2022

SERVE 360 REPORT:
Environmental, Social, and Governance Progress

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Table of Contents

3

35

73

A Message From Our CEO

SocialSuccess Is Never Final

36 Diversity, Equity, and Inclusion

4

45 Associate Development,
Support, & Wellbeing
50 Community Impact
55 YouthIntroduction
4

About This Report5Company Overview & Highlights

6

Awards & Recognition

7
Serve 360: Doing Goodin Every Direction
8Serve 360 Platform

92025 Sustainability & Social
Impact Goals

Appendices

57 Refugees

13

61 Peace & Cultural Understanding

62

18 Water

Governance

20 Waste23 Sustainable Buildings& Adaptive Reuse
25 Biodiversity
29 Responsible Sourcing

12 Stakeholder Engagement

Photo Caption: Cover Photos: JW Marriott® Bengaluru Prestige Golfshire Resort & Spa (Bengaluru, India).
Associates at the Gaylord® Texan Resort & Convention Center (Grapevine, TX, U.S.).

74 Performance Tables

58 Human Rights

14 Energy & Emissions

Environmental

74
76 GRI Index
89 SASB Disclosures
91 TCFD Report
97 Assurance Statement

63 Board & ESG Oversight
65 Business Ethics
68 Data Privacy & Cybersecurity
70 Public Policy
72 Guest Engagement, Wellbeing,& Satisfaction

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A Message From Our CEO
While the last few years have transformed our industry,
the resilience of Marriott associates and their dedication
to Serve Our World has not only put us on the path torecovery but renewed our support to the communities
and environments where we live and work. Even during
times of great challenge, including war, increasing climate
crises, and the unprecedented impact of the pandemic,
I am proud of Marriott’s continued dedication to its
sustainability and social impact journey and commitment
to our many stakeholders.

Providing Support and Relief
Supporting associates, guests, owners, and communities
has always been, and will remain, a priority for Marriott.
With many still facing continuing impacts from COVID-19,
our company, associates, and hotels continue to step up toprovide critical support. Marriott has been providing flexible
funding to UNICEF, which contributed to the procurement
and transportation of over 400 million COVID-19 vaccines
to over 100 countries around the globe. Marriott was also
named a top blood drive sponsor of the American Red
Cross, holding over 600 blood drives at U.S. hotels in 2021.
This year, the world also faced a new humanitariancrisis — the war in Ukraine. The Marriott Disaster
Relief Fund (MDRF) contributed to humanitarian relief
organizations, like World Central Kitchen, to help aid
impacted communities. The MDRF also supported affectedassociates and members of their families. More than 85
Marriott hotels have provided free lodging to refugees
from Ukraine and over $3 million in hotel-level financial
and in-kind support has been provided to relief efforts andorganizations operating on the ground. Marriott is also
focused on providing career opportunities to Ukrainian
refugees, with more than 440 associates hired across 80+
hotels so far. We will continue to provide support as wehope for a peaceful resolution.

Diversity, Equity, and Inclusion
Since our company’s founding in 1927, Marriott has valued
the principles of diversity, equity, and inclusion (DEI). This
includes a workforce and leadership team that reflects theguests we serve and the communities where we operate.
A majority of Marriott’s Board are minorities or women andin 2021, the company announced an accelerated goal toachieve global gender parity in executive positions by 2023
— two years ahead of the original goal — and establisheda new goal to achieve 25 percent people of color
representation in executive positions in the U.S. by 2025.
In 2021, along with The J. Willard and Alice S. Marriott
Foundation and Howard University, we established the
Marriott-Sorenson Center for Hospitality Leadershipto help build a pipeline of diverse talent by inspiring
Black students to enter the hospitality industry.
The company also sponsored the Women BusinessEnterprise Network Council’s (WBENC) Women of Color
Incubator, a six-week program to assist Black womenstudent entrepreneurs at Historically Black Colleges andUniversities, aimed at having a pipeline of women talent
for companies everywhere.
Marriott continues to create opportunities to build amore diverse owner and franchise community, and in
2022, committed up to $50 million to support womenand underrepresented entrepreneurs, who typicallyface barriers in owning and developing hotels in North
America. This new program, “Marriott’s Bridging The Gap,”
also supports our company’s goal of achieving 3,000
diverse-owned hotels by the end of 2025.

Ambition to Go Net-Zero
As climate impacts intensify across the globe, Marriottremains committed to making a positive and sustainable

Photo Caption: Marriott’s Chief Executive Officer, Anthony Capuano, volunteering at the Capital Area Food Bank.

impact on the environment. Our latest action on climate
stewardship demonstrates the company’s core values with
ambitious commitments to set a science-based target andreach net-zero greenhouse gas (GHG) emissions by 2050,
at the latest. Achievement will require partnerships across
our organization and beyond to help our communities
remain vibrant and resilient for future generations.

Human Rights AwarenessIn 2021, Marriott continued to further our company’s
human rights efforts. We launched Marriott’s next iterationof our human trafficking awareness training, which uses
real-life scenarios to support our 2025 goal to train 100%of on-property associates to recognize and respond topotential situations of human trafficking. We have also
donated this training to the hospitality industry to help
other hotels and workers do the same.

Looking Ahead
On behalf of Marriott associates and hotels around theworld, I am excited to share our company’s continued
environmental, social, and governance progress, including
programs, initiatives, and engagement activities that help
to address some of the globe’s most critical issues. The
stories in this Report are truly inspiring and exemplify ourcore values to Put People First, Pursue Excellence, Embrace
Change, Act With Integrity, and Serve Our World.
Together, we can make a difference for our world, in ourcommunities, and by supporting one another.

Anthony Capuano
Chief Executive Officer
Marriott International
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Introduction
About This Report
Information and data within this 2022 Serve 360
Report: Environmental, Social, and Governance
Progress (“Report”) represent Marriott International,
Inc.’s (“Marriott”) global operations from our full
portfolio of owned, leased, managed, and franchised
hotels, unless otherwise indicated. Human Resources
information applies to managed associates, unlessotherwise stated. Human capital data, including
employee count metrics may be rounded. Greenhousegas (GHG) emissions, energy (including renewableenergy), water, and waste data, and progress against
those targets, does not include Marriott Vacations
Worldwide (MVW), unless otherwise stated. Any
specific highlights, projects, programs, or initiatives in
the 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 2021, 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.
REPORT PUBLICATION DATE: OCTOBER 24, 2022

COVID-19 has had an unprecedented impact on thetravel industry and Marriott; and it may continue tohave significant impacts for a period of time that
we are currently unable to predict. These impacts
are reflected in our sustainability and social impact
performance and progress against our Serve 360
Goals, as well as other environmental, social, andgovernance (ESG) programs and metrics.
This Report uses the Global Reporting Initiative (GRI)
Standards and includes recommendations from theSustainability Accounting Standards Board (SASB)
and the Taskforce on Climate-related Financial
Disclosures (TCFD) frameworks.

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,”
or similar words. Numbers and percentages used inthis Report are 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
the result of changes in circumstances, assumptions
not being realized or other risks, uncertainties,
and factors. Such risks, uncertainties, and factors
include the risk factors discussed in Item 1A of ourmost recent annual report on Form 10-K and in our
subsequent quarterly reports on Form 10-Q filed with
the Securities and Exchange Commission. We urge
you to consider all of the risks, uncertainties, andfactors identified above or discussed in such reports
carefully in evaluating the forward-looking statementsin this Report. Marriott cannot assure you that theresults reflected or implied by any forward-looking
statement will be realized or, even if substantiallyrealized, that those results will have the forecasted
or expected consequences and effects. The forwardlooking statements in this Report are made as of thedate of this Report, unless otherwise indicated, andwe undertake no obligation to update these forwardlooking statements to reflect subsequent eventsor circumstances.

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Company Overview & Highlights
Global Reach

Human Capital Metrics*

Marriott is a worldwide operator, franchisor,and licensor of hotel, residential, and timeshareproperties. At year-end 2021, we had 2,007
company-operated properties, 5,788 franchised andlicensed properties, 92 timeshares, and 102 branded
residential communities. Consistent with our focus
on management, franchising, and licensing, Marriottowned or leased only 64 Marriott-branded lodging
properties as of year-end 2021.

Year-End 2021 Company Reach••

30 Brands
139 Countries & Territories••

Global**Demographic

2021

2020

2019

Total Global
ManagedAssociates

325,000

321,000

418,000% Nonmanagement

85%

85%

86%

% Management

15%

15%

14%

% Women

43%

44%

53%

% Men

57%

56%

47%

7,989 Properties
1,479,179 Rooms

Marriott Bonvoy™
Twenty-nine out of Marriott’s 30 brands participate in
our loyalty program, Marriott Bonvoy. As of year-end
2021, Marriott Bonvoy had over 160 million members.

Human CapitalAt year-end 2021, Marriott managed
approximately 325,000 associates globally. This
includes approximately 205,000 associates whoare employed by hotel owners and approximately
120,000 associates who are employed by Marriott.
Approximately 97,000 of these associates are locatedin the U.S.

CEO Direct
Reports
Demographic

United States***** Demographic

2021

2020

2019

Total U.S.
Employees (#)

97,00098,000136,000% Nonmanagement

81%

83%

83%

% Management

19%

17%

17%

% Full-time

87%

85%

85%

% Part-time

13%

15%

15%

% Women

54%

54%

53%

% Men

46%

46%

47%

United States
Managers
Demographic

2021

2020

2019

2021

2020

2019

% People of
Color

0%

13%

11%

% Women

57%

50%

44%

% Women

54%

55%

56%

% Men

43%

50%

56%

% Men

46%

45%

44%

* Metrics represent year-end data.

Global Executives***
Demographic
2021

2020

2019

% Women

45%

44%

42%

% Men

55%

56%

58%

** Includes associates at Marriott managed hotels outside theU.S. who are owner employees.
*** Global Executives are defined as VP and above roles.
**** Includes Marriott employees at properties, headquarters,
corporate offices, customer engagement centers (CECs), andmanaged and owned/leased hotels.

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APPENDICESAwards & Recognition
Diversity Inc Hall of Fame Companies, Diversity Inc

Best Workplaces for Parents™, Great Places to Work
100 Best Companies to Work For®
in 2022 by Great Place to Work® and
Fortune Magazine

50 Best Companies for Latinas toWork for in the U.S., LATINA Style
Top 250 Best-Managed Companies of 2021,
The Wall Street Journal

Best Places to Work for Disability Inclusion, Disability:IN andAmerican Association of People with Disabilities (AAPD)
America’s Best Employers for
Diversity, Forbes

GEI Member Company, 2022 Bloomberg GenderEquality Index

100 Best Corporate Citizens List of 2022, 3BL MediaAmerica’s Best Employers for
Women, Forbes

America’s Best Employers for
Veterans, Forbes

World’s Best Employers, Forbes
Best Places to Work for LGBTQ Equality (100% Corporate
Equality Index), Human Rights Campaign Foundation™

World Changing Ideas Awards 2022, Corporate Social
Responsibility Honorable Mention, Fast Company
World’s Most Admired Companies,
FortuneFor additional recognitions, please see Marriott’s Recognitions webpage.

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Serve 360:

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

Marriott’s Serve 360 platform is guided by four
coordinates — Nurture Our World; Sustain Responsible
Operations; Empower Through Opportunity; andWelcome All and Advance Human Rights — eachwith dedicated focus areas. Following this framework,
Marriott activates compelling, impactful initiatives
around the world to drive positive change and support
global frameworks and targets, including the United
Nations Sustainable Development Goals (SDGs).

teams, and Serve 360 Regional Leaders provide
structure and oversight. At the Board-level, ourdedicated Inclusion & Social Impact (ISI) Committee
assists the Board in providing oversight of thecompany’s strategy, efforts, and commitments related
to ESG matters. At the management level, the Serve360 platform is guided by various governing bodies
that each maintain their own priorities and objectives
to make progress toward the companywide goals.

To execute on Serve 360 and Marriott’s broader
environmental, social, and governance (ESG) strategy,a series of complementary councils, committees,

For additional information on Marriott’s ESG
governance structure, please see pages 63–64.

Photo Caption: Associate providing food donations to support their local community.

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NURTURE OUR WORLDTo support the resiliency and sustainable
development of the communities where we dobusiness, we invest in the vitality of their children
and natural resources, as well as deliver aid andsupport, especially in times of need.

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Committed to a culture of inclusion in our
workforce, supply chain, and beyond, we
provide access to opportunity to populations
that have faced historical barriers to
education and employment, including youth*,
women, people with disabilities, veterans,
refugees, and other diverse populations.

4. quality education
5. gender equality
8. decent work and economic growth
10. reduced inequalities
16. peace, justice and strong institutions
17. partnerships for the goals

GOVERNANCE•

APPENDICESSUSTAIN RESPONSIBLE
OPERATIONS
While integrating sustainability across ourvalue chain and helping to mitigate climaterelated risk, we are working to reduce
environmental impacts, design and operate
sustainable hotels, and source responsibly.

1. no poverty
2. zero hunger
3. good health and well-being
4. quality education
5. gender equality
6. clean water and sanitation
8. decent work and economic growth
11. sustainable cities and communities
13. climate action
14. life below water
15. life on land
16. peace, justice and strong institutions
17. partnerships for the goals

EMPOWER THROUGHOPPORTUNITY

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•

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6. clean water and sanitation
7. affordable and clean energy
8. decent work and economic growth
11. sustainable cities and communities
12. responsible consumption and production
13. climate action
14. life below water
15. life on land

WELCOME ALL
AND ADVANCEHUMAN RIGHTS
While working to foster a safe andinclusive world for travel for all people,
we prioritize the fight against some of theindustry’s highest-risk and most pressing
issues, including human trafficking,child exploitation, and forced labor.
•••

5. gender equality
8. decent work and economic growth
10. reduced inequalities•••

11. sustainable cities and communities
16. peace, justice and strong institutions
17. partnerships for the goals* Youth refers to the United Nations definition of youth, which is 18–24 years old.
Through Marriott’s Serve 360 platform, we seek to support the United Nations SDGs
that are represented on this page.

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2025 Sustainability & Social Impact Goals
In 2021, progress on Marriott’s sustainability and social impact goals continued to be affected by the COVID-19 pandemic. Marriott remains committed to these goals andplans to continue to implement programs to advance toward their achievement.
Serve 360 Coordinates

NURTUREOUR WORLDSUSTAINRESPONSIBLE
OPERATIONS

2025 Sustainability and Social Impact Goals

Status2021 Progress

15 million cumulative volunteer hours

BEHIND SCHEDULE

6.3+ million volunteer hours contributed
since 2016

50% of volunteer hours will serve children and youth

BEHIND SCHEDULE

33.3% of cumulative volunteer hours served
children and youth since 2016

50% of volunteer activities will be skills-based

BEHIND SCHEDULE

29.2% of cumulative volunteer activities wereskills-based since 2017

15% water intensity reduction from 2016 baseline

BEHIND SCHEDULE

4.7% increase from 2016*

30% carbon intensity reduction from 2016 baseline

ON TRACK

25.6% decrease from 2016*

45% waste-to-landfill (and 50% food waste) reduction
from 2016 baseline

BEHIND SCHEDULE

Finalized the Hotel Waste Measurement
Methodology (HWMM)* Due to the impacts of COVID-19 on our company, including decreased occupancy, Marriott experienced an increase in our water intensity and decrease in our carbon intensity metrics in 2021.

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2025 Sustainability & Social Impact Goals (continued)
Serve 360 Coordinates

SUSTAINRESPONSIBLE
OPERATIONS

2025 Sustainability and Social Impact Goals

Status2021 Progress

30% renewable electricity

BEHIND SCHEDULE

0.30% sourced from renewable electricity

100% of hotels certified to a recognizedsustainability standard

BEHIND SCHEDULE

30% of hotels certified

650 LEED®, BREEAM®, or Estidama certified orregistered hotels

BEHIND SCHEDULE

227 certified or registered hotels

250 adaptive reuse projects

AHEAD OF SCHEDULE

211 opened projects since 2016

95% responsible sourcing in our top 10 priority
categories (measured by total spend)

BEHIND SCHEDULE

Engaged with existing suppliers to growresponsible sourcing markets

Locally source 50% of all produce, in aggregate(measured by total spend)

BEHIND SCHEDULE

Continued engaging and sourcing products
from local suppliers

Top 10 furniture, fixtures, and equipment (FF&E) productcategories sourced are in the top tier of the MindClick
Sustainability Assessment Program (MSAP) for Marriott

ON TRACK

55% of the products evaluated scored in the
top tier “Leader” category

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2025 Sustainability & Social Impact Goals (continued)
Serve 360 Coordinates

EMPOWER
THROUGHOPPORTUNIT Y

WELCOME ALL
AND ADVANCEHUMAN RIGHTS

2025 Sustainability and Social Impact Goals

Status2021 Progress$35 million invested to develop hospitality skills andopportunity among diverse, at-risk, and underserved
communities

BEHIND SCHEDULE$11.8+ million invested since 2016

Achieve global gender parity in executive positions by 2023*

BEHIND SCHEDULE

45.0% of global executive positions(at the vice president level and above)
held by women

Increase the representation of people of color in U.S.
executive positions to 25%

ON TRACK

21.4% of U.S. executive positions(at the vice president level and above)
held by people of color

100% of on-property associates completed humanrights training

ON TRACK

900,000+ on-property associates havecompleted training since 2016

Enhance or embed human rights criteria in our recruitment
and sourcing policies and work with our industry to addresshuman rights risks in the construction phase

ON TRACK

127 contracts negotiated and signed by
Marriott’s central procurement group included
human rights criteria in 2021

$500,000 toward partnerships that drive, evaluate, andelevate travel and tourism’s role in cultural understanding

ON TRACK$150,000 invested since 2019

* In 2021, Marriott announced the acceleration of this goal, and aims to achieve gender representation parity for global leadership by 2023 — two years ahead of the original goal.

A full list of Marriott’s Sustainability and Social Impact Goals can be found on Marriott’s Serve 360 microsite.

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Stakeholder Engagement
As a global travel company with managed and franchised lodging operations and licensing
arrangements, Marriott has a range of stakeholder groups. We collaborate with these stakeholders
to understand their priorities through global forums and industry associations, develop policies
and programs, and report on our most shared, critical ESG interests.
Associates: Marriott’s long history of service, innovation, and growth is built
on a commitment to put people first. We invest in associates, with a focus ondevelopment, recognition, compensation, career opportunity, and skills training. We
also engage our associates on how to embed Serve 360 and drive ESG progress
across the company.
Customers: Marriott engages with corporate customers to support the company’sServe 360 Goals and ESG strategy, while also providing environmental data,collaborating on sustainability practices, and providing information on diversity,
equity, and inclusion programs to support customers in achieving their own goals.
Guests: Through Marriott’s guest satisfaction survey and reviews, we aim to provide
guests opportunities to be heard and to generate superior guest satisfaction andmore memorable stays at Marriott properties.
We also engage guests through our loyalty program, Marriott Bonvoy, which allows
guests to earn and redeem points for staying at Marriott properties and provides
guests the option to donate their points to specific Serve 360 partners.
Hotel Owners & Franchisees: Through various owner and franchise forums, Marriottencourages participation from owners, franchisees, and management companies on
relevant initiatives, collaboration opportunities, and overall progress and learnings
around ESG.

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 our Business Councils, Marriottengages with local communities and community organizations through investment
and volunteer activities. We also support communities through our disaster relief
program and biodiversity investments.
Industry Associations & Nongovernmental Organizations: Marriott andour leadership team regularly participate with allied trade associations andnongovernmental organizations through leadership roles on boards and executive
committees. Marriott executives hold leadership roles at organizations including
the World Economic Forum, 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 diversity, equity, andinclusion organizations, and participates at the board level for Disability:IN, Out &Equal, WEConnect International, and many others.
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 our sustainable procurement
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Environmental
Photo Caption: The St. Regis® Bali Resort (Bali, Indonesia) is an EarthCheck Gold certified property.

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Energy & Emissions
Marriott’s approach to reducing hotel greenhouse gas (GHG) emissions is centered aroundthe implementation of technologies to track energy consumption, investments in efficiency
projects, and the increased use of renewable energy.
Managing the Environmental Footprint of Hotels

Improving Energy Efficiencies

To assist with the effective management of carbon emissions and energy
consumption, the Marriott Environmental Sustainability Hub (MESH), our internal
environmental reporting platform, supports the tracking and management ofenvironmental data across Marriott’s portfolio of hotels. Marriott’s Engineering
Global Leadership Team, which includes cross-regional representation, conducts
regular engagement exercises to drive MESH data integrity and participation.

Globally, Marriott properties and their ownership groups evaluate energy
efficiency investment opportunities, including the implementation of energy andenvironmental action plans, signature projects, retro-commissioning, lighting
retrofits, and building automation systems. For example, in 2021, numerous Marriott
managed hotels implemented energy efficiency projects, saving approximately
130,000 MWhs of energy.

To further execute on the company’s energy and emissions reduction strategy,
Marriott’s Engineering Business Leadership Councils and teams, composed of
hotel-based Engineering Discipline Leaders and Facility Services Directors from
specific geographic markets, meet quarterly to review the company’s performanceagainst the Serve 360 carbon reduction and renewable energy goals.

Science-Based Targets
In September 2021, Marriott submitted a letter to the Science Based Targets
initiative (SBTi), committing to set a science-based emissions reduction target,
in line with 1.5°C emissions scenarios, and set a long-term science-based target
to reach net-zero value chain GHG emissions by no later than 2050. As part ofthis commitment, the company also signed on to the Race to Zero via the mostambitious standard, Business Ambition for 1.5°C.
The company is currently preparing the submission for Marriott’s near-term targets
and developing longer-term strategies to support those targets. This includes
reviewing Scope 1 and 2 data and time horizons and evaluating Scope 3 emissions
for baseline, tracking, and reporting.

The Halifax Marriott® Harbourfront Hotel (Nova Scotia, Canada) installed theEcopilot® North America – AI for Commercial HVAC System to reduce energy
usage and costs and improve indoor occupant comfort. The system resulted
in an electricity savings of approximately 20% and natural gas savings ofnearly 18% in 2021.
The JW Marriott Washington, DC (Washington, D.C., U.S.) was recognizedwith the 2021 global Energy Management Leadership award, one of thehighest accolades in energy management and conservation, for reducing
approximately 725 metric tons of carbon emissions over three years.
In 2021, Marriott engaged with Convergence Energy Services Limited in India
to install Electric Vehicle (EV) charging units across hotels in India. This
project plans to expand to 100 hotels in 2022.

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2025
CarbonReduction
Goal
As part of our 2025 Sustainability andSocial Impact Goals, Marriott aims to
reduce carbon intensity per square
meter of conditioned space by 30%
from a 2016 baseline. Due to theimpacts of the COVID-19 pandemic,
Marriott has experienced decreases
in carbon intensity across all regions
since 2016, which has impacted theprogress toward this goal.
Marriott will continue to reevaluate
its progress, as normal operating
conditions return, and determine
opportunities to implement programs
to reduce energy usage at Marriott
hotels. Following the company’s
submission and approval of itsscience-based emissions reduction
target, Marriott expects to retire the2025 carbon reduction goal andmove to an absolute carbon reduction
goal, as we aim to reach net-zerogreenhouse gas emissions by 2050 at
the latest.

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Global and Regional Environmental Performance
Carbon Intensity | Kilograms per m2 of conditioned space
Global

125.9

2016

113.9

2019
2020
2021

25.6%

Baseline

82.2

Global Reduction in Carbon Intensity per Square
Meter of Conditioned Space from 2016 Baseline

93.7

Asia PacificCanadaCaribbean & Latin America

Baseline
162.7

2016

146.0

2019
2020

105.7

2021

118.7

Europe, Middle East, & Africa

Baseline
80.5

2016
2019

2016

72.9

143.4
131.3

2019
2020
2021

85.4
101.5

93.8

2019

84.6

2020

58.1

2020

80.2

2021

63.1

2021

86.0

United States

Baseline
2016

Baseline

Baseline
2016

107.6

2019

96.7

2020

70.1

2021

79.2

SUSTAIN RESPONSIBLE OPERATIONS
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Marriott Infrastructure Resilience and Adaptation Program

Renewable Energy

Marriott hotel locations are subject to the physical effects of climate change. Risks
include rising sea levels, flooding, water shortages, droughts, and extreme weather
events. To evaluate climate-related risks to physical assets, the company launched
the Marriott Infrastructure Resilience and Adaptation (MIRA) Program.

Marriott properties and their ownership groups continue to invest in on-site
renewable energy solutions. These investments have proven to be beneficial,
as hotels gain increased energy security and control over supply and costs. For
example, the Wailea Beach Resort — Marriott, Maui (Hawaii, U.S.) finalized theinstallation of a solar photovoltaic (PV) system in 2021, which is expected to
produce over 650 MWh of renewable energy, annually.

Beginning in 2020, Marriott performed a climate scenario analysis for over 5,200
open and over 1,300 pre-open U.S. hotels to identify physical climate change risks
and seismic risks across three time periods — 2030, 2050, and 2080. During 2021,
Marriott expanded its climate scenario analysis to include over 3,200 open andpre-open international hotels. As a result of this initial analysis of both U.S. andinternational properties, the top at-risk managed hotels were identified for in-depth
future desk studies, site visits, or vulnerability assessments.
In 2021, Marriott also conceptualized the MIRA Climate Scorecard to support
improved climate resiliency. This tool is intended to generate a climate score for
evaluated hotels based on two components — climate exposure and adaptive
capacity. The scores for these hotels are then reported internally, annually, andsupport adaptive capacity improvements, including engagement activities with local
communities to improve overall area resilience.

Marriott hotels in Jordan have installed more than 400 evacuated thermal solar
panel collectors that have enabled the Dead Sea Marriott Resort & Spa (Sweimeh,
Jordan) and Amman Marriott Hotel (Amman, Jordan) to officially switch to thermal
solar energy in 2007 and 2014, respectively. At the Amman Marriott Hotel, theproperty also installed a solar hot water system in 2021, which is expected toreduce carbon emissions by over 300 metric tons, annually.
The Ritz-Carlton® Maldives, Fari Islands (Male, Maldives) installed over 2,000 solar
panels on-site, generating approximately 3,000 kWh daily. The system is expectedto save the hotel over 200,000 liters of diesel and reduce carbon emissions by 650
metric tons annually. Beginning in 2022, the hotel aims to expand the system toinclude new solar panels on back-of-the-house rooftop premises with an estimatedcapacity to generate 2,500–3,000 kWh daily.

To increase company awareness around extreme weather events and resiliency
efforts, MIRA is also included as a topic in Marriott’s leadership webinars. Marriott
will evaluate opportunities to implement future climate resiliency training programs
based on existing and future climate threats, with input from property leadership.

Preparing for Climate Risks
Since 2018, Marriott has worked with a meteorological service, StormGeo,
to support planning procedures in advance of climate-related risks.
StormGeo provides weather awareness and alerting solutions for hotels
and Marriott offices located in the Caribbean and Latin America region. This
assists properties in making informed, proactive decisions to prepare forweather emergencies.

Photo Caption: Wailea Beach Resort – Marriott, Maui’s (Wailea, Hawaii, U.S.) solar PV system.

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2025
Renewable
EnergyGoal
As part of the 2025 Sustainability
and Social Impact Goals, Marriottaims to source a minimum of
30% of its overall electricity fromrenewable energy by 2025. In 2021,
we enhanced our renewable energy
tracking protocols and sourced
0.30% of our electricity consumption
from renewable energy. To increase
renewable energy consumption,
Marriott is undertaking an analysis
of 1,300 properties in the U.S. The
first round of this analysis revealed
that over 800 properties had thepotential for on-site solar installations.
Marriott is also developing a possible
low-cost capital solution to incentivize
properties to install on-site solar.

Over 5,500 EV chargers
are installed at Marriott
properties worldwide.

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APPENDICES

Global & Regional Environmental Performance
Energy Intensity | kWh per m2 of Conditioned Space
Global

2016

334.4

2019

334.1

2020
2021

17.2%

Baseline

243.7

Global Reduction in Energy Intensity per Square
Meter of Conditioned Space from 2016 Baseline

276.9

Asia PacificCanadaCaribbean & Latin America

Baseline

Baseline

Baseline

2016

337.6

2016

433.5

2016

2019

335.7

2019

426.0

2019

2020
2021

239.9
268.2

Europe, Middle East, & Africa

2020

321.5

2020

2021

334.1

2021

365.3

2016

314.3

2019

353.7

2019

323.0

2021

303.8

209.3
259.9

Baseline

2016

252.5

304.6

United States

Baseline

2020

328.6

2020
2021

239.8
270.3

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Water
Marriott’s global water strategy includes deploying programs and initiatives that are tailoredfor each property, based on attributes including size and location. The company and Marriott
hotels aim to manage water-related risks across the lifecycle of properties, from design todevelopment to operations.
Managing the Environmental Footprint of Hotels
Water is a global issue that is best addressed
locally. This includes deploying water conservation
initiatives that target specific aspects of hotel
operations, including dishwashing and water service
at restaurants and events; central plant operations;landscaping and irrigation; pools and fountains; andgolf course maintenance/operation. Marriott also
implements action plans, utilizes technology to reducewater leaks, and establishes standards to better
manage water withdrawal at properties.
In 2021, Marriott continued to increase compliancerequirements with MESH to effectively manage
the portfolio’s water footprint. In the near-term,
Marriott expects to resume “by property” water
reduction targets for all managed hotels globally,and suggested targets for all franchised hotels
based on the Serve 360 global water goal. Following
the re-implementation of these “by property”
targets, Marriott expects to reward hotels withthe most notable water conservation practices
and performance.

In the U.S. and Canada, managed properties benefit
from an outlier analysis program based on billing
data, which flags unusual water usage. If properties
are unable to mitigate the high usage pattern, awater performance call is conducted to troubleshootthe issue.
Marriott also has an established brand standard forwater submetering for cooling towers and irrigation at
its managed, full-service properties in North America,
the Caribbean, and Latin America. Automatedmeter-reading platforms are installed at properties
with high water and sewer rates, acute/chronic
drought conditions, and/or above-average irrigation
consumption. The Automated Water Meter Reading& Diagnostics Program involves installing cellular
endpoints on irrigation and cooling tower water
submeters that transmit 15-minute interval water
consumption data nightly to an online diagnostic
platform with leak alert and reporting functionalities.

Since 2014, Marriott has worked with
Ecolab’s 3D Traser Technology to implement
the platform at managed full-service hotels,
globally. This system provides smart sensor
technology for cooling water management,
resulting in an estimated savings of over 425
million gallons of water globally in 2021.
In 2021, we updated our water risk
assessment using the World Resources
Institute (WRI) Aqueduct Water Risk Atlas.
Based on this assessment, approximately
43.6% of our water withdrawals from
owned, managed, and leased properties arelocated in areas of “High,” “Extremely High,”or “Arid” baseline water stress, as definedby WRI.

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2025
Water
Reduction
Goal
As part of our 2025 Sustainability andSocial Impact Goals, Marriott aims to
reduce water intensity per occupied
room by 15% from a 2016 baseline.
To support the water reduction target,
across the globe, Marriott’s full-service,
managed properties can elect to use
a water conservation action item fortheir annual signature project, suchas the installation of low-flow faucets,
toilets and showerheads, smart
irrigation controllers, laundry waterreuse systems, and high-efficiency
irrigation spray nozzles.
Due to occupancy reductions
associated with the COVID-19
pandemic, Marriott saw an increasein water intensity per occupied roomin 2021, compared to 2016 as wellas compared to the last pre-COVID
business year, 2019. We will continue
to reevaluate our progress, as normal
operating conditions return, andimplement programs to reduce water
usage at Marriott hotels.

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Global & Regional Environmental Performance
Water Intensity | Cubic Meters per Occupied RoomGlobal

2016
2019
2020
2021

4.7%

Baseline
0.841
0.739
1.005

Global Increase in Water Intensity per Occupied
Room from 2016 Baseline

0.880

Asia PacificCanadaBaseline
1.410

2016
2019

1.275

2020

1.661

2021

1.513

Europe, Middle East, & Africa

2019
2020
2021

0.852
0.753
1.176
1.026

Baseline

2016

0.627

2016

2019

0.596

2019

2020

0.871

2020

2021

0.797

2021

1.225
0.997
1.586
1.158

United States

Baseline
2016

Caribbean & Latin America
Baseline

Baseline
2016

0.650

2019

0.576

2020
2021

0.801
0.672

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Waste
Marriott engages with our stakeholders, including hotels, guests, corporate customers, andlocal and global organizations, to pilot and implement waste reduction programs and initiatives,with a focus on the reduction of single-use plastics and disposables, as well as food waste
reduction, to support our companywide goals.
Global Waste Reduction Strategy
Our global waste reduction strategy is designed toassist Marriott hotels in first preventing waste, andthen disposing of waste in an environmentally soundand cost-effective manner. Based on the types of
products used at Marriott hotels, and available waste
management services, hotels are guided to purchaseproducts that can be reused, recycled, composted,or donated to avoid sending waste to landfills. In
addition, Marriott focuses on local, state, and national
regulations and global waste management trends
to guide hotels in making appropriate waste
diversion choices.
Marriott’s global guest room recycling brand standard
also guides our strategy and requires hotels acrossthe portfolio to collect recyclable items in guest rooms.

Phasing Out Single-Use Plastics
Marriott continues to execute on the first phase of theresidential-sized amenities program, switching fromsmall toiletry bottles to larger pump-topped bottlesof shampoo, conditioner, and body gel. This roll-out
is targeted for completion in all hotels globally by
the end of 2022. The company is also considering
implementing large-format bottling options for
sink-side soaps and lotions. More responsibly sourced
offerings of other single-use toiletry items such as
shaving kits, dental kits, and make-up remover cloths
are being reviewed and expected to be ready forpurchase by hotels in 2023.

Reducing Waste Impacts
Marriott hotels continue to utilize local tools andresources to reduce waste. For example, since2019, The Westin® Kuala Lumpur (Kuala Lumpur,
Malaysia) has worked with EcoPure Waters to remove
single-use plastic water bottles from guest rooms
and replace them with reusable glass bottles. This
program is estimated to eliminate approximately
400,000 single-use plastic bottles annually.

participated in this program; and in 2022, aim to
return 1 million capsules back to Nespresso as part oftheir efforts to reduce environmental impacts. Other
efforts underway include 119 Greater China Marriott
hotels that have enrolled in a soap recycling projectwith Soap Cycling, to send cleaned and repacked
soap to local communities for hygiene needs.

Over 1,200 owned, leased,managed, and franchised hotels
in the U.S. and Canada utilize
My Digital Office, a cloud-based
document management solution toeliminate the use of paper for hotel
reporting processes, preventing theharvesting of more than 8,000
trees for paper production in 2021.

Additionally, Marriott hotels engage with Nespresso
to recycle used Nespresso capsules from guest rooms.
For example, in Japan, nearly 40 Marriott hotels

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Measuring & Managing Food Waste
Marriott hotels typically measure food waste via manual separation, measurement techniques, or digital food waste tracking systems such as Leanpath and Winnow. After
hotels paused digital waste tracking due to the impacts on operations during the COVID-19 pandemic, eight hotels across Africa and the Middle East reactivated the Winnow
food waste solution system. After the systems were reactivated throughout 2021, those hotels reduced an average of approximately 34,000 lbs. (15,300 kg.) of food waste
per hotel per year.

2025 Waste
Reduction Goals
As part of our 2025 Sustainability and Social Impact Goals,
Marriott aims to reduce waste-to-landfill by 45% and foodwaste by 50% from a 2016 baseline. In 2021, in collaboration
with World Wildlife Fund (WWF) and other industry members
and peers, Marriott supported the finalization and publicationof the Hotel Waste Measurement Methodology (HWMM).
The HWMM provides an agreed upon approach by the hotelindustry, to collect, measure, and report on waste data.
In 2022, Marriott expects to begin implementing the HWMM
across our global portfolio of hotels to establish a baseline andbegin measuring progress toward the 2025 waste-to-landfill
and food waste reduction goals. This process will also include
engaging waste consultants to focus on right-sizing, rightstreaming, and auditing data prior to uploading metrics into
our MESH platform.

SUSTAIN RESPONSIBLE OPERATIONSPhoto Caption: “Food Waste Laboratory” at the London Heathrow Marriott (London, U.K.).

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APPENDICESManaging Food Waste Through Innovation

Waste Management Education

Marriott hotels continue to implement innovative food waste reduction practices andprograms across the globe. For example, the team at London Heathrow Marriott(London, U.K.) launched a series of waste reduction initiatives, including a “Food
Waste Laboratory,” to reduce, reuse, and recycle food waste. The hotel innovatesto use food that would have been potentially discarded, such as creating fresh jamfrom passion fruit skin. In one month alone, the hotel reused nearly 400 lbs. (180 kg.)of potential food waste through these practices.

To support Marriott’s progress toward the companywide waste reduction goals, we
provide hotels with tools and resources to reduce waste, including a back-of-housefood waste reduction poster that is available in 14 languages.

Marriott hotels in Hong Kong worked with O-Park, the city’s first organic resources
recovery center, to convert food waste into electricity. Through this collaboration,
the Hong Kong Ocean Park Marriott Hotel and Sheraton® Hong Kong Tung
Chung Hotel (Hong Kong, China) diverted approximately 70,000 lbs. (32,260 kg.)of food waste from landfills between September and December 2021. In 2021,
both the Renaissance® São Paulo Hotel (São Paulo, Brazil) and The Ritz-Carlton,
Pentagon City (Virginia, U.S.) installed bio-digesters to process food waste, with
The Ritz-Carlton, Pentagon City diverting over 10 tons of food waste from landfills
within the first six months after the system was installed.

Marriott hotels around the globe also conduct training programs to support ourServe 360 Goals. For example, regional teams in Europe, Middle East, & Africa
and Asia Pacific conducted educational webinars to inform culinarians and otherassociates about global food waste issues, including how to begin or improve foodwaste reduction programs.
Additionally, in 2021, the Renaissance Cancun Resort & Marina (Cancun, Mexico)
conducted a training on the property’s Waste Management Plan to show the
progress of strategies and actions and introduce proposals to further improve waste
collection, compaction, storage, and disposal.

In South Africa, 10 Protea hotels participated in the Chefs with Compassion’s#67000litres Challenge, which called upon all individuals and businesses withaccess to a kitchen to dedicate their 67 minutes on Mandela Day to raisingawareness surrounding the excessive volume of food wastage seen annually inSouth Africa. Protea Hotels by Marriott® contributed over 8,000 liters of soup tocommunities in need across the country.
At the W® Bali-Seminyak and Fairfield by Marriott Bali Kuta Sunset Road (Bali,
Indonesia), the properties offer guests a perspective on the circular economy andhow food waste can be used for good. The hotels work with Scholars of Sustenance(SOS) on a regular food donation initiative that delivers surplus food to localorganizations including orphanages, foundations, churches, and other community
enterprises in need. Guests work with hotel staff to prepare nutritious meals using
leftover food and unused ingredients, which is then delivered to those in needacross Bali.

Photo Caption: Marriott’s Thailand Business Council supporting SOS’s Rescue Kitchen.

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Sustainable Buildings & Adaptive Reuse
From hotel design to the guest experience, sustainability is embedded into our businessstrategy. We evaluate opportunities for collaboration with our stakeholders to reduce
environmental impacts and potential business risks through the design and operation ofsustainable hotels.
Responding to Our Customers & Guests
In 2021, Marriott received numerous customer inquiries requesting hotel-levelsustainability information — most notably details on third-party sustainability
certifications. To respond to these requests, Marriott expanded the company’s
external stakeholder collaboration efforts to enhance our ability to transparently
report on hotel-specific sustainability practices and drive toward more
responsible travel.
Marriott’s above-property teams continue to execute on our Serve 360 Goalthat all properties have a Serve 360 section on their marriott.com website. The
new website section launched in 2022, and provides information on hotels’
third-party sustainability certifications, carbon and water footprint data, and selectenvironmental practices.

2025 Sustainability
Certification Goals
By 2025, we aim to have 100% of our properties certified to arecognized sustainability standard and 650 LEED®, BREEAM®,
or Estidama certified or registered hotels in the portfolio.
2021 PROGRESS:

30%
227

of hotels certified to a recognizedsustainability standard

LEED®, BREEAM®, or Estidama
certified or registered hotels

SUSTAIN RESPONSIBLE OPERATIONSPhoto Caption: Delta Hotels by Marriott Whistler Village Suites (Whistler, BC, Canada) is a Green Key
Eco-Rating certified property.

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Marriott’s New Global Headquarters
In 2022, Marriott’s new global corporate headquarters
in Bethesda (Maryland, U.S.) achieved LEED Gold
Core and Shell Certification. The building includes
a high-efficiency HVAC system, energy-efficient
light fixtures with smart lighting controls, more than
60 Electric Vehicle (EV) charging stations, and 100
bicycle parking/cages in the garage. The company isalso seeking LEED Gold Certification for Commercial
Interiors and Fitwel Certification for the building.

Sustainable Design Standards
Marriott’s Global Design Standards provide
requirements for all project types including new builds
and adaptive reuse.
The Global Design Team evaluates building design
standards with an initial focus on energy efficiency,
including building envelope performance, HVAC
systems and unitary equipment, building automation
systems, and renewable energy.

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2025 Sustainable BuildingStandards Goal
By 2025, we aim to collaborate with owners to develop 250 adaptive reuse projects. Through theseprojects, we can reuse and breathe new life into existing land or buildings — rather than destroying
old sites and rebuilding using new materials. The embodied energy of the existing building reduces
the overall carbon footprint compared to constructing that same building from the ground up.
2021 PROGRESS:

211

open adaptive reuse projects since 2016SUSTAIN RESPONSIBLE OPERATIONS

For hotels under development, Marriott also sharescomprehensive Design Guides with franchise andmanaged developers for reducing water use in newhotels. These standards include the use of greywateror stormwater for irrigation, maximum fixture
flowrates, and metering of irrigation water, among
other criteria.

Photo Caption: Rendering of Marriott’s new corporate
headquarters in Bethesda, Maryland, U.S.

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Biodiversity
At Marriott, we believe protecting, restoring, andenhancing the ecosystems in which propertiesare located increases the sustainability andresiliency of the communities where we dobusiness, so they can remain places where
people want to live, work, and visit.
Preserving Biodiversity
Marriott works to address biodiversity challenges by financing scalable, replicableprojects to support the world’s natural capital resources. This includes investingin pilot projects around the globe to advance Marriott’s sustainability goals. For
example, as part of our climate action efforts, the company’s internal climate
working group is exploring nature-based solutions to advance our commitment toreach net-zero by 2050 (at the latest), while increasing the resiliency of our hotel
portfolio and surrounding communities.

Engaging Guests to Protect, Restore, and Appreciate Nature
In 2021, Marriott continued to implement programs to provide guests opportunities
to protect, restore, and appreciate nature. For example, Marriott Bonvoy expanded
its Annual Choice Benefit for members who earn at least 50 Elite Night Credits
in one calendar year, to include the option of a $100 donation to support World
Wildlife Fund (WWF). Additionally, at the Sheraton Samui Resort (Koh Samui,
Thailand), guests can support the local ecosystem and help restore resources
for the fisheries of Koh Samui, by replenishing the depleted numbers of blue
swimmer crabs.

Photo Caption: Snorkeling cleanup of the Gold Coast Seaway’s waters at the Sheraton Grand Mirage
Resort, Gold Coast (Queensland, Australia).

Good Travel With Marriott Bonvoy
Good Travel with Marriott Bonvoy provides guests the opportunity
to create a positive impact across communities in the Asia Pacificregion through environmental protection, community engagement, andmarine conservation. The program launched in early 2021 and has
expanded to nearly 100 properties in 2022.
For example, at the Sheraton Grand Mirage Resort, Gold Coast(Queensland, Australia), guests can join a local marine expert for asnorkeling cleanup of the Gold Coast Seaway’s waters to boost the
habitat, allowing marine life the chance to flourish.

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APPENDICESLife on Land
Understanding the vital role trees play in the fight against climate change, Marriott hotels continued to invest in reforestation
efforts across the globe.

Trees

Rainforests

As a founding member of the Evergreen Alliance, Marriott supports theadvancement of trees and forests as natural solutions for corporate sustainability
and citizenship goals. In 2021, Marriott reforested 34 acres by planting 20,000
trees in GreenTrees, the largest North American reforestation program, throughits collaboration with the Arbor Day Foundation. The project focuses on restoring
degraded agricultural lands back to a highly beneficial, native forest ecosystem,
improving the health of the watershed, and revitalizing the habitat for threatened
and endangered wildlife.

Marriott continues to build on our 10+ year partnership with the Foundation
for Amazon Sustainability (FAS) and the Government of Amazonas. Marriott
provides funding to FAS’ Juma REDD+ project, which aims to curb deforestation,
support community livelihoods, and decrease greenhouse gas emissions in a
2,770-square-mile (7,174-square-kilometer) reserve with significant land-usepressure in Brazil’s northwestern Amazon rainforest. As of year-end 2021, 97%of the Reserve remains conserved.

In Nur-Sultan, Kazakhstan, The Ritz-Carlton, Astana and Sheraton Nur-Sultan
Hotel teams joined together to plant tree seedlings at a botanical garden in the
country’s capital. The Botanical Garden of Nur-Sultan is a protected natural
territory for research and scientific development on the protection, reproduction,and use of flora, including rare and endangered plant species.
MangrovesEnvironmental Stewardship in Golf
As of 2021, 93% of Marriott’s U.S. golf properties and 100%of Marriott’s U.K. managed golf venues were Audubon Certified.

Mangroves play a critical role in protecting coastlines from severe storms,
providing livelihoods to coastal communities, conserving biodiversity, storingcarbon, and serving as nurseries of the sea.
In 2021, the Sheraton Cebu Mactan Resort (Cebu, Philippines) teamed up with
the Olango Island Eco-Tour Association (OIETA) to plant 500 mangroves and
500 trees to rehabilitate areas impacted by typhoons in the region. Hotels acrossthe Caribbean and Latin America also participated in cleanup efforts to protect
local mangrove species. The Marriott Cancun Collection (Cancun, Mexico) teamalong with a local organization collected over 850 lbs. (394 kgs.) of plastics andgarbage from a mangrove ecosystem.

Photo Caption: The Ritz-Carlton Members Golf Club (Sarasota, Florida, U.S.) is an Audubon Certified golf venue.

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APPENDICESLife Below Water
As oceans cover over 70% of Earth’s surface, the sustainable use of oceans and marine resources is essential for life. Marriott
hotels continue to support conservation efforts to responsibly manage oceans and waterways, globally.

Protecting Turtles
Across the Caribbean and Latin America, Marriott hotels host year-roundprograms to protect turtle nesting sites and educate guests and associates about
the importance of conserving nesting beaches and the environment to help
promote a safe ecosystem for turtle species to live. Since 2005, properties havesuccessfully operated on-site sea turtle rescue programs, and in 2021, hotels
across the region supported the successful release of approximately 70,000
baby turtles.
Fishery Improvement Projects
Marriott continues to partner with WWF to provide fishery improvement
project (FIP) support. In Thailand, the Blue Swimming Crab FIP aims to address
challenges including overexploitation of the species, harvesting of undersized
crabs, and lack of enforcement capacity. While reductions in fishing activity
were imposed due to the COVID-19 pandemic, this FIP continued to executeon its action plan, including undertaking research on the impacts of ghost gearon the environment and target species in three different areas of Surat Thani,with differing fishing intensity and resources. In Peru, the mahi-mahi FIP aims
to mitigate the impacts of ineffective international and national management ofmahi-mahi, unlicensed vessels, and sea turtle and shark bycatch. With the Peru
Mahi Alliance’s establishment as a result of this FIP, 11 mahi-mahi exporting
companies, representing almost 80% of Peru’s mahi-mahi exports, have joined
the Alliance and have conducted several FIP activities, including how to use
WWF’s mobile electronic catch documentation and traceability system, whichallows companies to be able to digitally receive catch and fishing data being
input by fishers.

Photo Caption: A baby turtle, newly hatched, at the Marriott Puerto Vallarta Resort & Spa (Puerto Vallarta, Mexico).

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Cleaning Up Seaweed to Remove Carbon
The spread of sargassum algae across Latin America and the Caribbean continues
to have devastating impacts on the hospitality and tourism industries and theenvironment. To mitigate these impacts, Marriott joined with The Ocean Foundation(TOF) to support the Insetting Carbon Through Sargassum Mitigation Pilot Project.
After the initial success of the pilot project, which converted sargassum seaweed
into organic compost and enabled the sequestration of carbon, avoided landfill
emissions, and produced higher quantity and quality crops, TOF expanded the
project to St. Kitts and Nevis, in collaboration with the St. Kitts Marriott Resort &The Royal Beach Casino (Frigate Bay, St. Kitts & Nevis). The hotel will provide its
property as the primary location to collect and repurpose sargassum, which will be
used by a local farm to grow food for the community of St. Kitts.
In addition to the pilot project, Marriott invested to identify a pathway to certify
the project under the Verified Carbon Standard’s (VCS) VM0042 Methodology
for Improved Agricultural Land Management, v1.0. As the concept is designed toremove the seaweed from beaches and sequester and store carbon in the soil, TOF
conducted soil sampling at its pilot sites under cultivation to determine which soilbuilding activities occurred over the course of the year.
While the application of compost encourages soil health and plant growth, thestudy found that it is not as effective for the sequestration of carbon into soil if it
is being simultaneously used for the production of agricultural crops. Therefore,
this part of the project has shifted from field-based agriculture to agroforestry
applications for more cost-effective carbon credit generation.

Environmental Cleanup Activities
Marriott properties continue to support local programs and host events
to protect and enhance ecosystems. For example, in 2021, over 200
cleanup projects were conducted by properties and Marriott BusinessCouncils in the U.S.

Photo Caption: The collection of sargassum seaweed, which will be converted into organic compost for farming.

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Responsible Sourcing
Marriott integrates leading environmental and social practices
into our supply chain by collaborating with like-minded suppliers.
To reduce negative environmental and social impacts of businessactivities, we focus our programs and policies on responsible andlocal sourcing.
Supplier Assessments
Through Avendra, Marriott’s procurement services
provider in North America, the Caribbean, andLatin America, our suppliers and their products arescreened on environmental and social attributes.
Avendra’s contracts outline the requirement for
suppliers to follow our Supplier Conduct Guidelines,
which set baseline expectations around social andenvironmental responsibility. Avendra also requires
suppliers to submit a sustainability policy that isrelevant to that supplier’s industry impacts, including
environmental and social business practices.
In 2021, we continued our focus on procuring moreenvironmentally and socially responsible products
within our top 10 categories. Together with Avendra,
we assessed the environmental and social businessaspects of our existing North America, Caribbean, andLatin America suppliers, within our top 10 categories,
via the Ecovadis sustainability assessment platform.
Through this platform and survey, Avendra engaged

89% of contracted spend with manufacturers and
80% of contracted spend with distributors within
Marriott’s top 10 categories in North America, theCaribbean, and Latin America. As of year-end 2021,
52% of manufacturers and 32% of distributors havecompleted the Ecovadis assessment.
Through 2023, Marriott plans to continue to evaluate
our remaining global suppliers using the Ecovadis
platform. This information will be used to develop
improvement plans for suppliers that are deemed“underperformers” to help them meet the responsible
sourcing requirements that have been determined foreach of the top 10 categories by the end of 2025.
To support Marriott’s efforts to promote responsible
sourcing, associates with procurement andpurchasing responsibilities are also required tocomplete the Procurement 101 online training,which includes information on Marriott’s humanrights policies.

Photo Caption: Marriott hotels help to preserve the mangrove forests of Langkawi in Malaysia.

Monitoring
Deforestation &Climate Impacts
Through Avendra, Marriott engages
with major suppliers regarding thefour highest deforestation impact
commodities (paper, soy, palm,
and beef) on their no-deforestation
programs and policies. In 2022,
Avendra expects to survey the suppliers
whose products or operations havehigh GHG emissions intensities andengage with them to understandcurrent and future planned efforts to
reduce their carbon footprints.

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2025 Responsible
Sourcing Goals
As part of our 2025 Sustainability and Social Impact Goals, Marriott aims
to responsibly source 95% by spend within our top 10 categories. Our 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.
We have also set a goal to require all contracted suppliers in the top 10
categories to provide information on product sustainability, inclusive ofsocial and human rights impacts by 2023.
2021 PROGRESS:In 2021, we published requirements and supporting guidance in Marriott’s
Responsible Sourcing Guide and have disseminated the guide internallyand externally. Per the Global Procurement Supplier Conduct Guidelines, we
may take steps to assess a supplier’s adherence to the principles, standards,
and guidelines.

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2021 KEY PERFORMANCE INDICATORS

Forest StewardshipCouncil-certified (FSC)
paper products*

Marine StewardshipCouncil- or Aquaculture
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2021 PERFORMANCE

50%

25%

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

Marriott continues to engage with suppliers to grow responsible sourcing
markets and search for new suppliers to meet our responsible productrequirements. This includes our goal to survey all global suppliers within
our top 10 categories to gather information on product sustainability by
year-end 2023.
Marriott hotels also support the company’s global responsible sourcing
targets on a regional level. For example, over 100 hotels in Greater Chinabegan using Marine Stewardship Council-certified (MSC) seafood suppliers
to support Marriott’s Serve 360 Goal.

SUSTAIN RESPONSIBLE OPERATIONS
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Cage-Free Eggs andResponsible Pork

2021 Global Cage-Free Egg Procurement by Region

By 2025, Marriott aims to source 100% of eggs
(shell, liquid, and egg products) from cage-freesources and increase the percentage of spend
on responsible pork throughout our global
operations for owned, managed, and franchised
hotels where we can track spend.

REGION

CAGE-FREE PERCENTAGE OF TOTAL EGGS SPEND

Global15.40%

Africa1.54%

Asia Pacific (excluding China)

4.23%

Greater China

1.76%

Canada Managed

24.67%

Canada Franchised

9.60%

Caribbean & Latin America Managed

5.32%

Caribbean & Latin America Franchised0%Europe39.09%

Middle East

0.32%

U.S. Managed

35.74%

U.S. Franchised

16.07%

Marriott continues to engage with existing
suppliers and organizations to understandmarket conditions across the globe that currently
limit the supply of responsible products including
cage-free eggs and group-housed and gestationcrate-free pork.
Due to the ongoing impacts of COVID-19, hotels
have experienced supply chain disruptions
and price increases for these responsible
products. Our procurement teams are actively
working to support the rebuilding of thesemarkets to supply Marriott hotels. The Lever
Foundation produces country-level cage-free
egg directories that are used by Marriott’s
Asia Pacific, Europe, Middle East & Africa, andCaribbean and Latin American teams to identify
potential cage-free egg suppliers. In addition
to the Lever Foundation, Greater China is also
working with Integrated Quality Consulting, aSino-German management consulting company,to assist with identifying cage-free egg vendors.
We also continue to work with Avendra tofrequently reinforce our demand for cage-free
eggs and responsible pork to existing and new
suppliers in North America, the Caribbean, andLatin America.

2021 Global Responsible Pork Procurement by Region
REGIONRESPONSIBLE PORK PERCENTAGE OF TOTAL PORK SPEND

Global1.17%

Africa0%Asia Pacific (excluding China)

0.92%

Greater China

0%

Canada Managed

0%

Canada Franchised0%

Caribbean & Latin America Managed

1.20%

Caribbean & Latin America Franchised0%Europe5.87%

Middle East

0%

U.S. Managed

2.76%

U.S. Franchised

0.75%

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Responsible Pork Progress PlanOur eventual goal remains a gestation crate-free pork supply chain. As partof our 2025 animal proteins responsible sourcing goal, we are working tosupport a reduction in the number of days sows are housed in gestationcrates and increase the percentage of spend on responsibly sourced porkthroughout our global supply chains. Below are action items we are working
on in four key areas.

Evaluate Corporate
Programs

Enhance Supplier
Collaboration~ Complete broad review of pork
product specifications~ Evaluate activities underway
impacting responsible
pork sourcing to identify
opportunities to increase
supply~ Benchmark other companies
that source pork to identify bestpractices~ Enhance global responsible
pork tracking and reporting~ Establish a cadence ofengagement to measureprogress and address
challenges

Engage Owners,
Franchisees, and Hotels

Support Customer
Demand~ Develop guidance and tools to
educate owners, franchisees,
and associates about
responsible sourcing~ Educate customers about
responsibly sourced pork
products~ Identify ways for hotels topurchase responsibly sourced
pork products more easily~ Partner with hotels to highlight
responsibly sourced pork
products for customers

Photo Caption: Marriott is focused on increasing responsible pork spend globally.

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Local Sourcing Across the GlobeMSAP for FF&E

In 2021, Marriott hotels continued to source from local suppliers to meet theirprocurement needs. For example, at Le Méridien® Phuket Beach Resort (Phuket,
Thailand), the hotel’s Green Council, culinary team, and gardeners created an herb
garden on a repurposed plot on the resort’s grounds. Every month, the associates
hold a Harvest Day to supply part of the resort’s herb and vegetable needs. The
Johannesburg Marriott Hotel Melrose Arch (Johannesburg, South Africa) engages
with a South African-based, global social enterprise, ABALOBI, to support equitable,
climate change resilient, and sustainable small-scale fishing communities. Throughthis engagement, the hotel sources local fish from small-scale fishermen
and women.

In 2013, Marriott International joined the Hospitality Sustainable Purchasing
Consortium, led by MindClick, to create an annual assessment of furniture, fixtures,and equipment (FF&E) suppliers and their products, now known as MSAP.

AC Hotel® by Marriott San Juan Condado (San Juan, Puerto Rico) also promotes
local sourcing from around the island of Puerto Rico. Local beer represents 50% of
their total beer sales at their venues, while other local producers and distributors—
Bayoya LLC Benitez Provisions, Suiza Dairy, and Gusto’s Coffee Vendors—make up
20% of the hotel’s food purchases. Eighty-five percent of the rum sold at the hotel’svenues is also sourced from local distilleries on the island.

2025 Local
Sourcing Goal

On an annual basis, Marriott Global Design Procurement’s FF&E suppliers
complete a rigorous product lifecycle evaluation with MindClick, a global leader inenvironmental and social impact data and analytics. Suppliers’ products specified
for Marriott’s prototypical brands are rated based on leading globally accepted
standards for environmental and social responsibility. Ratings address healthymaterials, manufacturing footprint, carbon emissions, waste reduction, fair labor,
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.
In 2021, MSAP began to align with Marriott’s science-based targets (SBT)
commitment by helping to reduce the embodied carbon of products specified andpurchased for Marriott hotels. Based on annual reporting of energy footprint andproduction data collected from the manufacturing facilities, MindClick calculates
the embodied carbon following GHG reporting protocols. Manufacturers are also
rated on efforts to set and achieve carbon reduction targets. In 2021, participating
carpet and flooring manufacturers across 14 Marriott prototypical brands reduced
the manufacturing related carbon emissions of products produced for Marriott by a
combined 31% as compared to their baseline carbon footprint.

As part of our 2025 Sustainability and Social Impact Goals, Marriott aims tolocally source 50% of produce.
In 2022, Marriott plans to draft global local sourcing guidance to provide
hotels with additional assistance to support our Serve 360 Goal.

SUSTAIN RESPONSIBLE OPERATIONSPhoto Caption: Chefs at the JW Marriott Hotel Hanoi (Hanoi, Vietnam) harvesting herbs andvegetables from the hotel’s garden.

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Design for Health
Design for Health by MindClick continues to provide
hotel owners and their design teams access to
products rated in MSAP to support environmental
and social responsibility through design. The
program provides access to the environmental andsocial impact profiles of hundreds of vendors andtheir products, as well as easy-to-use comparative
analytics in support of people and the planet for every
design specification.
To further align with Marriott’s Sustainability andSocial Impact Goals, the Global Design U.S. andCanada Team and contracted design firms are
utilizing MindClick’s Design Impact Report™ toevaluate the environmental and social responsibilityof new builds and renovations based on specified
interior furnishings, operating supplies, andequipment products.
The Global Design U.S. and Canada Team is currently
piloting MindClick’s Design Impact Report for a newbuild project underway at the Moxy® Virginia Beach
Oceanfront (Virginia, U.S.). Using the MSAP data,
team members can evaluate the environmental andsocial impact of FF&E, architectural building products,
and operating supplies and equipment to obtain an
overall impact assessment quantifying reductions inembodied carbon and waste, and the contribution to
healthy interiors.

Photo Caption: Renaissance Paris La Defense Hotel (Paris, France)
is a BREEAM-certified property.

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2025 FF&E Sourcing Goal
As part of the 2025 Sustainability and Social Impact Goals, Marriott aims to have the top 10 FF&E
product categories sourced in the top tier of MSAP.
Additionally, we aim to have 95% of FF&E products specified for all prototypical brands reach thehighest rating in MSAP.
2021 PROGRESS:

4,000+
55%
43%

FF&E products evaluated across the top product categories

of evaluated FF&E products scored in the “leader” level of MSAP
of FF&E products specified for all prototypical brands reached the“leader” MSAP rating

SUSTAIN RESPONSIBLE OPERATIONS

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SocialPhoto Caption: An associate at the Amsterdam Marriott Hotel (Amsterdam, Netherlands) bakes
cakes as a sign of appreciation for hospital workers.

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Diversity, Equity, and Inclusion
Since Marriott’s founding in 1927, our core value of putting people first and our commitment to
the principles of diversity, equity, and inclusion (DEI) have guided how we do business.
Integrating DEI Across Our Business
Infusing DEI into our business operations is integral to our success. Our core value,
Put People First, continues to be vital to our DEI journey. It serves as the guidepostfor how we engage with people and do business every day. Every action andinteraction are seen as opportunities to instill a sense of belonging for those whoenter our doors. Marriott is committed to creating an environment where associates,
suppliers, owners, customers, and all key stakeholders feel valued and included. The
hospitality industry is known as the welcoming business; at Marriott, we take thingsa step further to be in the belonging business.
Our CEO and senior leadership team have established longstanding, comprehensive
diversity, equity, and inclusion performance metrics that are part of their annual
management business objectives and compensation plans. Marriott’s DEI strategy,commitment, and efforts are directly overseen by our Board-level Inclusion &Social Impact (ISI) Committee. Additionally, the Board-level Human Resources
and Compensation Committee considers progress against diversity and inclusion
metrics as part of its determination of executive compensation. To further support
accountability, Marriott has established a leadership governance structure for DEI,
which includes a Global Inclusion Council. The Global Inclusion Council is a CEO-led
council established with senior executives to drive ownership and accountability topromote inclusive opportunities globally. Regional Councils drive regional strategiesaligned to our global diversity, equity, and inclusion strategy and regional sharedbusiness priorities.
Marriott executives also serve as champions, and are part of our Diversity andInclusion Talent Council. The Council, comprised of cross-discipline seniorleaders, supports our diverse recruitment initiatives and talent strategy. The
Council develops and sponsors innovative strategies and initiatives thatstrengthen relationships with external organizations.

Our DEI Objectives~ Create an inclusive environment not only for associates, butalso for customers, suppliers, and owners where all people
belong, have access to opportunity, and can achieve successwith Marriott~ Increase the presence of women and people of color at the vicepresident level and above~ Establish a supportive and inclusive work environment for
associates where we recognize the whole person and give them
the tools, resources, and support they need to be their best andcontinue to grow, both professionally and personally~ Provide diverse-owned suppliers with access and equity in our
supply chain~ Increase the number of hotels owned by Historically
Underrepresented Groups~ Excel at serving and marketing to welcome diverse travelers

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2025 DEI Goals
Achieve gender representation parity for global company leadershipby 2023*
Increase representation of people of color in executive positions in the
U.S. to 25% by 2025

2021 KEY PERFORMANCE INDICATORS

2021 PERFORMANCE

Gender representation
parity across global company
leadership (at the vicepresident level and above)

45.0%

Representation of people ofcolor at the vice president
level and above in the U.S.

21.4%

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Associates
Marriott believes our strength lies in our ability to embrace differences and create
opportunities for all. Our company is proud of our diverse and inclusive workforce,
and we value the differences of Marriott associates as a strategic business priority.
As part of our efforts to advance women and people of color, Marriott has
accelerated our objectives to diversify our leadership and business opportunities.
In 2021, we announced the acceleration of our efforts to achieve global gender
parity in company leadership by 2023 — two years earlier than the original goal.
We also established a new objective to increase the representation of people ofcolor at the vice president level and above in the United States.
In 2021, to further strengthen how Marriott defines priorities across regions
and drives performance, the company restructured the U.S./Canada Inclusion
Council. The Council’s efforts are now focused on launching a new Leadership
Talent Inventory, establishing new diverse talent strategies to engage and retain
talent, creating diverse candidate slates for vice president and general manager
positions, and launching innovative diverse talent recruiting efforts to increase therepresentation of women and people of color in leadership.

EMPOWER THROUGH OPPORTUNITY* In 2021, Marriott announced the acceleration of this goal, and aims to achieve gender representation
parity for global leadership by 2023 — two years ahead of the original goal.

Photo Caption: Food and Beverage Director at the Renaissance Santo Domingo Jaragua Hotel &Casino (Santo Domingo, Dominican Republic).

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2021 U.S. Workforce*
Generation% Baby Boomers

22%% Gen X36%

% Millennials

40%% Gen Z

Women

2%

% Executives

49%% Mid-level Managers

48%
60%

% Entry-level Managers

People of Color

21%% Executives

35%% Mid-level Managers

44%% Entry-level Managers**
BY RACE/ETHNICITY
U.S.BYWORKFORCEBY RACE/ETHNICITYU.S.
MANAGERSU.S.
BY MANAGERS
RACE/ETHNICITY
U.S. WORKFORCE
RACE/ETHNICITY

U.S. Workforce byRace / Ethnicity*

2.9%
Unknown

U.S. Managers byRace / Ethnicity*

11.6%
Asian

2.6%
Unknown

9.4%
Asian
10.5%
Black/African American

31.1%
White

0.6%
Two ormore races

0.8%
Native Hawaiian/
Pacific Islander

66%

20%
Black/African American

People of Color

58.3%
White

32.6%
Hispanic
0.4%
Native American/ Alaska Native

39%

17.6%
Hispanic

People of Color
0.3%
Native American/Alaska Native
0.6%
Native Hawaiian/Pacific Islander
0.7%
Two or more races* Includes Marriott employees at properties, headquarters, corporate offices, customer engagement centers (CECs), and managed and owned/leased hotels.

Photo Caption: Associates at the Gaylord® National Resort & Convention Center (National Harbor, Maryland, U.S.).

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Focusing on Culture, Talent, & Organization
Marriott’s global, holistic associate DEI strategy — Culture, Talent, & Organization — defines company actions and aims toincrease cultural engagement, inclusive opportunity, and talent development. We work to provide managed associates with easy
access to the many resources already in place to support this strategy, and to communicate new materials and updates througha range of engaging channels.

Respect For All: Our “Respect For All: Putting People First Since 1927” initiative
offers a platform that leverages resources, training, best practices, and content
related to DEI. Resources include videos focused on unconscious bias and guest
behaviors to help associates and managers navigate unfamiliar or challenging
situations while providing the same level of exceptional customer service to all.
All videos have accompanying conversation cards to use at team meetings ordaily standups with thought-provoking questions to reinforce key messages andfacilitate conversations.
Living Our Core Values (LOCV): LOCV, an annual signature engagement
program, is facilitated by general managers with associates at our managed
properties. Our 2021–2022 LOCV installment — Here to Stay/Growing Forward— included discussions around the power in working together, understanding
conscious and unconscious biases, and ensuring we are extending the same
warm welcome and level of service to all.
Community Talent Network Teams (TNTs): In 2021, Marriott launched a crossfunctional working group for global managers to further the company’s cultureof inclusion and help to build real, sustainable change. Through webinars andsmall group brainstorming sessions, the Community TNT engaged more than
500 global managers to enhance their DEI knowledge; participate in focused andtransparent conversations about how to strengthen inclusivity and belonging at
Marriott; and network with colleagues to influence change. Over 2,300 insights
were compiled and categorized from the TNT.
Diversity, Equity, and Inclusion Observances: To celebrate associates during
recognized cultural and heritage observance months, Marriott developed andimplemented a series of resources, including planning and educational tools,
communications, and videos. The company also formed the Diversity, Equity, andInclusion (DEI) Observance Work Group, which was composed of cross-regional
Human Resources leaders, to further elevate and expand the program in 2022
and beyond.
Black Legacy Video: Marriott created and promoted a legacy video featuring
influential Black leaders who championed Marriott’s culture of inclusion andbelonging and created meaningful change along the way.
Community Talks & Virtual Town Halls: In 2021, Marriott hosted a speaker
series designed to showcase leaders, as they shared their personal insights,
experiences, and lessons learned with associates from across the globe. The
series featured speakers including Marriott’s CEO, President, and Board Members.
Attended by over 5,000 associates, the series addressed topics such as how to
be a changemaker, the impact of women in business, prioritizing wellbeing, andnavigating your career journey.
Community Hub: Marriott enhanced one of our internal resource platforms,
Community Hub, to create a more engaging user experience that provides
global leaders with on-demand tools to promote respect and kindness, mutual
appreciation, and an uplifting sense of belonging among associates.
Inclusion and Belonging Community Toolkit: An Inclusion and Belonging
Community Toolkit was developed to support locations following the pandemic
to drive team effectiveness with resources that build connections andstrengthen belonging.

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Empowering Women at Marriott
For over 20 years, Marriott’s Women’s Leadership Development Initiative has
guided our efforts to increase the presence of women at the highest levels ofmanagement and in other decision-making positions, developing a strong pipelineof women leaders.

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APPENDICESJEWEL (Joining Exceptional Women & Engaging Leaders), created in the Midwest
and Texas markets of the U.S., provides learning and development opportunities
for women leaders. In 2021, JEWEL sponsored virtual Lunch & Learns focusing
on skills critical to ongoing success in leadership roles including mindfulness andemotional intelligence, building trust, and the importance of financial and revenue
management during business recovery.

Supporting Women Globally

Women’s Leadership Development Initiative~ Increase the presence of women at Marriott at the highest levels ofmanagement and in other decision-making positions

Marriott’s regions are also engaged in empowering and promoting women. For
example, the Canada region set a bold goal to consider women and people of color
candidates for 100% of our director-level, general manager, and vice president
positions. In 2021, 98% of such openings included a woman or person of color
candidate on the interview slate, and of those senior level positions, 76% were filled
by either a woman or person of color leader.

~ Strengthen the career development process for women at Marriott~ Ensure a role for senior management to play in the advancementof women~ Capitalize on engaging today’s women leaders in driving successof the organization

In 2021, the Caribbean and Latin America region launched the Let’s Talk Forum,
creating a venue to provide women leaders the opportunity to provoke, inspire,educate, and empower. In 2021, nearly 700 women participated and engaged in
discussions with notable guest speakers and regional leaders, while reflecting on
critical career development questions and building connections.

Pay Equity
Women’s Executive Mentorship Program
In 2021, Marriott launched a new Women’s Executive Mentorship Program in the
Eastern Region of the U.S. to focus on providing one-on-one mentoring for highpotential women who are interested in a general manager role on property. The
region collaborated with the Marriott Learning and Development Team to create
the 12-month program, including group activities and one-on-one discussions
with mentors. The program launched in June 2021, and by January 2022, 63% ofparticipants had received promotions.

Women’s Leadership Groups
In the U.S. Marriott has established leadership groups to further engage andprovide opportunities for women leaders. For example, ALiCE (Accomplished Ladies
in Collaborative Excellence) was developed in the Western Region of the U.S. tohonor Alice S. Marriott, the co-founder of Marriott. ALiCE is a local organization of
women leaders from all brands and disciplines located in Arizona and Southern
California. In 2021, the group hosted multiple virtual and in-person events focusing
on leadership development, wellbeing, and community.

Marriott is committed to equitable and competitive compensation in our employment
policies. Each year, Marriott conducts a detailed statistical analysis with third
parties to review gender and racial pay equity in the U.S. Additional reviews of pay
and processes throughout the year are designed to support the company in making
adjustments due to market conditions and providing consistency to associates.
To help our recruitment process reflect fair and equitable pay practices, we use
a competitive local market wage scale and establish a starting rate of pay with
fixed or defined pay increases based on tenure for the vast majority of our U.S.,
hourly-paid hotel positions.
Our compensation policies and practices are designed to avoid pay inequities
throughout an associate’s career. Associates can raise issues regarding pay equity
through their manager, Human Resources, or the Business Integrity Line. Globally,
during the application process, Marriott only requests the applicant’s desired rate of
pay and prohibits HR professionals from collecting or utilizing compensation history
when establishing starting pay for new hires.

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Providing Job Opportunities Across Marriott
Marriott has a longstanding commitment to hiring and retaining a diverse workforce, which reflects our company’s core value to
Put People First.

Veteran Hiring
Marriott actively recruits and supports U.S. military veterans. Our company
culture and values are well-suited and aligned for those who have served,
and we in turn value their skills and experience. To support our veteran hiring
goals and objectives, we collaborate with veteran organizations in the local
communities where we do business and have created tools and resources toassist hiring managers with veteran recruitment efforts. In 2021, Marriott hired
over 700 veterans in the U.S.

In 2022, Marriott was named one of the “Best Places toWork for Disability Inclusion” as part of the Disability Equality
Index (DEI) — a joint initiative of Disability:IN and the American
Association of People with Disabilities (AAPD). Marriott was also
recognized as a Leading Disability Employer by the National
Organization on Disability (NOD).

Bridges From School to Work®
The transformative power of a job is one of the most impactful ways to serve
people with disabilities. For over 30 years, our flagship partnership with Bridges
From School to Work, established by The Marriott Foundation for People with
Disabilities, has supported skills development, training, and job placement
for young people with disabilities, making a positive impact by creating andsupporting opportunities. Each year, Bridges helps more than 1,000 young
people with disabilities prepare for the workplace and find a job that matches
their interests and abilities.

Marriott hotels actively engage with organizations to provide job
opportunities for people with disabilities. For example, since 2019,
the Budapest Marriott Hotel (Budapest, Hungary) has worked
with the Hungarian Down Foundation, and hired six employees
as of 2022.

In 2021, Marriott’s support helped enable Bridges to respond to the COVID-19
pandemic and continue its mission of serving young people with disabilities.
This included coordinating vaccine compliance for Bridges personnel working inhigh schools across the country and sharing tools, resources, and guidance for
effective remote and hybrid work practices.

Photo Caption: A chef at the Atlanta Marriott Marquis® (Atlanta, Georgia, U.S.), who is a graduateof the Bridges program.

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Supplier Diversity
Marriott’s commitment to diverse suppliers helps drive economic empowerment
around the world, supports our customers, expands our global footprint withminority-, women-, veteran-, people with disabilities-, and LGBT-owned businesses,
fosters an exchange of ideas, spurs innovation, and inspires us all to do businessbetter. Marriott also continues to leverage our supplier diversity platform,
Exchanges, to increase associate engagement, awareness, and education on theimportance of supplier diversity. Over the past 11 years, Marriott has spent morethan $6 billion with diverse suppliers.
2021 Diverse Supplier Spend
DIVERSE SUPPLIER CATEGORY

2021 METRIC

Total Inclusive Purchasing$542,292,846

Purchased from minority-owned businesses$264,206,209

Purchased from women-owned businesses$260,106,787

Purchased from veteran- and service-disabled
veteran-owned businesses$9,018,176

Purchased from people with disabilities-owned businesses$4,946,283

Purchased from LGBT-owned businesses$4,015,391•

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We continued to invest in the growth and development of businesses owned bypeople from historically disadvantaged communities through our collaborations
with National Minority Supplier Development Council, Women’s Business Enterprise
National Council, National LGBT Chamber of Commerce, Disability:IN, WEConnect
International, Canadian Aboriginal and Minority Supplier Development Council, andCanadian Gay and Lesbian Chamber of Commerce. These groups are essential to
Marriott’s work to promote a more equitable supply chain.

Supporting Diverse-Owned Businesses
Along with Marriott hotels, our company works to elevate diverse businesses. For
example, at our newly constructed corporate headquarters in Bethesda, Maryland,
rand* construction, a Women’s Business Enterprise National Council (WBENC)
certified women-owned business led by Linda Rabbitt, served as the generalcontractor for the internal build-out of the facility.
The Renaissance São Paulo Hotel (São Paulo, Brazil) also works with WEConnect
International to support women business owners by enabling them to compete
in the global marketplace. The hotel is also an active member of WEConnect
International, and participates in the organization’s meetings at the property.

Photo Caption: Marriott International was named by WBENC to the America’s Top Corporations for Women’s BusinessEnterprises Hall of Fame. Photo Credit: Hope Productions Unlimited, Inc.

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Promoting Hotel Owner Diversity

She Has a Deal

Marriott promotes the diversity of hotel owners by introducing successful diverse
and women business owners to the hospitality industry and educating them on
potential investment opportunities.

In 2021, Marriott continued to engage with “She Has a Deal,” an education andinvestment platform for aspiring women hotel investors and developers. Marriott
was a sponsor of the “She Has a Deal” hotel investment pitch competition forearly-career women, in which $50,000 in deal equity was provided to the winner.
Celeste Companies was awarded the grand prize for a Delta Hotels® conversion
project, which included detailing the process of negotiating key money andidentifying a management company.

By 2025, Marriott aims to achieve 3,000 diverse- or women-owned hotels in the
U.S. & Canada. To achieve this goal, the company launched “Marriott’s Bridging
the Gap” Program in 2022. This new multifaceted owner incentive program aims
to assist historically underrepresented ownership groups including Black, Native
American/First Nation, Hispanic/Latino, and Women owners in the U.S. & Canada
overcome specific obstacles to hotel ownership. Marriott’s program will start byoffering financial incentives to qualified historically underrepresented owners andfranchisees that will have a controlling equity interest in select branded projects.
Through this program, Marriott expects to commit $50 million to continue building amore diverse owner and franchise community.

Welcoming Diverse Travelers
Across Marriott hotels, we aim to create an environment that welcomes all guests.
#LoveTravels remains the cornerstone of Marriott’s Purpose Driven Marketing efforts
and is an embodiment of who we are, what we believe in, and how we connect withguests, to make the world a better place.

Welcoming Travelers With Disabilities
At year-end 2021, there were approximately 1,800 open
diverse- or women-owned hotels in the U.S. & Canada.

Marriott actively explores opportunities to access at our hotels for people withdisabilities. We continue to work closely with the disability community during ourdevelopment of the “Room for All” initiative, to evaluate room design concepts todramatically improve the travel experience for guests with disabilities.
In 2021, Marriott also worked with Disability:IN to help prepare associates toprovide the best possible service to guests with disabilities, through a self-paced
digital learning platform. The “Services for Guests with Disabilities” Program
includes an introduction to Marriott and ADA accessibility requirements, people-first
language, the accessibility features of each hotel, and how to prepare for andrespond to the needs of guests with disabilities. With the American Hotel &Lodging Association, the company also developed a video-based training program,“Enabling Independence: Services for Guests with Disabilities,” which provides
guidance on enabling the independence of guests with disabilities.

Supporting Diversity in Our Industry & Communities
Marriott’s support for diversity extends beyond our company to our industry andinto communities. We aim to empower youth, diverse populations, women, people
with disabilities, veterans, and refugees through programs, partnerships, andengagement activities around the globe.

Photo Caption: An associate at the Capital Pride Parade in Washington, D.C., U.S.

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2025
EmpowerThroughOpportunity
Goal
As part of the 2025 Sustainability and Social
Impact Goals, Marriott aims to invest $35
million in programs and partnerships thatdevelop hospitality skills and opportunity
among youth, diverse populations, women,
people with disabilities, veterans, and refugees.
As of year-end 2021, Marriott has invested
over $11.8 million in supporting programs
and partnerships.

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Marriott-Sorenson Center for
Hospitality Leadership

Supporting Veterans in
Our Communities

On February 24, 2021, The J. Willard and Alice
S. Marriott Foundation announced a $20 million
endowment to establish the Marriott-Sorenson Centerfor Hospitality Leadership in honor of Marriott’s
beloved former president and CEO Arne Sorenson
who passed away on February 15, 2021 frompancreatic cancer. The J. Willard and Alice S. Marriott
Foundation endowment will launch the Center at
Howard University, one of the leading HistoricallyBlack Colleges and Universities (HBCUs) in the
United States. In addition, Marriott announced thecreation of the Arne M. Sorenson Hospitality Fundthat will support the critical programmatic and careerdevelopment elements of the Center. This Fund isdedicated to helping the industry build leadershiptalent in hospitality, with Marriott pledging the first
donation of $1 million.

Through Marriott’s partnership with the Fisher House
Foundation Hotel for Heroes Program, Marriott hotels
provided over 600,000 points to help support theover 1,800 Marriott room nights that Fisher House
Foundation provided to the families of military service
members undergoing surgery in the U.S. in 2021.
These room nights provided 173 families a costsavings of over $414,000. Since the beginning ofMarriott’s collaboration with Fisher House Foundationin 2012, nearly 4,000 families have been provided
over 15,800 nights of lodging, saving those families
over $3.6 million.

In celebration of the Center and efforts to create apipeline of Black leadership and a more diverse andinclusive industry, Marriott hosted a case competition
for current students at Howard University in 2021.
Purpose Driven Marketing led the initiative, where
eight students were awarded a full scholarship for the2022–2023 academic year.
In 2021, Marriott also collaborated with Women’s
Business Enterprise National Council (WBENC) tobring a Women of Color Business Incubator program
to two HBCUs — Howard University and North
Carolina A&T University. The Incubator is a six-weekprogram designed to assist Black women student
entrepreneurs by providing business curriculum
and professional feedback on business plans andprototypes. Marriott’s Chief Global Officer, Global
Operations judged the incubator contest and Marriott
provided seed funding for the winning entrepreneurs.

Globally, Marriott hotels also engage in activities tosupport veterans and people with disabilities. For
example, each year, the African Pride Irene Country
Lodge, Autograph Collection® (Pretoria, South Africa)
hosts a day for people with disabilities, including
veterans, to enjoy fishing and refreshments at thedam on the property.

LGBTQ+ Support
Marriott continues to engage with True Colors United
through its #LoveTravels platform. In 2021, Marriott
announced a contribution of $250,000 to further
elevate and expand its support of True Colors United’s
work internationally. This effort is intended to be at
the forefront of driving change on the issue of LGBTQ+
homelessness globally.
In June of 2021, Marriott’s support helped True Colors
United visit Ljubljana, Slovenia to present on LGBTIQ+
youth homelessness at a conference organized by
Ljubljana Pride. Marriott also engaged with otherorganizations at Ljubljana Pride to discuss future work
together both in Slovenia and across Europe.

EMPOWER THROUGH OPPORTUNITY
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Associate Development, Support,& Wellbeing
Marriott’s long history of service, innovation, and growth is built on a commitment to putting
people first. We are dedicated to investing in associates, with a focus on leadership development,
recognition, compensation, career opportunity, and skills training.
Our Strategy for Developing Associates
Marriott’s learning strategy is rooted in a balanceof formal education/training, on-the-job learning
experiences, and exposure through relationships.
A strong foundation at the start of a new hire’s
journey with Marriott combined with continuous
learning throughout an individual’s career is essential
to maintaining our renowned culture that focuseson growing great leaders, investing in associates,and providing access to opportunity. All of thisresults in high associate engagement, and provenbusiness impact through higher levels of guest
service and member loyalty. Additionally, to meet thedemands of Marriott’s global growth, we invest in
talent development to maintain a strong leadershippipeline, preparing associates to assume advanced
leadership roles.
In 2021, Marriott continued elevating its learning
experience for managed and franchised associates byfocusing on building digital learning paths customized
for their role, and access to learning on-demandas needed. The company’s learning site, the Digital
Learning Zone (DLZ), personalizes and simplifies
the identification and assignment of training byregion, brand, and associate role. The DLZ also offers
associates the ability to pull learning content whenneeded as refreshers.

Functional-Based Training
Marriott has focused on making learning simpler
for associates across all areas of the business. We
provide a foundation to all associates focused on
loyalty, service, and brand. Functional-based training
is provided to associates including our sales, frontof-house, engineering & facilities management,housekeeping/rooms, food & beverage, culinary
teams, and other functional focus areas.

Management & Leadership
Development

to our success. These programs range fromproviding foundational management skills needed tosuccessfully lead teams or advanced programming
aimed at cultivating longer-term leadership skills todrive the business forward. As many of these leveragea cohort-based learning approach, these programs
were adapted in 2021 to virtual or digital delivery tosupport continued access and development, despite
travel restrictions and budget constraints.
To help prepare managed leaders for more senior
positions with greater scope and complexity, Marriott
conducts structured talent development discussions
to provide our senior leadership team with information
on bench strength, including profiles that featureeach individual’s past accomplishments, current
contributions, development areas, and readiness for
new or expanded responsibilities. To develop our
high-potential talent, we also maintain a series ofproprietary programs.

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In 2021, associates completed an average of over 50 hours offormal, documented Marriott-provided learning ranging fromfunctional to skills building and leadership training.

95% of managed associates participated in career- or skillsrelated training.

Training Resources
Associates have access to approximately 25,000 formal, self-paced, and informal
learning options for developing professional and personal skills. More than 78% of
our formal learning programs are digital learning, with the balance being instructorled or blended programs.
Marriott’s TakeCare Grow Platform was launched in early 2020 and offers alibrary of learning experiences designed to help all associates prioritize personal
development. The platform delivers a personalized learning experience in 17
languages and includes a curated set of educational resources, activities, andvideos across 15 unique learning pathways.
In 2021, we also prepared the launch of Become by Marriott International, a new
career growth program. Through Become, Marriott aims to help associates thinkbeyond the job they have, to who they want to become, based upon specificskills and experiences. Become was developed to be accessible to managed andfranchised associates, globally. The tools include videos, workbook-style guides, a
Become Types quiz and assessment, and a gallery of global associate career stories
based on Become Types.

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TakeCare Grow, Marriott Development Academy, and the Talent Development
Inventory to accelerate their talent at all levels and build our leadership pipeline.
These efforts are complementary to our other signature programs, including theEmerging Leader Program and our high potential programs.
Marriott’s Emerging Leader Program (ELP) was created to develop our benchstrength talent — our high-performing front-line leaders, senior leaders, andother managers who have demonstrated the ability to excel to higher levels of
responsibility. ELP is instrumental in building and increasing the number of womenand people of color in leadership roles.

Engaging Associates
In 2021, all global associates at managed hotels, customer engagement centers(CECs), and corporate offices were invited to participate in the annual (with the
exception of 2020 due to the COVID-19 pandemic) Marriott Associate Engagement
Survey to share their feedback on their work environment and the company. The
survey’s results are used to drive improvements at all levels and assess associates’
engagement with Marriott’s sustainability and social impact programs. The
2021 Associate Engagement Survey results indicated that 86% of associates
who responded agreed that the company has a strong commitment to operate
sustainably; and 89% agreed that the company has a strong commitment to making
a positive social impact. Overall, Marriott is recognized as a Global Best Employer,
based on its scores for employee engagement, agility, engaging leadership, andtalent focus.

Performance Reviews
For managed associates, performance management is accomplished throughongoing conversations between associates and their managers and yearly formal
reviews are conducted with all associates.

Additionally, Marriott offers managed associates tuition reimbursement and flexible
schedules to attend school and cross-training to gain experience and skills invarious departments, as well as work-at-home options.

Associates create both performance goals and personal development plans at
the beginning of each year, helping them to track their performance and personal
development contributions.

Inclusive Leadership Training

Under Marriott’s Leadership Performance Acceleration (LPA) program, supervisorsand management associates are encouraged to engage throughout the year andcreate development plans, chart a course for achieving those plans, and monitor
progress. The LPA program also allows for just-in-time feedback that any leader orpeer can include directly on the associate’s review.

We are committed to unleashing the potential of our people by creating pathways
for advancement. These pathways support associate development by providingthem with growth and leadership skills, available when and how they need them.
Associates can leverage tools and programs such as the Digital Learning Zone,

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Employee Assistance & Benefits

Supporting Parents

Nearly 30 years ago, Marriott launched a groundbreaking resource and referral
service to meet the specific needs of hourly associates in the U.S. who might not
be well-served by a traditional employee assistance program. Today, we continue
to offer ARL, “Assistance and Resources for Life,” providing all U.S. and Canadianmanaged associates and their families 24/7 access to consultations, resources, andreferrals for virtually any work or life need. ARL provides numerous online resources,
many of which targeted challenges due to the pandemic, such as the “COVID-19
Toolkit,” with tips for caring for self and others and maintaining mental wellbeing.
The “Managing Uncertainty with Family Guide” offers tips on how to talk with young
children, teens, and older adults about the uncertainty caused by the pandemic,
while the “Family Wellbeing Toolkit” helps parents enhance their children’s learning
during these challenging times.

Marriott offers paid parental leave in the U.S. that includes eight fully paid weeks forbirth and adoptive moms and dads. Full-time and part-time associates, who work aminimum number of hours, are eligible. Birth moms continue to receive an additional
seven weeks of partial pay for a total of 15 weeks of leave benefits. We provide
financial assistance up to $12,000 to help with adoption fees. In addition, Marriottoffers a free maternity assistance program for associates and their family members
enrolled in our medical programs.
In certain locations, Marriott and Marriott hotels offer a lactation room for mothers.
Marriott also provides a milk delivery reimbursement to support new mothers
who are traveling for work. To assist with backup childcare when the need arises,
associates can rely on access to emergency back-up care at certain national
daycare providers for children ages six weeks to 12 years.

Throughout 2021, we enhanced and elevated our focus on mental health to provide
associates strong support over and above what is provided in health benefit plans.
For example, Marriott created mental health toolkits that gave our leaders tools
to be able to promote emotional wellbeing. This included additional mental healthresources, self-care tips, coping strategies, guidelines to recognize depression, tips
to stay connected, and ideas for personal growth.

Supporting Associates During COVID-19
In March 2021, Marriott introduced the Vaccination Care Program to managed
hotels in the U.S. & Canada. The program aims to provide vaccination education
and awareness, tools to allow flexibility when scheduling vaccination appointments,
and a financial award equal to four hours of pay (half day) to eligible U.S. & Canada
associates for each vaccination dose and each booster shot.
Eligible U.S. associates who were on furlough or temporary layoff due to the
COVID-19 pandemic continued to receive company-subsidized healthcare throughApril 9, 2021.

Photo Caption: Women chefs at the Cayman Cookout at The Ritz-Carlton, Grand Cayman (Cayman Islands).

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TakeCare Programs
Marriott’s people-first, inclusive culture and our TakeCare commitment focuses on associates’ physical, mental, and financial
wellbeing. In 2021, we developed TakeCare Programs to promote strong associate experiences and wellbeing that were truly
local and flexible.

Mental Health: Marriott provides associates with additional support foremotional wellbeing, stress management, money management, mindfulness,and more. Marriott has an arrangement with meQuilibrium, a proven, clinicallyvalidated resilience platform that is synchronized with our other mental healthresources and proactively refers managed associates to our employee assistanceprogram who need help managing stress. In 2021, over 20,000 managed
associates were enrolled in this platform and taking advantage of the self-careresources provided.
TakeCare Playbook: To support managed and franchised locations, we
collaborated with our senior executives to launch a blueprint for driving associate
engagement in a local/flexible manner. The Playbook includes actionable ideas tocreate highly engaged teams and prioritize associate wellbeing.
Level30 Global Challenge: We challenged associates at managed andfranchised locations, as well as the general public, to focus on personal andholistic wellbeing with a refreshed Level30 digital app. The three-month global
campaign led to 65,000+ individuals competing in the challenge.
TakeCare Certification: TakeCare Certification recognizes locations that havegone above and beyond to create exceptional associate experiences. Despite themany challenges brought on by the global pandemic, over 1,250 applications
were received and of those, 943 received TakeCare certification.

Photo Caption: Phuket Marriott Resort and Spa, Nai Yang Beach (Phuket, Thailand) hosts a yoga session
for associates.

Marriott’s TakeCare Champion Network was approximately
13,000 members strong as of the end of 2021.

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Promoting a Safe & Healthy Workplace
In 2021, Marriott continued to modify and enhance
COVID-19 protocols in hotels in support of both guest
and associate health and safety. For example, atMarriott headquarters and above property, Marriott’s
Health Services Team collaborated with HR and
IT to develop and implement a vaccine attestation
program to track vaccination statuses and reduce
COVID-19 exposures.
Marriott continued to utilize the Be Safe Program,initially rolled out in 2017, which has increased
accountability at the leadership level for implementing
and supporting safety initiatives in the U.S. Marriott’s
Be Safe Program requires that each hotel has an
Executive Level Leader assume the role of Be Safe
Champion. One aspect of this role is to promote theongoing success of an active Safety Committee. It
is common practice that associates from various
departments participate in the committees.

Marriott’s Global Safety &Security Team
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 trained
to assess and respond appropriately to potential
threatening situations and hotels work closely withlocal, state, federal, and international authorities. We
work with local security authorities, including the U.S.
Department of State and Department of Homeland
Security, when establishing security protocols forhotels where needed. Hotels also tailor individual
security measures for their own circumstances andreview those measures often.

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Marriott’s Global Safety & Security Team is also
responsible for conducting regular Safety/Security
Assessments at managed hotels globally, basedon the individual hotel’s risk ratings. The teamis responsible for implementing comprehensive
Hazard Communication Plans in accordance with
Occupational Safety and Health Administration(OSHA) requirements in the U.S. and several otherinternational jurisdictions.

Marriott provides and requires
safety training for all associates
at managed hotels.

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Food Safety
Through our comprehensive food safety management
system, Marriott mandates compliance with Food
Safety Brand Standards for all hotel brands. Thesestandards encompass food handling, personal
hygiene, training and certification, facility cleanlinessand condition, as well as HACCP monitoring toproactively identify risks that may lead to foodborne
outbreaks. Compliance is required for hotels through aquarterly food safety property self-audit and verified
by a third-party independent audit once per year.
We also implement active managerial controls,
including food manager certification, employee
illness guidelines, food handler training, potentiallyhazardous foods specifications, food allergen training,
date marking, and a policy of no bare hand contact
with ready-to-eat foods.

Marriott continued to execute on the company’s 2018
Associate Alert Devices Program by making thedevices a standard across managed and franchised
hotels in the U.S. and Canada, with an ongoing
technology rollout through 2023.

Harassment Prevention
Marriott has a longstanding expectation that all
associates working at Marriott hotels are treatedwith dignity and respect. A central part of thosepolicies is Marriott’s goal of an environment free fromsexual harassment by any associate, supervisor,
manager, guest, vendor, client, or customer. Marriott’s
policy is to train nonmanagement and management
associates in harassment prevention and thecompany offers online and classroom training courses.
Marriott does not require mandatory arbitration ofsexual harassment claims.

Photo Caption: Associates participating in safety training at The Westin Jakarta (Jakarta, Indonesia).

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Community Impact
Marriott believes in making the communities
where we operate better places to live, work,and visit. Around the world, associates show
their commitment to doing good throughcharitable giving and volunteerism programs,
supporting the vitality of children, andresponding to those impacted by disasters.

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2025
Volunteerism Goals
15 million volunteer hours
6.3+ million volunteer hours since 2016

50% volunteer hours serving children
and youth
33.3% of hours served children and youth since 2016

Volunteerism & Community Events

50% skills-based volunteer hours

Marriott empowers hotels, offices, and our Business Councils to support theircommunities where and when it makes sense to meet local needs. In 2021,
associates contributed over 630,000 volunteer hours across the globe, focusing
on environmental and social issues that impact their communities. Marriott also
exceeded one of the company’s Serve 360 Goals by nine percentage points, with
89% of managed hotels participating in community service activities since 2016.

29.2% of hours were skills-based since 2017

In 2022, Marriott plans to launch a Serve 360 Nurture campaign called Serve
360/365 — Doing Good in Every Direction, Every Day, going beyond the conceptof a single, traditional day of service and encouraging associates to give backthroughout the year.

80% of managed hotels participated incommunity service activities
89% of managed hotels participated since 2016

50% of franchised hotels participatedin community service activities
34.9% of franchised hotels participated since 2016

NURTURE OUR WORLD

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Marriott’s Business Councils
Comprised of general managers and other hotel leaders representing managed
and franchised properties globally, Marriott’s Business Councils support businessstrategies and add value to our markets by promoting our core values and culture,
participating in government advocacy, and implementing Marriott’s community
partnerships and Serve 360 initiatives. As of year-end 2021, there were a total of
106 Business Councils across all continents and brands, representing 101 countries
and territories, over 5,300 hotels, and more than 1.1 million rooms.
In 2021, Marriott’s Business Councils continued to mobilize and contribute to
Marriott’s charitable giving and volunteerism programs. The Caribbean BusinessCouncil collaborated with the International Women’s Club in Santo Domingo,
Dominican Republic to organize a fundraising dinner, raising nearly $10,000
for local children’s education programs. The Jordan Business Council delivered
200 lunch boxes to the Amman Field Hospital in appreciation of their work at
the front line of the pandemic response. The Greater China Business Councils
raised approximately $360,000 for the Yao Foundation to support China youth
educational development.
In celebration of Arne Sorenson’s life and legacy, Business Councils around theworld also organized fun runs, charity walks, and other outdoor activities on what•

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would have marked Arne’s Quarter Century Anniversary with Marriott. This initiative
combined his love of being active and the passion he had for people and community.

Community Investments
In 2021, Marriott, along with associates, Business Councils, and guests, continued
to support our communities, partners, and philanthropic causes through cash andin-kind donations. In 2021, these contributions totaled over $23 million.

The Ritz-Carlton Community Footprints
The Ritz-Carlton’s social and environmental responsibility program, Community
Footprints®, aligns with the issues that are important to the communities where it
operates. The Ritz-Carlton was the first Founding Partner of IMPACT2030, which isa private sector led initiative founded in collaboration with the United Nations andother global stakeholders, that marshaled corporate volunteering actions to help
advance the achievement of the UN Sustainable Development Goals.
In 2021, associates at The Ritz-Carlton hotels volunteered 57,000+ hours in supportof the Community Footprints program and provided more than $380,000 in cash
and approximately $715,000 through in-kind donations.

2021 CONTRIBUTIONS$11.55 million* donated through cash contributions$11.57 million* donated through in-kind donations
66+ million** loyalty points donated to support featured Marriott philanthropic causes* Reported figures include Marriott Corporate Headquarters giving, as well as contributions reported through our properties, offices,and Business Councils.
** Donations supported numerous organizations including the American Red Cross, World Wildlife Fund, Marriott Disaster Relief Fund,World Central Kitchen, and UNICEF.

Photo Caption: Austria Business Council providing donations to the Austrian Disabled Sports Association.

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Global Community Activities & Investments

Capital Area Food Bank
To help address significant issues around food insecurity, Marriott associates, ourCEO, and executive leadership team volunteered their time at a Here to Serve
Event at Capital Area Food Bank (CAFB). In addition to associates sorting 10,000
lbs. (4,536 kgs.) of food and packing over 1,400 boxes of emergency and seniormeal kits, Marriott and The J. Willard and Alice S. Marriott Foundation funded theconstruction of an outdoor kitchen.
Coldest Night of the Year
In 2021, properties across Canada participated in the Coldest Night of the Year
event to raise money and awareness for communities in need. For example,
one team of associates walked to raise awareness and funds for the homeless,hungry, and needy and raised over $10,000 for Eden Food for Change.

hotels raised over $40,000 for the Bali Children Foundation to support children atschool and improve their employment opportunities and overall living standards.
World Central Kitchen
Property associates in Puerto Rico volunteered to participate in activities withlocal farms under the World Central Kitchen’s (WCK) Food Producer Network tostrengthen local food systems and food security in the Caribbean and Central
America. The volunteers supported small-scale farmers by preparing the landand planting breadfruit trees with WCK grantees at Amasar Farm in Jayuya,
Puerto Rico. Following the volunteer event, the Aloft® San Juan (San Juan, Puerto
Rico) sold local products from the Amasar Farm at the hotel to provide additional
financial support.

Road to Awareness
Each year, associates across the Middle East & Africa organize fundraising
events to support the vital work of charities and organizations to improve
the lives of children, through the Road to Awareness associate fundraising
campaign. Since 2008, Middle East & Africa hotel teams and associates haveraised nearly $10 million and the cycle challenge has continued to be an anchor
of the campaign every year. In 2021, the cycle challenge stretched coast to
coast, from Jebel Hafeet to Liwa Desert (United Arab Emirates), and raised morethan $25,000 for the Al Jalila Foundation’s pediatric “Farah” project. Road to
Awareness also raised additional funds through campaign events, auctions, anddinners to support charities.
Run to Give
As part of Marriott’s Asia Pacific region’s annual Run to Give virtual charity run
event in 2021, markets across the region participated to raise funds for local
communities. For example, in the Philippines, hotels raised nearly $30,000 forMarriott associates in need and Save The Children Philippines. In Indonesia,

Photo Caption: Associates from the Aloft San Juan (San Juan, Puerto Rico) volunteering with WCK tosupport small-scale farmers.

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Vitality of Children
Essential to every community’s long-term stability and success is the vitality of its
children. For over three decades, Marriott has mobilized guests and associates tosupport a select group of leading nonprofit organizations that serve children aroundthe world.
Marriott is Children’s Miracle Network Hospitals’ longest-standing corporate
partner. Children’s Miracle Network Hospitals provide comfort, treatment, and hope
to millions of sick and injured children and their families across the United States
and Canada. Over nearly 40 years, Marriott has raised more than $143 million
to support the 170 local Children’s Miracle Network Hospitals. In 2021, over $2.5
million was provided in support from hotels, associates, and Marriott guests.
Marriott also continues to support UNICEF, an organization that works in 190
countries and territories to save children’s lives, defend their rights, and help them
fulfill their potential from birth through adolescence. Since 1995, our support for
UNICEF has raised over $49 million, and has helped to improve the lives of morethan 4.5 million children.
In 2021, more than $585,000 was contributed to UNICEF’s work by Marriottassociates, guests, loyalty members, and the Marriott Disaster Relief Fund. This
support provided UNICEF with flexible funding needed to support its vital work,
including procuring and organizing the transportation of over 400 million COVID-19
vaccines to 109 countries, and helping over 130 low- and middle-income countries
improve their health systems.

In 2021 on behalf of guests, the Zadun, a Ritz-Carlton
Reserve® (San Jose del Cabo, Mexico), provided $40,000
to the Los Cabos Children’s Foundation to promote,strengthen, and advance the health and wellbeing ofchildren in Baja California Sur, for a better quality of life.

Photo Caption: The Marriott Phoenix Business Council participating in the Children’s Miracle Network Torch Relay.

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Disaster Relief Support
When disaster strikes, Marriott works with local hotels and established relief
organizations to evaluate and respond to the needs of the communities. Across theglobe, we aim to support associates and local communities by providing immediateand long-term aid, including funding for development and resiliency.

Marriott Disaster Relief Fund
The Marriott Disaster Relief Fund (MDRF) is a “donor advised fund” managed by
the Greater Washington Community Foundation and was established by Marriott to
support the company’s efforts to assist families and communities around the world,
especially Marriott associates, affected by significant crises. The MDRF has theflexibility to provide grants to support the immediate needs of Marriott associates
and international, national, and local organizations working in support of relief andrecovery efforts in impacted areas. The MDRF receives support from the company,
The J. Willard and Alice S. Marriott Foundation, the TakeCare Relief Fund, Marriott
Bonvoy points donations, and business partner and associate contributions.

Between March 2020 and September 2021, the MDRF
provided nearly $2.5 million to support humanitarianorganizations and more than 21,000 managed andfranchised associates, in 21 markets impacted by the global
COVID-19 pandemic and other disasters.
For example, in Barbados, the MDRF supported over 800
associates impacted by the pandemic and severe volcanic
ash fall by providing food and essential item vouchers.

TakeCare Relief Fund
The TakeCare Relief Fund (TCRF) is a 501(c)(3) public charity sponsored by Marriott.
In 2021, the TCRF continued to provide charitable support, including need-based
grants (of up to $3,000 each) to eligible associates at managed Marriott locations
who faced financial hardship caused by a natural disaster or other qualifying
personal hardship events.

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Support for TCRF comes from Marriott associates and hotel guests who donate to
TCRF as part of their Explore discounted rate stays at participating properties, andalso from other sources, including Marriott, and direct donations from the public.
Over the past year, TCRF has continued to expand its reach to locations outside theU.S., and approved new types of grants to help mitigate the impact of COVID-19,
such as impending evictions or foreclosures. For the year, TCRF provided $500,000
in funding to the Marriott Disaster Relief Fund, and provided more than $850,000 inneeds-based individual grants to eligible associates facing financial hardships, mostof which were caused by natural disasters around the world.

11+ million loyalty points donated to support disaster
relief in 2021

Disaster Relief Support Across the Globe
Across the globe, Marriott, our Business Councils, and hotels continued to lend
support to communities. In response to the American Red Cross blood shortages
across the U.S., Marriott worked with hotels to hold over 600 blood drives, making
Marriott the Red Cross’ #2 top blood drive sponsor of 2021. Business Councils in
Asia Pacific excluding China (APEC) held fundraising events throughout 2021 anddonated over $1 million in in-kind donations to support associates and families
impacted by the COVID-19 pandemic.
In response to the damage caused by Hurricane Ida in Louisiana, the Texas
Business Councils and hotels mobilized to support associates and communities.
Four Business Councils across Texas collected approximately $15,000 of supplies
for associates in New Orleans.
Additionally, Marriott’s South Florida Business Council worked with the Florida
Restaurant and Lodging Association to provide over 2,000 meals to the first
responders following the collapse of the condo tower in Surfside, Florida, U.S.

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YouthMarriott believes in youth development and empowerment across the globe, supporting global,
national, and local partnerships that connect with schools and youth-based organizations
to provide career mentoring, career exploration, job shadowing, skills training, andwork-study opportunities.
Supporting Youth Through Educational & Career Opportunities
Marriott continues to support programs that strive to prepare youth for jobs in thehospitality industry. Through our work with The Global Travel & Tourism Partnership(GTTP), Marriott aims to inspire and enable hundreds of thousands of young people
in secondary schools and universities around the world to build careers in travel
and tourism. In 2021, Marriott’s funding helped provide training for more than 1,800
teachers across 15 countries, benefiting more than 4,000 schools and over 690,000
students. In response to the COVID-19 pandemic, there was also an increased focus
on online training and webinars, which allowed an additional 6,000 students from
more than 100 countries to access the curriculum entirely online.

Nearly 700,000 students were provided hospitality-related
training through Marriott’s work with GTTP in 2021.

Marriott’s support of GTTP included donating access to Marriott’s Grow Program,a collection of over 300 online learning resources the company uses for associates.
Marriott updated Grow in five different languages for students worldwide to access

via GTTP’s dedicated education and training portal, helping to provide youth withthe skills needed for a successful career in the sector, including learning professional
skills, exploring career options, and building a mindset for continuous learningand development.
As part of a collaboration with the Sustainable Hospitality Alliance (the Alliance),
Marriott and other hotel companies developed an industry-relevant skills curriculum
to better prepare young people for on-the-job training and improve opportunities
for job placements. To support industry and company efforts in this space, Marriott
supported the Alliance’s Youth Employment Program, a three-month employability
program, equipping vulnerable young people with the core skills and practicalexperience they need to start their career. In 2021, over 30 young people weretrained at 12 Marriott hotels across India, Nigeria, and Kenya, including people
with disabilities and survivors of human trafficking. Over 70% of these graduates
received employment opportunities in their communities following completion of the
program, including many in the hospitality industry.
The Ritz-Carlton’s signature Succeed Through Service program mentors students in
disadvantaged communities to help them learn valuable life skills to forge a path ofsuccess. In 2021, the program engaged over 1,800 students.

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Youth Programs Around the Globe
Across the globe, and with support from Marriott hotels, and industry and community organizations, our company helps toprepare the next generation by engaging youth in educational and career opportunities. These programs represent examples ofyouth engagement activities across Marriott.

Asia Pacific
In 2021, Marriott signed a memorandum of understanding with 12 universities inVietnam to help provide better access to equal job opportunities for youth.
Caribbean and Latin America
In collaboration with Costa Rica’s INA (National Learning Institute), The Westin
Reserva Conchal, an All-Inclusive Golf Resort & Spa helps to prepare youth
in Costa Rica for jobs in the hospitality industry through a holistic learning
experience program called the “Dual Education.” To date, over 260 students have
graduated from the program, with 31 students enrolled in 2021. After graduation,
100% of students have secured full-time jobs, with 63% at The Westin Reserva
Conchal and the remaining at other nearby hotels and restaurants.
The Solaz, a Luxury Collection Resort (Cabo, Mexico) also helped to support thenext generation of students through the Green Hospitality Program. Thirty hotel
associates prepared to be instructors of the next class for young adults between
the ages of 18 and 25.
Europe, Middle East, & Africa
In the Middle East, we continued to grow our Tahseen program — a hospitality
management development plan focused on fast-tracking Saudi Arabia’s next
generation of leaders and general managers within the region’s hospitality
industry. In collaboration with Helwan University and the Professional
Development Foundation, Marriott has created a Bachelor of Hotel Operations
Management Degree program to further enhance tourism education in Egypt.

The program aims to provide students with practical exposure to working within
the industry in addition to theoretical learning. As of year-end 2021, nearly 150
students at 12 participating Marriott hotels in Egypt were undergoing training.
Eighty-two students are midway through their fourth year in 2021, and after
successful completion of their final exams, are expected to graduate with abachelor’s degree in hospitality in 2022.
United States and Canada
Through Marriott’s substantial financial support of the AHLA Foundation’s
Opening Doors to Opportunity program, we have bolstered the AHLA
Foundation’s academic scholarships and workforce development programs like
Apprenticeship and Empowering Youth Program. In 2021, our funding performed
a vital role in helping the Foundation achieve its objectives of helping close
to 1,000 individuals propel their careers through university and professional
development programming. We continue to play a pivotal part in helping
advance the AHLA Foundation’s five-year, $5 million pledge toward supporting
DEI throughout the industry by having a representative serve on the Foundation’s
DEI Task Force, as well as the AHLA Foundation’s Board of Trustees.
The Global Voyager Leadership Development Program, initially launched by
Marriott in 2013, is designed with the next generation of university graduates inmind. The program offers a combination of hands-on, discipline-specific training
and a leadership-focused curriculum, all accessed through custom technology. In
2021, nearly 120 Voyagers completed the program in the U.S. and Canada andwere hired into the company.

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Refugees
By providing skills development and training for jobs in our industry, Marriott empowers
resettled refugees to create a positive future for themselves, their families, and theircommunities in the U.S. and beyond.
Refugee Support & Training
To support refugees in the U.S., Marriott works with
the International Rescue Committee (IRC). The IRC
responds to the world’s worst humanitarian crises,with programming to support economic recovery,
education, health, and skills training for resettled
refugees to recover and thrive. Marriott has supported
IRC in training over 600 refugees since 2016.
In 2021, Marriott continued to support IRC’s
Hospitality Link program, launching new programsin Salt Lake City, Utah and San Jose, California (U.S.).
The program is designed to provide skills developmenttraining to resettled refugees, while introducing
them to careers in the hospitality industry, as wellas providing life skills and English language classes.
Due to the impacts of the COVID-19 pandemic,
the IRC also continued to conduct hybrid learning
environments, training program participants in digital
literacy and providing digital access where needed.
Hospitality Link’s Salt Lake City and San Jose
programs served 35 resettled refugees, placing 71%
in jobs, 72% of which were in the hospitality sector.
Representing 17 countries, 51% of the participants
were women and 49% were men.

As a result of the influx of Afghan refugees to the
U.S. during the summer of 2021, IRC adapted its
programming to meet the unique needs of the
Afghan evacuees and increase accessibility to theprogram. These adaptations included bringing thetraining to the evacuees’ short-term housing facilities,
adjusting the curriculum to “bootcamp” style intensive
trainings, and putting a stronger focus on vocational
English skills.
Across the U.S., Marriott hotels also supported Afghan
refugees through hiring opportunities. For example,
as of March 2022, the Sheraton Phoenix Downtown(Arizona, U.S.) hired over 40 Afghan refugees incollaboration with local nonprofits.

Supporting Refugees ThroughMarriott Bonvoy
In 2021, with support from loyalty members’ Marriott
Bonvoy points donations, the company also supported
the IRC in developing new Afghan Job ReadinessTraining programs in U.S. cities with some of thehighest Afghan refugee populations. These programs
will develop workforce curriculum tailored to Afghans,factoring in varying levels of English, education, andskills, and will eventually be able to be scaled acrossthe broader IRC network.

Photo Caption: A member of the IRC team in Salt Lake City (Utah, U.S.) provides support to a participant of the Hospitality Link program.

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Human Rights
As a leader in the travel and tourism
industry, Marriott has prioritized the fightagainst some of the industry’s highest-riskand most pressing issues, including humantrafficking, child sexual exploitation, andforced labor.

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2025 Human
Rights Goals
As part of our 2025 Sustainability and Social Impact Goals, Marriott aims
to have 100% of on-property associates complete human rights training,
including on human trafficking awareness, responsible sourcing, andrecruitment policies and practices.
We also aim to enhance or embed human rights criteria in our recruitment andsourcing policies and work with our industry to address human rights risks inthe construction phase.
2021 PROGRESS:

Human Rights GovernanceMarriott’s executive-level Human Rights Council guides and advances thecompany’s human rights policies and programs and leads successful executionof the company’s broader human rights strategy. Human rights initiatives andprogress toward our Serve 360 Goals are also reported to the Board of Directors
and its Inclusion and Social Impact (ISI) Committee.

Since 2020, Marriott has been recognized as a Top Memberof The Code (The Code of Conduct for the Protection ofChildren from Sexual Exploitation in Travel and Tourism)
for the company’s commitment to help prevent child sexual
exploitation and our work to integrate child protection
practices into all aspects of our business.

In 2021, approximately 83,000 additional associates across both managed
and franchised properties globally were trained on human trafficking
awareness during the calendar year, for a total of over 900,000 associates
trained since 2016.
Additionally, over 5,000 associates worldwide have completed procurement
training, which includes content on human rights, and nearly 130 contracts
negotiated and signed by Marriott’s central procurement group included humanrights criteria in 2021.

WELCOME ALL AND ADVANCE HUMAN RIGHTS

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Human Trafficking Awareness Training

Human Rights Risk Assessments

Since 2017, Marriott has mandated human trafficking
awareness training for all on-property associates
across both managed and franchised hotels. The
company’s comprehensive training addresses humantrafficking, sexual exploitation, and forced laborwith the goals of raising awareness of all forms ofhuman trafficking and teaching associates how torecognize and respond to potential indicators ofhuman trafficking.

Marriott implements an ongoing risk management
process to identify, mitigate, and aim to prevent
human rights risks. Marriott’s Internal Audit
department typically coordinates an annual
Enterprise Risk Assessment process through which
senior leadership identifies the top business andemerging risks facing the company and conducts
an annual Ethical Conduct Survey across a broad
section of managed associates to assess compliancewith the company’s Ethical Conduct Policy. In theevent of a potential human rights issue, Marriottalso investigates and responds, as appropriate,
to inquiries.

In 2021, Marriott launched the next generation of its
human trafficking awareness training, “Recognize
and Respond: Addressing Human Trafficking in the
Hospitality Industry,” using feedback from on-property
associates and managers and nonprofits. The new
training, which was developed in consultation with
Polaris and survivors of human trafficking, features
separate learning paths for associates and managers,
increased guidance on responding to potential
situations of human trafficking, and authentic
scenarios that help associates apply the knowledge
they learned and practice their decision-making skills.
We continue to provide our cost-free training
materials to a broader audience within our industry
by collaborating with the American Hotel & Lodging
Association (AHLA) Foundation and ECPAT-USA.
Between 2020 and 2021, ECPAT-USA reported thatover 600,000 additional hotel workers have completed
the human trafficking awareness training since it
was made available. In 2022, Marriott continued
working with ECPAT-USA and the AHLA Foundation
to make the enhanced training available to the entire
hospitality industry.

As we have identified human trafficking as apriority workforce risk that can impact our business
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to continue to mandate our human trafficking
awareness training program for managed andfranchised properties globally and enhance ourtraining and resources to meet the evolving needsof our stakeholders and emerging trends in the field.
Marriott also expects to continue to collaborate
with external experts and industry peers to combat
human trafficking and identify and address otherrelevant human rights issues that affect thehospitality industry.
Marriott conducts due diligence on prospective
owners to help assure they will uphold ourcommitment to human rights. Marriott also expects
vendors, suppliers, and subcontractors to comply withthe human rights standards outlined in its Global
Procurement Supplier Conduct Guidelines and holdtheir own suppliers and subcontractors to the same
standards and practices.

In 2021, Marriott designed, developed, and translated four new human trafficking awareness posters
to accompany the next generation of its human trafficking awareness training. The new posters provide
potential human trafficking indicators by area, including front desk and lobby, guest rooms, and otherpublic areas.

Marriott’s enhanced human trafficking awareness training was recognized by Fast Company’s 2022
World Changing Ideas Awards.

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Collaborations to Advance Human Rights
In 2021, Marriott continued to engage and collaborate with industry peers andassociations to support and develop innovative programs that combat humantrafficking and advance human rights.
Marriott and the Global Fund to End Modern Slavery (GFEMS) worked with the
University of Maryland Support, Advocacy, Freedom, and Empowerment (SAFE)
Center to pilot a skills-based hospitality training curriculum, designed specifically forsurvivors of human trafficking. In 2021, the SAFE Center piloted the curriculum withtwo cohorts of three human trafficking survivors.
We also collaborated with Polaris and survivor consultants to develop the next
generation of Marriott’s human trafficking awareness training, which includes four
scenarios informed by cases reported to the National Human Trafficking Hotline andMarriott’s Global Safety and Security Team.
Marriott is a founding member of the Sustainable Hospitality Alliance (the Alliance)and currently participates in active working groups on human rights, youth
employment, and diversity, equity, and inclusion, among others. In 2021, Marriott
continued our collaboration with the Alliance and the International Organization
for Migration (IOM) on the “Promoting Ethical Recruitment in the Hotel and Tourism
Industry” project to develop relevant training resources for the hospitality industry.
As part of this project, IOM and the Alliance developed training for key internal
stakeholders with the aim to establish ethical recruitment standards in cross-borderlabor migration and make international recruitment fair for everyone involved.
Marriott hotels in India also participated in the Alliance’s youth employment
program for survivors and people at-risk of human trafficking, where 21 trainees
were inducted and graduated, and 17 are now employed across companies in thehospitality sector, including Marriott.

Supporting Human Rights for The LGBTQ+ Community
Marriott continued its work with Immigration Equality (IE) to support their work
to extend free legal services to LGBTQ+ asylum seekers fleeing persecution fromtheir countries of origin. In 2021, Marriott’s support helped IE screen, vet, anddirectly represent or place 139 clients with pro bono counsel. Marriott’s support
also enabled staff to answer over 5,000 calls for help to their international hotline,
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people fleeing persecution, and helped enable IE to serve their community at anespecially crucial time, as the COVID-19 pandemic caused IE’s volume of hotline
calls to double. Despite this, IE was still able to support LGBTQ+ individuals from31 states and 80 countries, maintaining a 99%-win rate in their cases.

Supporting Human Rights Around the Globe
Across our company, Marriott hotels, associates, and Business Councils are actively
engaged in advancing human rights through training, prevention initiatives, andcollaboration with key partners.
In 2021, Marriott participated in human trafficking awareness conferences andworkshops both in the U.S. and internationally. For example, Marriott leaders
attended AHLA Foundation’s World Day Against Trafficking in Persons Awareness
Event to discuss human trafficking awareness training for the hospitality industry.
Marriott representatives also presented on panels in recognition of World Tourism
Day, including ECPAT-USA’s “Protecting Children as We Mark World Tourism Day”
and the U.S. Chamber of Commerce’s “Transportation and Hospitality Industries
Against Human Trafficking” virtual events.

In 2021, more than 850 associates at more than 40 properties aroundthe world have contributed volunteer hours and donations towards
human rights and anti-trafficking efforts.
Since 2019, the Northern Spain Business Council has collaborated with
A21, an organization that works to fight human trafficking. In addition
to organizing human trafficking awareness sessions for associates,
the Business Council also participated in the Walk for Freedom andcollected approximately $4,000 to support the organization.

Marriott plans to continue to enhance efforts to address human rights and forcedlabor issues throughout Marriott’s operations and supply chains. As we lookahead, we will strive to advance training and resources to meet the evolving needsof stakeholders.
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Peace & Cultural Understanding
The simple act of travel is one of the most powerful tools for advancing peace and cultural
understanding. Through our inclusive guest experiences, we grow cultural competence anddeliver tailored experiences for the diverse populations of guests that we serve.
Promoting Global Peace
In 2021, Marriott continued engaging with the U.S. Institute of Peace (USIP),
supporting the Generation Change Fellows Program, a peacebuilding program thatworks with youth leaders in conflict-affected countries. The partnership with USIP
helped launch the Youth Peacebuilding Fund to support Generation Change Fellows
who are demonstrated bridge-builders, dedicated to promoting peace in theircommunities and working to build bridges across social divides.
Marriott’s support helped to enable nine youth-led organizations, each of which isa Peacebuilding Fund recipient, to launch projects, which included teaching youth
conflict management skills in Delhi, India and facilitating dialogues to combat
xenophobia between communities in Venezuela and Colombia. In 2022, Marriott
continues to work with USIP to support their next round of youth-led projects for the
Generation Change Fellows.

Inclusive Guest Experiences
Marriott believes that providing inclusive guest experiences is a competitive
advantage in every market that we serve and works with properties around theworld to help them understand and respect the various cultures they serve. For
example, in 2021, Marriott hosted an LGBTQ+ Culture Day at the Aruba Marriott
Resort & Stellaris Casino (Noord, Aruba) to further educate its associates andguests about the importance of diversity and inclusion.

2025 Cultural
Understanding
Goal
As part of our 2025 Sustainability and Social Impact Goals, Marriott aims toprovide $500,000 toward partnerships that drive, evaluate, and elevate
travel and tourism’s role in cultural understanding.
2021 PROGRESS:$150,000 provided to expand the work of youth peacebuilders aroundthe world since 2019

WELCOME ALL AND ADVANCE HUMAN RIGHTS

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GovernancePhoto Caption: Aloft Austin Downtown (Austin, Texas, U.S.) is a LEED Gold certified property.

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Board & ESG OversightMarriott’s Board of Directors has six standing committees: Audit, Human Resources andCompensation, Nominating and Corporate Governance, Inclusion and Social Impact, Technology
and Information Security Oversight, and Executive, each of which has adopted a written charter.
Board Composition & Diversity

ESG GovernanceMarriott’s Board is composed of 12 directors, nine of whom are independent.
The Audit, Human Resources and Compensation, Nominating and Corporate
Governance, and Technology and Information Security Oversight committees arecomposed solely of independent directors. The independent directors oversee criticalitems, including the company’s financial statements, executive compensation, theselection and evaluation of directors, the development and implementation of ourcorporate governance programs, and technology, information security, and privacy.

Cascading from our Board, CEO, and executive team to associates at hotels acrossour 30 brands, a series of complementary councils, committees, teams, and regional
leaders provide structure and oversight to support our 2025 Serve 360 Goals andbroader ESG strategy.

The Board believes that the directors, considered as a group, should provide amix of backgrounds, experience, knowledge, and abilities, and should reflect thediversity of the company’s stockholders, associates, customers, and guests, andthe communities in which we operate. As part of the annual review process, theNominating and Corporate Governance Committee considers the appropriate
mix of members that represents a diversity of background and experience. The
Board believes that its current members embody a diverse range of viewpoints,
backgrounds, and skills, including with respect to age, tenure, gender,and race/ethnicity.

67%

4 out of 6

of Board Directors are Women
and/or Minorities.

Board Committees are Chaired bya Woman and/or Minority.

* Content on this page represents information and data as of August 4, 2022.

The Board and its Inclusion & Social Impact (ISI) Committee oversee the company’s
strategy, efforts, and commitments related to its people-first culture, associate
wellbeing and inclusion, and other environmental, social, and governance(ESG) matters.
At the management level, our Serve 360 platform is guided by various governing
bodies, which each maintain their own priorities and objectives to make progress
toward our companywide goals. These bodies are integral in executing on our
strategy globally.

Serve 360 Executive Leadership Council
The Serve 360 Executive Leadership Council is comprised of senior executives
representing each discipline and global division, and typically meets two times eachyear. This Council reviews progress toward the Serve 360 Goals and discusses
Serve 360-related investment decisions and recommendations. Additionally, theCouncil leadership are responsible for reporting to the ISI Committee.

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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 typically meets four times each year. Among its responsibilities, this Council
assesses Serve 360 Goal performance, provides updates on regional and discipline
initiatives, and develops recommendations for the Serve 360 Executive LeadershipCouncil. This Advisory Council is also responsible for reviewing regional and global
Serve 360 Goal scorecards.

Owner Advisory Councils
Owner Advisory Councils and Committees represent the voice of the ownership/
franchise/management company community and provide input, feedback, andadvice. Each region determines the most appropriate way to discuss owner-relevant
initiatives, collaboration opportunities, and overall progress and learnings aroundsustainability and social impact.

Serve 360 Regional Councils and Leaders

Climate Strategy Oversight
To support Marriott’s climate action efforts, which include setting ascience-based target (SBT) and working toward our goal of net-zero value
chain GHG emissions by no later than 2050, Marriott introduced a new
governance structure.
Core leadership and working teams manage various workstreams and aresupported by the Climate Strategy Advisory Group, which is chaired by thecompany’s Chief Global Officer, Global Operations. The Corporate GrowthCommittee (CGC) Climate Strategy Subcommittee is the executive-level forum
charged with providing the CGC with recommendations on the overall strategic
direction including the SBT application submission and required investments
and commitments.

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

Serve 360 Champions
Serve 360 Champions are passionate individuals or teams volunteering to be
the face and energy of Serve 360 on- and above-property. At managed hotels,
Serve 360 Champion responsibilities have been included as part of the TakeCare
Champion role, forming a powerful network where best practices and lessons
learned can be shared. The Serve 360 Champions are responsible for organizing
events, educating and collaborating with on-property departments, and reportingon and sharing best practices to achieve the Serve 360 Goals. In 2021, the TakeCare
Champion Network was approximately 13,000 members strong.

Photo Caption: The Westin Lima Hotel & Convention Center (Lima, Peru) is a LEED Gold certified property.

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Business Ethics
Marriott maintains policies and training programs targetinganti-corruption as a key component of our robust Global
Ethics and Compliance Program. The company uses arisk-based approach to perform anti-corruption risk
assessments, determine proper internal controls, provide
multilayered training, and assess the program’s effectiveness.
Policies and Procedures
Marriott maintains policies and training programs
targeting several critical risk areas, such as
anti-corruption, anti-money laundering, antitrust,and global trade sanctions. We strive to maintainour strong tradition of integrity in everything we do.
This commitment to ethical conduct is reflected in our
Ethical Conduct Policy.
We also maintain policies prohibiting commercial
bribery and bribery of government officials. These
policies require associates to comply with allapplicable anti-corruption laws, including the U.S.
Foreign Corrupt Practices Act (“FCPA”), the U.K.
Bribery Act, the PRC Anti-Unfair Competition Law(China), and the laws of other countries where wehave business operations. Our policies prohibit
making or receiving improper payments or gifts,

and further prohibit giving or offering anything ofvalue to foreign officials for the improper purpose of
influencing any decision to benefit the company or toencourage unlawful conduct.
In 2021, we updated our Antitrust and Competition
Law Policy to enhance the understanding by ourassociates of our commitment to fair competition andfair dealing around the world. Additional guidanceand expectations regarding our commitment to ethicalconduct, honesty, fair dealing, and legal complianceare described in our code of conduct, the BusinessConduct Guide (BCG). The BCG, and a companion
pamphlet designed for hourly associates, provide an
overview of key ethics and legal compliance policies,
as well as guidance on not only what is legal but also
what is right. Associates are required to fully adhere
to our ethics and legal compliance policies to uphold
our tradition of integrity.

Photo Caption: AC Hotel Málaga Palacio (Málaga, Spain) is a BREEAM certified property.

Business Conduct Guide
Marriott’s Business Conduct Guide isavailable in 15 languages globally atmanaged properties and to managers
worldwide; an abridged, quick referencecompanion pamphlet is also available in 31
languages globally at managed properties
for nonmanagerial associates.

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Ethics and Integrity
Oversight
In 2021, with the support of the Audit
Committee of the Board of Directors,
an executive level Ethics & Global
Compliance Governance Board
comprised of the CEO’s direct reports
was created.
The Ethics & Global Compliance
Governance Board is co-chairedby Marriott’s CFO & EVP, Business
Operations and EVP & GeneralCounsel. This Board meets quarterly
and provides executive-level oversightand strategic risk managementwith respect to our Ethics & Global
Compliance Program. Preexisting
governance committees, which oversee

the implementation and managementof our program, including those
operating at the regional level, continue
to function and now report directly
into the Ethics & Global Compliance
Governance Board. The Ethics &Global Compliance Governance
Board provides a report at least once
annually to the Audit Committee.

Risk Assessments
Marriott monitors ethics andcompliance risk through various
processes with second and third linesof defense by using a risk-based
sampling methodology and giving
consideration to properties where any
business ethics matters or concerns
have been raised. The company’s

Photo Caption: Associates at the Aruba Marriott Resort & Stellaris Casino (Noord, Aruba).

•

ENVIRONMENTAL•

SOCIALInternal Audit Department performs
an annual risk assessment of owned,
leased, and managed hotels, andidentifies properties to be audited
based on specific anti-corruption andother risk factors.
The Internal Audit Department, incoordination with Marriott’s Law
Department, has also developed anddeployed a global anti-corruption
property review program andtoolkit designed to detect issues
and provide remediation actions asneeded at the hotel level. Periodically,
Marriott also issues property-levelguidance to address anti-corruption
risk, including protocols to mitigate
third-party risk. We expect to continue
to evaluate opportunities to improve•

GOVERNANCE•

APPENDICES

Marriott’s compliance posture byfocusing on methods and tools formeasuring, assessing, and auditing
effectiveness of the complianceprogram, including periodically using
third-party consultants and externalbenchmarking data.
To investigate and address ethics
and compliance concerns, Marriott
employs a multidisciplinary approach.
The company uses a triage process forthe initial assessment and assignment
including standard investigative
practices such as witness interviews
and reviews of evidentiary materials.
The investigation process includes
appropriate discipline and remediation
as needed.

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APPENDICES

Training and Awareness

Reporting Concerns

Marriott employs a multilevel approach to training and awareness, including
in-person instructor-led training, online training courses, and instructor-led
webinars. The company’s anti-corruption and trade sanctions focused training
includes all these modalities. Most associates who are manager level and aboveat Marriott managed hotels globally are required to certify completion of online
anti-corruption training annually, while a more targeted audience based on job
function is required to certify completion of online trade sanctions training annually.
Additionally, our online anti-corruption training program was updated in 2021.

Associates are encouraged to report suspected legal, ethical, and policy violations
through a number of reporting channels, including the Business Integrity Line orvia email to Internal Audit. The Business Integrity Line is operated globally by athird-party provider (Navex), provides for anonymous reporting, and is available
via online resources 24 hours a day, seven days a week. Marriott has a “No
Retaliation” Policy and prohibits retaliation against associates who in good faithreport suspected violations of our ethical standards or violations of law throughany of our reporting channels or to government regulators or law enforcement
agencies. Marriott also does not permit retaliation against an associate who refuses
to participate in an activity that would result in a violation of our ethical standards,
company policy, or a violation of law.

The company’s instructor-led webinar training program is delivered periodicallyto key managers in high-risk jurisdictions on a risk-based basis. In addition, newexecutive and leadership team members receive small group training sessions
to promote discussion and full understanding of our anti-corruption policies. We
reinforce our training and Marriott’s culture of integrity with awareness messages
directly from our leadership to our global workforce. Additionally, associates upon
their hiring are required to review a mandatory Ethics and Compliance video,“How We Do Business,” that describes the company’s longstanding tradition of
uncompromising ethics and integrity based on Marriott’s founding philosophy that“how we do business is as important as the business we do.”

The Business Integrity Line is also publicly available and can be accessed by anyof Marriott’s stakeholders. Third parties can use the resource to directly contact
Internal Audit to raise ethics or compliance concerns.

On an annual basis, our Internal Audit Department also conducts an EthicalConduct Audit. As part of this audit, Internal Audit uses two surveys. The firstsurvey is administered to more than 1,800 associates, which includes Marriott’s
Top 250 leaders and all general managers of managed, leased, and owned
hotels, as well as our Board of Directors. The purpose of this survey is to certify
their awareness of and compliance with select Marriott policies related to ethics
and various legal and regulatory requirements. The second survey, which is ananonymous survey, is administered to all non-hourly associates at a manager levelor above, excluding those who participate in the first survey. This survey is designed
to understand associate perceptions of Marriott’s ethical culture more broadly.
As of year-end 2021, approximately 26,000 managers (87% of the requiredaudience) completed our online global anti-corruption training. In addition, as partof our business ethics training, approximately 8,500 associates (78% of the requiredaudience) completed the online global trade sanctions training. Thousands of otherleaders attended instructor-led webinar trainings that covered anti-corruption,
trade sanctions, antitrust, Marriott’s Business Conduct Guide, our Ethical Conduct
Policy, and expectations for maintaining a high level of security.

Photo Caption: Associates at The Ritz-Carlton, Berlin (Berlin, Germany).

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APPENDICES

Data Privacy & Cybersecurity
Marriott’s comprehensive global privacy and information security programs include policies
and procedures governing the collection, use, disclosure, sharing, retention, and security of
its customers’ personal data.
Data Privacy GovernanceMarriott’s Data Privacy Governance
Program is a fundamental part of the
Global Privacy Office’s framework.
Marriott’s Board of Directors’Technology and Information Security
Oversight Committee (establishedin 2021) oversees the company’s
information security, privacy andtechnology-related risks, and assists
the Board in overseeing management
efforts to monitor and mitigate
those risks.
Marriott’s Global Privacy andInformation Security Governance Board(Governance Board) is responsible forproviding executive-level oversightand strategic risk management withrespect to the Global Privacy andGlobal Information Security Programs.
The company’s Global Privacy andInformation Security OversightCommittee and its Regional
Committees, in the U.S. & Canada; theCaribbean and Latin America; Europe,

Middle East & Africa; and Asia Pacificimplement the privacy and security
risk management strategy set by theGovernance Board, by working toconfirm that Marriott has effective
policies, procedures, and practices
in place.
Marriott also continues to establish
additional governance forums asnecessary to meet evolving businessneeds, which includes establishingsubcommittees to address concernsin specific high-risk jurisdictions andcomplex areas of the privacy program.

Data Privacy Program
Marriott maintains a robust data
privacy program that employs arisk-based approach to the applicationof privacy requirements globally. The
company works to communicate
and adhere to privacy principles
that are consistent with legal andregulatory standards embedded
within privacy laws globally. Marriottalso has established standard

operating procedures, policies, andguidelines governing the collection,use, disclosure, transfer, storage,
and retention of its customers’
personal data.
Marriott’s Privacy Center includes thecompany’s Global Privacy Statement,
which explains how the company
collects, uses, discloses, transfers, andretains customer data. The Privacy
Center also provides customers
with the opportunity to exercise
their privacy rights and update
communication preferences. Marriotthas a dedicated Global Privacy Office,which operates under the leadershipof Marriott’s Global ComplianceCounsel and Privacy Officer. The Global
Privacy Office oversees functions
such as handling customer privacy
inquiries, conducting Privacy Impact
Assessments (PIAs), and monitoring
the company’s overall compliancewith evolving global privacy laws
and regulations.

The Global Privacy Office is subject
to regular audits and assessments byInternal Audit and independent third
parties. In addition, Marriott’s European
Union (EU) General Data Protection
Regulation (GDPR) Data Protection
Officer has conducted annual
reviews of Marriott’s privacy program
since 2019.
In 2021, Marriott continued to invest
in the company’s privacy program
by increasing the program’s budget,
hiring additional resources, andexpanding support technology
tools. The Global Privacy Office also
expanded and formalized its privacy
business partner program, whichembeds privacy liaisons within thebusiness disciplines. The country Data
Protection Officer (DPO) Program wasalso expanded, and the Global Privacy
Office established additional DPOs in
South Korea, Nigeria, Singapore, thePhilippines, and Germany.

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Data Privacy Training
Data privacy training and awareness continues to be a primary focus for the Global
Privacy Office. Marriott’s Global Privacy Office provides training and awarenessabout the importance of data privacy throughout the company. Marriott provides
mandatory Global Privacy online training for above-property and managed hotel
associates, and for franchise associates who are likely to handle personal data.
Marriott reviews its Global Privacy Training on an annual basis and offers thetraining in eight languages.
In addition to the required online Global Privacy Training, the Global Privacy Officehosts privacy awareness initiatives on a quarterly basis, which can involve panel
discussions and privacy-related reminder communications. Tailored privacy trainingis also offered on an ad hoc basis.

Nearly 39,000 Marriott associates completed the annual
Global Privacy training in 2021.

•

ENVIRONMENTAL•

SOCIAL•

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APPENDICES

800-53 and ISO 27001 controls and ISO 27002 guidelines in its overall framework.
Among other measures, Marriott is Payment Card Industry (PCI) compliant whererequired and maintains a documented vulnerability management program, endpoint
monitoring and alerting capabilities, and with an up-to-date global incident
response plan.
Marriott’s Global Information Security (GIS) Risk Management Team conducts risk
assessments against Marriott’s critical applications at least annually and withsignificant changes to the internal operating or external environments. Monthly
risk metrics based on the National Institute of Standards in Technology (NIST)
Cybersecurity Framework are tracked and reported to senior management. The GIS
Team is also responsible for conducting third-party vendor security assessments.
This includes performing security vulnerability scans on third-party vendor websites
and other public-facing servers where Marriott data may be stored or transmitted.
Marriott’s Global Information Security & Privacy Incident Response Plan includes
provisions regarding compliance with applicable laws and regulations requiring
notifications to government authorities, individuals, and/or other relevant third
parties related to data security incidents.

Cybersecurity Training
Cybersecurity Program
Marriott maintains a robust cybersecurity program that employs a risk-based
approach to the application of cybersecurity requirements globally. The company
takes a multilayered approach to protecting company information and assets, which
includes 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.
Marriott employs technical and organizational measures and processes to help
control and protect Marriott’s network, applications, and information — including
customer data held on Marriott’s systems. Marriott has a dedicated Global
Information Security Team under the leadership of Marriott’s Chief Information
Security Officer (CISO), which focuses on application, network, and system security.
This team is also responsible for information security compliance, training andawareness, monitoring, and incident response. Marriott’s information security
program is designed to implement a multilayered approach to security and employs
various technologies and processes to protect systems and data and includes NIST

Marriott’s Global Information Security Team provides training and awareness about
the importance of information security throughout the company. More specifically,
Marriott provides mandatory Information Security & Protection Training (ISPT) for
associates who use a computer or handle guest payment card information. To help
achieve continuous improvement and compliance, Marriott reviews the ISPT online
training program at least annually.
Additional training and awareness programs include phishing simulation exercises
at least monthly that are delivered globally, quarterly information security email
updates, communications on emerging risks, and annual programming during
Cybersecurity Awareness Month in October.

More than 175,000 Marriott associates completed ISPT
training in 2021.

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APPENDICES

Public Policy
Marriott maintains a robust public policy agenda and engages leaders on a wide range ofissues. We believe in transparency in our practices and that political participation at all levelsof government is important to our business.
Advocating for the Future
In 2021, the majority of our advocacy was focusedon supporting our business, owners, franchisees,
and impacted associates in COVID-19 pandemicrelated relief and recovery measures at the local,
state, and federal level. While we understand nothing
can replace a robust travel economy, the policies wepursued helped provide a bridge and government
support for stakeholders and the industry.
Marriott is committed to participating in the politicalprocess to promote its interests and businessobjectives, without regard to the political preferencesof its executives. We support candidates seeking
elected office at the federal, state, and local level in
the United States through Marriott’s employee-funded
Political Action Committee (PAC).
Marriott is a member of numerous industry andbusiness associations, including the Business
Roundtable, U.S. Chamber of Commerce, theWorld Travel & Tourism Council, American Hotel& Lodging Association, International Franchise

Association, the World Economic Forum, and the
U.S. Travel Association. Some of these U.S.-based
associations also participate in lobbying and policy
advocacy activities in the U.S. Marriott is also amember of the Business Continuity Coalition, an
industry organization dedicated to protecting jobs
and businesses during the COVID-19 pandemic
and preparing for the impact of future publichealth emergencies.

Sustainability Advocacy
In 2021, Marriott joined industry partners and associations including theBusiness Roundtable, U.S. Travel Association, and the American Hotel &Lodging Association in pushing for Congress to pass measures that would
provide tax incentives for EV charging station installation and commercial
building energy efficiency upgrades.

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APPENDICES

Marriott Political Action Committee

Social Advocacy Positions

The Marriott International, Inc. Political Action Committee (MARPAC) is a
nonpartisan PAC (funded by voluntary contributions made by associates). We
strive for a 50/50 split in contributions to Democratic and Republican federal
candidates. In the most recent complete 2019–2020 election cycle, MARPAC’s
total disbursements were $417,816, with $204,000 distributed directly to federal
candidates, of which 56% went to Democrats and 44% to Republicans.

Through our public policy support, we aim to engage in a wide range of issues thatare important to key stakeholders.

Following the events at the U.S. Capitol on January 6, 2021, the company made thedecision to pause MARPAC contributions to Members of Congress who did not voteto certify the presidential election results. The pause implemented in January 2021
is still in effect, as we continue to evaluate the policy, including when any changes
may be made.

LGBTQ+ Equality
Marriott is a member of the HRC Global Business Coalition, a forum for major
multinational businesses to advance workplace protections for LGBTQ+
associates worldwide. We have endorsed the Equality Act to promote fairtreatment and workplace protections under the law for members of the
LGBTQ+ community.
Support for Dreamers

Marriott worked with an industry coalition, the U.S. Administration, andMembers of Congress, to help secure fair federal per diem rates for fiscal
year 2022. Fair federal per diem rates are important to continued recovery
for Marriott, owners and franchisees, and the broader hospitality industry.

CPA-Zicklin Index of Corporate Political
Disclosure and Accountability
In 2021, the CPA-Zicklin Index designated Marriott as a Trendsetter,its highest-ranking group for corporate political transparency. Marriott
received an overall score of 91.4 out of a possible 100 points.

In 2017, Marriott joined business leaders from across the country to signan open letter calling for the immediate passage of legislation to protect“Dreamers.” Since that time, Marriott has continued to advocate for apermanent legislative solution to this issue as a member of the Coalition for theAmerican Dream and recently supported passage of the American Dream andPromise Act.
Access to Voting
Marriott has always encouraged civic engagement and voting in the U.S. on
the local and national level. We believe that voting and access to free and fairelections are fundamental underpinnings of our democracy and reinforce ourcountry’s stability. To support access to voting, Marriott has deployed associatecommunications campaigns in advance of elections in the United States,
including providing resources on where to register and vote. Marriott believes
expanding access to voting will increase voter participation, strengthen our
democracy, and make certain that more voices are heard. We oppose any effort
to restrict voting rights or access to polls as contrary to the spirit of democracy.

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Guest Engagement,
Wellbeing, & Satisfaction
Marriott’s dedication to our guests shows in everything we do.
Our company is driven to continually challenge the status quo andanticipate our customers’ changing needs with new brands, newglobal locations, and new guest experiences.
Marriott Bonvoy™

Guest Satisfaction

Our award-winning loyalty program
Marriott Bonvoy allows members toearn points at participating properties,
with our credit cards, and with selectpartners. Marriott Bonvoy members
have the option to donate their points
to specific Serve 360 partners, orredeem points for travel, experiences,and other products.

Day in and day out, we work to
generate superior guest satisfactionand enable more memorable stays
at our properties. Among our manyefforts to improve satisfaction, Marriott
continues to develop technology
to deliver immersive, personalized
experiences to our guests. We remain
focused on growing engagement levels
with millions of guests by interactingwith them through our mobile
application and digital guest channels
across our hotel portfolio.

Marriott Bonvoy Tours & Activities
further engages guests throughactivities that enhance and enrichtheir trip and make their travel morememorable. This includes providing
cultural and outdoor activities,
allowing guests to further experience
their destinations.

Keeping Guests Safe
& Healthy
Marriott’s Global Safety & Security
Team provides training, policy
enforcement, and technical expertisein safety and security management to•

GOVERNANCE•

APPENDICES

2021 GuestVoice
Satisfaction Survey
62.3% of guest respondents
rated their overall experience atleast nine out of 10** Approximately one in six queried guests have
responded. All brands are represented.

help minimize harm and losses to ourcustomers, associates, stakeholders,and business. In 2021, the company
enhanced health and safety programs
and protocols to address ongoing
global challenges.
Teams across Marriott continued
to play an integral part in thedevelopment and execution ofMarriott’s COVID-19 Response
Plan during 2021. As we continue
to welcome guests back to Marriott
hotels, we work with evolving
guidelines and measures to help
provide a safe environment. Our
Commitment to Clean is designed
to take efforts to minimize risk andenhance safety, as we aim to monitor
and evolve our solutions to promote
the health and safety of our guests.

2021 Marriott
Verified Reviews
65%** of guest reviews are 4-staror higher (on a 5-point scale)** Marriott Verified Reviews were reinstated on
January 5, 2021.

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Success Is
Never Final•

ENVIRONMENTAL

NurtureInstagram

Twitter

LinkedIn

Sustain

APPENDICES•

Launch campaign to encourage year-round volunteerism and coach properties how
to set and achieve their own volunteerism goals•

Engage franchised properties in community service activities throughBusiness Councils•

Explore nature-based solutions to advance our commitment to reach net-zero by
2050, at the latest•

Submit for approval our science-based target to the Science Based Targets initiative(SBTi) and develop longer-term strategies to support this commitment•

Increase renewable electricity through on-site projects•

Implement Hotel Waste Measurement Methodology to develop waste baselines andtrack progress toward waste and food waste reduction goals•

Increase the number of diverse associates, leaders, suppliers, and owners throughout
the company•

Provide opportunity by collaborating with nonprofits that serve populations who facebarriers to education, training, and employment

Empower

Welcome All and Advance Human Rights•

Advance our human rights training and resources to meet the evolving needs ofour stakeholders•

Share our human rights training and resources with the broader industry to create
greater awareness•

Expand our inclusive experiences that embrace the rich diversity of our guests andassociates around the world

WelcomeChairman David Marriott’s Blog•

Empower Through Opportunity

YouTubeHeart of the House

GOVERNANCE

Sustain Responsible Operations

Connect With Us

Facebook•

Nurture Our World

Through our efforts, and with support fromstakeholders, we remain committed to “doing goodin every direction” and making progress towardachieving our 2025 Serve 360 Goals.

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

SOCIAL

FUTURE PRIORITIESAt Marriott, we strongly believe that “success isnever final,” and this belief has helped transform
Marriott into the world’s leader in hospitality.
In 2021, Marriott continued to face the impactsof the global COVID-19 pandemic. However, we
remained resilient and innovative by setting new
targets and continuing to make progress acrossour Serve 360 platform and broader ESG strategy.

•

CEO Anthony Capuano’s Blog
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APPENDICES

Performance Tables
Property Data
2021 TOP MARKETSMARKETSTOTAL PROPERTIESTOTAL ROOMSMARKETSTOTAL PROPERTIESTOTAL ROOMS

United States

5,516

909,114

Mexico109

22,440China

428

134,199

Germany

94

21,199Canada266

55,522

United Arab Emirates

70

20,004

India

128

25,972

Japan

73

16,715

United Kingdom

122

23,123Spain

94

14,0742021 REGIONAL PRESENCEREGIONSTOTAL PROPERTIESCOMPANY-OPERATED*FRANCHISED/LICENSEDRESIDENTIALTOTAL ROOMS

United States & Canada

5,712

664

4,983

65

945,987

Asia Pacific

911

723

175

13

249,999

Europe, Middle East, & Africa

978

501

464

13

198,542

Caribbean & Latin America

296

119

166

11

61,950Timeshares

92

–

92

–

22,701

Total

7,989

2,007

5,880

102

1,479,179* Company-operated properties include managed, owned, and leased hotels. Metrics do not include Homes & Villas by Marriott International®.

Economic Data
REVENUE AND INVESTMENTS

2021

2020

2019

Total Revenue (million USD)

$13,857$10,571$20,972

Community Investments (cash and in-kind donations million USD)

$23.1

$21.2

$53.7

Environmental Data**
GHG EMISSIONS

2021

2020

2019

BASELINE (2016)

Scope 1 GHG Emissions (MT CO2e)

1,104,234

972,725

1,326,481

1,245,733

Scope 2 GHG Emissions — Location-Based (MT CO2e)4,708,713

4,152,757

5,479,818

5,303,856

Scope 2 GHG Emissions — Market-Based (MT CO2e)4,726,284

4,193,307

5,482,582–

Scope 3 GHG Emissions (Franchised Properties) — Location-Based (MT CO2e)

4,089,425

3,469,091

4,843,479

4,784,617

Scope 3 GHG Emissions (Franchised Properties) — Market-Based (MT CO2e)4,277,697

3,682,984

4,889,251–

GHG Emissions Intensity** (kg per m2 of conditioned space)

93.7

82.2

113.9

125.9

** For a regional breakdown of GHG emissions intensity metrics, please see the “Energy & Emissions” section of the 2022 Serve 360 Report (page 15).

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Environmental Data** (continued)
ENERGY CONSUMPTION

2021

2020

2019

BASELINE (2016)

Total Energy Consumption (million MWh)

30.05

25.45

33.78

29.41

Energy Consumption — Managed Properties (million MWh)

16.22

13.83

18.49

16.39

Energy Consumption — Franchised Properties (million MWh)

13.83

11.62

15.29

13.02

Energy Intensity*** (kWh per m2 of conditioned space)

276.9

243.7

334.1

334.4

** For a regional breakdown of GHG emissions intensity metrics, please see the “Energy & Emissions” section of the 2022 Serve 360 Report (page 15).
*** For a regional breakdown of energy intensity metrics, please see the “Energy & Emissions” section of the 2022 Serve 360 Report (page 17).

WATER CONSUMPTION

2021

2020

2019

BASELINE (2016)

Total Water Consumption** (million m3)

115.3

101.3

133.2

130.7

Water Intensity*** (m3 per occupied room)

0.880

1.005

0.739

0.841

** Total water consumption represents managed properties only.
*** For a regional breakdown of water intensity metrics, please see the “Water” section of the 2022 Serve 360 Report (page 19).

Human Capital Data****GLOBAL*****

2021

2020

2019

Total Associates

325,000

321,000

418,000

Nonmanagement Associates

85%

85%

86%

Management Associates

15%

15%

14%

Total Voluntary Turnover (includes retirements)

26%

19%

20%

U.S.******

2021

2020

2019

Total Employees

97,00098,000136,000

Nonmanagement Employees

81%

83%

83%

Management Employees

19%

17%

17%

Men

46%

46%

47%

Women

54%

54%

53%

Employees Represented by Labor Unions

18%

20%

16%

BY REGION*****

2021

2020

2019

Asia Pacific

120,000

120,000

147,000

Caribbean & Latin America

20,00017,00025,000Europe, Middle East, & Africa

77,00073,00094,000

United States & Canada

108,000

111,000

152,000**** For additional metrics related to employee diversity, please see the “Company Overview & Highlights” (page 5) and “Diversity, Equity, and Inclusion” (page 38) sections of the 2022 Serve 360 Report.
***** Includes associates at Marriott managed hotels outside the U.S. who are owner employees.
****** Includes Marriott employees at properties, headquarters, corporate offices, customer engagement centers (CECs), and managed and owned/leased hotels.

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APPENDICESGRI Index
Marriott’s Serve 360 Report follows the Global Reporting Initiative (GRI) disclosure framework. In this Report, Marriott references the updated GRI Universal Standards andadapted GRI topic standards.
The disclosures aim to provide stakeholders with information on our operations, strategy, and governance, as well as our approach to stakeholder engagement andreporting on environmental, social, and governance (ESG) topics.

GRI 2: General Disclosures
Disclosure

Indicator

Description

Response and / or Location

The Organizationand its Reporting
Practices

2-1

Organizational details

2022 Serve 360 Report (Company Overview & Highlights, page 5)
Corporate Overview
2021 Annual Report (Business, pages 9–16; Properties, pages 24–26; Corporate Information, page 89)
Investor Fact Book

2-2

Entities included in theorganization’s sustainability
reporting2022 Serve 360 Report (About This Report, page 4)

2-3

Reporting period, frequency,
and contact point2022 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

2022 Serve 360 Report (Assurance Statement, pages 97–98)

2-6

Activities, value chain, andother business relationships

2022 Serve 360 Report (Company Overview & Highlights, page 5; Stakeholder Engagement, page 12; Responsible Sourcing,
pages 29–34)
2021 Annual Report (Business, pages 9–16)
Marriott and Marriott’s hotels’ key procurement categories include furniture, fixtures, and equipment (FF&E); operating supplies andequipment; food and beverage; hotel amenities; and corporate services. Products and services are generally centrally contracted andlocally sourced by hotels.
In 2021, Marriott managed hotel and headquarters’ supply chain spend was approximately $8.8 billion.

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APPENDICESGRI 2: General Disclosures (continued)
Disclosure

Indicator

Description

Response and / or Location

Activities andWorkers (continued)

2-7

Employees2022 Serve 360 Report (Company Overview & Highlights, page 5; Global Diversity, Equity, and Inclusion, page 38;
Performance Tables, page 75)
2021 Annual Report (Human Capital Management, pages 14–15)
EEO-1 Form

Governance

2-8

Workers who are not
employees

2021 Annual Report (Human Capital Management, pages 14–15)

2-9

Governance structure andcomposition

2022 Serve 360 Report (Board & ESG Oversight, page 63)
2022 Proxy Statement (Corporate Governance, pages 24–42)
Board of Directors
Committee Membership
Documents & Charters

2-10

2-11

2-12

2-13

2-14

2-15

Nomination and selectionof the highest governancebody2022 Proxy Statement (Selection of Director Nominees, page 30; Nominees to our Board of Directors, pages 31–36)

Chair of the highest
governance body

Board of Directors

Role of the highest
governance body inoverseeing the managementof impacts

2022 Serve 360 Report (Board & ESG Oversight, page 63)

Delegation of responsibility
for managing impacts

2022 Serve 360 Report (Board & ESG Oversight, page 63)

Role of the highest
governance body insustainability reporting

2022 Serve 360 Report (Board & ESG Oversight, page 63)

Conflicts of interest

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

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

Committee Membership2022 Proxy Statement (Corporate Governance, pages 38–42)
Governance Principles (Ethics and Conflicts of Interest, page 6)2022 Proxy Statement (Corporate Governance, pages 38–42)

Inclusion and Social Impact Committee Charter
Marriott’s Board of Directors was provided the opportunity to review the company’s 2022 Serve 360 Report.

Governance Principles (Ethics and Conflicts of Interest, page 6)2022 Serve 360 Report: Environmental, Social, and Governance Progress 77

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APPENDICESGRI 2: General Disclosures (continued)
Disclosure

Indicator

Description

Response and / or Location

Governance(continued)

2-16

Communication of criticalconcerns2022 Proxy Statement (Risk Oversight, page 42)

Collective knowledge ofhighest governance body2022 Serve 360 Report (Board & ESG Oversight, page 63)

Evaluation for the
performance of the highest
governance body2022 Proxy Statement (Board Evaluation Process, pages 41–42)

Remuneration policies

2022 Proxy Statement (Executive and Director Compensation, pages 45–73)

2-17

2-18

2-19

Governance Principles (Reporting Concerns to Independent Director or the Audit Committee, page 6)2022 Proxy Statement (Corporate Governance, pages 24–36)

Governance Principles (Annual Evaluation, page 5)
Nominating and Corporate Governance Committee Charter

Human Resources and Compensation Committee Charter
Process to determine
remuneration

2022 Proxy Statement (Executive and Director Compensation, pages 45–73)

2-21

Annual total compensation
ratio

2022 Proxy Statement (CEO Pay Ratio, pages 68–69)

2-22

Statement on sustainable
development strategy

2022 Serve 360 Report (A Message From Our CEO, page 3)

2-23

Policy commitments

2022 Serve 360 Report (Business Ethics, page 65)

2-20Strategy, Policies,
and Practices

Human Resources and Compensation Committee Charter

Business Conduct Guide
Policies and Position Statements
Human Rights Policy
Sexual Harassment Policy Prevention Statement
Modern Slavery Statement 2020
Global Procurement Supplier Conduct Guidelines
Core Values & Heritage2022 Serve 360 Report: Environmental, Social, and Governance Progress

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APPENDICESGRI 2: General Disclosures (continued)
Disclosure

Indicator

Description

Response and / or Location

Strategy, Policies,
and Practices(continued)

2-24

Embedding policy
commitments

2022 Serve 360 Report (Board & ESG Oversight, page 63; Business Ethics, page 65)
2022 Proxy Statement (Risk Oversight, page 42)
Business Conduct Guide
Policies and Position Statements

2-25

Processes to remediate
negative impacts

2022 Serve 360 Report (Business Ethics, pages 65–67)
2022 Proxy Statement (Risk Oversight, page 42)
Governance Principles (Reporting of Concerns to Independent Director or the Audit Committee, page 6;
Stakeholder Engagement, page 8)
Business Conduct Guide
Modern Slavery Statement 2020 (page 7)

2-26

Mechanisms for seeking
advice and raising concerns

2022 Serve 360 Report (Business Ethics, page 67)
Business Conduct Guide
Business Integrity LineCore Values & Heritage

2-27

2-28

Compliance with laws andregulations

SEC Filings

Membership associations

2022 Serve 360 Report (Stakeholder Engagement, page 12; Human Rights, page 60; Public Policy, pages 70–71)

In 2021, 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, Equity, & Inclusion
Modern Slavery Statement 2020 (page 11)

Stakeholder
Engagement

2-29

Approach to stakeholder
engagement

2022 Serve 360 Report (Stakeholder Engagement, page 12)

2-30

Collective bargaining
agreements

2022 Serve 360 Report (Performance Tables, page 75)
2021 Annual Report (Human Capital Management, pages 14–15)

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APPENDICESGRI 3: Material Topics
Indicator

Description

Response and / or Location

3-1

Process to determinematerial topics

2022 Serve 360 Report (Stakeholder Engagement, page 12)
The Serve 360 Report and GRI Index were informed by a prior sustainability and social impact assessment, which included interviews representing
owners, customers, industry associations, and nongovernmental organizations.
Marriott considered topics and information prioritized by ESG research firms.
Marriott selected a broad range of nongovernmental organizations to obtain perspectives on issues, including labor, climate change, water,
waste, biodiversity, sustainable aquaculture, health and wellness, human rights, women’s empowerment, and workforce readiness, especially fordisadvantaged youth.

3-2

List of material topics

In this GRI Index, we provide management approach disclosures for the following topics:•

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

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

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

Material Topics: Economic
Topic

Indicator

Description

Response and / or Location

Economic Performance

3-3Management of material topics

2021 Annual Report (Business, pages 9–16; Management’s Discussion and Analysis of Financial Condition and
Results of Operations, pages 28–38)

201-1

Direct economic value generated anddistributed

2022 Serve 360 Report (Community Impact, pages 50–54)

Financial implications and other risks
and opportunities due to climate change

2022 Serve 360 Report (TCFD Report, pages 91–96)

Defined benefit plan obligations andother retirement plans

2021 Annual Report (Retirement Savings Plan, page 53)

201-2

201-3

2021 Annual Report (Management’s Discussion and Analysis of Financial Condition and Results of Operations,pages 28–38)

2022 CDP Climate Change Response

Marriott Retirement Savings Plan

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Material Topics: Economic (continued)
Topic

Indicator

Description

Response and / or Location

Indirect Economic

3-3Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 9; Community Impact, pages 50–54)
2025 Sustainability and Social Impact Goals
Nurture Our World

203-1

Procurement Practices

3-3Infrastructure investment and services
supported

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 9; Community Impact, pages 50–54)

Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 10; Responsible Sourcing, pages 29–34)

Nurture Our World

2025 Sustainability and Social Impact Goals
Sustain Responsible Operations (Source Responsibly)
Global Procurement Supplier Conduct Guidelines
Responsible Sourcing Guide
Sustainability Policy
204-1

Anti-Corruption

3-3

Proportion of spending on local
suppliers

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 10; Responsible Sourcing, page 33)

Management of material topics

2022 Serve 360 Report (Business Ethics; pages 65–67)

Sustain Responsible Operations (Source Responsibly)

Business Conduct Guide
Business Integrity Line
205-2

Communication and training about anticorruption policies and procedures

2022 Serve 360 Report (Business Ethics; pages 65–67)
Business Conduct Guide
Business Integrity Line

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Material Topics: Environmental
Topic

Indicator

Description

Response and / or Location

Energy3-3Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, pages 9–10; Energy & Emissions, pages 14–17)
2025 Sustainability and Social Impact Goals
Sustain Responsible Operations (Reduce Environmental Impacts)
Sustainability Policy
2022 CDP Climate Change Response

302-1

Energy consumption within theorganization

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, pages 9–10; Energy & Emissions, page 17;
Performance Tables, page 75; Assurance Statement, pages 97–98)

302-3

Energy intensity

2022 Serve 360 Report (Energy & Emissions, page 17; Performance Tables, page 75; Assurance Statement,
pages 97–98)

302-4

Reduction of energy consumption

2022 Serve 360 Report (Energy & Emissions, pages 14 and 16–17; Performance Tables, page 75)
2022 CDP Climate Change Response

302-5

Water and Effluents

3-3

Reductions in energy requirements ofproducts and services

2022 Serve 360 Report (Energy & Emissions, pages 14 and 16–17; Performance Tables, page 75)

Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 9; Water, pages 18–19)

2022 CDP Climate Change Response

2025 Sustainability and Social Impact Goals
Sustain Responsible Operations (Reduce Environmental Impacts)
Sustainability Policy
2022 CDP Water Security Response
303-1

303-3

Interactions with water as a sharedresource

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 9; Water, pages 18–19)

Water withdrawal

2022 Serve 360 Report (Water, page 19; Performance Tables, page 75; Assurance Statement, pages 97–98)

2022 CDP Water Security Response

2022 CDP Water Security Response

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Material Topics: Environmental (continued)
Topic

Indicator

Description

Response and / or Location

Biodiversity

3-3Management of material topics

2022 Serve 360 Report (Biodiversity, pages 25–28)
Nurture Our World (Natural Capital Investment)
Sustainability Policy
2022 CDP Forests Response
Evergreen AllianceFoundation for Amazon Sustainability

304-3

Habitats protected or restored

2022 Serve 360 Report (Biodiversity, pages 25–28)
Nurture Our World (Natural Capital Investment)

Emissions

3-3Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, pages 9–10; Energy & Emissions, pages 14–17)
2025 Sustainability and Social Impact Goals
Sustain Responsible Operations (Reduce Environmental Impacts)
Sustainability Policy
2022 CDP Climate Change Response

305-1

Direct (Scope 1) GHG emissions

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, pages 9–10; Energy & Emissions, pages 14–15;
Performance Tables, page 74; Assurance Statement, pages 97–98)
2022 CDP Climate Change Response

305-2

Energy indirect (Scope 2) GHG
emissions2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, pages 9–10; Energy & Emissions, pages 14–15;
Performance Tables, page 74; Assurance Statement, pages 97–98)
2022 CDP Climate Change Response

305-3

Other indirect (Scope 3) GHG emissions

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, pages 9–10; Energy & Emissions, pages 14–15;
Performance Tables, page 74; Assurance Statement, pages 97–98)
2022 CDP Climate Change Response

305-4

GHG emissions intensity

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, pages 9–10; Energy & Emissions, page 15;
Performance Tables, page 74; Assurance Statement, pages 97–98)
2022 CDP Climate Change Response

305-5

Reduction of GHG emissions

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, pages 9–10; Energy & Emissions, pages 14–15;
Performance Tables, page 74)
2022 CDP Climate Change Response

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Material Topics: Environmental (continued)
Topic

Indicator

Description

Response and / or Location

Waste

3-3

Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 9; Waste, pages 20–22)
2025 Sustainability and Social Impact Goals
Sustain Responsible Operations (Reduce Environmental Impacts)
Sustainability Policy

306-2

Management of significant wasterelated impacts

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 9; Waste, pages 20–22)
2025 Sustainability and Social Impact Goals
Sustain Responsible Operations (Reduce Environmental Impacts)
Sustainability Policy

Supplier Environmental
Assessment

306-4

Waste diverted from disposal

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 9; Waste, pages 20–22)

3-3Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 10; Responsible Sourcing, pages 29–34)
2025 Sustainability and Social Impact Goals
Sustain Responsible Operations (Source Responsibly)
Global Procurement Supplier Conduct Guidelines
Animal Welfare Position Statement
Responsible Seafood Position Statement
Responsible Sourcing Guide
Sustainability Policy

308-1

New suppliers that were screened using
environmental criteria

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 10; Responsible Sourcing, page 29)
Sustain Responsible Operations (Source Responsibly)
Global Procurement Supplier Conduct Guidelines

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Material Topics: Social
Topic

Indicator

Description

Response and / or Location

Employment

3-3Management of material topics

2022 Serve 360 Report (Company Overview & Highlights, page 5; Diversity, Equity, and Inclusion, pages 36–41;
Associate Development, Support, & Wellbeing, pages 45–48; Performance Tables, page 75)
Business Conduct Guide
Awards and Recognition
Careers401-1

New employee hires and employee
turnover2022 Serve 360 Report (Performance Tables, page 75)

401-3

Parental leave

2022 Serve 360 Report (Associate Development, Support, & Wellbeing, page 47)
Careers

Occupational Healthand Safety

3-3Management of material topics

2022 Serve 360 Report (Associate Development, Support, & Wellbeing, pages 47–49; Guest Engagement, Wellbeing,& Satisfaction, page 72)
Business Conduct Guide (Health, Safety, and Security, page 41)
Sexual Harassment Policy Prevention Statement
Heart of the House
Commitment to Clean
Vaccination Care Program

403-2

Hazard identification, risk assessment,
and incident investigation

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

403-5

Worker training on occupational healthand safety2022 Serve 360 Report (Associate Development, Support, & Wellbeing, page 49)403-6

Promotion of worker health2022 Serve 360 Report (Associate Development, Support, & Wellbeing, pages 47–49)

403-9Work-related injuries

In 2021, Marriott had no known work-related fatalities.
In 2021, Marriott’s injury frequency rate was 5.20; and Marriott’s lost time injury rate was 1.70 (injuries per 200,000
man-hours).

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Material Topics: Social (continued)
Topic

Indicator

Description

Response and / or Location

Training and Education

3-3Management of material topics

2022 Serve 360 Report (Associate Development, Support, & Wellbeing, pages 45–46)
Awards and Recognition
Careers
Heart of the House

Diversity and Equal
Opportunity

404-1

Average hours of training per year per
employee2022 Serve 360 Report (Associate Development, Support, & Wellbeing, page 46)404-2

Programs for upgrading employee skills
and transition assistance programs2022 Serve 360 Report (Associate Development, Support, & Wellbeing, pages 45–46)

404-3

Percentage of employees receiving
regular performance and careerdevelopment reviews2022 Serve 360 Report (Associate Development, Support, & Wellbeing, pages 45–46)

3-3

Management of material topics

2022 Serve 360 Report (Company Overview & Highlights, page 5; Diversity, Equity, and Inclusion, pages 36–41;
Board & ESG Oversight, page 63)
Diversity & Inclusion
Partners in Diversity, Equity, & Inclusion

405-1

Diversity of governance bodies andemployees2022 Serve 360 Report (Company Overview & Highlights, page 5; Diversity, Equity, and Inclusion, pages 37–38;
Board & ESG Oversight, page 63; Performance Tables, page 75)
2022 Proxy Statement (Board Composition and Diversity, pages 27–29)
EEO-1 Form

Child Labor

3-3

Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 11; Human Rights, pages 58–60)
2025 Sustainability and Social Impact Goals
Human Rights Policy
Modern Slavery Statement 2020

408-1

Operations and suppliers at significant
risk for incidents of child labor2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 11; Human Rights, pages 58–60)
Modern Slavery Statement 2020
Global Procurement Supplier Conduct Guidelines

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Material Topics: Social (continued)
Topic

Indicator

Description

Response and / or Location

Forced or Compulsory
Labor

3-3

Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 11; Human Rights, pages 58–60)
2025 Sustainability and Social Impact Goals
Human Rights Policy
Modern Slavery Statement 2020

409-1

Local Communities

3-3

Operations and suppliers at significant
risk for incidents of forced orcompulsory labor2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 11; Human Rights, pages 58–60)

Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 9; Community Impact, pages 50–54)

Modern Slavery Statement 20202025 Sustainability and Social Impact Goals
Nurture Our World
TakeCare Relief FundChildren’s Miracle Network
The Ritz-Carlton Community Footprints
Partners in Diversity, Equity, & Inclusion
413-1

Supplier Social
Assessment

3-3

Operations with local community
engagement, impact assessments, anddevelopment programs2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 9; Community Impact, pages 50–54)

Management of material topics

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 10; Responsible Sourcing, page 29; Human
Rights, page 58)

Nurture Our World
Community engagement activities occur across Marriott.

2025 Sustainability and Social Impact Goals
Global Procurement Supplier Conduct Guidelines
Animal Welfare Position Statement
Responsible Seafood Position Statement
Responsible Sourcing Guide
414-1

New suppliers that were screened usingsocial criteria

2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, page 10; Responsible Sourcing, page 29; Human
Rights, pages 58–59)
Global Procurement Supplier Conduct Guidelines

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Material Topics: Social (continued)
Topic

Indicator

Description

Response and / or Location

Public Policy

3-3Management of material topics

2022 Serve 360 Report (Public Policy, pages 70–71)
Political Activity — Policies, Oversight, and Disclosure

415-1

Political contributions

2022 Serve 360 Report (Public Policy, pages 70–71)
Political Activity — Policies, Oversight, and Disclosure

Customer Health& Safety

3-3Management of material topics

2022 Serve 360 Report (Associate Development, Support, & Wellbeing, page 45; Guest Engagement, Wellbeing,& Satisfaction, page 72)
Business Conduct Guide (Health, Safety, and Security, page 41)
Sexual Harassment Policy Prevention Statement
Commitment to Clean

Customer Privacy

416-1

Assessment of the health and safety
impacts of product and service
categories

2022 Serve 360 Report (Associate Development, Support, & Wellbeing, page 49; Guest Engagement, Wellbeing,& Satisfaction, page 72)

3-3Management of material topics

2022 Serve 360 Report (Data Privacy & Cybersecurity, pages 68–69)
Privacy CenterIn accordance with the company’s Global Information Security & Privacy Incident Response Plan, Marriott is committed
to complying with applicable laws and regulations requiring notifications to government authorities, individuals, and/or other relevant third parties related to data security incidents.

418-1

Substantiated complaints concerning
breaches of customer privacy andlosses of customer data

2022 Serve 360 Report (Data Privacy & Cybersecurity, pages 68–69)
2021 Annual Report (pages 24–25 and 58–59)
As a public company, Marriott makes required disclosures regarding its cybersecurity risks and material security
incidents. In 2021, Marriott did not report any substantiated complaints concerning breaches of customer privacy andlosses of customer data.

2022 Serve 360 Report: Environmental, Social, and Governance Progress 88

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APPENDICESSASB Disclosures
SASB Standards guide the disclosure of financially material sustainability information by companies to their investors.
Marriott’s SASB disclosures include topics and metrics related to the Hotel and Lodging industry.

Accounting Metrics
Topic

Code

Metric Description

Response and / or Location

Energymanagement

SV-HL-130a.1

Total energy consumed

In 2021, Marriott’s total energy consumption was 30.05 million MWh.

Water
management

Ecologicalimpacts2022 Serve 360 Report (Energy & Emissions, page 17; Performance Tables, page 75)

SV-HL-140a.1

SV-HL-160a.2

Percent total energy from gridelectricity

In 2021, 61% of energy consumed was from grid electricity.

Percent total energy fromrenewables

In 2021, 0.30% of electricity consumed was from renewables.

Total water withdrawn

In 2021, 115,252,760 cubic meters of water was withdrawn from managed properties.

Total water consumed,
percentage of each in regionswith high or extremely highbaseline water stressIn 2021, approximately 50 million cubic meters (43.6%) of water was consumed at managed properties in regions with high,extremely high, or arid baseline water stress.

Description of environmental
management policies andpractices to preserve ecosystemservices2022 Serve 360 Report (Biodiversity, pages 25–28)

2022 Serve 360 Report (Energy & Emissions, page 17)2022 Serve 360 Report (Energy & Emissions, page 17)2022 Serve 360 Report (Water, page 18)

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

In 2021, Marriott’s voluntary turnover rate was 26% for hotel associates.*
2022 Serve 360 Report (Performance Tables, page 75)* Voluntary turnover calculation includes associates at Marriott managed hotels outside the U.S. who are owner employees and includes retirements.
2022 Serve 360 Report: Environmental, Social, and Governance Progress 89

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Accounting Metrics (continued)
Topic

Code

Metric Description

Response and / or Location

Labor practices(continued)

SV-HL-310a.2

Total amount of monetary losses
as a result of legal proceedings
associated with labor law
violations

The monetary losses paid in 2021 as a result of legal proceedings in the U.S. associated with labor law violations wereapproximately $5.1 million.

Description of policies andprograms to prevent worker
harassment

2022 Serve 360 Report (Human Rights, pages 58–60)

SV-HL-310a.4

All but $378 (less than .01%) of this amount was associated with settlements or other voluntary payments, where there wasno finding of a labor law violation. In one instance, the company paid a $378 penalty on the order of a state agency.

Business Conduct Guide (Protecting and Respecting Customers and Associates, 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 2021, 330 managed lodging facilities were located in areas with extremely high ravine and/or coastal flood risk.

Activity Metrics
Code

Metric Description

Response and / or Location

SV-HL-000.A

Number of available room-nights

In 2021, Marriott had approximately 430 million available room nights*.

SV-HL-000.B

Average occupancy rate (%)

In 2021, the average occupancy rate was 51.3%*.

SV-HL-000.C

Total area of lodging facilities

In 2021, the total area of Marriott’s lodging facilities was approximately 800 million square feet.

SV-HL-000.D

Number and percentage of managed lodging facilities

In 2021, Marriott had 2,036 managed lodging facilities, which includes 93 managed residences (approximately 25.5% of
the portfolio).

Number and percentage of owned and leased lodging
facilities

In 2021, Marriott had 64 owned or leased lodging facilities (approximately 0.8% of the portfolio).

Number and percentage of franchised lodging facilities

In 2021, Marriott had 5,797 franchised lodging facilities, which includes 9 franchised residences (approximately 72.5% of
the portfolio).

Number and percentage of timeshare lodging facilities

In 2021, Marriott had 92 timeshares (approximately 1.2% of the portfolio).

* For comparable properties only, worldwide systemwide occupancy.
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TCFD Report
Marriott’s Task Force on Climate-related Financial Disclosures (TCFD) Report is aligned with the four sections of the TCFD framework: (1) governance, (2) strategy, (3) risk
management, and (4) metrics and targets.

Governance: The Company’s Governance Around Climate-Related Risks and Opportunities(a)

Board’s Oversight of Climate-Related Risks and Opportunities
The Board, including through its Inclusion & Social Impact (ISI) Committee, oversees, reviews, and provides guidance to management regarding the Company’s strategies and policies related toenvironmental matters, including sustainability and climate-related issues, impacts, and risks.
Marriott’s Chief Executive Officer (CEO), who is on our company’s Board of Directors, is also a member of the ISI Committee. Our CEO has oversight for assessing and managing climate-related risks andopportunities and confirming the Board is regularly updated on climate-related issues.

(b)Management’s Role in Assessing and Managing Climate-Related Risks and Opportunities
At the management level, our Serve 360 platform is guided by the various governing bodies, each maintaining its own priorities and objectives to make progress toward our companywide goals. These
Councils and Champions are integral in executing our strategy globally.
To support Marriott’s climate action goals, which include setting a science-based target (SBT) and reaching net-zero value chain GHG emissions by no later than 2050, Marriott introduced a new
governance structure in 2021. Core leadership and working teams manage various workstreams and are supported by the Climate Strategy Advisory Group, which is chaired by the company’s Chief
Global Officer, Global Operations. The Corporate Growth Committee (CGC) Climate Strategy Subcommittee is the executive-level forum charged with providing the CGC with recommendations on theoverall strategic direction including the SBT application submission and required investments and commitments.
Additional References
2022 Serve 360 Report (Board & ESG Oversight, pages 63–64)
Inclusion and Social Impact Committee Charter
CDP 2022 Climate Change Response

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Strategy: The Actual and Potential Impacts of Climate-Related Risks and Opportunities on the Organization’s Business, Strategy,
and Financial Planning(a)

Identified Climate-Related Risks and Opportunities Over Short-Term, Medium-Term, and Long-Term HorizonsTime Horizons: Marriott defines short-term time horizons as less than 2 years, medium-term time horizons by 2–5 years and long-term time horizons by 5–10 years. The short-term time horizon primarilyreflects hotel operations and the activities of the Serve 360 Executive Leadership Council. For example, annual energy and water audits help identify opportunities to perform against goals and asset
management systems track preventative maintenance and capital expenditure plans in short-term time horizons. Assessing medium-term risks and opportunities includes activities such as monitoring
proposed legislation or emerging technologies. The long-term time horizon includes Marriott’s annual 10-year capital planning and budgeting exercise, which helps to identify and forecast the needsof a given facility with respect to long-term climate impacts and efficiency. Additionally, most of Marriott’s Serve 360 targets were established for the 10-year time frame from 2016 to 2025, helping toenvision how to develop responsible business practices to meet climate change risks.
Process to Determine Risks and Opportunities with a Material Financial Impact: Risks are typically reviewed annually by the top 250 executives across the company, as well as by the Board of
Directors. All the evaluated risks may be considered to have the potential for substantive impact, and as a part of the annual review, the risks are prioritized, and data is gathered about current andlong-term mitigation efforts, challenges, and performance-tracking mechanisms.
Identified Risks:Categories

Risks

Time Horizons

Transition:
Reputation

Increased stakeholder concern or negative stakeholder feedback: One of the core values of our company is to Serve Our World, which means investing in
local communities and promoting sustainable development in the environments where Marriott hotels are located. The company has a responsibility and avested interest in helping to address some of the world’s most pressing social, environmental, and economic issues. Consumer travel preferences may shift,including due to sustainability related concerns, which could subject Marriott to increased reputational risks. If Marriott does face increased stakeholder
concerns related to sustainability, this could lead to financial implications, including reduced profits.

2–5 years

Physical: Acute

Cyclones, hurricanes, and typhoons: Marriott hotel locations are subject to acute physical climate risks due to the changing climate, such as severe storms,
hurricanes, earthquakes, tsunamis, floods, volcanic activity, wildfires, and other natural disasters. Marriott could experience a significant decline in travel
and reduced demand for lodging due to the events mentioned above. Additionally, severe weather events could lead to significant financial implications forproperties that Marriott owns, manages, or franchises, including reduced profits and property damage. Such events have in the past and could in the future
result in increases in related insurance or other operating costs, and insurance may not cover certain damages.

2–5 years

Physical: Chronic

Changes in precipitation patterns and extreme variability in weather patterns: Marriott hotel locations are subject to chronic physical climate risks. In 2020,
Marriott performed a scenario analysis to identify physical climate risks to its hotels in the Continental U.S. The identified risks included chronic risks such as
coastal flooding due to rising sea levels, drought, energy demand due to cooling degree days (CDD), and heating degree days (HDD). During 2021, Marriott
expanded this analysis for its portfolio of hotels internationally, which included the evaluation of over 3,200 open and pre-open hotels. Chronic physical risks
can lead to long-term financial implications, including increased operating and compliance costs (including higher energy costs and insurance premiums) andreduced profits.

5–10 years

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Identified Opportunities:

Categories

Opportunities

Time Horizons

Resource
Efficiency

Move towards more efficient buildings: Through Marriott’s Serve 360 platform, the company aims to integrate sustainability across our value chain. Marriottseeks to minimize our environmental footprint by sustainably managing our energy and water use, reducing our waste and carbon emissions, and increasing
the use of renewable energy. As such, the company employs innovative technologies, including the Marriott Environmental Sustainability Hub (MESH), thecompany’s environmental reporting platform to plan, implement, track, and communicate how to operate responsibly to mitigate climate-related risk, benefiting
the business and the communities where Marriott hotels operate. This includes tracking energy consumption and progress against reduction strategies,
renewable installations and property retrofits by utilizing a sustainability survey (which is also integrated into MESH). These initiatives support the company’s
2025 Sustainability and Social Impact Goals (including our goal to reduce carbon emissions by 30% by 2025), and our science-based targets commitment,
which includes (1) setting a science-based emissions reduction target in line with 1.5°C emissions scenarios, and (2) setting a long-term science-based target
to reach net-zero value chain greenhouse gas (GHG) emissions by no later than 2050, in line with the criteria and recommendations of the Science Based
Targets initiative.

2–5 years

Resilience

Use of lower-emission sources of energy: Through Marriott’s Serve 360 platform, the company aims to integrate sustainability across our value chain. As
part of our strategy, Marriott aims to minimize our environmental footprint by increasing the use of renewable energy. As part of our Serve 360 Sustainability
and Social Impact Goals, Marriott aims to source a minimum of 30% of its overall electricity consumption from renewable energy by 2025. Transitioning to
renewable energy and continued focus on energy efficiency will help Marriott reduce energy consumption and related costs.

2–5 years

Products andServices

Shift in consumer preferences: With growing environmental awareness on the part of many travelers and expectations on many other businesses to reduce
their travel-associated carbon footprint, hotels providing products and services that respond to changing consumer demand may be better positioned toachieve business goals. The success of growing our brands through development of new properties and franchises is also linked to our ability to adapt toshifting market preferences.

2–5 years

Marriott also informs stakeholders about our priorities and actions, seeks to understand evolving expectations and viewpoints, and creates opportunities toaddress substantive issues through partnerships and collaboration. Through our Serve 360 platform, the company communicates progress against our goals,
and other impacts of our business to our guests and corporate customers. Each year, the company also publishes our annual Serve 360 Environmental, Social,and Governance Report that outlines our key sustainability goals, actions, objectives, and progress. Shifts in consumer preferences can lead to increased
revenue through demand for lower emissions products and services. For example, Marriott addresses increasing consumer demand by providing carbon datapre-stay, during the RFP process, and post-stay during semiannual reporting upon request.

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Impact on Business, Strategy, and Financial PlanningImpact on Business and Strategy
Products and Services: Marriott’s sales teams work hard to better understand and meet the needs of our business travel and group customers. Marriott engages with associates to enable them toeffectively communicate sustainability and social impact efforts and progress at the individual hotel and macro levels to their customers. Marriott also communicates regularly with corporate customers
about our sustainability goals by typically developing progress slides for use by the Global Sales Organization, attending business review calls, presenting at global customer events, distributing
sustainability and social impact information and education to sales teams, empowering guests with carbon and water footprint information, and providing hotel sustainability information during theRequest for Proposal (RFP) process.
Supply Chain and/or Value Chain: Severe weather events can impact our suppliers as well as our properties. As such, the company has a large, diversified supply chain, and can source replacement
supplies as needed. Additionally, Marriott seeks to identify products with new and existing suppliers that exhibit responsible environmental and social attributes and offer a high-quality experience forour guests.
Investment in R&D: Marriott conducts research and development of products and services, and how best to meet our corporate customers’ needs for sustainable meeting services and access to businesstravel-related emissions data. For example, Marriott’s sales teams work to better understand and meet the needs of our business travel and group customers. The company also engages with third-party
engineering firms to assist us in managing a formalized energy and water conservation technologies vetting process where vendors can have their technologies piloted and verified at a low cost.
Solutions that meet Marriott’s typical 10-year lifecycle cost model returns on investment get added to our approved solutions database where they are utilized by properties and owners.
Operations: Marriott properties have developed Business Continuity Plans to prioritize the safety and security of our guests and associates. These plans guide necessary repairs and/or reconstruction
to return properties to operating condition. Marriott also requires comprehensive property and liability insurance policies for our managed, leased, and owned properties with coverage features andinsured limits, in the event of prolonged property closures for repairs. Beginning in 2020, Marriott performed a climate scenario analysis for over 5,200 open and over 1,300 pre-open U.S. hotels to
identify physical climate change risks and seismic risks across three time periods — 2030, 2050, and 2080. During 2021, Marriott expanded its climate scenario analysis to include over 3,200 open andpre-open international hotels. As a result of this initial analysis of both U.S. and international properties, the top at-risk managed hotels were identified for in-depth future desk studies, site visits, andvulnerability assessments.
Impact on Financial Planning
Revenues: Our expertise in implementing projects that create operational efficiencies, including energy and water savings, help 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 our ability to secure additional
management and franchise contracts.
Indirect Costs: Our focus on energy and water conservation, and our company’s related operational goals for all the hotels in our portfolio, help to address both the physical climate and transition risks
identified, including those relating to increasing energy and water costs.
Capital Expenditures: Marriott invests in our utility tracking and environmental reporting platform, MESH, and data analysis, to help us more accurately provide individual hotel targets and to give us
greater insight into our performance against targets and the impact of climate-related risks such as rising mean temperatures and temperature extremes.

(c)Resilience of Strategy, Including Impact of Different Climate-Related Scenarios
Marriott performed a quantitative scenario analysis to identify physical climate risks to its hotels in the continental U.S. Marriott used the Representative Concentration Pathway (RCP) scenarios RCP 4.5
and RCP 8.5 to evaluate the portfolio’s exposure to physical climate risks under a range of potential futures. RCP 8.5 represents a business-as-usual future with increasing GHG emissions through theyear 2100 and greater physical impacts from climate change, while RCP 4.5 represents a future with decreasing GHG emissions after mid-century and lesser physical impacts.
The scenario analysis showed that many Marriott U.S. hotels are projected to be exposed to increases in average and extreme temperatures. Overall, impacts were larger in the RCP 8.5 scenario than the
RCP 4.5 scenario and in both scenarios, impacts increased in severity progressing from the year 2030 to the 2050- and 2080-time horizons. In 2021, Marriott expanded this climate scenario analysis forthe company’s portfolio of hotels internationally.
Additional References
2022 Serve 360 Report (Energy & Emissions, pages 14–17)
CDP 2022 Climate Change Response
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Risk Management: The Process to Identify, Assess, and Manage Climate-Related Risks(a)

Process for Identifying and Assessing Climate-Related Risks
Marriott’s Internal Audit’s Enterprise Risk Assessment process identifies the top business and emerging risks facing the company, including climate-related risks and opportunities. The results of thisprocess are reported to the Board of Directors as well as reviewed annually by key executives across the company. All the risks evaluated may be considered to have the potential for substantive
impact, and as a part of the annual review, the risks are prioritized, and data is gathered about current and long-term mitigation efforts, challenges, and performance tracking mechanisms. Please note,consistent with our focus on management, franchising, and licensing, Marriott owns or leases very few lodging properties. This asset-light business model reduces Marriott’s direct exposure to climaterelated risks to asset ownership.
Acute physical climate-related risks, such as severe weather events, are managed and updated annually through our companywide approach to business continuity planning, including risk identification,
readiness, response and recovery relative to operational disruptions. Additionally, Global Engineering actively engages with Enterprise Risk Management and external partners to evaluate and works toaddress climate-related risks to the property assets under Marriott’s care and to develop strategies, programs, and trainings to promote climate resilience across our global portfolio of properties.
The Marriott Infrastructure Resilience and Adaptation (MIRA) program also evaluates climate-related risks to the physical assets managed by Marriott and creates resiliency strategies, programs, andtraining to help provide optimal preparedness, planning and to help mitigate losses associated with climate-related events.

(b)

Processes for Managing Climate-Related Risks
Increased stakeholder concern or negative stakeholder feedback: Marriott continuously evaluates our environmental performance and communicates our commitments and progress in our annual
Serve 360 Environmental, Social, and Governance Report. The company also evaluates future opportunities to meet the needs of our stakeholders. For example, in September 2021, Marriott committed tosetting a science-based target via the Science Based Targets initiative (SBTi), and set a goal to reach net-zero emissions by 2050 at the latest.
Cyclones, hurricanes, and typhoons: Physical climate risks, such as severe weather events, are typically managed and updated annually through our enterprisewide approach to business continuity
planning, including risk identification, readiness, response, and recovery, relative to operational disruptions.
Additionally, Marriott’s Global Engineering Team collaborates with Marriott’s Risk Management Team and external stakeholders through a program called Marriott Infrastructure Resilience andAdaptation (MIRA) to evaluate and address growing climate-related risks to the property assets under Marriott’s care and to develop strategies, programs, and trainings to promote climate resilience, andmitigate climate-related losses, across the global portfolio of properties. In 2021, the MIRA climate scorecard concept was developed. The scorecard is proposed to include two components — climate
exposure and adaptive capacity. This scorecard will provide opportunities to educate associates on climate risks, existing vulnerabilities validating necessary capital expenditure (CapEx) improvements,
and ways to engage with surrounding communities to improve resiliency.
Changes in precipitation patterns and types: 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.

(c)

Process Integration Into Overall Risk Management
Marriott’s processes for identifying and assessing climate-related risks are integrated into our multidisciplinary companywide risk management process. Marriott’s Internal Audit discipline typicallycoordinates an annual Enterprise Risk Assessment process through which senior leadership identifies the top business and emerging risks facing the company, in addition to key mitigating action plans
for addressing those risks. The results of this process are reported to our Board of Directors.
Additional References
2022 Serve 360 Report (Energy & Emissions, pages 14–17)
CDP 2022 Climate Change Response

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Metrics and Targets: The Metrics and Targets Used to Assess and Manage Relevant Climate-Related Risks and Opportunities(a)

Metrics Used by the Organization to Assess Climate-Related Risks and Opportunities
In addition to tracking and reporting on Scope 1, 2, and 3 global greenhouse gas emissions, Marriott also tracks and reports on energy, carbon, and water intensity metrics for each of our regions. As partof our company’s 2025 Serve 360 Goals, Marriott is also tracking the percentage of renewable energy consumed in our portfolio.
To further assess climate-related risks and opportunities, and as part of Marriott’s Serve 360 platform, Marriott also tracks and reports on the percentage of properties certified to a recognizedsustainability standard, the number of LEED®, BREEAM®, or Estidama certified or registered hotels, and the number of implemented adaptive reuse projects.

(b)

(c)

Scope 1, 2, and 3 Greenhouse Gas Emissions (MT Co2e)
Scope
Scope 1
Scope 2 (market-based)
Scope 2 (location-based)
Scope 3 emissions (franchised properties) (market-based)
Scope 3 emissions (franchised properties) (location-based)
Scope 3 Emissions Non-Franchised by Category
Purchased Goods and Services
Capital Goods
Fuel- & Energy-Related Activities

2021
1,104,234
4,726,284
4,708,713
4,277,697
4,089,425
3,390,000
937,000
1,408,000

Scope
Waste Generated in Operations
Business Travel
Employee Commuting
Downstream Transport and Distribution
Use of Sold Products
End-of-Life Treatment of Sold Products
Investments
Total Scope 3 emissions

2021
599,000
147,000
461,000
1,500
500
900
1,500
11,035,825

Targets Used and Performance Against Targets
To assess and manage relevant climate-related risks and opportunities, Marriott set the following 2025 Serve 360 Goals:

2025 Goals
30% carbon intensity reduction
30% renewable electricity
100% of hotels will be certified to a recognized sustainability standard
650 LEED, BREEAM, or Estidama certified or registered hotels
250 adaptive reuse projects

2021 Progress
25.6% reduction from 2016 baseline
0.30% of our electricity consumption sourced from renewable energy
30% of properties certified to a recognized sustainability standard
227 hotels certified to or pursuing LEED, BREEAM, or Estidama certification
211 open adaptive reuse hotels

Due to the ongoing impacts of COVID-19 on our company, including decreased occupancy, we experienced an increase in our water intensity and decrease in our carbon intensity metrics in 2021.
Marriott has also committed to setting a science-based target via the Science Based Targets initiative (SBTi). As part of the process to set a science-based target, Marriott is reviewing the 1.5°C Scenario
to model and evaluate an emissions reduction target. The company also signed on to the Race to Zero via the most ambitious standard, Business Ambition for 1.5. Marriott is currently preparing its
submission to the SBTi for the company’s near-term targets and developing longer-term strategies to support those targets. This includes reviewing Scope 1 and 2 data and time horizons and evaluating
Scope 3 emissions for baseline, tracking, and reporting.
Additional References
2022 Serve 360 Report (2025 Sustainability & Social Impact Goals, pages 9–10; Energy & Emissions, pages 14–17; Performance Tables, pages 74–75; Assurance Statement, pages 97–98)
CDP 2022 Climate Change Response

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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,

This
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preparedfor MarriottInternational,
Inc. in accordancewith our contract.
ThisAssurance
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preparedfor MarriottInternational,
Inc. in accordancewith our contract.

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

Terms
of Engagement
Terms of Engagement

Terms of Engagement

Relatingto
toMarriott
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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
Environmental(“the Report”)
for calendar
year (CY)assurance
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LRQA wasgas
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procedure is based on current best practise and is in accordance with ISAE 3000 and ISAE 3410.
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global operations and activities using the operational control•reporting
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o Direct (Scope 1), Energy Indirect (Scope 2) and Other Indirect (Scope 3) GHG emissions;▪ Scope
3 GHGemissionsverifiedby LRQA• Reviewing whether
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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
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Ĕ Energy
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LRQA’sresponsibility is only
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LRQA disclaims
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to others
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is for(cubic
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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
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assuranceengagement
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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

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 ISAEin
3000
ISAE did3410.not include all the properties as per the 10-K report.
• The
totalandproperty
counts included
theandReportThis does not have a material impact;
Our assurance engagement covered Marriott’s global operations and activities using the operational control• The application
Marriott Specificaverageemissions factors for energy sources where estimates arereportingmethod, andofspecificallythe following
requirements:
is currently
being
applied at a relatively broad level. This issue is not material.
• madeVerifying
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documentation
for thelimited.
is not material.
WRI/WBCSD
GHG Protocol)
forEF
theisGHG
data This.
• Reviewing whether the Report has been based on:• The current methodology for extrapolating renewable energy consumption makes some unsubstantiatedo Service sector guidelines.
This issue
not material.
• assumptions.
Evaluating the accuracy
andisreliabilityof data and information for only the selected indicators listed below:
o Direct (Scope 1), Energy Indirect (Scope 2) and Other Indirect (Scope 3) GHG emissions;
Table 1. Summaryof Marriott
GHG Emissions
andEnvironmental
Data CYproperties;
2021▪ Scope3 GHG emissions
verified by
LRQA
only include franchisedoEnergy Use and Water Use; andEnvironmental Performance Indicators including: GHG emissionsQuantity
intensity (kg CO2e / square
meter of
Units
condition space), Water intensity (cubic meters / occupied room), and Energy intensity (kWh/ square
meter of conditioned space).
Scope 1 Emissions*
1,104,234
MT CO2eItem o,The
Reportincludes Energy
use and GHG emissions
for both global managed 4,708,713
and franchise properties.
ReportScope
2 Emissions(Location-Based)*
**
MTThe
CO2e
includes water use and environmental performance indicators for global managed properties only. Our assurance,
engagement
excluded the
GHG emissions andbrand properties.
Scope 2 Emissions(Market-Based)*** water for Marriott’s Residences 4,726,284
MT CO2e

LRQA’sonly to Marriott.
LRQA disclaims
liability
or responsibility
to others as explainedin theScoperesponsibility
3 Emissionsis(franchised
properties
only) — any
locationbased
4,089,425
MT CO2eend footnote. Marriott’s responsibility is for collecting, aggregating, analysing and presenting all the data andinformation
within the Reportand forproperties
maintainingonly)
effective
internalbased
controls overthe systems from which
ReportScope 3 Emissions(franchised— market
4,277,697
MT theCO2eis derived. Ultimately, the Report has been approved by, and remains the responsibility of Marriott.

Total Water Consumption — Managed Properties only
115.25
Million Cubic
MetersBased on LRQA’s approach, except for the effect of the matters described in the Basis for Qualified Opinion, we believe
that
Marriotthas,Usein all—material
respects:
Total
EnergyManaged
Properties only
16.22
Million MWh• Met the requirements of the criteria listed above; and• TotalDisclosed
accuratereliable performance
2 below.MWh
EnergyUse —andFranchised
Propertiesdata
onlyand information as summarized
13.83 in Table 1 and Million

LRQA’s Opinion

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

* Scope 1 and 2 GHG emissions include managed properties only.

**
1. 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/

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

.

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2022 Serve 360 Report: Environmental, Social, and Governance Progress

97

•

INTRODUCTION•SERVE 360: DOING GOOD IN EVERY DIRECTION

Table 2. Summary of Marriott Environmental Performance Indicators CY 2021

LRQA Independent Assurance Statement

Environmental
Performance
IndicatorsInc.
& Units*
Relating
to MarriottInternational,
GHG Emission and Environmental Quantity
Data forthe
CY2021
Water Intensity Managed Properties only (cubic meters per occupied room
1.28
This
Assurance
Statement
has been
preparedonly
for MarriottInternational,in accordance
EnergyIntensity
Managed
Properties(kilowatt
hours per Inc.
squaremeter of with our contract.
287.50conditioned space)*•

ENVIRONMENTAL•

SOCIAL•

GOVERNANCE•

APPENDICESLRQA ensures the selection of appropriately qualified individuals based on their qualifications, training andexperience. The
outcome of all verification andcertification assessments
is then internally reviewed by senior
LRQA
Independent
Assurance
Statement
management to ensure that the approach applied is rigorous and transparent.

Relating to Marriott International, Inc. GHG Emission and Environmental Data for
NevilleDias
theCY2021
Dated: 28 June 2022
This Assurance Statement has been prepared for Marriott International, Inc. in accordance with our contract.
LRQA Lead Verifier

Terms of Engagement

Terms
of Engagement
On behalfof LRQA, Inc.

* Environmental
managedonly.and activities using the operational control
Our
assurance performanceengagementindicators
covered include
Marriott’s
globalproperties
operations
reporting method, and specifically the following requirements:• Verifying conformance with:
LRQA’s oApproach
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 WRI/WBCSD
undertakenGHG
as partof thegatheringprocess for this assurance engagement:
1
Protocol)forevidence
the GHG data.
•• interviewing
Reviewing whether
the Reporthas been
basedon:relevant
employeesof theorganization
responsible for managing GHG emissions ando Service sector guidelines.
environmental data and records;• Evaluating the accuracy and reliability of data and information for only the selected indicators listed below:
o Direct(Scope 1),
EnergyIndirect (Scope2) andto
Other
Indirect(Scope3) GHG emissions;• assessing
Marriott’s
data
management
systems
confirmthey
are designed
to prevent significant errors,
Scope 3 GHG emissions
verified We
by LRQA
onlybyincludefranchisedomissions or▪ mis-statementsin the Report.
did thisreviewing
the properties;
effectiveness of data handlingo Energy
Use and Water
and including those for internal quality control,
procedures,instructions
andUse;systems,o Environmental Performance Indicators including: GHG emissions intensity (kg CO2e / square meter of• verifyingcondition
historical
GHG Water
emissionsand(cubic
environmental
data andrecords
at a source
space),
intensity
meters / occupiedroom),and Energy
intensitylevel;(kWh/andsquaremeter of conditioned space).
Observations
The Report includes Energy use and GHG emissions for both global managed and franchise properties. The Report
Further observations and findings, made during the assurance engagement, are:includes water use and environmental performance indicators for global managed properties only. Our assurance
engagement
the GHG
emissionsfor Marriott’s
brand properties.
• Considerexcluded
enhancing
Marriott’s
GapandFillwater
methodology
forResidenceseach non-primaryenergy and water source

damageor expensecaused by reliancethe information
advice in thisdocument
or howsoever
unlessthat person has
Our
assuranceengagement
coveredonMarriott’s
globaloroperations
andactivities
using theprovided,
operational
controlreportingmethod,andthespecificallythe following
signed a contract
withrelevant LRQA
entity for requirements:
the provision of this information or advice and in that case any responsibility or•liability
Verifying
conformancewith:is exclusively on the terms and conditions set out in that contract.
o Marriott’s reporting methodologies for the selected datasets; andThe English
this AssuranceStatementis theonly valid
version.
assumes Development
no responsibility
for versions Gas
translatedo version
WorldofResources
Institute/ World
Business
CouncilforLRQA
Sustainable
Greenhouseinto other languages.
Protocol: A corporate accounting and reporting standard, revised edition (otherwise referred to as the1
WRI/WBCSD GHG Protocol) for the GHG data .
This Assurance Statement is only valid when published with the Report to which it refers. It may only be reproduced in its entirety.
• Reviewing whether the Report has been based on:oServicesector guidelines.
Copyright © LRQA,
2022• Evaluating the accuracy and reliability of data and information for only the selected indicators listed below:
o Direct (Scope 1), Energy Indirect (Scope 2) and Other Indirect (Scope 3) GHG emissions;▪ Scope 3 GHG emissions verified by LRQA only include franchised properties;o Energy Use and Water Use; ando Environmental Performance Indicators including: GHG emissions intensity (kg CO2e / square meter ofcondition space), Water intensity (cubic meters / occupied room), and Energy intensity (kWh/ square
meter of conditioned space).

LRQA
commissioned
by —MarriottInternational,
GHGwasEmissions
Intensity
Managed
PropertiesInc.
only(Marriott) to provide independent assurance
102.75 of its
greenhouse(GHG)
emissionsinventory
Environmental
Data (“theReport”) for calendar year (CY) 2021 against
Location gas
Based
(kg
CO2e persquareandmeterof conditioned
space)*
the assurance criteria below to a reasonable level of assurance and materiality of 5% using LRQA’s verification
procedureand ISO 14064- Partfor greenhousegas emissions.
on current
GHG Emissions
Intensity—3Managed
Properties
only LRQA’s verification procedure is based
103.05best
practiseand is(kgin accordancewith ISAE
3000 and
ISAE 3410. space)*
MarketBased
CO2e per square
meter
of conditioned

LRQA
was commissioned
by200,
MarriottInternational,
Inc. (Marriott) to provide independent assurance of its
1330 Enclave
Pkwy, Suite
Houston,TX 77077
greenhouse gas (GHG) emissions inventory and Environmental Data (“the Report”) for calendar year (CY) 2021 against
theassurance
criteria
below to a reasonable level of assurance and materiality of 5% using LRQA’s verification
LRQA
reference:
UQA00000478
procedure and ISO 14064 - Part 3 for greenhouse gas emissions. LRQA’s verification procedure is based on current
LRQApractiseGroup Limited,affiliates andsubsidiaries,
officers, employees or agents are, individually andbest
and is initsaccordance
with
ISAE 3000andandtheir
ISAErespective
3410.

collectively, referred to in this clause as ‘LRQA’. LRQA assumes no responsibility and shall not be liable to any person for any loss,

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.

type; andLRQA’s responsibility is only to Marriott. LRQA disclaims any liability or responsibility to others as explained in theendfootnote. toMarriott’s
is for collecting,aggregating,analysingand andpresenting• Continue
increaseresponsibility
the percentagesof validatedsites reporting
energywater. 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.
LRQA’s Standards and Competence

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.

LRQA’sOpinion and maintains a comprehensive management system that meets accreditation
LRQA implements

LRQA’s Opinionof Ethics
forexpressed
Professional
Accountants
issuedby the International
EthicsStandards
Board offor5%.
Accountants.
The
opinionis formed
on the basisof a reasonablelevel of assurance
andat the materiality

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

Based
on LRQA’sfor
approach,
exceptfor the effectgasesof the mattersdescribed infor
thegreenhouse
Basis for Qualified
Opinion, weand
believerequirements
ISO 14065
Greenhouse— Requirements
gas validation
verification
that
Marriotthas,ininaccreditation
all material respects:
bodiesfor useor other forms of recognition and ISO/IEC 17021 Conformity assessment•— Requirements
Met the requirementsofthecriteria
listedabove;
andfor bodies providing audit and certification of management systems that are at least as•demanding
Disclosedas
accurateand reliable performancedata and information
as summarizedin Table
1 and2 below.
the requirementsof the International
Standard on
Quality Control
1 andcomplywith the Code1.

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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2022 Serve 360 Report: Environmental, Social, and Governance Progress 98