-term aid, including funding for development and resiliency. The
MDRF is a “donor-advised fund” established by Marriott to support the company’sefforts to assist families and communities around the world, especially Marriottassociates, affected by significant crises. In 2022, the MDRF provided more than
$2 million to support humanitarian organizations and nearly 3,000 managed andfranchised associates and family members in 14 markets.
The TakeCare Relief Fund (TCRF) is a 501(c)(3) public charity sponsored by Marriott.
In 2022, TCRF continued to provide needs-based financial support, including grants(of up to $3,000 each), to eligible associates at managed Marriott locations who
faced hardship caused by a natural disaster or other qualifying personal hardship
events. Support for TCRF comes from various sources, including Marriott associates,
hotel guests who donate to TCRF as part of their Explore discounted rate stays atparticipating properties, and direct donations from the public.
Over the past year, TCRF has continued to expand its reach to locations outside of
the U.S. In 2022, TCRF provided approximately $570,000 in funding to the Greater
Washington Community Foundation and provided more than $2.6 million in over
4,500 needs-based individual grants to eligible associates.

Disaster Relief Support Global Highlights
The MDRF provided aid to associates in Puerto Rico and theDominican Republic impacted by Hurricane Fiona and also
supported World Central Kitchen’s relief efforts in the region.
The MDRF also provided grocery and retail vouchers to more than
2,000 associates in Florida who were impacted by Hurricane Ian.

•

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APPENDICES

Support for Ukraine
Across the company, Marriott hotels,
associates, Business Councils, andMarriott Bonvoy members mobilized
to respond and provide support tothose impacted by the war in Ukraine.
From donating hotel accommodations fordisplaced people and working with disaster
relief organizations to providing job opportunities
for Ukrainian refugees, Marriott remains committed toserving those in need. In 2022, this support included:$5M+*

donated to relief efforts, including support for
400+ impacted associates and family members

13K+

volunteer hours

18K+

complimentary room nights

Nearly160M

Marriott Bonvoy points donated and matched

650+

Ukrainian refugees hired across Marriott
properties in Europe* Provided by Marriott, The J. Willard and Alice S. Marriott Foundation, the MDRF, Marriott Bonvoy members, Marriott hotels, and BusinessCouncils.

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2025 Human
Rights Goals
As part of Marriott’s Serve 360 Goals, the company aims to have 100% of
on-property associates complete human rights training, including on humantrafficking awareness, responsible sourcing, and recruitment policies andpractices by year-end 2025. The company also aims to enhance or embedhuman rights criteria in recruitment and sourcing policies and work with ourindustry to address human rights risks in the hotel construction phase.

1M+
1,000+

associates across managed and franchised
properties have completed humantrafficking awareness training since 2016
associates across managed andfranchised properties completed
procurement training in 2022•

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APPENDICES

Human Rights
Prioritizing Human Rights
As a leader in the travel and tourism industry, Marriott has prioritized the fight against
some of the industry’s most pressing issues, including human trafficking, child sexual
exploitation, and forced labor.
Marriott’s executive-level Human Rights Council guides and advances the company’s
human rights policies and programs and works to lead successful execution of thecompany’s broader human rights strategy.

Human Rights Training for Our Industry
Marriott continues to provide the company’s human trafficking awareness training
materials cost-free to a broader audience within our industry by collaborating with theAmerican Hotel & Lodging Association Foundation (AHLAF) and ECPAT-USA. As of2022, ECPAT-USA reported that nearly 850,000 additional hotel workers outside ofMarriott had completed the human trafficking awareness training since it was madeavailable in 2020.

Human Rights Risk Assessments
Marriott remains on track to achieve these goals and will work to continue
to raise awareness of human trafficking, including teaching associates
how to recognize and respond to potential indicators of human trafficking.
As the company has identified human trafficking as a priority workforce
risk that can impact business operations and supply chains, Marriott plans
to continue to mandate its human trafficking awareness training programfor managed and franchised properties globally and enhance training andresources to meet the evolving needs of stakeholders and emerging trends
in the field.

Marriott implements an ongoing risk management process to help identify, mitigate, andaim to prevent human rights risks. In the event of a potential human rights issue, it isalso Marriott’s policy to investigate and respond, as appropriate.
Marriott also expects vendors, suppliers, and subcontractors to comply with the humanrights standards outlined in its Global Procurement Supplier Conduct Guidelines andhold their own suppliers and subcontractors to the same standards and practices.

WELCOME ALL AND ADVANCE HUMAN RIGHTS

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APPENDICES

Collaborations to Advance Human Rights
In 2022, Marriott continued to engage and collaborate with industry
peers and associations to support and develop innovative programs that
combat human trafficking and advance human rights.
In December 2022, Marriott and the Global Fund to End Modern Slavery(GFEMS) completed the pilot of the Future in Training (FiT) Hospitality
Curriculum, which aims to empower survivors of human trafficking togain market-based skills. Through the pilot, 64 survivors were trainedby four service providers in Charlotte, North Carolina; Dallas, Texas;
New York, New York; and College Park, Maryland (U.S.). Post-curriculum
survey responses indicated an increase in knowledge of module topics,
confidence in skills and abilities, and a 98% satisfaction rate with thepace and content of the curriculum. The curriculum was also translated
into Spanish and Hindi.
Marriott’s Business Councils engaged Polaris to support Polaris’s
Strategic Initiative to End Sex Trafficking and tackle a global problem at a
local level.
In late 2022, AHLAF also established the No Room for Trafficking (NRFT)
Advisory Council to guide the Foundation and industry’s efforts to
expand the fight against human trafficking, with Marriott’s EVP and Chief
Global Communications & Public Affairs Officer serving on the Council onbehalf of Marriott.

In 2022, Marriott associates volunteered more than 45,000 hours to support the company’s efforts to
Welcome All and Advance Human Rights.
WELCOME ALL AND ADVANCE HUMAN RIGHTS

Photo Caption: Marriott’s Senior Vice President, Multicultural Affairs, Social Impact, and Business Councils;
ECPAT-USA’s CEO; and AHLA’s President & CEO at the AHLAF NRFT meeting.

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Supporting Human Rights Global Highlights
The Calgary Airport Marriott In-Terminal Hotel and Delta Hotels by
Marriott™ Calgary Airport In-Terminal Hotel (Calgary, Alberta, Canada)sponsored a hole and donated a stay certificate to the Calgary Airport
Authority Golf Tournament in support of their collaboration with
#NotMyCity, a facilitative organization that raises awareness and takes
collective action to end and prevent human trafficking and sexual exploitation.
The Mexico International Reservation Sales & Customer Care Contact
Center (CEC) (Mexico City, Mexico) engaged with Pozo de Vida, anonprofit organization that combats human trafficking in Mexico andCentral America. To raise funds to support survivors and their families,
one of the organization’s projects, Nunayú, sold handmade jewelry at
the CEC inspired by the stories of survivors.
Marriott hotels in Spain and Portugal collaborated with A21, anorganization that supports the fight against human trafficking, to help
raise awareness of human trafficking and provide associates with

Photo Caption: Italy Business Council volunteer event to support human rights.

enhanced training and resources. Hotels in Spain organized fundraisers and hosted
training sessions where specialists from A21 shared real-world case studies to help
associates practice recognizing and responding to potential trafficking situations.
The Marriott Disaster Relief Fund (MDRF) provided funding tointernational human rights organization, La Strada, to help its responseto the war in Ukraine, including disseminating information, raisingawareness about exploitative practices, sheltering refugees, andproviding anti-human-trafficking information to those at risk.
The Westin® Peachtree Plaza, Atlanta (Atlanta, Georgia, U.S.) hosted
a fundraiser created by Safe House Project, which aims to increasesurvivor identification through education, provide emergency services
and placement to survivors, and increase access to safe housing andholistic care.

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2025 Cultural
Understanding
Goal
As part of Marriott’s Serve 360 Goals, the company
aims to provide $500,000 toward partnerships thatdrive, evaluate, and elevate travel and tourism’s rolein cultural understanding by year-end 2025.

$200,000•ENVIRONMENTAL•

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APPENDICES

Peace and Cultural
Understanding
Promoting Global Peace
In 2022, Marriott continued engaging with the U.S. Institute of Peace (USIP), supporting theGeneration Change Fellows Program, a peacebuilding initiative that works with youth leaders inconflict-affected countries.
Marriott’s support helped eight youth-led organizations to launch projects, which are receiving guidance andmentorship to increase their effectiveness and impact. Initiatives include a reconciliation process between
Venezuelan youth from different political and religious groups and promotion of youth participation in the
promotion of peace in the Middle East and North Africa.

has been provided to expand the workof youth peacebuilders around theworld since 2019

Inclusive Guest Experiences

While Marriott remains behind scheduleon this goal, the company is continuing to
explore programs that help create a safer,more peaceful world for travel.

In 2022, Marriott continued to promote cultural competence through the company’s Culture
Day Program. This program supports Marriott properties in understanding customer culturesfrom all walks of life. For example, the company held an Indian Wedding Culture Day Programat the JW Marriott San Antonio Hill Country Resort & Spa (San Antonio, Texas, U.S.) and a
Chicago Market (Chicago, Illinois) event focused on welcoming LGBTQ+ travelers.

WELCOME ALL AND ADVANCE HUMAN RIGHTS•

Marriott believes in providing inclusive guest experiences and works with properties around the world to help
them understand and respect the various cultures they serve.

In Canada, the region continued to engage associates around key cultural observances.
Canada created an interactive Culture Calendar to serve as a reminder of important cultural
events across the country and provided monthly learning opportunities. Properties in Canada
also focused on welcoming and supporting Indigenous communities by participating in
Orange Shirt Day. In 2022, 35 properties in Canada participated in the event to promoteawareness of residential school system impacts on Indigenous communities.

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GovernanceMarriott’s approach to governance is centered around the company’s core values and the belief that “how we do business is as important as
the business we do.” The company is committed to acting with integrity throughout its operations and engagement with key stakeholders,
communicating transparently about Marriott’s corporate governance practices, and holding ourselves to high ethical and legal standards.
Across the company, Marriott implements policies, procedures, and programs to help instill these commitments in day-to-day
business conduct.

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Board of Directors
and ESG Oversight
Board Composition and Diversity
Marriott’s Board of Directors is currently composed of 13 directors, 10 of whom are independent, and six
standing committees — Audit, Executive, Human Resources and Compensation, Inclusion and Social Impact,
Nominating and Corporate Governance, and Technology and Information Security Oversight — each of which
has adopted a written charter.
Marriott’s Audit, Human Resources and Compensation, Nominating and Corporate Governance, and Technology
and Information Security Oversight committees are composed solely of independent directors. Consequently,
the Board’s independent directors oversee critical items, including the company’s financial statements, executive
compensation, the selection and evaluation of directors, the development and implementation of corporate
governance programs, technology, information security, and privacy.
The Board believes that the directors, considered as a group, should provide a mix of backgrounds, experience,
knowledge, and abilities and should reflect the diversity of the company’s stockholders, associates, customers,
guests, and the communities in which we operate. Thus, as part of its annual review of Board composition, theNominating and Corporate Governance Committee considers and discusses the extent to which the Board as awhole includes a mix of members that represent a diversity of background and experience, which the committee
defines broadly to include, among other things, differences in backgrounds, qualifications, experiences,
viewpoints, geographic locations, education, skills and expertise, professional and industry experience, andpersonal characteristics (including age, gender, and race/ethnicity).

62% of Board Directors are women and/or people of color as of May 12, 2023*

4 out of 5 of Marriott’s regularly-meeting standing Board Committees arechaired by women and/or people of color as of May 12, 2023** The date of our Annual Meeting of Stockholders

Photo Caption: David Marriott, Chairman of the Board of Marriott, and J.W. Marriott, Jr., Chairman Emeritus of Marriott.

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•INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION

ESG GovernanceCascading from the Board, President and CEO, andexecutive team to associates at hotels, a series ofcomplementary councils, committees, teams, andregional leaders provide structure and oversightto support our 2025 Serve 360 Goals and broader
ESG strategy.
The Board and its Inclusion & Social Impact Committee(ISIC) oversee the company’s strategy, efforts, andcommitments related to its people-first culture,associate well-being and inclusion, and otherenvironmental, social, and governance (ESG) matters.
At the management level, Marriott’s Serve 360
platform is guided by various governing bodies, which
each maintain their own priorities and objectives tomake progress toward companywide goals.

Serve 360 Executive
Leadership Council
The Serve 360 Executive Leadership Council iscomprised of senior executives representing eachdiscipline and global division and generally meets twotimes each year. This Council reviews progress toward
the Serve 360 Goals and discusses Serve 360–related
investment decisions and recommendations.

•

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Serve 360 Advisory Council
The Serve 360 Advisory Council consists of direct
reports of C-Level executive leaders and one level
below, representing each discipline and global division,and generally meets four times each year. Among
its responsibilities, this Council assesses Serve 360
Goal performance, provides updates on regional anddiscipline initiatives, and develops recommendations
for the Serve 360 Executive Leadership Council. This
Advisory Council also reviews regional and global
Serve 360 Goal scorecards, which provide details on
progress against Marriott’s Serve 360 Goals.

Owner Advisory Councils
Owner Advisory Councils and Committees represent
the voice of the owner/franchise/managementcompany community and provide input, feedback,and advice. Each region determines the mostappropriate way to discuss owner-relevant initiatives,
collaboration opportunities, and overall progress andlearnings around sustainability and social impact.

Serve 360 Regional Councils
and Leaders
Regional Serve 360 Leaders assist in advancing thecompany’s sustainability and social impact strategy
at the regional level. Additionally, regions can
incorporate Serve 360 Regional Councils to better
address the company’s risks and opportunities locallyand drive progress toward their respective Serve 360
Regional Goals.

Photo Caption: The Sheraton® Grand Incheon Hotel (Incheon, South Korea) is a LEED certified property.

Climate Strategy
Steering Committee
Marriott’s Climate Strategy Steering Committee
was established to support the company’s
climate action efforts, including setting a sciencebased target (SBT) and working toward net-zerovalue chain greenhouse gas (GHG) emissions by
no later than 2050.
This Committee is chaired by the company’s
Chief Global Officer, Global Operations, andprovides recommendations on the overall
strategic direction, including the SBT application
submission and required investments andcommitments. Core leadership and working
teams, comprised of discipline leadersfrom both Marriott’s headquarters andregional support teams, also manage
various workstreams to support
the Climate Strategy Steering
Committee’s key objectives.

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Ethics and Compliance
Global Ethics and Compliance Program
Marriott’s global ethics and compliance program is inclusive of policies, training
programs, and controls targeting critical risk areas, including anti-corruption, antimoney-laundering, antitrust, and global trade sanctions. The company uses arisk-based approach to perform ethics and compliance assessments, determine
proper internal controls, provide training, and assess the program’s effectiveness.
The company’s ethics and compliance policies prohibit commercial bribery andbribery of government officials. This includes requirements for Marriott associates tocomply with all applicable anti-corruption laws, including the U.S. Foreign Corrupt
Practices Act, the U.K. Bribery Act, the PRC Anti-Unfair Competition Law (China),
and the laws of other countries and territories where the company operates.
Marriott’s policies also prohibit making or receiving improper payments or gifts
and further prohibit giving or offering anything of value to foreign officials for the
improper purpose of influencing any decision to benefit the company or to encourage
unlawful conduct.

Executive-Level Oversight
To provide oversight of the company’s global ethics and compliance program,
Marriott’s Ethics & Global Compliance Governance Board (Governance Board) wasestablished. The Governance Board is co-chaired by Marriott’s Chief Financial Officer& Executive Vice President, Development and Executive Vice President & GeneralCounsel, and meets quarterly to provide executive-level oversight and strategic risk
management of the program.
Additionally, Marriott’s Ethics and Global Compliance Oversight Committee andRegional Governance Committees are responsible for overseeing the implementation

Photo Caption: The Wuhan Marriott® Hotel Optics Valley (Wuhan, China) is a LEED certified property.

and management of the company’s ethics andcompliance program and report directly to theGovernance Board.
The Audit Committee of Marriott’s Board of Directors is also
briefed on the company’s ethics and compliance program at
least annually.

Ethical Conduct Audits and Assessments
Marriott monitors ethics and compliance risk through various processes with second
and third lines of defense by using a risk-based sampling methodology.
Each year, Marriott’s Internal Audit department conducts an ethical conduct audit,that includes two surveys. The first survey is administered to select leaders fromaround the globe and requests compliance certification related to specific Marriott
ethics policies and legal and regulatory requirements. The second survey, which
is anonymous, is administered by a third-party to a different cohort of Marriott
managers and is designed to gather information on associate awareness andperceptions of the company’s ethical culture.
Internal Audit also identifies owned, leased, and managed hotels annually to beaudited based on specific risk rankings, including anti-corruption and other risk
factors. In coordination with Internal Audit, Marriott’s Law Department developed
and deployed a global anti-corruption property review program and toolkit designed
to detect issues and provide remediation actions as needed at the property level.
Periodically, Marriott also issues property-level guidance to address anti-corruption
risk, including protocols to mitigate third-party risk.

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Associate Training

Reporting Concerns and Investigative Procedures

Marriott provides ethics and compliance training to associates worldwide. In
2022, managed associates across the globe generated over 950,000 online
course completions on ethics and compliance matters, with 76% of managed
associates participating in at least one training.

Associates have a duty to report suspected legal, ethical, and policy violations
through a number of reporting channels, including Marriott’s Business Integrity
Line or via email to Marriott’s Internal Audit department. The Business Integrity
Line is publicly available 24 hours a day, seven days a week, and is operated
globally by a third-party provider to allow for anonymous reporting.

The company also provides additional ethics and compliance training in otherforms, including live instructor-led sessions and small group discussion sessions
for new leaders and associates in high-risk jurisdictions.

In 2022, Marriott’s Europe, Middle East & Africa(EMEA) region hosted an Ethics & Compliance Week
with four one-hour training sessions led by senior leadersheld over four consecutive days.
Approximately 1,000 managed associates in
EMEA participated in this Ethics & Compliance Week,
completing nearly 4,000 training hours on topics
including anti-corruption, trade sanctions, privacy,
competition law, and Marriott’s Business Conduct Guide.

To investigate and address reported ethics and compliance concerns, Marriott
employs a multidisciplinary approach. The company uses a triage process for the
initial assessment and assignment of cases and then implements standardized
investigative practices such as witness interviews and reviews of evidentiarymaterials. The investigation process includes appropriate discipline andremediation as needed, and the company considers types of reported cases andresults when reviewing and training on its various related policies.

Marriott’s Code of Conduct
Marriott’s Code of Conduct, the Business Conduct
Guide, helps associates uphold our long traditionof doing business with integrity. It describes
expectations and commitments and provides an
overview of key policies, as well as guidance on
what is right, not just what is legal. Associates
are required to follow Marriott’s Business Conduct
Guide and are subject to disciplinary actions, up
to termination of employment, for violations.
Marriott’s Business Conduct Guide is available
in 15 languages at managed properties andto managers worldwide; an abridged, quickreference companion pamphlet is also available
in 31 languages at managed properties globallyfor nonmanagerial associates.

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Data Privacy and Cybersecurity
Data Privacy Program
Marriott maintains a robust data privacy program that employs a risk-based
approach to the application of privacy requirements globally. To support this program,the company has established standard operating procedures, policies, and guidelines
governing the collection, use, disclosure, transfer, storage, and retention of personal
data. Additionally, Marriott’s Global Information Security & Privacy Incident Response
Plan provides provisions regarding compliance with applicable laws and regulations,which require notifications to government authorities, individuals, and/or otherrelevant third parties related to data security incidents.

Managing Data Privacy Across the GlobeMarriott’s Data Privacy Governance Program is a fundamental component of the
Global Privacy Office which operates under the leadership of Marriott’s Global
Compliance Counsel and Privacy Officer. This office oversees functions including
handling customer privacy inquiries, conducting Privacy Impact Assessments (PIAs),
Records of Processing Activities (ROPAs), and monitoring the company’s overall
compliance with evolving global privacy laws and regulations. The Global Privacy
Office is subject to regular audits and assessments by Internal Audit and independent
third parties. In addition, Marriott’s European Union (EU) General Data Protection
Regulation (GDPR) Data Protection Officer (DPO) has conducted annual reviewsof Marriott’s privacy program since 2019. The Board of Director’s Technology andInformation Security Oversight Committee (TISOC) provides oversight of, and counsel
on, matters of technology and information security and privacy.
The company’s Global Privacy and Information Security Governance Board (GPIS
Governance Board) is responsible for providing executive-level oversight andstrategic risk management of Marriott’s Global Privacy and Global Information
Security Programs. Additionally, the Global Privacy and Information Security
Oversight Committee and its Regional Committees — in the U.S. and Canada; theCaribbean and Latin America (CALA); Europe, Middle East & Africa (EMEA); andAsia Pacific excluding China (APEC) — support the implementation of a privacy andsecurity risk management strategy set by the GPIS Governance Board.

Privacy Center
Marriott’s Privacy Center includes the Marriott Group Global Privacy Statement. In
2022, the Global Privacy Center was expanded to allow for more transparency in the
choices customers have regarding their personal data.

Global Privacy Training
Marriott’s Global Privacy Office provides privacy training and awareness to
associates, globally, including Global Privacy online training. This training has
been updated for 2023 and is mandatory for above-property and managed
hotel associates and franchised general managers, and strongly recommended
for franchised associates who are likely to handle personal data. Marriott
reviews its Global Privacy training on an annual basis and offers the training inseveral languages.
The Global Privacy Office hosts quarterly privacy awareness initiatives, which caninvolve panel discussions and privacy-related reminder communications aimed at
Marriott’s associate population. Tailored privacy training is also offered on an ad hoc
basis across regions.

Nearly 140,000 managed and franchised associatescompleted annual Global Privacy training in 2022.

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Cybersecurity Program
Marriott takes a multilayered, risk-based
approach to protecting company information
and assets, inclusive of controls on the Marriott
network, systems that connect to the Marriott
network (e.g., servers, PCs, and mobile devices),and business applications on a global basis.
The cybersecurity program employs various
technologies and processes to help protect
systems and data and includes National
Institute of Standards in Technology (NIST)
800-53 and ISO 27001 controls and ISO 27002
guidelines in its overall framework.

On an annual basis, Marriottengages with a leading global
research and advisory firm
to conduct an in-depth
analysis of the maturity of thecompany’s information security
program against the NIST
Cybersecurity Framework.
Among other measures, Marriott works to
be Payment Card Industry (PCI) compliant
where required and maintains a documented
vulnerability management program, endpoint
monitoring and alerting capabilities, and a
global incident response plan.

customer data, the company employs
technical and organizational measures andprocesses. Under the leadership of the Chief
Information Security Officer (CISO), Marriott’s
Global Information Security Team focuses
on application, network, and system security
and is also responsible for information
security compliance, training and awareness,monitoring, and incident response.

Raising Cybersecurity Awareness
Marriott’s Global Information Security Team
provides training globally, including mandatory
Information Security & Protection Training(ISPT) for associates who use a computer orhandle guest payment card information. To
help achieve continuous improvement andcompliance, Marriott reviews the ISPT online
training program at least annually.
Additional training and awareness programs
include phishing simulation exercises thatare delivered globally, quarterly information
security email updates, communications on
emerging risks, and annual programming during
Cybersecurity Awareness Month in October.

Over 270,000 managed andfranchised associates completed
ISPT training in 2022.

To help control and protect Marriott’s network,
applications, and information, including

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APPENDICES

Public Policy
Marriott’s Public Policy Agenda
Marriott maintains a robust public policy agenda
and engages leaders on a wide range of
topics. The company believes in transparency
in its practices and that political participation
at all levels of government is important tothe business.
Marriott is a member of numerous industry andbusiness associations, including the following
corporate-maintained relationships: theAmerican Hotel & Lodging Association (AHLA);
the Business Roundtable; the International
Franchise Association; U.S. Travel Association;
U.S. Chamber of Commerce; and the World
Travel & Tourism Council (WTTC). The company
is involved with these and other convening
groups for a wide variety of purposes, including
engaging with customers, sharing bestpractices, and policy advocacy activities in
the U.S.
Consistent with the company’s efforts to
reduce environmental impacts, Marriott also
supported legislation to help reduce the use of
single-use plastics in hotels in a manner thatfurther provides for long-term cost savings
opportunities for owners and franchisees.

Political Action Committee
The Marriott International, Inc. Political Action
Committee (MARPAC) is a bipartisan U.S. PAC
funded by voluntary contributions made by
associates. MARPAC carefully vets candidates
at the local, state, and federal levels prior to
making contributions. Decisions surrounding
campaign contributions are based on a numberof factors, including a candidate’s understandingof hospitality and travel industry issues as wellas their alignment with Marriott’s values.
MARPAC strives for a 50/50 split in contributions
to Democratic and Republican federal
candidates. In the recently completed 2022
election cycle, MARPAC’s total disbursements
were over $300,000 with around $120,000
distributed directly to federal candidate andleadership PACs. Taking into account all
MARPAC contributions to federal personal
campaigns and leadership PACs, approximately
54% of federal contributions went to Democrats
and approximately 46% went to Republicans in
the 2022 cycle.

Photo Caption: Electric vehicle charging stations at the SpringHill Suites by
Marriott® Riverside Redlands (Redlands, California, U.S.).

In 2022, Marriott helped secure sustainability tax
incentives in the Inflation Reduction Act that encourageowners and franchisees to make sustainability-related
investments, furthering the company’s climate goals.
The legislation — signed into law in the U.S. in August2022 — increases commercial building energy-efficiency
and electric vehicle charging station installation tax
benefits, providing value to owners and franchisees
when investing in on-property upgrades.

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Advocating for Equality and Inclusion
Through Marriott’s public policy support, the company aims to engage in a wide range of issues that
advance equality and inclusion across the U.S. at the federal, state, and local levels.
Marriott is a member of the Human Rights Campaign (HRC) Global Business Coalition, a forum for major
multinational businesses to advance workplace protections for LGBTQ+ associates. As such, Marriott has
joined others to endorse the Equality Act to promote fair treatment and workplace protections under thelaw for members of the LGBTQ+ community. Marriott also successfully advocated in favor of the bipartisan
Respect for Marriage Act, which was signed into law in December 2022. The law codifies marriage
protections for LGBTQ+ and interracial couples, an important policy to help guests, associates, and theirfamilies feel welcome no matter where they work or travel in the U.S.
As a member of the Coalition for the American Dream, Marriott advocates for a permanent legislative
solution to protect “Dreamers,” — young people impacted by the Deferred Action on Childhood Arrivals(DACA) program and Development, Relief, and Education for Alien Minors (DREAM) Act. In 2022, thecompany supported the Afghan Adjustment Act, which would expand access to permanent legal status for
Afghan refugees in the U.S., many of whom have found employment in hospitality during resettlement.
To support access to voting, Marriott continues to deploy associate communications campaigns in advanceof elections in the U.S., including providing resources on where to register and vote. Marriott believes
expanding access to voting will increase voter participation and strengthen U.S. democracy. In 2022,
Marriott advocated for the bipartisan Electoral Count Reform Act — a policy aimed at strengthening
the election certification process to promote the peaceful transfer of power between presidential
administrations — which was included in an end of year omnibus package.
At both the state and local level, Marriott’s advocacy efforts continued to reflect the company’s commitment
to upholding and respecting human rights by supporting the passage of legislation designed to combat
human trafficking through associate education and awareness.

Following the start of the war in Ukraine, Marriott engaged with the Business
Roundtable and the U.S. Department of the Treasury to secure an IRS tax
determination that allows employees to donate paid time off equivalent tosupport Ukraine humanitarian efforts.

Photo Caption: Marriott associates participating in the Washington, D.C. Capital Pride Parade (Washington, D.C., U.S.).
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Guest Engagement,
Satisfaction, and Well-being
Marriott’s Commitment to Guests
Marriott’s dedication to guests shows in everything
we do. The company is driven to continuallychallenge the status quo and anticipate customers’changing needs with new brands, new global
locations, and new guest experiences.

Marriott Bonvoy®
Our award-winning loyalty program,
Marriott Bonvoy, allows members to earn points
at participating properties, and with credit cards
and select partners. Marriott Bonvoy members
have the option to donate their points to specificServe 360 charitable partners, or redeem points
for travel, experiences, and other products. In
2022, Marriott Bonvoy members contributed
nearly 80 million points to the company’s Serve
360 charitable partners.
Marriott Bonvoy Tours & Activities further engages
guests through activities that enhance and enrichtheir trip and make their travel more memorable.
This includes providing opportunities for culturaland outdoor activities, allowing guests to further
experience their destinations. In 2022, there wereover 330,000 tours and activities available toMarriott guests.

Guest Satisfaction
Every day, Marriott works to generate superior
guest satisfaction and enable more memorable
stays at Marriott properties. Among efforts toimprove satisfaction, Marriott continues to develop
technology to deliver immersive, personalized
experiences to guests. The company remains
focused on growing engagement levels withguests by interacting with them through our mobile
application and digital guest channels across thecompany’s hotel portfolio.

2022 GuestVoice Satisfaction Survey Results

63.5%

of guest respondents
rated their overall
experience at leastnine out of 10*

9/10

Guest Safety
Marriott’s Global Safety & Security Team provides
training, policy enforcement, and technicalexpertise in safety and security management
to help minimize harm and losses to customers,
associates, stakeholders, and the business. In
2022, the company continued to enhance healthand safety programs and protocols designed toaddress ongoing global challenges, minimize risks,
and increase the safety of guests.

Photo Caption: Associate at the Gaylord® Palms Resort & Convention Center (Kissimmee, Florida, U.S.).

* Approximately one in six guests queried have responded. All brands are represented.

2022 Marriott Verified Reviews

72%

of guest reviews are 4-star or
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INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTIONSERVE 360 COORDINATES

Success Is
Never Final
At Marriott, we strongly believe that “success is never
final,” and this belief has helped transform Marriott intoa world leader in hospitality.

Sustain

Empower••

Twitter••

SOCIAL•

GOVERNANCE•

APPENDICESPLANNED FUTURE ACTIONS~Provide guidance to properties on how to set and achieve their own volunteerism goals~

Engage franchised properties in community service activities throughBusiness Councils~

Explore nature-based solutions to advance the company’s climate goals~

Prepare the company’s Science-Based Target (SBT) for submission and develop
longer-term strategies to support those targets~

Increase focus on the use of renewable electricity through on-site projects~

Implement the Hotel Waste Measurement Methodology (HWMM) to develop waste
baselines and launch a global food waste awareness campaign

Empower Through Opportunity

We invite you to connect, learn more, and join us on
our journey to Serve Our World and achieve our 2025
Sustainability and Social Impact Goals.

Facebook•

Sustain Responsible Operations

Connect With Us•

ENVIRONMENTAL

Nurture Our World

NurtureThrough the company’s efforts, and with support fromstakeholders, we remain focused on “doing good inevery direction” and making progress toward achieving
our 2025 Serve 360 Goals.

•~

Increase programs to empower underrepresented groups~

Support programs that provide opportunity throughout the value chain andin communities~

Increase focus on talent pipeline development through careeradvancement opportunities

Instagram
LinkedInYouTubeWelcome All and Advance Human Rights

Heart of the House
Chairman David Marriott’s Blog
President and CEO Anthony Capuano’s Blog~

Expand inclusive experiences that embrace the rich diversity of guests and associates
around the world~

Advance human rights training and resources to meet the evolving needs of thecompany’s stakeholders~

Explore programs that help to create a safer, more peaceful world for travel

Welcome2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS59

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Performance Tables
Economic Data
REVENUE

2022

2021

2020

Total Revenue (million USD)

$20,773$13,857$10,571

Property Data
2022 REGIONAL PRESENCEREGIONSTOTAL PROPERTIESCOMPANY-OPERATED PROPERTIES*FRANCHISED/LICENSEDRESIDENTIALTOTAL ROOMS

U.S. & Canada

5,846

658

5,121

67

964,412Asia Pacific

980

778

188

14

264,946

Europe, Middle East & Africa

1,048

496

532

20

207,209

Caribbean & Latin America

320

121

187

12

65,946

Timeshare

93

–

93

–

22,745

Yacht

1

–

1

–

149

Total

8,288

2,053

6,122

113

1,525,407* Company-operated properties include managed, owned, and leased hotels. Metrics do not include Homes & Villas by Marriott International™.

2022 TOP MARKETSMARKETSTOTAL PROPERTIESTOTAL ROOMSMARKETSTOTAL PROPERTIESTOTAL ROOMS

U.S.

5,648

927,253

United Kingdom

127

24,090China

455

140,841

Germany

105

23,002

Canada268

55,808

United Arab Emirates

76

21,948India

135

27,313

Japan

81

17,733Mexico121

24,268Spain

99

14,471

Environmental Data
GHG EMISSIONS (metric ton CO2e)

2022

2021

2020

BASELINE (2016)

Scope 1 GHG Emissions

1,150,317

1,104,234

972,725

1,245,733

Scope 2 GHG Emissions — Location-Based

4,806,946

4,708,713

4,152,757

5,303,856

Scope 2 GHG Emissions — Market-Based

4,813,113

4,726,284

4,193,307–

Scope 3 GHG Emissions (Franchised Properties) — Location-Based

4,452,999

4,089,425

3,469,091

4,784,617

Scope 3 GHG Emissions (Franchised Properties) — Market-Based

4,605,592

4,277,697

3,682,984–

GHG Emissions Intensity (kg per m2 of conditioned space)

94.9

93.7

82.2

125.9

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Environmental Data (continued)
GLOBAL SCOPE 3 GHG EMISSIONS — NON-FRANCHISED BY CATEGORY (metric ton CO2e)2022

Purchased Goods and Services

4,131,364

Capital Goods

780,655

Fuel- and Energy-related Activities

1,652,783

Waste Generated in Operations

161,793

Business Travel

54,893

Employee Commuting

594,040

Total Scope 3 Emissions (Non-Franchised)

7,375,528

REGIONAL GHG EMISSIONS INTENSITY (kilograms per m2 of conditioned space) 2022

2021

2020

BASELINE (2016)

Asia Pacific excluding China

151.1

130.1

109.4

197.2

Canada

63.2

63.1

58.1

80.5

Caribbean and Latin America

87.8

86.0

80.2

93.8

Europe, Middle East & Africa

112.6

101.5

85.4

143.4

Greater China

104.9

114.8

103.8

145.6

U.S.

79.9

79.2

70.1

107.6

GLOBAL ENERGY CONSUMPTION (million megawatt hours)

2022

2021

2020

BASELINE (2016)

Total Energy Consumption

32.3

30.1

25.5

29.4

Energy Consumption — Managed Properties

16.9

16.2

13.8

16.4

Energy Consumption — Franchised Properties

15.3

13.8

11.6

13.0

Energy Intensity (kWh per m2 of conditioned space)

291.2

276.9

243.7

334.4

REGIONAL ENERGY INTENSITY (kilowatt hour per m2 of conditioned space)

2022

2021

2020

BASELINE (2016)

Asia Pacific excluding China

312.5

263.2

230.7

385.0

Canada

371.9

334.1

321.5

433.5

Caribbean and Latin America

280.3

259.9

209.3

328.6

Europe, Middle East & Africa

329.2

303.8

252.5

365.3

Greater China

248.3

267.7

244.6

314.1

U.S.

286.1

270.3

239.8

314.3

GLOBAL WATER CONSUMPTION

2022

2021

2020

BASELINE (2016)

Total Water Consumption* (million cubic meters)

129.4

115.3

101.3

130.7

0.788

0.880

1.005

0.841

Water Intensity (cubic meters per occupied room)* Total water consumption represents managed properties only.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS61

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SOCIAL•

GOVERNANCE•

APPENDICES

Environmental Data (continued)
REGIONAL WATER INTENSITY (cubic meters per occupied room)

2022

2021

2020

BASELINE (2016)

Asia Pacific excluding China

1.351

1.574

1.700

1.511

Canada

0.601

0.797

0.871

0.627

Caribbean and Latin America

0.964

1.158

1.156

1.225

Europe, Middle East & Africa

0.701

1.026

1.176

0.852

Greater China

1.573

1.529

1.642

1.343

U.S.

0.654

0.672

0.801

0.650

Supply Chain Data*
CAGE-FREE EGG PROCUREMENT BY REGION(cage-free percentage of total egg spend)

2022

RESPONSIBLE PORK PROCUREMENT BY REGION(responsible pork percentage of total pork spend)

2022

Global (Managed and Franchised)26.50%

Global (Managed and Franchised)

3.71%

Africa (Managed)

2.50%

Africa (Managed)

0.0%

Asia Pacific excluding China (Managed)

6.85%

Asia Pacific excluding China (Managed)

0.59%

Greater China (Managed)

2.75%

Greater China (Managed)

0.0%

Canada (Managed and Franchised)15.01%

Canada (Managed and Franchised)

0.04%

Canada (Managed)

19.10%

Canada (Managed)

0.04%

Canada (Franchised)

9.15%

Canada (Franchised)

0.03%

Caribbean and Latin America (Managed and Franchised)

0.0%

Caribbean and Latin America (Managed and Franchised)

0.87%

Caribbean and Latin America (Managed)

0.0%

Caribbean and Latin America (Managed)

1.07%

Caribbean and Latin America (Franchised)

0.0%

Caribbean and Latin America (Franchised)

0.23%

Europe, Middle East & Africa (Managed)

20.40%

Europe, Middle East & Africa (Managed)

16.60%

Europe (Managed)

53.84%

Europe (Managed)

19.59%

Middle East (Managed)

0.57%

Middle East (Managed)

0.0%

U.S. (Managed and Franchised)

38.04%

U.S. (Managed and Franchised)

4.46%

U.S. (Managed)

49.68%

U.S. (Managed)

5.50%

U.S. (Franchised)

29.0%

U.S. (Franchised)

3.30%* Based on available data.

Social Data**
ASSOCIATES BY REGION*** (MANAGED)

2022

2021

2020

TURNOVER RATE**** (MANAGED)

2022

2021

2020

U.S. and Canada

125,000

108,000

111,000

Total Voluntary Turnover Rate (includes retirements)

26%

26%

19%

Caribbean and Latin America

24,00020,00017,000Asia Pacific

140,000

120,000

120,000

Europe, Middle East & Africa

88,00077,00073,000** For additional metrics related to employee diversity, please see the “Company Overview” (page 5) and “Diversity, Equity, and Inclusion” (page 29)
sections of the 2023 Serve 360 Report*** Includes associates employed by property owners but whose employment is managed by Marriott.

LABOR UNION REPRESENTATION (U.S.)

2022

2021

2020

Employees Represented by Labor Unions*****

16%

18%

20%

**** Includes associates employed by property owners but whose employment is managed by Marriott.
***** Includes Marriott employees at company-operated properties, customer care centers, and above-property operations.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS62

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GOVERNANCE•

APPENDICESGRI Index
Marriott’s Serve 360 Report follows the Global Reporting Initiative (GRI) disclosure framework.

GRI 2: General Disclosures
Disclosure

Indicator

Description

Response and / or Location

The Organizationand its Reporting
Practices

2-1

Organizational details

2023 Serve 360 Report (Company Overview, page 5)
Corporate Overview, FY 2022 10K (Business, pages 4–11; Properties, page 19), Investor Fact Book

2-2

Entities included in theorganization’s sustainability
reporting2023 Serve 360 Report (About This Report, page 4)

2-3

Reporting period, frequency,
and contact point2023 Serve 360 Report (About This Report, page 4)
Marriott’s Serve 360 Report: Environmental, Social, and Governance Progress is published annually.
sustainability@marriott.com

Activities andWorkers

2-4

Restatements of information

None during the reporting period.

2-5

External assurance

2023 Serve 360 Report (Assurance Statement, pages 76–77)

2-6

Activities, value chain, andother business relationships

2023 Serve 360 Report (Company Overview, page 5; Stakeholder Engagement, page 8; Responsible Sourcing, pages 20–25)
FY 2022 10K (Business, pages 4–11)
Marriott’s key procurement categories include furniture, fixtures, and equipment; operating supplies and equipment; food andbeverage; hotel amenities; and corporate services. Products and services are generally centrally contracted and locally sourced
by hotels. In 2022, Marriott managed hotel and headquarters’ supply chain spend was approximately $10.1 billion.

2-7

Employees2023 Serve 360 Report (Company Overview, page 5; Diversity, Equity, and Inclusion, pages 27–30); Performance Tables, page 62)
FY 2022 10K (Human Capital Management, page 9), EEO-1 Form

Governance

2-8

Workers who are
not employees

FY 2022 10K (Human Capital Management, page 9)2-9Governance structure
and composition

2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)
2023 Proxy Statement (Corporate Governance, pages 26–29)
Board of Directors, Documents & Charters

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS

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APPENDICESGRI 2: General Disclosures (continued)
Disclosure

Indicator

Description

Response and / or Location

Governance(continued)

2-10

Nomination andselection of the highest
governance body2023 Proxy Statement (Selection of Director Nominees, page 30; Nominees to our Board of Directors, pages 31–43)

2-11

Chair of the highest
governance body

Board of Directors, Committee Membership

2-12

Role of the highest
governance body inoverseeing the managementof impacts

2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)

2-13Delegation of responsibility
for managing impacts

2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50), 2023 Proxy Statement (Corporate Governance,
pages 26–29)

2-14

Role of the highest
governance body insustainability reporting

2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)

Conflicts of interest

Audit Committee Charter (Related Parties; Conflict of Interest, page 5)

2-15

Governance Principles (Board Composition and Director Qualifications, pages 1–2)
Nominating and Corporate Governance Committee Charter

2023 Proxy Statement (Risk Oversight, page 49)
Governance Principles (Ethics and Conflicts of Interest, page 6)

Inclusion and Social Impact Committee Charter
Marriott’s Board of Directors was provided the opportunity to review the company’s 2023 Serve 360 Report.

Governance Principles (Ethics and Conflicts of Interest, page 6)
2-16

2-17

Communication ofcritical concerns

2023 Proxy Statement (Risk Oversight, page 49)

Collective knowledge ofhighest governance body2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)

Governance Principles (Reporting of Concerns to Independent Directors or the Audit Committee, page 6)2023 Proxy Statement (Corporate Governance Highlights, page 10; Risk Oversight, page 49)
Governance Principles (Director Orientation and Continuing Education, pages 7–8)

Evaluation for the
performance of the highest
governance body2023 Proxy Statement (Board Evaluation Process, page 48), Governance Principles (Annual Evaluation, page 5)

2-19

Remuneration policies

2023 Proxy Statement (Executive and Director Compensation, pages 53–80)

2-20

Process to determine
remuneration

2023 Proxy Statement (Executive and Director Compensation, pages 53–80)

Annual totalcompensation ratio

2023 Proxy Statement (CEO Pay Ratio, pages 73–74)

2-18

2-21

Nominating and Corporate Governance Charter

Human Resources and Compensation Committee Charter

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS64

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GOVERNANCE•

APPENDICESGRI 2: General Disclosures (continued)
Disclosure

Indicator

Description

Response and / or Location

Strategy, Policies,
and Practices

2-22Statement on sustainable
development strategy

2023 Serve 360 Report (A Message From Our President and CEO, page 3)

2-23

Policy commitments

2023 Serve 360 Report (Ethics and Compliance, page 53)
Business Conduct Guide, Policies and Position Statements
Modern Slavery Statement 2021, Global Procurement Supplier Conduct Guidelines
Core Values & Heritage, Human Rights Policy
Sexual Harassment Policy

2-24

Embedding policy
commitments

2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50; Ethics and Compliance, page 53)
2023 Proxy Statement (Risk Oversight, page 49)
Business Conduct Guide
Policies and Position Statements

2-25

Processes to remediate
negative impacts

2023 Serve 360 Report (Ethics and Compliance, page 53)
2023 Proxy Statement (Risk Oversight, page 49)
Governance Principles (Reporting of Concerns to Independent Directors or the Audit Committee, page 6)
Business Conduct Guide
Modern Slavery Statement 2021 (page 7)

2-26

2-27

2-28

Mechanisms for seeking
advice and raising concerns

2023 Serve 360 Report (Ethics and Compliance, page 53)

Compliance with laws
and regulations

SEC Filings

Membership associations

2023 Serve 360 Report (Stakeholder Engagement, page 8; Human Rights, pages 45–47; Public Policy, pages 56–57)

Business Conduct Guide, Business Integrity Line, Core Values & Heritage

In 2022, there were no known instances of noncompliance with laws and regulations that the company believed could be material tothe company taken as a whole, except as disclosed in the company’s SEC filings.

Partners in Diversity & Inclusion
Modern Slavery Statement 2021 (page 11)

Stakeholder
Engagement

2-29

Approach to stakeholder
engagement

2023 Serve 360 Report (Stakeholder Engagement, page 8; Public Policy, pages 56–57)

2-30

Collective bargaining
agreements

2023 Serve 360 Report (Performance Tables, page 62)
FY 2022 10K (Human Capital Management, page 9)2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS

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GRI 3: Material Topics*•

ENVIRONMENTAL•

SOCIAL•

GOVERNANCE•

APPENDICES

Material Topics: Economic (continued)

Indicator

Description

Response and / or Location

Topic

Indicator

Description

Response and / or Location

3-1

Process todeterminematerial topics

2023 Serve 360 Report (Stakeholder Engagement, page 8)

Economic
Performance(continued)

201-3

Defined benefit
plan obligations
and otherretirement plans

2023 Serve 360 Report (Associate
Development and Well-being, page 40)

Indirect
Economic
Impacts

3-3

Management ofmaterial topics

2023 Serve 360 Report (Community
Impact, pages 41–44)

3-2

List of material
topicsThe Serve 360 Report and GRI Index were informed by aprior sustainability and social impact assessment, which
included interviews representing owners, customers, industry
associations, and nongovernmental organizations. Marriottalso considered topics and information prioritized by ESG
research firms.
In this GRI Index, we provide management approach
disclosures for the following topics:•

Economic: Economic Performance, Indirect Economic
Impacts, Procurement Practices, and Anti-Corruption•

Environmental: Energy, Water and Effluents, Biodiversity,
Emissions, Waste, and Supply Chain Environmental
Assessment•

Social: Employment, Occupational Health and Safety,
Training and Education, Diversity and Equal Opportunity,
Child Labor, Forced or Compulsory Labor, Local
Communities, Supply Chain Social Assessment, Customer
Health and Safety, and Data Privacy

2025 Sustainability and Social Impact
Goals, Nurture Our World
203-1

Procurement
Practices

3-3

Infrastructure
investment andservices supported

2023 Serve 360 Report (Community
Impact, pages 41–44)

Management ofmaterial topics

2023 Serve 360 Report (Responsible
Sourcing, pages 20–25)

Nurture Our World

2025 Sustainability and Social Impact
Goals, Sustainability Policy
Sustain Responsible Operations(Source Responsibly)* For these purposes, GRI defines “material topics” as topics that represent the organization’s most significant impacts on the economy, environment, andpeople, including impacts on their human rights.

Global Procurement Supplier Conduct
Guidelines

Material Topics: Economic

Responsible Sourcing Guide

Topic

Indicator

Description

Response and / or Location

Economic
Performance

3-3Management ofmaterial topics

FY 2022 10K (Business, pages 4–11;
Management’s Discussion and Analysisof Financial Condition and Results ofOperations, pages 20–28)

201-1

Direct economic
value generated
and distributed

2023 Serve 360 Report (Community
Impact, pages 41–44)

Financial
implications andother risks andopportunities due toclimate change

2023 Serve 360 Report (TCFD Report,
pages 73–75)

201-2

FY 2022 10K (Retirement Savings Plan,
page 44)

204-1

Anti-Corruption

3-3

Proportion of
spending on
local suppliers

2023 Serve 360 Report (Responsible
Sourcing, page 24)

Management ofmaterial topics

2023 Serve 360 Report (Ethics andCompliance, pages 52–53)
Business Conduct Guide

FY 2022 10K (Management’s Discussion
and Analysis of Financial Condition and
Results of Operations, pages 20-28)

2022 CDP Climate Change Response

Sustain Responsible Operations(Source Responsibly)

Business Integrity Line

205-2

Communicationand training aboutanti-corruption
policies andprocedures

2023 Serve 360 Report (Ethics andCompliance, page 53)
Business Conduct Guide
Business Integrity Line

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Material Topics: Environmental
Topic

Indicator

Description

Response and / or Location

Topic

Indicator

Description

Response and / or Location

Energy3-3Management ofmaterial topics

2023 Serve 360 Report (Energy andEmissions, pages 10–12)

Water andEffluents(continued)

303-3

Water withdrawal

2023 Serve 360 Report (Water, page
13; Performance Tables, pages 61–62;
Assurance Statement, pages 76–77)

2025 Sustainability and Social Impact
Goals, Sustainability Policy
Sustain Responsible Operations(Reduce Environmental Impacts)
2022 CDP Climate Change Response

2022 CDP Water Security Response

Biodiversity

3-3Management ofmaterial topics

2023 Serve 360 Report (Biodiversity,
pages 18–19)
Nurture Our World(Natural Capital Investment)

302-1

Energyconsumption within
the organization

2023 Serve 360 Report (Energy andEmissions, pages 10–12; Performance
Tables, page 61; Assurance Statement,
pages 76–77)

Sustainability Policy
2022 CDP Forests Response
Evergreen AllianceFoundation for Amazon Sustainability

302-3

302-4

302-5

Water andEffluents

3-3

Energy intensity

2023 Serve 360 Report (Energy andEmissions, page 11; Performance
Tables, page 61; Assurance Statement,
pages 76–77)

Reductionof energy
consumption

2023 Serve 360 Report (Energy andEmissions, pages 10-12; Performance
Tables, page 61; Assurance Statement,
pages 76–77)

Reductions
in energy
requirements ofproducts & services

2023 Serve 360 Report (Energy andEmissions, pages 10-12; Performance
Tables, page 61; Assurance Statement,
pages 76–77)

Management ofmaterial topics

304-3

Sustain Responsible Operations(Reduce Environmental Impacts)

Emissions

3-3Interactions
with water as ashared resource

2023 Serve 360 Report (Water, page 13)
2022 CDP Water Security Response

Management ofmaterial topics

2023 Serve 360 Report (Energy andEmissions, pages 10–12)
2025 Sustainability and Social Impact
Goals, Sustainability Policy
Sustain Responsible Operations (Reduce
Environmental Impacts)
2022 CDP Climate Change Response

305-1

Direct (Scope 1)
GHG emissions

2023 Serve 360 Report (Energy andEmissions, page 10; Performance
Tables, page 60; Assurance Statement,
pages 76–77)

305-2

Energy indirect(Scope 2)
GHG emissions

2023 Serve 360 Report (Energy andEmissions, page 10; Performance
Tables, page 60; Assurance Statement,
pages 76–77)

305-3

Other indirect(Scope 3) GHG
emissions2023 Serve 360 Report (Energy andEmissions, page 10; Performance
Tables, page 61; Assurance Statement,
pages 76–77)

2022 CDP Water Security Response

303-1

2023 Serve 360 Report (Biodiversity,
pages 18–19)
Nurture Our World (Natural Capital
Investment)

2023 Serve 360 Report (Water, page 13)2025 Sustainability and Social Impact
Goals, Sustainability Policy

Habitats protectedor restored

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS

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APPENDICES

Material Topics: Environmental (continued)
Topic

Indicator

Description

Response and / or Location

Topic

Indicator

Description

Response and / or Location

Emissions(continued)

305-4

GHG emissions
intensity

2023 Serve 360 Report (Energy andEmissions, page 10; Performance
Tables, pages 60–61; AssuranceStatement, pages 76–77)

Supplier
Environmental
Assessment(continued)

308-1

New suppliers
that werescreened using
environmental
criteria

2023 Serve 360 Report (Responsible
Sourcing, pages 20–25)

Waste

305-5

Reduction of GHG
emissions2023 Serve 360 Report (Energy andEmissions, pages 10–12; Performance
Tables, pages 60–61; AssuranceStatement, pages 76–77)

3-3

Management ofmaterial topics

2023 Serve 360 Report (Waste,
page 14)2025 Sustainability and Social Impact
Goals, Sustainability Policy
Sustain Responsible Operations(Reduce Environmental Impacts)

306-2

Management ofsignificant wasterelated impacts

Sustain Responsible Operations(Source Responsibly)
Global Procurement Supplier Conduct
Guidelines

Material Topics: Social
Topic

Indicator

Description

Response and / or Location

Employment

3-3Management ofmaterial topics

2023 Serve 360 Report (Company
Overview; page 5; Diversity, Equity,and Inclusion, pages 27–30; Associate
Development and Well-being, pages
36–40; Performance Tables, page 62)2023 Serve 360 Report (Waste,
pages 14–15)

Business Conduct Guide2025 Sustainability and Social Impact
Goals

Awards and Recognition, Careers

Sustain Responsible Operations(Reduce Environmental Impacts)
Sustainability Policy
306-4

Supplier
Environmental
Assessment

3-3

Waste diverted
from disposal

2023 Serve 360 Report (Waste,
pages 14–15)

Management ofmaterial topics

2023 Serve 360 Report (Responsible
Sourcing, pages 20–25)
2025 Sustainability and Social Impact
Goals, Sustainability Policy
Sustain Responsible Operations(Reduce Environmental Impacts)

Occupational
Health and
Safety401-1

New employee
hires and
employee turnover2023 Serve 360 Report (Performance
Tables, page 62)

401-3

Parental leave

Marriott Benefits

3-3Management ofmaterial topics

2023 Serve 360 Report (Associate
Development and Wellbeing, page 40;
Guest Engagement, Satisfaction, andWellbeing, page 58)

Global Procurement Supplier Conduct
Guidelines

Business Conduct Guide (Health, Safety,
and Security, page 41)

Animal Welfare Position Statement

Harassment Prevention

Responsible Seafood Position
Statement

Commitment to Clean

Responsible Sourcing Guide

Vaccination Care Program

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Material Topics: Social (continued)
Topic

Indicator

Description

Response and / or Location

Topic

Indicator

Description

Response and / or Location

Occupational
Healthand Safety(continued)

403-2

Hazardidentification,risk assessment,
and incident
investigation

Marriott’s Global Safety and Security
Team conducts regular Safety/Security
Assessments at hotels globally, basedon the individual hotel’s risk ratings.

Diversityand Equal
Opportunity

3-3Management ofmaterial topics

2023 Serve 360 Report (Company
Overview, page 5; Diversity, Equity, andInclusion, pages 27–35) Board and ESG
Oversight, page 50)

403-5

Worker training on
occupational healthand safety2023 Serve 360 Report (Associate
Development and Well-being, page 40)

405-1

Diversity of
governance bodies
and employees

2023 Serve 360 Report (Company
Overview, page 5; Diversity, Equity,and Inclusion, pages 28–29; Board of
Directors and ESG Oversight, page 50)

403-6

Promotion ofworker health2023 Serve 360 Report (Associate
Development and Well-being, page 36)403-9

Work-related
injuries

In 2022, Marriott had no known
work-related fatalities.

2023 Proxy Statement (Board
Composition and Diversity, page 28)
EEO-1 Form

In 2022, Marriott’s injury frequency
rate was 4.86; and Marriott’s losttime injury rate was 1.64 (injuries per
200,000 manhours).

Training and
Education

3-3Management ofmaterial topics

Child Labor

Management ofmaterial topics

2025 Sustainability and Social Impact
Goals

2023 Serve 360 Report (Associate
Development & Well-being, page 40)

404-1

Average hours of
training per year
per employee

2023 Serve 360 Report (Associate
Development & Well-being, page 36)404-2

Programs for
upgradingemployee skills
and transition
assistanceprograms

2023 Serve 360 Report (Associate
Development & Well-being,
pages 36–39)

Percentageof employees
receiving regularperformance andcareer development
reviews2023 Serve 360 Report (Associate
Development & Well-being, page 39)

2023 Serve 360 Report (Human Rights,
pages 45–47)
Human Rights Policy,

Awards and Recognition, Careers

404-3

3-3

408-1

Forced orCompulsory
Labor

3-3

Operations andsuppliers at
significant risk forincidents of childlabor2023 Serve 360 Report (Human Rights,
pages 45–47)

Management ofmaterial topics

2023 Serve 360 Report (Human Rights,
pages 45–47)

Modern Slavery Statement 2021

2025 Sustainability and Social Impact
Goals, Human Rights Policy
Modern Slavery Statement 2021

409-1

Operations andsuppliers at
significant risk forincidents of forced
or compulsory labor2023 Serve 360 Report (Human Rights,
pages 45–47)
Modern Slavery Statement 2021

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APPENDICES

Material Topics: Social (continued)
Topic

Indicator

Description

Response and / or Location

Topic

Indicator

Description

Response and / or Location

Local
Communities

3-3Management ofmaterial topics

2023 Serve 360 Report (Community
Impact, pages 41–44)

Public Policy(continued)

415-1

Political
contributions

2023 Serve 360 Report (Public Policy,
page 56)2025 Sustainability and Social Impact
Goals, Nurture Our World

Political Activity — Policies, Oversight,
and Disclosure

TakeCare Relief Fund, Footprints
Children’s Miracle Network
The Ritz-Carlton Community
413-1

Supplier Social
Assessment

3-3

Operations withlocal community
engagement,
impactassessments,
and development
programs

2023 Serve 360 Report (Community
Impact, pages 41–44)

Management ofmaterial topics

2023 Serve 360 Report (Responsible
Sourcing, pages 20–25)

Customer
Health & Safety

3-3Management ofmaterial topics

2023 Serve 360 Report (Associate
Development and Well-being, page 40;
Guest Engagement, Satisfaction, andWell-being, page 58)
Business Conduct Guide (Health, Safety,
and Security, page 41)2025 Sustainability and Social Impact
Goals, Nurture Our World

Harassment Prevention
Commitment to Clean

416-1

Assessment of
the health andsafety impacts
of product andservice categories

2023 Serve 360 Report (Associate
Development and Well-being, page 40;
Guest Engagement, Satisfaction, andWell-being, page 58)

3-3Management ofmaterial topics

2023 Serve 360 Report (Data Privacy &Cybersecurity, pages 54–55)

2025 Sustainability and Social Impact
Goals, Responsible Sourcing Guide
Sustain Responsible Operations(Source Responsibly)
Global Procurement Supplier Conduct
Guidelines
Animal Welfare Position Statement

CustomerPrivacy

Privacy Center

Responsible Seafood Position
Statement
414-1

New suppliers thatwere screenedusing social criteria

In accordance with the company’s Global
Information Security & Privacy Incident
Response Plan, Marriott is committed
to complying with applicable laws andregulations requiring notifications togovernment authorities, individuals, and/or other relevant third parties related todata security incidents.

2023 Serve 360 Report (Responsible
Sourcing, pages 20–25; Human Rights,
page 45)2025 Sustainability and Social Impact
Goals, Global Procurement Supplier
Conduct Guidelines
Sustain Responsible Operations(Source Responsibly)

Public Policy

3-3Management ofmaterial topics

2023 Serve 360 Report (Public Policy,
pages 56–57)
Political Activity — Policies, Oversight,
and Disclosure

418-1

Substantiatedcomplaints
concerning
breaches ofcustomer privacy
and losses ofcustomer data

2023 Serve 360 Report (Data Privacy &Cybersecurity, pages 54–55)
FY 2022 10K (pages 21 and 53–54)

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APPENDICESSASB Disclosures
The SASB Standards are maintained under the auspices of the Value Reporting Foundation.
Marriott’s SASB disclosures are mapped to the Hotels & Lodging standard and may be partially disclosed.

Accounting Metrics
Topic

Code

Metric Description

Response and / or Location

EnergyManagement

SV-HL-130a.1

Total energy consumed

2023 Serve 360 Report (Energy and Emissions, page 11; Performance Tables, page 61; Assurance Statement, pages 76–77)

Percent total energy fromgrid electricity

In 2022, approximately 56% of energy consumed was from grid electricity.

Percent total energy
from renewables

In 2022, 2.1% of energy consumed was from renewables.

Total water withdrawn

2023 Serve 360 Report (Water, page 13; Performance Tables, pages 61–62; Assurance Statement, pages 76–77)

Total water consumed,
percentage of each in regionswith high or extremely highbaseline water stress2023 Serve 360 Report (Water, page 13)

Description of environmental
management policies
and practices to preserve
ecosystem services

2023 Serve 360 Report (Biodiversity, pages 18–19)

WaterManagement

Ecological
Impacts

SV-HL-140a.1

SV-HL-160a.2

Nurture Our World (“Natural Capital”)
Sustainability Policy
Global Procurement Supplier Conduct Guidelines
Animal Welfare Position Statement
Responsible Seafood Position Statement

Labor Practices

SV-HL-310a.1

Voluntary and involuntary
turnover rate for lodging
facility employees

2023 Serve 360 Report (Performance Tables, page 62)2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS71

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GOVERNANCE•

APPENDICES

Accounting Metrics (continued)
Topic

Code

Metric Description

Response and / or Location

Labor Practices(continued)

SV-HL-310a.2

Total amount of monetarylosses as a result of legal
proceedings associated withlabor law violations

The monetary losses paid by Marriott in 2022 as a result of legal proceedings in the U.S. associated with alleged labor law
violations were approximately $9 million.

Description of policies
and programs to prevent
worker harassment

2023 Serve 360 Report (Human Rights, pages 45)

SV-HL-310a.3

Of this amount, approximately $3,000 was paid following an adverse finding by an administrative agency. The remaining
amount was associated with settlements or voluntary payments where there were no adverse findings.

Business Conduct Guide (pages 39–42)
Sexual Harassment Policy Prevention Statement
Global Diversity and Inclusion
Creating an Inclusive Environment

Climate Change
Adaptation

SV-HL-450a.1

Number of lodging facilities
located in 100-year flood zones

In 2022, approximately 340 managed, owned, and leased lodging facilities were located in areas with extremely highriverine or coastal flood risk.

Activity Metrics
Code

Metric Description

Response and / or Location

SV-HL-000.A

Number of available room-nights*

Approximately 444 million

SV-HL-000.B

Average occupancy rate**

Approximately 64%

SV-HL-000.C

Total area of lodging facilities

Approximately 111 million square meters

SV-HL-000.D

Number and percentage of managed, owned andleased, franchised, and timeshare lodging facilities

Managed: 2,091 (approximately 25.2%), which includes 102 managed residences
Owned and Leased: 64 (approximately 0.8%)
Franchised: 6,039 (approximately 72.9%), which includes 11 franchised residences
Timeshare: 93 (approximately 1.1%)
Yacht: 1 (less than 0.1%)* For comparable properties only.
** For comparable properties only, worldwide systemwide occupancy.

Marriott defines the company’s comparable properties as Marriott properties that were open and operating under one of the company’s brands since the beginning of the last full calendar year (since January 1, 2021 for the current period) and have not, in either the current or previous year: (1) undergone
significant room or public space renovations or expansions, (2) been converted between company-operated and franchised, or (3) sustained substantial property damage or business interruption, with the exception of properties closed or otherwise experiencing interruptions related to COVID-19, which
Marriott continues to classify as comparable.
Systemwide statistics include data from Marriott’s franchised properties, in addition to Marriott’s company-operated properties.

2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS72

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TCFD Index
Marriott’s Task Force on Climate-related Financial Disclosures (TCFD) index is aligned with the four sections of the TCFD framework: (1) governance, (2) strategy, (3) risk
management, and (4) metrics and targets.

Topic

Disclosure

Response and / or Location

Governance: Board’s
Oversight of ClimateRelated Risks andOpportunities

Board’s Oversight of
Climate-Related Risks andOpportunities

2023 Serve 360 Report (Board of Directors and ESG Oversight, page 50)

Management’s Role inAssessing and Managing
Climate-Related Risks andOpportunities

2023 Serve 360 Report (Board of Directors and ESG Oversight, pages 50–51)

Identified Climate-Related
Risks and Opportunities
Over Short-Term, MediumTerm, and Long-Term
Horizons

Climate-Related Risks: We are subject to the risks associated with extreme weather and climate change, including the impacts of the physicaleffects of climate change, changes in laws and regulations related to climate change and sustainability, and changing consumer preferences.
Natural disasters and extreme weather in locations where we manage, franchise, own or lease properties or in areas of the world from which
we draw a large number of guests may cause a significant decline in travel and reduced demand for lodging. The prevalence of these events
may continue to increase as the result of climate change. Natural disasters, extreme weather, and other physical impacts of climate change(including rising sea levels, extreme hot or cold weather, water shortages, fire, and droughts) have in the past and could in the future result inincreases in related insurance, energy or other operating costs, and physical damage to Marriott hotels that might not be covered by insurance
and might prevent or limit the operations of the property. Significant costs could be involved in improving the efficiency and climate resiliency
of Marriott hotels and otherwise preparing for, responding to, and mitigating the physical effects of climate change or sustainability-related
concerns. Compliance with future climate-related legislation and regulation, and our current or future voluntary efforts to achieve science-based
emissions reduction targets or other sustainability initiatives, could also be difficult and costly. Growing public recognition of the dangers ofclimate change and other sustainability-related concerns may affect customers’ travel choices, including their frequency of travel. As a result of
the foregoing, we may experience reduced demand, significant increased operating and compliance costs, operating disruptions or limitations,constraints on our room growth, and even physical damage to Marriott hotels, all of which could adversely affect our profits and growth.

Strategy: The Actualand Potential Impacts of
Climate-Related Risks
and Opportunities on
Business, Strategy, andFinancial Planning

Inclusion and Social Impact Committee Charter
2022 CDP Climate Change Response

2022 CDP Climate Change Response

Climate-Related Opportunities: Through Marriott’s Serve 360 platform, the company aims to integrate sustainability across the value chain,leading to increased efficiencies, resiliency, and better meeting the needs of the company’s stakeholders. For example, we seek to minimize thecompany’s environmental footprint by driving improvements in energy and water use, reducing waste and carbon emissions, and increasing theuse of renewable energy. As such, the company employs innovative technologies, including the company’s environmental reporting platform,
to plan, implement, track, and communicate how to operate responsibly to mitigate climate-related risk, benefiting the business and thecommunities where Marriott hotels operate. Transitioning to more use of renewable energy and Marriott’s continued focus on energy efficiency
is expected to help Marriott reduce energy consumption and related costs, increasing the resiliency of the company and Marriott hotels.
Marriott also informs stakeholders about the company’s priorities and actions and seeks to understand evolving expectations. Through ourServe 360 platform, the company communicates progress against our goals, and other impacts of the business. Over the past year, thecompany received and responded to increasing numbers of consumer inquiries requesting hotel-level sustainability data and information.
2023 Serve 360 Report (Energy and Emissions, pages 10–12; Sustainable Buildings and Adaptive Reuse, pages 16–17)
2022 CDP Climate Change Response2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS73

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INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION•ENVIRONMENTAL

Topic

Disclosure

Response and / or Location

Strategy: The Actualand Potential Impacts of
Climate-Related Risks
and Opportunities on
Business, Strategy, andFinancial PlanningImpact on Business,
Strategy, andFinancial PlanningImpact on Business Strategy and Products and Services:•

SOCIAL•

GOVERNANCE•

APPENDICES•

Marriott’s sales teams engage with stakeholders to better understand and meet the needs of business travel and group customers; andwith associates to enable them to effectively communicate sustainability and social impact efforts and progress at the individual hotel andmacro levels to their customers.

•

Severe weather events can impact suppliers as well as properties. As such, the company has a large, diversified supply chain and cansource replacement supplies as needed. We also seek to identify products with new and existing suppliers that exhibit responsible
environmental and social attributes.

•

Marriott conducts research and development of products and services and how best to meet corporate customers’ needs for sustainablemeeting services and business travel-related emissions data. The company engages with third-party engineering firms to assist us inmanaging a formalized energy and water conservation technologies vetting process where vendors can have their technologies piloted andverified at a low cost.

Marriott properties have developed Business Continuity Plans to prioritize the safety and security of the company’s stakeholders. The company
also assesses potential climate-related impacts through MIRA.
Impact on Financial Planning Revenues:•

Marriott’s focus on implementing projects that create operational efficiencies, including energy and water savings, seeks to lower operating
costs and offset risks related to higher costs from carbon taxes. Successfully addressing reputational risks and opportunities could
increase market share through attracting additional guests and group/business customers and enhancing our ability to secure additional
management and franchise contracts.

•

Marriott’s focus on energy and water conservation, and related operational goals for the hotels in our portfolio, help to address both thephysical climate and transition risks identified, including those relating to increasing energy and water costs.

•

Marriott invests in utility tracking and data analysis, to provide individual hotel targets and greater insight into our performance against
targets and the impact of climate-related risks.

2023 Serve 360 Report (Energy and Emissions, pages 10–12)
2022 CDP Climate Change Response
Resilience of Strategy,
Including Impact of Different
Climate-Related Scenarios

Beginning in 2021, Marriott performed a quantitative scenario analysis to identify physical climate risks to select hotels using theRepresentative Concentration Pathway (RCP) scenarios RCP 4.5 and RCP 8.5 to evaluate the portfolio’s potential exposure to physical climate
risks under a range of potential future scenarios. The scenario analysis showed that Marriott hotels globally are projected to be exposed toincreases in average and extreme temperatures.
2023 Serve 360 Report (Energy and Emissions, pages 10–12)
2022 CDP Climate Change Response

Risk Management:
The Process to Identify,
Assess, and Manage
Climate-Related Risks

Process for Identifying
and Assessing
Climate-Related Risks

Marriott’s Internal Audit’s Enterprise Risk Assessment process typically identifies the top business and emerging risks facing the company,
including climate-related risks and opportunities. The results of this process are reported to the Board of Directors as well as reviewed
annually by key executives across the company. Please note, consistent with our focus on management, franchising, and licensing, Marriottowns or leases very few lodging properties. This asset-light business model reduces Marriott’s direct exposure to climate-related risks toasset ownership.
Acute physical climate-related risks, such as severe weather events, are managed and updated annually through our companywide approachto business continuity planning, including risk identification, readiness, response and recovery relative to operational disruptions. Marriott’s
Global Engineering Team collaborates with internal and external stakeholders to evaluate and work to address climate-related risks to theproperty assets under Marriott’s care and to develop strategies, programs, and trainings to promote climate resilience.
2023 Serve 360 Report (Energy and Emissions, pages 10–12)
2022 CDP Climate Change Response2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS74

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APPENDICES

Topic

Disclosure

Response and / or Location

Risk Management:
The Process to Identify,
Assess, and Manage
Climate-Related Risks

Processes for Managing
Climate-Related Risks

Marriott regularly evaluates the company’s environmental performance and communicates its goals and progress in our annual Serve 360
Environmental, Social, and Governance Report. The company also evaluates future opportunities to meet the needs of stakeholders.
Climate risks, such as severe weather events, are typically managed and updated annually through Marriott’s enterprise-wide approach tobusiness continuity planning, including risk identification, readiness, response, and recovery, relative to operational disruptions. Additionally,
Marriott’s Global Engineering Team collaborates with internal and external stakeholders through MIRA to evaluate and help address growing
climate-related risks and develop strategies, programs, and trainings to promote climate resilience.
From design standards for new hotel construction through operations, Marriott focuses on running energy- and water-efficient hotels.
Marriott works to follow local water restrictions in drought-affected regions and takes other actions including installation of low-flow fixtures,
submetering for leak detection, and desalination plants where local infrastructure is inadequate, to help withstand variation in precipitation
patterns, in addition to the implementation of operational conservation-focused programming.
2023 Serve 360 Report (Energy and Emissions, pages 10–12; Water, page 13; Sustainable Buildings and Adaptive Reuse, pages 16–17)
2022 CDP Climate Change Response

Process Integration Into
Overall Risk Management

Marriott’s processes for identifying and assessing climate-related risks are integrated into a multidisciplinary companywide risk management
process. Marriott’s Internal Audit discipline typically coordinates an annual Enterprise Risk Assessment process through which the top businessand emerging risks are evaluated.
2022 CDP Climate Change Response

Metrics and Targets:
The Metrics and Targets
Used to Assess andManage Relevant
Climate-Related Risks
and Opportunities

Metrics Used by theOrganization to Assess
Climate-Related Risks
and Opportunities

Marriott uses metrics across the company to help assess climate-related risks and opportunities. These include metrics related to energy
and GHG emissions performance, water consumption and water risk, building certifications and adaptative reuse, and responsible sourcing(inclusive of supplier assessments and responsible products).
2023 Serve 360 Report (Energy and Emissions, page 10; Water, page 13; Sustainable Buildings and Adaptive Reuse, pages 16–17; Responsible
Sourcing, pages 20–21 and 25; Performance Tables, pages 60–62)
2022 CDP Climate Change Response

Scope 1, 2, and 3
Greenhouse Gas Emissions

2023 Serve 360 Report (Energy and Emissions, page 10; Performance Tables, pages 60–61)

Targets Used
and Performance
Against Targets

Marriott’s Serve 360 Goals are used to help assess and manage climate-related risks and opportunities. This includes Marriott’s GHG emissions,renewable energy, building certifications, and adaptive reuse goals.

2022 CDP Climate Change Response2023 Serve 360 Report (Energy and Emissions, pages 10–12; Sustainable Buildings and Adaptive Reuse, pages 16–17)
2022 CDP Climate Change Response2023 SERVE 360 REPORT: ENVIRONMENTAL, SOCIAL , AND GOVERNANCE PROGRESS75

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APPENDICES

Assurance Statement
LRQA Independent
Assurance
Statement
LRQA
Independent
Assurance
Statement

LRQA
Independent
Assurance
Statement
Based on LRQA’s
approach, except for the effectof the matters describedin the Basis for Qualified Opinion, weThisStatement
has hasbeenbeen
preparedfor MarriottInternational,
Inc. in accordancewith our contract.
ThisAssurance
Assurance
Statement
preparedfor MarriottInternational,
Inc. in accordancewith our contract.

• Disclosed
reliable
performancedata
and information
as summarizedin Table
1 and 2 below.
This
Assurance accurateStatementand
has been
preparedfor MarriottInternational,
Inc. in accordancewith ourcontract.

Terms
of Engagement
Terms of Engagement

Terms of Engagement

Relatingto
toMarriott
MarriottInternational,International,Inc.
Inc.
GHG
Emission
Environmental
Relating
GHG
Emission
andandEnvironmental
DataData
for for the
CY2022theCY2021believe thatto
Marriotthas, International,
in all material respects:
Relating
MarriottInc. GHG Emission and Environmental Data forthe
CY2021• Met the requirements of the criteria listed above; andThe opinion expressed is formed on the basis of a reasonable level of assurance and at the materiality of 5%.

LRQA was commissioned by Marriott International, Inc. (Marriott) to provide independent assurance of its
greenhouse(GHG) emissions
and Environmental
Data (“the Report”)
for calendar
year (CY)2021 against
LRQA was gas
commissioned
by inventory
Marriott International,
Inc. (Marriott)to provide
independent
assuranceof itstheassurancegas
criteria
below
to a reasonableassurance and Datamaterialityof 5% using
verification
greenhouse(GHG)
emissionsinventorylevel
andofEnvironmental(“the Report”)
for LRQA’s
calendaryear (CY) 2022
procedure
and
ISO
14064
Part
3
for
greenhousegasemissions.
LRQA’sverification
procedure
is
based
on
current
against the assurance criteria below to a reasonable level of assurance and materiality of 5% using LRQA’s
best
practise procedureand is in accordance
ISAE- 3000
3410.
verification
and ISO with
14064
Part and
3 forISAE
greenhousegas emissions. LRQA’s verification procedure isbased on current best practice and is in accordance with ISAE 3000 and ISAE 3410.
Our assurance engagement covered Marriott’s global operations and activities using the operational control
reportingmethod,and specificallythe following
requirements:
Our assurance
engagement
coveredMarriott’s
international operations and activities using the operational•controlVerifying
conformance
reportingmethod,with:and specifically the following requirements:o Marriott’s reporting methodologies for the selected datasets; and• Verifying
conformanceo World
Resourceswith:
Institute / World Business Council for Sustainable Development Greenhouse Gas
Protocol: A corporate accounting and reporting standard, revised edition (otherwise referred to as theĔ Marriott’sreportingmethodologies
theselecteddatasets; and1
WRI/WBCSD GHG Protocol) for thefor
GHG
data
.
• ĔReviewing
whether theInstitute
Report has
been basedon: Council for Sustainable Development Greenhouse Gas
World Resources/ World
Businesso Service sector guidelines.
Protocol: A corporate accounting and reporting standard, revised edition (otherwise referred to as the• Evaluating the accuracy and reliability of data and informationfor only the selected indicators listed below:
WRI/WBCSD GHG Protocol) for the GHG data*.
o Direct (Scope 1), Energy Indirect (Scope 2) and Other Indirect (Scope 3) GHG emissions;▪ Scope
3 GHGemissionsverifiedby LRQA• Reviewing whether
theReporthas been
based
on: only include franchised properties;o Energy Use and Water Use; andĔ Servicesector guidelines.
o Environmental
Performance Indicators including: GHG emissions intensity (kg CO2e / square meter ofcondition
space), Water
intensity (cubic
metersoccupied room),and theEnergyintensity(kWh/ square• Evaluating
the accuracy
and reliabilityof dataand /informationfor only
selected
indicators
listed below:
meter of conditioned space).
Ĕ Direct (Scope 1), Energy Indirect (Scope 2) and Other Indirect (Scope 3) GHG emissions;
The Report includes Energy use and GHG emissions for both global managed and franchise properties. The Report■ Scope 3 GHG emissions verified by LRQA only include franchised properties;
includes water use and environmental performance indicators for global managed properties only. Our assurance
engagement
excludedtheWater
GHG emissions
and water for Marriott’s Residences brand properties.
Ĕ Energy
Use andUse; andĔ Environmental
Performance
Indicators
including:
GHG emissions
intensity(kg CO2e/ squareinmeter
LRQA’sresponsibility is only
to Marriott.
LRQA disclaims
any liabilityor responsibility
to others
as explained
the ofend footnote.
Marriott’s
is for(cubic
collecting,aggregating,andEnergy
presenting
all thedata square
andcondition
space),responsibility
Water intensity
meters/ occupiedanalysingroom), andintensity(kWh/information
withinthe Report andfor maintaining effective internal controls over the systems from which the Report
meterof conditioned
space).
is derived. Ultimately, the Report has been approved by, and remains the responsibility of Marriott.
The Report includes Energy use and GHG emissions for both global managed and franchise properties. The
Report includes
LRQA’sOpinionwater use and environmental performance indicators for global managed properties only. Our
assuranceengagement
theeffectGHGofemissionsandwater infortheMarriottbrandweproperties.
Based
on LRQA’s
approach,excluded
except for thethe mattersdescribed
Basis forResidences
Qualified Opinion,
believethat Marriott has, in all material respects:
LRQA’sresponsibility
is
only
to
Marriott.
LRQA
disclaims
anyliabilityor
responsibility
toothersas
explained in• Met the requirements of the criteria listed above; andfootnote.
Marriott’s
responsibility
is forcollecting,aggregating,analyzingand 1presenting
all the data•the end
Disclosed
accurateand reliable
performancedata
and information
as summarizedin Tableand 2 below.
and information within the Report and for maintaining effective internal controls over the systems from which
The opinion expressed is formed on the basis of a reasonable level of assurance and at the materiality of 5%.
the Report is derived. Ultimately, the Report has been approved by, and remains the responsibility of Marriott.
1.

LRQA’s Opinion

http://www.ghgprotocol.org/

LRQA was commissioned by Marriott International, Inc. (Marriott) to provide independent assurance of its
Basis for Qualified
Opinion inventory and Environmental Data (“the Report”) for calendar year (CY) 2021 against
greenhousegas (GHG) emissions
the assurance criteria below to a reasonable level of assurance and materiality of 5% using LRQA’s verification
Marriott did not fully address the following issues identified during verification activities:
procedure and ISO 14064 - Part 3 for greenhouse gas emissions. LRQA’s verification procedure is based on current
best
practise
is in accordancewith ISAEin3000
ISAEdid3410.
• The
totalandproperty
counts included
the and
Reportnot include all the properties as per the 10-K report. This
does not have a material impact.
Our assurance engagement covered Marriott’s global operations and activities using the operational control• In lieumethod,of calculatingor estimating
fugitiveemissions from refrigeration equipment, the Scope 1 GHG
reportingand specificallythe following
requirements:
are upliftedwith:
by 1% of the calculated Scope 1 emissions to account for fugitive emissions. This does
• emissions
Verifying conformanceo Marriott’sreportingmethodologies for the selected datasets; andnot havea material
impact.
o World Resources Institute / World Business Council for Sustainable Development Greenhouse Gas• Mobile fuelScopeA1corporate
GHG emissions
areandcalculated
stationary
combustion
This issue
Protocol:accounting
reportingusing
standard,
revised fueledition(otherwisemethodology.
referred to as theis not material.
WRI/WBCSD GHG Protocol) for the GHG data1.
• Reviewing whether the Report has been based on:• Emission factors (EFs) used for Scope 2 GHG emission calculations for some sites were different from theo Service sector guidelines.
EFs forsites.
does ofnothavematerial impact.
• listed
Evaluating
thethese
accuracyandThisreliability
data
andainformationfor only the selected indicators listed below:
o dataDirecterrors(Scopereported1), Energyfor
Indirect2) andnot
Other
Indirect in(Scope3) GHGemissions;• Activity
a few(Scopesites werecorrected
the final
Report.
This issue is not material.
▪ Scope 3 GHG emissions verified by LRQA only include franchised properties;o Energy Use and Water Use; andTable 1. Summary of Marriott’s Key GHG Data for CY 2022
o Environmental Performance Indicators including: GHG emissions intensity (kg CO2e / square meter ofcondition space), Water intensity (cubic meters / occupied room), and Energy intensity (kWh/ square
Item
QuantityUnitsmeter of conditioned space).

Scope
1 Emissions
MTThe
CO2e
The
Reportincludes Energy use and GHG emissions for both global managed 1,150,317
and franchise properties.
Reportincludes water use and environmental performance indicators for global managed properties only. Our assurance
,
Scope
2
Emissions(Location-Based)***
4,806,946
MTCO2eengagement excluded the GHG emissions and water for Marriott’s Residences brand properties.
,
Scoperesponsibility
2 Emissionsis(Market-Based)*** disclaims any liability or responsibility
4,813,113
MT CO2e
LRQA’sonly to Marriott. LRQA
to others as explainedin theend footnote. Marriott’s responsibility is for collecting, aggregating, analysing and presenting all the data andScope 3 Emissions(franchised
properties
only)— location
4,452,999
MT theCO2e
information
within the Reportand formaintaining
effective
internalbased
controls overthe systems from which
Reportis derived. Ultimately, the Report has been approved by, and remains the responsibility of Marriott.
Scope 3 Emissions (franchised properties only) — market based
4,605,592
MT CO2e

LRQA’s Opinion

TotalonWater— Managed
Properties
onlydescribed in the 129.43
MillionCubic
Based
LRQA’sConsumption
approach, except
for the effectof the matters
Basis for Qualified Opinion,
we believe
Metersthat Marriott has, in all material respects:• Met the requirements of the criteria listed above; andEnergyUse —andManaged16.93 in Table 1 and Million• TotalDisclosed
accuratereliable Properties
performanceonly
data and information as summarized
2 below.MWh
The
opinionexpressed
formed on thebasis of a only
reasonable level of assurance
and at the materialityMillion
of 5%. MWh
Total
EnergyUse —isFranchised
Properties
15.33
1.
*http://www.ghgprotocol.org/
Scope 1 and 2 GHG emissions include managed properties only.
** Scope 2, Location-based and Scope 2, Market-based are defined in the WRI/WBCSD GHG Protocol Scope 2 Guidance, 2015.

* http://www.ghgprotocol.org/.

.

Page 1 of 3

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INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION

Table 2. Summary of Marriott’s Key Environmental Data for CY 2022

LRQA Independent Assurance Statement

Environmental Performance Indicators & Units
Relating
to Marriott International, Inc. GHG Emission and Environmental Quantity
Data forthe
CY2021
Water Intensity Managed Properties only (cubic meters per occupied room)
1.05
**

This
Assurance
Statement
has been
preparedonly
for MarriottInternational,
Inc. in accordance
EnergyIntensity
Managed
Properties(kilowatt
hours per square
meter of with our contract.
302.22conditioned space)Terms of Engagement

LRQA
commissioned
by—MarriottInternational,
GHGwasEmissions
Intensity
Managed
Properties Inc.
only(Marriott) to provide independent assurance
106.20 of its
greenhouse(GHG)
inventory
Environmental
Data space)(“the Report”) for calendar year (CY) 2021 against
Location gas
Based(kgemissions
CO2e persquareandmeterof conditioned
the assurance criteria below to a reasonable level of assurance and materiality of 5% using LRQA’s verification
procedureand ISO 14064- Partfor greenhousegas emissions.
LRQA’s verification procedure is basedon current
GHG Emissions
Intensity—3Managed
Properties
only
106.23best
practiseand is(kgin accordancewith ISAE
3000 ofand
ISAE 3410. space)
MarketBased
CO2e per squaremeter
conditioned** Environmental
performance covered
indicatorsMarriott’s
include managed
Our
assurance engagement
global properties
operationsonly.
and activities using the operational control
reporting method, and specifically the following requirements:• Verifying conformance with:
LRQA’soApproach
Marriott’s reporting methodologies for the selected datasets; ando World Resources Institute / World Business Council for Sustainable Development Greenhouse Gas
LRQA’s assurance engagements are carried out in accordance with our verification procedure. The following
Protocol: A corporate accounting and reporting standard, revised edition (otherwise referred to as thetasks were undertaken as part of the evidence gathering
process for this assurance engagement:
WRI/WBCSD GHG Protocol) for the GHG data1.
•• interviewing
Reviewing whether
the Reporthas been
basedon:relevant
employeesof theorganization
responsible for managing GHG emissions ando Service data
sectorand
guidelines.
environmental
records;• Evaluating the accuracy and reliability of data and information for only the selected indicators listed below:
o Direct(Scope data1), Energy
Indirect (Scope2) andtoOther
Indirect3) GHG emissions;• assessing
Marriott’s
management
systems
confirmthey(Scopeare designed
to prevent significant errors,
Scope 3 GHG emissions
verifiedWe
by LRQA
onlybyincludefranchised
properties; of data handlingomissions or▪mis-statementsin the Report.
did thisreviewing
the effectivenesso Energy
Use and Water
and including those for internal quality control; andprocedures,instructions
andUse;systems,o Environmental Performance Indicators including: GHG emissions intensity (kg CO2e / square meter of• verifyingcondition
activity data
andrecords
at a(cubic
sourcelevel;/ andspace),
Water
intensity
metersoccupied room), and Energy intensity (kWh/ squareof conditioned
space). and environmental data and records at an aggregated level for CY 2022.
• verifyingmeter
historical
GHG emissions•

ENVIRONMENTAL•

SOCIAL•

GOVERNANCE•

APPENDICESLRQA’s Standards and Competence

LRQA
Independent
Assurance
Statement
LRQA implements
and maintains a comprehensive
management systemthat meets accreditation requirements
for ISO 14065
Greenhousegases — Requirements
for Emission
greenhouseandgas validationand verification
bodies for
Relating
to MarriottInternational,
Inc. GHG
Environmental
Data foruse in accreditation or other forms of recognition and ISO/IEC 17021 Conformity assessment — Requirements
theCY2021for bodies providing audit and certification of management systems that are at least as demanding as therequirements of the International Standard on Quality Control 1 and comply with the Code of Ethics forThis Assurance Statement has been prepared for Marriott International, Inc. in accordance with our contract.
Professional Accountants issued by the International Ethics Standards Board for Accountants.

Terms
of Engagement
LRQA ensures
the selection of appropriately qualified individuals based on their qualifications, training and

LRQA
was commissioned
MarriottInternational,
Inc. (Marriott)to provide
independent
assuranceexperience.
The outcomebyof allverificationand certificationassessments
is theninternallyreviewedofbyitsseniorgreenhouse gas (GHG) emissions inventory and Environmental Data (“the Report”) for calendar year (CY) 2021 against
management to ensure that the approach applied is rigorous and transparent.
the assurance criteria below to a reasonable level of assurance and materiality of 5% using LRQA’s verification
procedureand ISO 14064 - Part 3 for greenhouse gas emissions. LRQA’s verification procedure is based on current
Neville Dias
best practise and is in accordance with ISAE 3000 and ISAE 3410.
Dated: 12 June 2023
Our assurance engagement covered Marriott’s global operations and activities using the operational control
LRQA Lead Verifier
reporting method, and specifically the following requirements:
ofconformance
LRQA, Inc. with:•On behalf
Verifying
2101 CityWest
Blvd,reporting
Houston,methodologies
TX 77042 for the selected datasets; ando Marriott’s
o World Resources Institute / World Business Council for Sustainable Development Greenhouse Gas
LRQA reference: UQA00000478
Protocol: A corporate accounting and reporting standard, revised edition (otherwise referred to as the1
WRI/WBCSD
GHG Protocol)
for the GHG.
LRQA Group Limited,
its affiliates
and subsidiaries,
and data
their respective
officers, employees or agents are, individually and•collectively,
Reviewingwhetherthe Reporthasbeen basedon:referred
to in thisclause as‘LRQA’.
LRQA assumes
no responsibility and shall not be liable to any person for any loss,
o expense
Servicecaused
sectorby
guidelines.
damage orreliance on the information or advice in this document or howsoever provided, unless that person has•signedEvaluating
the accuracy and reliability of data and information for only the selected indicators listed below:
a contract with the relevant LRQA entity for the provision of this information or advice and in that case any responsibility oro Direct (Scope 1), Energy Indirect (Scope 2) and Other Indirect (Scope 3) GHG emissions;liability is exclusively on the terms and conditions set out in that contract.
▪ Scope 3 GHG emissions verified by LRQA only include franchised properties;o version
EnergyofUse
Water Use;and is the only valid version. LRQA assumes no responsibility for versions translated
The English
thisandAssurance
Statement
into otherolanguages.
Environmental Performance Indicators including: GHG emissions intensity (kg CO2e / square meter ofcondition space), Water intensity (cubic meters / occupied room), and Energy intensity (kWh/ squareThis AssuranceStatement
is only valid
when published with the Report to which it refers. It may only be reproduced in its entirety.
meterof conditioned
space).
Copyright © LRQA, 2023

The Report includes Energy use and GHG emissions for both global managed and franchise properties. The Report
Observations
includes water use and environmental performance indicators for global managed properties only. Our assurance
engagement
excluded theGHGemissionsand during
water forMarriott’s
Residences
brand properties.
Further observations
andfindings,
madethe
assuranceengagement,
are:

The Report includes Energy use and GHG emissions for both global managed and franchise properties. The Report
includes water use and environmental performance indicators for global managed properties only. Our assurance
engagement excluded the GHG emissions and water for Marriott’s Residences brand properties.

• Consider
enhancing
Marriott’s
Gap
Fill methodology
for eachwater source
LRQA’sresponsibility
is only
to Marriott.
LRQA
disclaims any liability
or non-primary
responsibility energy
to othersand
as explainedin thetype ;end footnote. Marriott’s responsibility is for collecting, aggregating, analysing and presenting all the data and•Continue
improvingthepercentagesofvalidatedproperties
reportingenergyandwaterusage;
information within the Report and for maintaining effective internal controls over the systems from which the ReportisUltimately,
thesites
Reportbeen evidence
approved by,
and remains
the responsibilityof Marriott.
• derived.
Considerrequiringto hasprovideof energy
and water
reported on
MESH when not supported by

LRQA’s responsibility is only to Marriott. LRQA disclaims any liability or responsibility to others as explained in theend footnote. Marriott’s responsibility is for collecting, aggregating, analysing and presenting all the data andinformation within the Report and for maintaining effective internal controls over the systems from which the Report
is derived. Ultimately, the Report has been approved by, and remains the responsibility of Marriott.

invoices; andLRQA’s Opinion

LRQA’s Opinion

The opinion expressed is formed on the basis of a reasonable level of assurance and at the materiality of 5%.

The opinion expressed is formed on the basis of a reasonable level of assurance and at the materiality of 5%.

Based
on LRQA’s
approach,
exceptfactors
for the effectthe MESH
mattersCarbon
described
in theBasis for Qualified
we currently
believe are• Consider
addingemission(EF) inoftheMapdatabasefor thoseOpinion,sites that
thatnot
Marriotthas, inEF.
all material respects:
assigned• Met the requirements of the criteria listed above; and• Disclosed accurate and reliable performance data and information as summarized in Table 1 and 2 below.

1.

http://www.ghgprotocol.org/

Based on LRQA’s approach, except for the effect of the matters described in the Basis for Qualified Opinion, we believethat Marriott has, in all material respects:• Met the requirements of the criteria listed above; and• Disclosed accurate and reliable performance data and information as summarized in Table 1 and 2 below.

1.

.

http://www.ghgprotocol.org/.

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