mgm resorts corporate social responsibility annual report 2017

Statements in this Corporate Social Responsibility report that are not historical facts are forward-looking statements, within the meaning of the Private Securities Litigation Reform Act of 1995 and involve risks and/or uncertain-ties, including those described in the MGM Resorts International (the “company”) public filings with the Securities and Exchange Commission. The company has based forward-looking statements on management’s current expectations and assumptions and not on historical facts. Examples of these statements include, but are not limited to, the company’s expectations regarding future initiatives related to diversity and inclusion, philanthropy and community engagement, and environmental sustainability, the company’s ability to execute on future development and other projects, create jobs in new and existing jurisdictions and execute on its strategic plans. These forward-looking statements involve a number of risks and uncertainties. Among the important factors that could cause actual results to differ materially from those indicated in such forward-looking statements include effects of economic conditions and market conditions in the markets in which the company operates and competition with other destination travel locations throughout the United States and the world, the design, timing and costs of expansion projects, risks relating to international operations, permits, licenses, financings, approvals and other contingencies in connection with growth in new or existing jurisdictions and additional risks and uncertainties described in the company’s Form 10-K, Form 10-Q and Form 8-K reports (including all amendments to those reports). In providing forward-looking statements, the company is not undertaking any duty or obligation to update these statements publicly as a result of new information, future events or otherwise, except as required by law. If the company updates one or more forward-looking statements, no inference should be drawn that it will make additional updates with respect to those other forward-looking statements.

TABLE OF CONTENTS

Message from our leaders � � � � � � � � � � � � � � � � � � � � � � � � � � � � 4

Our philosophy & governance � � � � � � � � � � � � � � � � � � � � � � � � � 6

Fostering diversity & inclusion � � � � � � � � � � � � � � � � � � � � � � � � � 9

Living inclusion in our company � � � � � � � � � � � � � � � � � � � � � � � �10

All are welcome at MGM Resorts � � � � � � � � � � � � � � � � � � � � � � �12

Standing up for what’s right � � � � � � � � � � � � � � � � � � � � � � � � � �13

Cultivating a diverse community of partners and suppliers � � � � �14

MGM Springfield � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �16

Playing smart with GameSense � � � � � � � � � � � � � � � � � � � � � � � �17

Investing locally � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �18

The MGM Resorts Public Policy Institute� � � � � � � � � � � � � � � � � � 20

Building strong communities� � � � � � � � � � � � � � � � � � � � � � � � � � �21

Giving generously � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 23

Serving our communities � � � � � � � � � � � � � � � � � � � � � � � � � � � � 24

Protecting the environment � � � � � � � � � � � � � � � � � � � � � � � � � � 33

A decade of sustainability � � � � � � � � � � � � � � � � � � � � � � � � � � � 34

A smarter way to design, build and operate � � � � � � � � � � � � � � 36

Feeding our neighbors � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 38

Looking to the future � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 39

Employee recognitions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 40

Appendix � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 42

32017 Corporate Social Responsibility Report

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Cyan Magenta Yellow Black

4 MGM Resorts

MESSAGE FROM

OUR LEADERS

In the face of accelerating change, society increasingly demands that responsible busi-

nesses engage to help solve a myriad of complex social, environmental and economic

challenges. Contributions to issues like hunger relief, job creation, economic develop-

ment, equality, women’s rights, education and environmental protection have become

crucial aspects of how contemporary businesses deliver value.

At MGM Resorts, we endeavorto meet the expectations of ourshareholders, employees, guestsand community stakeholders byconsistently operating within ourcore values of Integrity, Inclusion,Teamwork and Excellence. Believ-ing these are the true engines ofperformance, we constantly seeknew ways to leverage the differ-ences among us to achieve greateroutcomes—whether galvanizing ourdiverse teams to achieve perfor-mance, expanding our increasinglydiverse customer base, wideningour chain of diverse suppliers,cultivating stronger ties with diversecommunities, growing internationalbusiness partnerships or enhancingother aspects of our business.

Our strong belief in the value ofinclusion occasionally leads us totake strong and principled publicstands on issues of equality. Wemade our views clear in the wake

of the violent Charlottesville, Vir-ginia, white nationalists rally andagainst federal and state measuresto diminish the human rights ofLGBTQ individuals. In 2017,

we also considered more closelyhow our corporate social respon-sibility (CSR) initiatives align withthe United Nations SustainableDevelopment Goals (SDGs). Manyof these SDGs are already inte-grated into our CSR agenda—suchas our established leadership ofwomen’s advancement in the gam-ing industry and our commitment toadvancing gender equality. Recentshattering revelations of harassmentand abuse of women have ignited

what we hope will be a watershedmoment in the evolution of genderequality in our society and aroundthe world.

Community investment, philan-thropy and service are true hallmarksof our organization. In 2017alone, MGM Resorts employeescollectively engaged in 114,900hours of volunteer service, andour company donated more than$13.5 million in cash and in-kindcharitable donations. Two-thirdsof our employees contributed toour MGM Resorts Foundation,raising more than $4 million, andthe Foundation itself made 78community grants. One of ournewest resorts is in Springfield,Massachusetts, where $79.1 mil-lion of construction and consultingspending went to minority-ownedbusiness partners in 2017 andwhere 3,000 local residents areemployed. Taken together, these

Community investment,philanthropy and serviceare true hallmarks of ourorganization.

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points illustrate a holistic approach to sup-porting social and economic developmentthrough quality job creation, 21st-centuryskills training, investment in diverse andminority-owned businesses, support for localnonprofits, engagement in volunteer service,and investments in green building.

2017 also marked more than a decade ofindustry-leading achievements in environ-mental sustainability. We have made greendesign and construction, energy and waterconservation, materials and waste manage-ment, and sustainable events and operationskey focus areas through which we conductour business, educate our employees, relateto our guests and better our communities.

In closing, we must acknowledge the tragicand horrifying events that occurred on Oc-tober 1, 2017. Though our organizationwas rocked by loss and grief, our cultureand values formed a strong foundation thatmade steady recovery possible. In the worstmoments imaginable, we truly were strongertogether. And, while these events remain aprofound source of pain and sorrow, theyalso inspire tremendous gratitude and pridein the people of ourcompany and thebroader global com-munity to which webelong.

Looking forward, weaspire to achievenew levels of engagement, set new stan-dards, break new barriers and lay moreground. We will continue in our quest toleverage our business success for the achieve-ment of a better world.

Though our organization wasrocked by loss and grief, ourculture and values formed a strongfoundation that made steadyrecovery possible.

We aspire to achieve newlevels of engagement, set newstandards, break new barriersand lay more ground.

Jim MurrenChairman & CEO

Rose McKinney-JamesChair, Corporate Social ResponsibilityCommittee, Board of Directors

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6 MGM Resorts

OUR PHILOSOPHY

& GOVERNANCE

MGM Resorts International is one of the world’s leading global entertainment compa-

nies, operating 28 unique hotel offerings in the United States and Macau. Our properties

delight and inspire guests in Nevada, Maryland, Michigan, Mississippi, Massachusetts,

New Jersey and Macau.

As a part of so many communities worldwide,we have the opportunity—and the responsibil-ity—to drive economic growth and contributeto the places we call home. As we foster di-versity and inclusion, invest locally and protectthe environment, we live our commitment tothe communities that have welcomed us.

Our corporate social responsibility (CSR)achievements are the result of collaborationacross our company. Our CSR strategy isguided by our Chairman and Chief ExecutiveOfficer and the CSR Committee of our Boardof Directors, which sets our CSR priorities foreach year and measures and monitors ourperformance across the company. The CSRcommittee of our senior management servesas a bridge between our board and manage-ment and steers practical implementation ofour CSR policies.

Our CSR principles are woven into the annualstrategic planning process at our resort proper-ties, corporate division and our managers’performance evaluation system. We are alsoa leader in responsible gaming and regularlymonitor the implementation of the AmericanGaming Association’s Code of Conduct

for Responsible Gaming at our gamingproperties.

Four corporate teams are dedicated to real-izing our CSR goals, including Diversity andInclusion, National Diversity Relations, Philan-thropy and Community Engagement, and theCorporate Sustainability Division. Led by ChiefDiversity & Corpotate Responsibilty OfficerPhyllis A. James and Chief Sustainability OfficerCindy Ortega, these teams have made corpo-rate social responsibility an indelible part of ourcompany’s character, culture and operations.

At the heart of ourCSR efforts are our81,000 MGMResorts employees,who give gener-ously to their neigh-bors and embodyour values ofIntegrity, Teamwork,Inclusion and Excellence every day. ThroughThe MGM Resorts Foundation, CSR Councils,and Employee Network Groups, the MGMResorts family champions causes, donates theirtime and funds organizations that will have apositive impact in our communities.

Together, we are building a strong andsustainable future for our society, our economyand our world.

We live our commitment to thecommunities that have welcomed us.

Our CSR principles are woveninto the annual strategicplanning process at ourresort properties, corporatedivision and our managers’performance evaluation system.

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Our Economic & Philanthropic Impact

$20 billionU.S. economic output

$2.3 billionTaxes to U.S. federal, state

and local governments

$956 millionDomestic capital investment

$1.7 billionSpending with domestic business

partners

81,000Employees

$4.4 billionU.S. wages

$13.5 millionCharitable

contributions

114,900 hoursVolunteer service

78MGM Resorts Foundation

community grants

Source: MGM Resorts International; Applied Analysis Economic Impact Analysis

Phyllis A. JamesChief Diversity & CorporateResponsibility Officer

Cindy OrtegaChief Sustainability Officer

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FOSTERING

DIVERSITY &

INCLUSION

Diversity and inclusion are core values of our business. Westrive to create respectful, welcoming environments for allpeople, especially our employees, guests, neighbors andpartners. In this spirit, we take a strong stand on issues thatinfringe upon basic human rights, and we promote dignityand equality for all.

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10 MGM Resorts

LIVING INCLUSION

IN OUR COMPANY

When we invest in building an inclusive work environment, we help our teams col-

laborate, innovate and provide the best-in-class guest service for which our company

is known. We see recruiting and developing a diverse workforce as both a company

imperative and a competitive advantage for MGM Resorts.

In addition to traditional recruitmentmethods, we hold and attend sev-eral inclusive recruiting events eachyear to attract employees that willbring a range of skills, experiencesand backgrounds to our company.We share opportunities with adiverse pool of candidates, visitingorganizations such as the Na-tional Black MBA Association, theHispanic Association of Collegesand Universities, and the NationalSociety of Minorities in Hospitality.

As part of our membership in theVeteran Jobs Mission, a coalitionof companies committed to hiring1 million veterans and their spousesby 2020, our Boots to Businessteam is dedicated to hiring andsupporting military families. In2017, we held our 5th AnnualMGM Resorts Veterans CareerFair, where veteran candidatesmet with hiring managers fromeach of our resorts and exploredpotential career opportunities in allparts of our company. Thanks tothis event, the efforts of the Bootsto Business team and our partner-ships with Hire Heroes USA andlocal veteran organizations, MGM

Resorts welcomed more than 460self-identified veterans to the teamin 2017.

Our focus on inclusion does notend with recruitment. From orienta-tion and training to mentorshipand networking, we endeavor tosupport our employees and helpthem grow their careers. Beginningon their first day on the job, MGMResorts employees learn how welive our values by welcoming all,in our resorts and in our workforce.As they advance their careers, ourteam members can participate incareer-development programs suchas the Management AssociateProgram and the Culinary Associ-ate Program to learn skills that willhelp them advance to leadershipand management roles.

At each of our properties, our vol-untary, employee-led CSR Councilspromote our core values and enrichour work environments through CSRofferings. Each CSR Council orga-nizes activities centered around in-clusion, professional development,community service and environ-mental sustainability. MGM Resortsemployees can also join any of

our 19 Employee NetworkingGroups (ENGs), where they makemeaningful connections with theirpeers, participate in professionaldevelopment programs, receivegroup mentoring, gain exposure toexecutive and senior leadership,and perform community service.In 2017, ENG members loggedmore than 9,000 volunteer hourswith nonprofits, including Dressfor Success, Helping Hands andSpread the Word Nevada.

In 2017, we launched WorkplaceCONNECT, a new digital ENGthat is accessible anywhere, evenif employees cannot be physi-cally present to attend a meeting.With CONNECT, our employeescan engage in thought-provokingconversations and tune in to anyENG meeting or professionaldevelopment event via livestreamor recorded replay. So far, 1,300employees have used the platformto engage with their colleaguesonline.

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Lisa Ling, Keynote Speaker


Women’sLeadershipConferenceinspires for the11th year.

s p o t l i g h t

More women than ever have joined theworkforce and entered the boardroom, yetthey still lag behind men in pay and leader-ship representation. With The MGM ResortsFoundation’s annual Women’s LeadershipConference (WLC), we take aim at the glassceiling and create a forum where women andall those who support them can come togetherto encourage each other. The two-day eventprovides tools, skills and connections to equipattendees to advance their careers and makechange in their workplaces and communities.

The 2017 WLC was our 11th conferenceand the fourth to sell out. More than 1,100attendees gathered to hear from keynotespeaker and award-winning journalist Lisa Lingand other accomplished women, participatein workshops ranging from ethical decision-making to negotiation and other leadershiptopics, and build business and life relation-ships through networking.

Each year, WLC proceeds are donated tononprofits devoted to the welfare and devel-opment of women and girls. We were proudto award $30,000 in proceeds to threeorganizations that serve and restore victims ofhuman trafficking in the Las Vegas community:The Embracing Project/The Center 4 Peace,SEEDS of Hope and The Rape Crisis Center.For the first time, a portion of the proceedswere also set aside to establish a scholarshipfund to cover WLC registration for outstandingstudents from the region’s colleges, universitiesand technical schools—paying it forward tothe next generation of women leaders.

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12 MGM Resorts

ALL ARE WELCOME

AT MGM RESORTS

Our resorts welcome all, regardless of ability, age, gender,

race or sexual orientation.

In 2017, we introduced a more LGBTQ-inclusive wedding program—a collaborationbetween our LGBT Employee Network Group,corporate marketing team, supplier diversityteam and property wedding chapels. Now,our chapels offer gender-neutral imagery, flo-ral packages and dressing room titles, as wellas inclusive ceremony scripts and contractsto all couples that choose an MGM Resortsproperty for their big day.

We also launched the M life Rewards Military& Veterans Program (MVP), which recognizesour active duty, guard, reserve, retired andveteran military personnel for their service andsacrifice. MVP members receive complimen-tary parking and special discounts, with anautomatic upgrade to higher loyalty status anda unique MVP M life Rewards card. MVP wasthe creation of our Veterans Employee Net-work Group, which developed the programwith our M life Rewards team to honor ournation’s veterans.

Throughout the year, our convention and meet-ing sales team worked to ensure that our tradeshow and event clients were as diverse as ourguests. We were honored to host a range ofevents that celebrated inclusion and promotedequality in 2017, including the 2017 Hu-man Rights Campaign Las Vegas Gala, theWomen’s Business Enterprise National Council(WBENC) National Conference and BusinessFair and others.

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STANDING UP

FOR WHAT’S RIGHT

Throughout 2017, we were reminded that our core value of inclusion must

be staunchly defended in our communities and our world.

In June, Mississippi’s HB 1523—whichprotects those who deny service to membersof the LGBTQ community because of religiousobjections—went into effect after a contested5th Circuit U.S. Court of Appeals decision.

We were dismayed by the passage of thislaw in 2016, and a year later, we continuedto advocate for policies that will ensure thateveryone is welcomed in Mississippi destina-tions, regardless of their sexual orientation.

Discrimination harms Mississippi’s communi-ties and threatens the state’s thriving tourismindustry, which supports more than 124,000jobs and generates nearly $400 million eachyear for the state’s general fund1. As ourChief Diversity Officer Phyllis A. James statedon behalf of our company, “This bill contra-

dicts our company’s core values of inclusionand respect for the humanity and dignity ofall people…laws that permit businesses todecline services to individuals because of theirsexual orientation promote illegal discrimina-tion, put healthy tourism at risk and harm thestate’s economy.” Until this law is repealed orruled unconstitutional, MGM Resorts will bean active voice for equality in the state and

1 Visit Mississippi. (2017). Tourism Economic Impact Report, 2. Retrieved from http://visitmississippi.org/wp-content/uploads/2018/03/18-0130-2017TourismEconomicReport-WEB.pdf

ensure that everyone can stayand play at our properties inMississippi.

In August, we were movedto unequivocally denouncehate when white national-ist protests turned violent inCharlottesville, Virginia, lead-ing to three deaths. Whenwe announced that we wouldmatch employee donations toorganizations that advancediversity, tolerance andequality, our team rose to thechallenge.

Together, we raised more than $30,000 todefy bigotry and support thework of the Southern PovertyLaw Center, NAACP, Anti-Defamation League, HumanRights Campaign, Councilon American Islamic Rela-tions, Asian Pacific AmericanAdvocates and the League of

United Latin American Citizens.

MGM Resorts and our employees are commit-ted to preserving and promoting inclusion inour company, at our properties and in everyplace where we operate. When we speaktogether, our voices are stronger, and we willalways strive to use our influence as a forcefor good.

13

Laws that permit businesses to decline servicesto individuals because of their sexual orientationpromote illegal discrimination, put healthy tourismat risk and harm the state’s economy.

Phyllis A. James receiving theHRC Las Vegas Equality Award

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14 MGM Resorts

CULTIVATING A DIVERSE

COMMUNITY OF PARTNERS

AND SUPPLIERS

When we build and operate our properties, we have the opportunity to support local

and minority-owned businesses, thereby expanding our pool of suppliers and encourag-

ing more competition in prices and proposals. Since 2000, we have required diversity

participation in all construction bids, and since 2003, we have required minority and

women participation in all biddable commodity procurement contracts and purchases

exceeding $1,000. We choose to lead our industry by example and vigorously support

these business partners in each of our communities.

The MGM Resorts SupplierDiversity team constantly seeks outenterprises that meet the needs ofour business and that are ownedby minorities, women, veterans,LGBTQ individuals and people

with disabilities. We are supportedin this effort by a community ofpartners—such as the NationalMinority Supplier DevelopmentCouncil, National Association ofMinority Contractors and NationalGay and Lesbian Chamber ofCommerce—that work with us to

source candidates and help thembuild capacity.

In 2016, we launched our procure-ment team’s first Supplier DiversityMentorship Program, a collabora-tion with the Western RegionalMinority Supplier DevelopmentCouncil and Women’s BusinessEnterprise Council-West. The pro-gram offers six monthsof mentorship fromMGM Resorts seniorexecutives and learningsessions on leadershipand business strategyto help participatingdiverse companies sharpen theirbusiness acumen and competitivecapabilities. After a successful firstyear, we invited a second group tothe program in 2017.

These proactive strategies tocultivate relationships with diversebusinesses create value for our

company and our communities.In 2017, 9.25 percent of ourbiddable spending with domesticbusiness partners, suppliers andvendors went to diverse enterprises.In turn, that $157.8 million fuelsgrowing businesses that supporttheir communities economically andphilanthropically.

Proactive strategies to cultivaterelationships with diverse businessescreate value for our company andour communities.

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s p o t l i g h t

In 2014, Boss Oroke started BB Mechani-cal from his Las Vegas home. Since then, histhriving business has grown to seven employ-ees and a dedicated office and warehouse.As one of just a few minority-owned unionmechanical contractors in Clark County, Bossand his team provide heating, air-conditioningand fire- and life-safety services to companiesacross the region, including several of ourMGM Resorts destinations.

We were proud to welcome BB Mechanicalto the MGM Resorts Supplier Diversity Mentor-ship Program (SDMP) in 2016. Our VicePresident of Construction, Russ Davis, and ourVice President of Construction Services, GlennPollack, had the privilege of mentoring Bossand his company. Now that he has graduatedfrom the program, Boss supports other SDMPbusinesses as a guest speaker and mentor.

In 2017, BB Mechanical completed$800,000 in projects for our Design &Development team, impressing us with itsprofessionalism, integrity and expertise. Thecompany’s motto, “We only see solutions andopportunities, not problems,” is reflected dailyin their excellent work. Boss and his companyare also deeply committed to the Las Vegascommunity. Each year, BB Mechanical adoptsfamilies during the holiday season, deliver-ing groceries and donating bikes and toysto children in need. BB Mechanical makescharitable donations to Opportunity Village,the Salvation Army and other local nonprofits.And in his spare time, Boss volunteers withWorkforce Connections to mentor the unem-ployed and help them explore opportunities inhis craft.

BB Mechanical

Boss Oroke, Owner and Manager

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MGM SPRINGFIELD

Diversity and inclusion in action

From the earliest days of the project’s development tolong after opening day, we are committed to sup-porting a diverse workforce. As MGM Springfieldprepared to open in 2018, we worked to ensure thatour construction partners and employees reflect the di-versity of the local community and our future customers.

In 2016, we convened the Construction Diversity TaskForce, a group of community representatives, localbusiness owners, construction companies and tradeunions that are working together to support minority-owned companies and advance diversity in construc-tion careers. While the Task Force helped MGMSpringfield source and grow diverse constructionpartners, the organization serves the entire westernMassachusetts region and is intended to live on longafter the completion of our resort.

We also founded the Community Partners Network(CPN), a collaborative effort with more than 20 com-munity organizations and building trade partners that

helps interested workers secure the training, skillsand certifications they need to work on constructionprojects throughout the community. The CPN offerswork-readiness workshops, skill trainings and unioninformation sessions for diverse individuals interestedin joining the local building trades. In 2017, the CPNand MGM Springfield welcomed 185 people to train-ings and helped 98 people submit union applications,with 74 accepted into union apprentice programs.

On our project work sites, we created opportunitiesfor diverse individuals through initiatives such as ourApprentice Sponsorship Program. In the constructionof our parking garage, we required each contractorto include at least 15 full-time apprentices who werewomen, minorities or veterans; resided in the surround-ing community; and had less than 500 hours of formaltraining in their trade. Apprentices were on the projectfor 10 months or longer, learning critical skills neededto join local trade unions. More than 450 diverse ap-prentices helped to build MGM Springfield.

To create a pipeline of qualified front-of-house can-didates for our resort and other hospitality industryopportunities in western Massachusetts, we openedthe Massachusetts Casino Career Training Institute(MCCTI). Developed in partnership with HolyokeCommunity College and Springfield Technical Commu-nity College, the MCCTI trains participants to conducttable games and educates them in customer service,security and identification of problem gambling.

Thanks to these strategies and the support of ourlocal partners, we surpassed our commitmentsfor participation by women (8.9 percent vs. 6.9percent goal), minorities (21.7 percent vs. 15.3percent goal) and veterans (10.1 percent vs. 8percent goal) in our MGM Springfield projectworkforce. About $79.1 million of the $230.8million spent to build MGM Springfield in 2017went to diverse and minority-owned businesses.

16 MGM Resorts

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PLAYING SMART WITH

GAMESENSE

Our latest gaming innovation isn’t a game at all. In2017, we introduced GameSense: a responsiblegaming program that helps players make smartchoices when they visit a casino.

GameSense is anengaging programthat educates guestsabout win-loss odds,budgeting strategies,voluntary self-exclu-sion programs andother gaming re-sources designed tokeep gambling safe

and fun. We worked with the British Columbia LotteryCorporation (BCLC), which developed the originalprogram, to tailor GameSense to our guests and inte-grate GameSense with our M life Rewards program.M life Rewards Desks are already the focal point ofour casinos and offer a unique opportunity to havemeaningful conversations about responsible gamingwith many of our guests. M life Rewards Supervisorsare trained as GameSense Advisors who can providein-depth information about how to play for entertain-ment and access resources on problem gambling.

GameSense goes where the players are, with rackcards and brochures at cashier’s cages, security podi-ums and ATMs. GameSense messages are displayedon slot endcaps, on hotel room televisions, in elevatorsand even on thousands of our slot machines. And nextto our M life Rewards Desk, GameSense interactivetouchscreens let guests learn at their own pace andplay “Fact or Myth,” which helps to dispel populargambling myths.

We were introduced to GameSense when we begandeveloping MGM Springfield in Massachusetts, wherethe state gaming commission requires all casino opera-tors to implement the program. We were so impressedby GameSense that in early 2017, we decided tobring it to our entire U.S. portfolio. By December, webecame the first U.S. commercial operator to offer theprogram at all of its domestic properties.

Our team has already had more than 400,000conversations about GameSense in our resorts. Ourguests have embraced the program, and our employ-ees tell us they are proud to be part of a companythat addresses responsible gaming in such a proactiveway. As part of our commitment to GameSense, wehave promised $1 million over five years to BCLC, theUniversity of Nevada, Las Vegas and the University ofBritish Columbia to fund a research partnership thatwill study the program at MGM Resorts—gatheringcritical data that will help the entire industry learn howto better educate and engage guests in responsiblegaming.

Our 2017 introduction of GameSense continuesMGM Resorts’ leadership in responsible gaming,which includes multiyear contributions to the NationalCenter for Responsible Gaming, the National Councilfor Problem Gaming and the state councils on problemgambling in Maryland, Massachusetts, Michigan, Mis-sissippi, Nevada and New Jersey.


We were so impressedby GameSense thatin early 2017, wedecided to bring itto our entire U.S.portfolio.

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INVESTING

LOCALLY

Our properties fuel thriving communities wherever we operate.

We develop relationships with government, civic and communityleaders and work with suppliers and vendors that spur local economicdevelopment. We operate in six states and two countries, creatingjobs, stimulating economic development and generating critical taxrevenue that supports community institutions and services. We alsocare for our communities, giving generously to and volunteering withnonprofit organizations that provide a host of human services, such asfeeding the food-insecure, improving public education, teaching jobskills and sustaining our planet.

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Powering the economy

MGM Resorts is an economic engine, gen-erating more than $20 billion1 in domesticeconomic output in 2017. Over the past fiveyears, our contributions totaled $90.6 billion.2

When we hire employees, pay taxes, spendwith suppliers and develop new properties,we inject billions into our communities. Our

company paid$2.3 billion3

in taxes to U.S.governments at thelocal, state and fed-eral levels in 2017.We also invested$956 million4 indomestic capitalprojects to expandand improve ourexisting portfolio

and develop new destinations in Massachu-setts and Las Vegas. We spent $1.7 billion topurchase biddable goods and services fromdomestic partners, including local and diversecompanies (more on Appendix 49).

Over the course of the year, our U.S. em-ployees earned more than $4.4 billion5 inwages that can then be reinvested in localeconomies.

In Nevada—home to 13 of our propertiesand our corporate headquarters—MGMResorts created $14.7 billion6 in economicoutput and made $10.6 million in charitablecontributions. As the largest tax generator in

1 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 5.2 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 6.3 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 7.4 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 7.5 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 5.6 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 8.

the state, we paid $1.4 billion in taxes in2017. We also spent $847 million on bid-dable goods and services, including $84.9million with diverse and minority-ownedbusinesses. As in Nevada, each of our resortsgives to the community it calls home. Begin-ning on page 26, you can learn more aboutthe impact of ourregional MGMResorts properties.

Our ability tostrengthen theeconomy goesbeyond thecontributions ofour resorts. Asthe United Statestransitions from amanufacturing-based economy to a knowl-edge-driven economy, the private, public andeducation sectors must work together to ensurethat American workers are empowered withthe skills to adapt to today’s job market andsucceed in the jobs of the future. In 2017, wepartnered with the University of Nevada, LasVegas (UNLV), to launch the MGM ResortsPublic Policy Institute—a think tank designed tobe a catalyst for this collaboration and pavethe way for our communities to thrive andprosper. For more, see next page.

MGM Resortsis an economicengine,generating morethan $20 billionin domesticeconomic outputin 2017.

The private, public andeducation sectors mustwork together to ensurethat American workers areempowered with the skills toadapt to today’s job marketand succeed in the jobs ofthe future.

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20 MGM Resorts

THE MGM RESORTS PUBLIC

POLICY INSTITUTE

Cochaired by former senator Harry Reid and formerspeaker of the house John Boehner, the MGM ResortsPublic Policy Institute at UNLV will develop bipartisanand actionable policy solutions that address key chal-lenges posed by an evolving future of work:

• A growing skills gap. An estimated 6.6 millionU.S. jobs are currently unfilled because of a mis-match between the skills workers have and the skillsemployers need.1

• The need for rapid, continuous learning. Becauseof rapid advances in technology, the half-life ofskills is much shorter today, requiring workersto constantly upgrade their skills to adapt andadvance.

• The economic and social cost. Without action,these challenges will contribute to wage stagna-tion, rising income inequality and the further insta-bility of the middle class.

The Institute will support research and activities aroundkey questions such as:

• How can we rethink the way education is deliv-ered for a new environment? What should be themodel of the university of tomorrow?

• What does modern job training look like whenthe definition of a career has changed, work looksdifferent and the need for on-demand training andcontinuous learning is paramount?

• How do companies reorganize themselves accord-ing to this new definition of the workforce and skilldevelopment?

• What public policy solutions are needed to driveand incentivize effective public, private and aca-demic approaches to the future of work? How

1 U.S. Department of Labor, Job Openings and Labor Turnover Summary. (2018). Retrieved from: https://www.bls.gov/news.release/jolts.nr0.htm

can education policy at the federal, state and locallevels help drive reform?

The work of the Institute will include hosting sympo-sia and convening expert stakeholders dedicated tounderstanding, preparing for and shaping the evolvingfuture of work. By working together with the privatesector, policy makers and educators, the Institute willhelp find solutions that create pathways to new job op-portunities, empower workers with the skills they needto succeed and revive sustainable communities.

By working together with the private sector,policy makers and educators, the Institutewill help find solutions that create pathwaysto new job opportunities, empower workerswith the skills they need to succeed andrevive sustainable communities.

Members of the MGM Resorts Public PolicyInstitute Advisory Board

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BUILDING STRONG

COMMUNITIES

Across the country, we partner with local organizations that are boldly addressing their

communities’ unique challenges. In addition to corporate giving and employee contribu-

tions to The MGM Resorts Foundation, our team devotes thousands of hours to volunteer

with nonprofits enabling a greener future and delivering social services to those in need,

including children with disabilities, at-risk youth, the homeless and seniors.

Our employees and executives also serve on nonprofitboards, and team members who specialize in criticalcompetencies such as law, culinary science, entertain-ment and facilities management lend their expertise tohelp developing organizations grow.

While we contribute to a range of causes and charita-ble organizations, our support of public education andjob readiness is a hallmark of our CSR philosophy.Investing in education creates lasting benefits for ourcommunities and their local economies. We supportprograms that offer mentorship, tutoring, after-schoolactivities and career planning to increase graduationrates and ensure that children are on the path to suc-cess. For those who are graduating and entering theworkforce, we fund skill development and job readi-ness programs that lead to meaningful careers.

Jobs for America’s Graduates (JAG), for example,helps at-risk high school students prepare for gradu-ation and build their careers. Our $85,000 grant toJAG benefited 57 high school students, who werepaired with mentors to boost their grades, plan their

future and learn critical skills, such as how to build arésumé. In Southern Nevada, 82 percent of studentsparticipating in JAG graduate from high school.

While we contribute to a range ofcauses and charitable organizations,our support of public education andjob readiness is a hallmark of ourCSR philosophy.

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22 MGM Resorts

Our other donations in support of public education included the following:

• $100,000 to Teach for America to support 179 first- and second-yearteachers in Clark County, reaching more than 14,000 students across 45Title-1 schools.

• $100,000 to the Fulfillment Fund for its College Access Program at lo-cal high schools, a grant that helped more than 1,300 students preparefor graduation and pursue higher education. Ninety-eight percent of thestudents enrolled in the program were accepted into colleges, trade schoolsand universities across the country.

• $73,000 to subsidize the Parks and Recreation Safekey program, whichserves 7,325 Las Vegas elementary students, in partnership with the Cityof Las Vegas. The donation enabled the purchase of additional books andtechnology for schools and the establishment of Reader’s Theaters and STEMlabs.

Because healthy children and families are better prepared to succeed, wealso focus our giving and service on ending food insecurity and nourishing ourcommunities. We donate cash and in-kind contributions to our local food banksto feed our neighbors, and our employees spend thousands of hours each yearwith organizations that fight hunger. For more on our groundbreaking pilot pro-gram to safely recover and donate unserved hot banquet food to nonprofits thatserve food-insecure clients, please see page 38.

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GIVING GENEROUSLY

Our corporate giving program supports organizations that share our values

and drive change in our communities. In 2017, MGM Resorts gave more

than $13.5 million in cash and in-kind charitable donations to nonprofits

and organizations, including the University of Nevada, Las Vegas College

of Hospitality—one of the nation’s top hotel schools—the UNLV Brookings

Mountain West, and the Smithsonian National Museum of African Ameri-

can History and Culture, which chronicles the history of America through

the experience of African Americans.

Following theOctober 1, 2017,shooting in LasVegas, we contrib-uted $3 million—distributed throughthe MGM ResortsFoundation—tofund humanitarian

assistance to victims and their families andprovide support to first responders.

Separate from company giving, The MGMResorts Foundation offers employees a con-venient way to donate to their communities.While MGM Resorts International pays all ofthe Foundation’s administrative costs, everydollar that employees pledge is issued to thedesignated nonprofits of their choice or dis-bursed as part of a competitive grant-makingprocess led by community grants councils ateach of our resorts. In 2017, more than two-thirds of MGM Resorts employees contributedto the Foundation, donating more than $4million.

In 2017, the Foundation made 78 com-munity grants. A grant made to the AdoptionExchange, which connects children waitingin foster care with families looking to adopt,

helped the organization expand their opera-tions to Las Vegas. Adoption Exchange alsobrought “Heart Galleries” featuring picturesof adoptable children to employee diningrooms along theLas Vegas Strip.A grant made tothe Nevada BlindChildren’s Founda-tion supportedsensory therapy, lifeskills training andthe After SchoolAdventures Pro-gram, which offerscooking, adaptivephysical education,STEAM (Science, Technology, Engineering,Arts and Math) learning and tutoring. A grantmade to Winning Futures by the MGM GrandDetroit Community Grants Council enabledthe organization to place 30 mentors at CassTechnical High School to assist students withlife skills and career readiness.

Deserving organizations like these benefitfrom MGM Resorts giving and the generouscontributions of our employees in all of ourcommunities.

Following the October 1,2017, shooting in Las Vegas,we contributed $3 million—distributed through the MGMResorts Foundation—to fundhumanitarian assistance tovictims and their familiesand provide support to firstresponders.

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24 MGM Resorts

SERVING OUR COMMUNITIES

The MGM Resorts family spends thousands of hours each year in service to the commu-

nities that have welcomed us. In 2017, our employees spent more than 114,900 hours

volunteering. Fourteen percent of our entire workforce gave back to their neighbors in

this way.

VolunteerREWARDS Program

The VolunteerREWARDS Program incentivizes em-ployees to log their volunteer hours to earn grants forcommunity nonprofits of their choice. The programcelebrates individual service with cash contributions ofup to $1,300 and team service with company grantsof up to $3,000.

When the program was announced in the summerof 2016, Beau Rivage Table Games Dealer JohnnieMae Applewhite was already a dedicated volunteer,making weekly visits to the local Loaves and Fishes, anantipoverty hunger relief agency serving the Naper-ville and DuPage County community. Johnnie Maewas inspired to lead a 10-person team—called “The

Way” because they want to show others how to lenda helping hand—to earn a grant for Loaves and Fishesand volunteer with several nonprofits in the Biloxiarea. Together, The Way has volunteered with Loavesand Fishes, where they serve their signature “muffinomelets,” and with soup kitchen Seashore Mission,The Humane Society of South Mississippi, RonaldMcDonald House Charities of Mississippi and Habitatfor Humanity.

In 2017, the team earned a second grant of $3,000for Loaves and Fishes. They were also recognized withthe Volunteer of the Year Award by the City of Biloxifor their outstanding contributions to their community—a well-deserved honor for this dedicated group ofMGM Resorts employees.

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Impact Month

During our October Impact Month, ourcompany and our CSR Councils encourageemployees to volunteer in some way—largeor small—to help our neighbors. With eventsorganized throughout the month at everyproperty, more than 2,800 of our employeesspent 14,200 hours volunteering in their com-munities. In a single month, our employees didthe following:

Packed 200,000meals and 144 bagsof groceries for food-

insecure families

Collected 500 pounds oftrash at Mt. Charleston

Helped host safe trick-or-treating for more than 50children with disabilities

Served 2,300 hotmeals to homeless andvulnerable men, women

and children

Made 16 blanketsfor a local hospital’s

neonatal unit

Packed 2,700backpacks with foodfor children affected

by hunger

Assembled and painted90 chairs and 12 tables

for at-risk elementaryschool gardens

Distributed 2,400 coats,hats and gloves tostudents in need

Organized educationalactivities for 1,200Detroit public school

students

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26 MGM Resorts

MGM National Harbor

50 percentLocal or veteran employees

$322.8 millionTaxes paid

$21 millionPurchases from local businesses

$1.3 millionCharitable contributions (cash and in-kind)

MGM National Harbor is rooted in the com-munity, powered by local talent and localbusinesses. Fifty percent of the destination’s3,456 employees in Prince George’s Countyare veterans or local hires, far exceeding ouroriginal commitment to the community of 40percent. During the project’s development,MGM National Harbor prioritized local anddiverse businesses in its procurement efforts,conducting 16 vendor outreach events andmore than 60 tours for prospective partners inthe county. As a result, the resort purchased$21 million in goods and services from PrinceGeorge’s County businesses and $33.8 mil-

lion from diverse compa-nies, including $18.8 mil-lion from minority-ownedenterprises in the county.

Since opening in De-cember 2016, MGM

National Harbor has become a critical part ofthe Prince George’s County economy, paying$322.8 million in taxes in 2017. In addition,the resort has generated $1.9 billion1 in totaleconomic output and paid $337.3 million2

1 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 10.2 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 10.

in wages. In order to create long-term oppor-tunities for the surrounding community, MGMNational Harbor invested in skill developmentand education programs and sponsoredemployment placement efforts in the county.It also continued to support hospitality andgaming curricula at Prince George’s Com-munity College, contributing $145,500 tohelp potential employees prepare for mean-ingful careers in our industry and develop thecollege’s Culinary Art Center, featuring threeinstructional restaurant-scale kitchens.

As part of MGM Resorts’ commitment to sup-port and strengthen the places we call home,MGM National Harbor made $1.3 millionin charitable contributions. The resort offeredgrants to organizations working across theregion to improve access to quality educa-tion and affordable housing, help childrenand adults develop leadership skills and jobreadiness, and protect our environment. Wealso opened our doors for community eventsand neighborhood meetings, hosting Pillarsof Strength’s University of Maryland UniversityCollege Scholarship Ceremony for spousesof wounded active military service membersand the Greater Prince George’s BusinessRoundtable.

Throughout the year, MGM National Harbor’sdedicated team members gave generouslyto their neighbors in Prince George’s County,spending almost 7,000 hours volunteering inthe community. For example, employees par-ticipated in the Potomac Watershed Cleanupat Ocean Cove, removing trash from localbeaches; assembled 20,000 nonperishablepackages of jambalaya for the homeless,seniors and social service agencies; andadopted nine families in need for the holidayseason.

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MGM National Harbormade $1.3 million incharitable contributions.

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MGM Springfield

$230.8 millionConstruction and consulting spending

$79.1 millionSpending with diverse companies

$110,712Charitable Contributions (cash and in-kind)

3,000Jobs at opening

MGM Springfield contributed to the economicand social fabric of its home city well beforeit welcomed guests. The resort employed 217people as of December 2017 and is expect-ed to support approximately 3,000 jobs.

MGM Resorts spent $230.8 million on con-struction and consulting for MGM Springfieldin 2017. Thanks to a multiyear effort to bringa diverse network of construction companiesand suppliers to the project, $79.1 million oftotal spending went to minority-owned busi-ness partners.

As part of the hundreds of hours of servicecompleted by employees during the resort’sconstruction, MGM Springfield volunteers tookpart in the Revitalize Community DevelopmentCorporation’s 25th annual neighborhoodrebuild in 2017—our fifth year as an eventsponsor. The event brings together more than1,200 volunteers to repair and renovate 25homes in a single Springfield neighborhood.The 2017 rebuild benefited low-income fami-lies, the elderly and veterans living on AldenStreet. With their fellow volunteers, MGMSpringfield employees made homes saferand more energy efficient with landscaping,

exterior repairs and heating, and electricaland plumbing work.

MGM Springfield has sponsored the Spiritof Springfield, which hosts community eventsthat build civic pride in the city, since 2013.We are a proud supporter of the Spirit ofSpringfield’s annual Pancake Breakfast,helping to host more than 10,000 of ourneighbors on Main Street for breakfast and acommunity fair.

$79.1 million of total spending wentto minority-owned business partners.

Throughout the year, the MGM Springfieldopening team enthusiastically pitched in asa part of their community, serving meals withFriends of the Homeless, collecting suits andprofessional attire for more than 100 unem-ployed and underemployed men with Suit UpSpringfield, and participating in the reopeningof Union Station after 40 years, a symbol ofthe city’s rebirth and a new milestone in acces-sibility and connectivity for the community.

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28 MGM Resorts

MGM Grand Detroit

2,971Employees

50 percentLocal hires


$1.3 millionCharitable contributions (cash, in-kind andFoundation grants)

MGM Grand Detroit strengthens the surround-ing community by hiring homegrown talent,purchasing local goods and services, makinga sizeable tax contribution, and supportingDetroit schools and organizations.

In 2017, the resort generated $1.3 billion1

in total economic output and maintained aworkforce of more than 2,971 employees,

half of whom are Detroitresidents. MGM GrandDetroit paid $203.7million in taxes andpurchased $51.5 millionin goods and servicesduring the year.

In every communitythat welcomes us, wepromise to seek out localand diverse businessvendors. As part of thiseffort, MGM Grand

Detroit spent $42.8 million with companiesbased in Detroit and $4.1 million with diversecompanies.

1 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 13.

One of the most important days of the yearfor MGM Grand Detroit is Count Day. On thefirst Wednesday of October, school atten-dance determines 90 percent of the fundingthat schools in the Detroit Public School Districtwill receive in the coming year. In 2017, theMGM Grand Detroit team adopted MungerElementary-Middle School, sending morethan 150 volunteers for a school takeover thatencouraged 1,200 students to attend schoolon Count Day and throughout the year. Forthe eighth year in a row, students, familiesand staff at the adopted school enjoyed ameal cooked by the MGM Grand Detroit’saward-winning culinary team, and each childreceived a winter coat, hat, gloves and back-pack filled with school supplies.

MGM Grand Detroit is also home to the PlumStreet Garden, a community garden operatedwith Keep Growing Detroit. The garden pro-duces transplants for farm sites and gardensacross the city and serves as a training sitefor adult and youth apprentice programs. In2017, the property’s CSR Council hosted theFall into Fun Harvest Festival at the garden,which raised $193,300 for The MGMResorts Foundation. In addition to employees,families from the Coalition on TemporaryShelter were invited to meet superheroes andenjoy a petting zoo, pumpkin patch, gamesand treats.

In total, MGM Grand Detroit employees spentmore than 3,000 hours in service to their com-munity and contributed $1.3 million in cashand in-kind donations and Foundation grants.

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In every community thatwelcomes us, we promiseto seek out local anddiverse business vendors.As part of this effort, MGMGrand Detroit spent $42.8million with companiesbased in Detroit and$4.1 million with diversecompanies.

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Beau Rivage and GoldStrike

4,359Employees


$220,306Charitable contributions (cash, in-kind andFoundation grants)

Two MGM Resorts destinations call Missis-sippi home: Beau Rivage in Biloxi and GoldStrike in Tunica. Together, these two proper-ties generated more than $1 billion1 in totaleconomic output and were responsible for$122.7 million in taxes paid in 2017.

In Biloxi, Beau Rivage fueled the local econ-omy, employing more than 3,100 individualsand purchasing $93.4 million in goods andservices—including nearly $14.3 million withlocal vendors and $6.5 million from diverse

companies.

Each year, the Beau Rivageteam serves the community bysupporting causes in educa-tion, sustainability, and healthand wellness. Beau Rivageemployees spent 4,323hours in service to their neigh-bors and local organizationsin 2017, working on projects

ranging from collecting Mardi Gras beads forrecycling to fund the Bethel Free Health Clinicto partnering with Pathways to Possibility tohelp 8,000 eighth graders explore careerpossibilities in hospitality.

1 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 15–17.

During the summer show CIRCOVIA, BeauRivage saluted the community’s veterans withMilitary Appreciation Mondays, offering dis-count tickets to military families. Before eachMonday performance, a special presentationrecognized a new group of veterans, includ-ing Col. Dick Cole, the last living member ofthe Doolittle Raiders, and Bradford Freeman,an original member of the “Band of Brothers.”

All told, Beau Rivage supported more than170 local and regional organizations withgiving and service.

In Tunica, Gold Strike was an economicengine for the community, employing 1,259individuals and spending $31.8 million ongoods and services in 2017.

Gold Strike employees are dedicated volun-teers, with 23 percent of the team engagingin 2,590 hours of community service duringthe year. The Gold Strike team marched in theMid-South PRIDE Fest parade, handed out wa-ter to festival participants, and celebrated theLGBTQ community with music, giveaways andgames. In celebration of Martin Luther KingJr. Day, Gold Strike employees volunteered atthe National Civil Rights Museum in Memphis,Tennessee, as the museum welcomed morethan 9,000 guests for the holiday.

In October, the team volunteered at the Hal-loween Spooktacular at Dehon Village, a tran-sitional community offering safe, affordablehousing to families while they repair credit orlook for work. Gold Strike provided hot dogs,chips, drinks and snow cones for DehonVillage families, many of whom struggle withfood insecurity; decorated the community cen-ter; and staffed the event with other volunteersfrom throughout the community, including thelocal police and fire departments.

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Together, these twoproperties generatedmore than $1 billion intotal economic outputand were responsiblefor $122.7 million intaxes paid in 2017.

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s p o t l i g h t

Combatingfood insecurityin Mississippi

In Mississippi, approximately 20 percent ofthe population struggles with food insecurity,one of the highest rates in the nation.1 Be-cause hunger affects so many of our neigh-bors, both of our Mississippi properties paidspecial attention to fighting hunger in 2017.

At Beau Rivage, the team supported the BayArea Food Bank Backpack Program with a$10,000 grant from The MGM Resorts Foun-dation. Employees packed more than 2,700

backpacks with food for children struggling with hunger to takehome during the weekend. Throughout the year, Executive ChefKristian Wade and the food and beverage team participatedin seven food competitions and fundraisers that benefit Missis-sippi nonprofits, winning first place at Grillin’ on the Green tofund Biloxi Main Street, securing the People’s Choice Awardand Best Presentation Award at the 36th annual Biloxi SeafoodFestival to raise money for the Biloxi Chamber of Commerce;and taking home top honors in the entree category at the Mis-sissippi Chef’s Challenge to support Feeding the Gulf Coast.

At Gold Strike, employees supported the Odessa Grant FoodPantry, the only food bank located in the resort’s hometown ofTunica. Each month, a different Gold Strike department sentvolunteers to assemble bags of food for those in need. Overthe course of the year, these volunteers helped feed more than6,900 meals in the Tunica community. And in Gold Strike’sannual food drive, employees donated 317 pounds of foodfor the Sacred Heart Southern Missions Food Pantry, whichdistributes more than 300 tons of food annually to the hungry.

Together, employees at Beau Rivage and Gold Strike helpedfeed thousands of their Mississippi neighbors in 2017.

1 Hunger in Mississippi. Feeding America. Retrieved from: http://www.feedingamerica.org/hunger-in-america/mississippi/

Beau Rivage Executive Chef Kristian Wade &Biloxi Mayor Andrew “FoFo” Gilich

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Borgata

$204,219,263Taxes paid

5,800Employed individuals

$229,000Borgata and Heart & Soul Foundationcharitable contributions

As the market leader among New Jersey’sresorts and casinos, Borgata is a critical con-tributor to the state and local economy. Thisyear, the resort generated nearly $1.8 billion1

in economic output, employed 5,800 individ-uals and paid $204.2 million in taxes. In thepast five years, Borgata has generated $8.4billion2 in economic output for the region.

In 2017, Borgata hosted the Miss’d AmericaDrag Show Pageant, supporting The GreaterAtlantic City GLBT Alliance, The South JerseyAIDS Alliance, and other local LGBTQ organi-

zations. Theresort earneda 100 per-cent scoreon the Hu-man RightsCampaignFoundation’sCorporateEquality

Index, making it one of the country’s “GreatPlaces to Work for LGBTQ Equality” in rec-ognition of Borgata’s guest experience, teamculture and philanthropic work.

1 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 11.2 Applied Analysis. (2018) MGM Resorts International Economic Impact Analysis: UnitedStates Operations, 11.

The Borgata team also fights food insecurity intheir surrounding community. In support of theCommunity FoodBank of New Jersey, Borgataemployees donated more than 1,400 poundsof nonperishable food and collected babyitems for New Jersey families, including dia-pers, formula, wipes and baby food. Borgatavolunteers visited their local FoodBank locationto sort donations and create food packagesfor distribution to Atlantic County elementarystudents. In November, Borgata donated 150turkeys, 100 hams and $5,000 to Opera-tion Help and the Community FoodBank toensure that the resort’s neighbors could enjoya brighter holiday season.

Borgata employees and their families packedSTEM summer learning kits and stuffedbackpacks for the new school year that weredistributed to nine local agencies helping chil-dren in need. Borgata sponsored these eventswith a $10,000 donation to create opportu-nity for New Jersey students.

All told, Borgata made charitable contributionsof $68,000 in 2017, and Borgata’s Heart &Soul Foundation made $161,000 in grants tocommunity organizations. Of special note, thisFoundation has been a perennial supporterof the Atlantic City Boys & Girls Club, and itmade a $50,000 donation in 2017.

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The resort earned a 100 percentscore on The Human RightsCampaign Foundation’s CorporateEquality Index, making it one of thecountry’s “Great Places to Work forLGBTQ Equality.”

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PROTECTING THE

ENVIRONMENT

We endeavor to lead our industry in environmental sustainability.Everywhere we operate, we invest in smart building strategies thatallow us to reduce our environmental footprint and use our resourcesmore wisely. Beyond the boundaries of our destinations, we helpour peers and our communities protect the environment by sharingbest practices, pursuing sustainable innovations and partnering withcompanies and organizations that share our vision for a greenerfuture.

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34 MGM Resorts

A DECADE OF SUSTAINABILITY

In 2007, MGM Resorts brought our sustainability efforts together under one organization

charged with developing a comprehensive environmental responsibility program for our

company. Ten years later, the Corporate Sustainability Division is an industry leader,

reducing our environmental impact at 27 global destinations and collaborating with

community partners, government organizations, environmental innovators and resort

guests to ensure that our future is a greener one.

We have taken bold steps to reduceour environmental footprint, investingmillions in LEDs, solar power andother eco-friendly technologies.

As we recognize a decade ofenvironmental leadership, weare both proud of what we haveaccomplished and inspired todo more.

As we look back on the past decade of sustainability, we have much tocelebrate. Since 2009, 16 MGM Resorts properties have earned GreenKey awards, 8 have earned Green Globes certification and 9 have earnedLEED (Leadership in Energy and Environmental Design) Gold certification.MGM National Harbor and our other most recent domestic projectsearned LEED Gold, one of the highest honors in environmental design

and construction.

We have taken bold stepsto reduce our environmen-tal footprint, investing mil-lions in LEDs, solar powerand other eco-friendlytechnologies. Where the

market had not yet caught up to our imagination, we developed our owninnovations to conserve resources and fight hunger—including the launch ofa new pilot program to safely freeze and transport unserved food to localfood kitchens (learn more on page 38). We also engaged our guests andcustomers in our efforts to protect the planet, establishing a new SustainableEvents program and working with our partners to offer options like recycla-ble materials for trade show signage.

We believe a greener business is a better business. As werecognize a decade of environmental leadership, we areboth proud of what we have accomplished and inspired todo more. In 2017, we used 16 percent less energy, emitted29 percent less carbon and used 25 percent less water persquare foot than we did in 2007. You can read more aboutour goals on page 39. We are now announcing a new setof ambitious goals for the future to ensure we continue to useresources wisely and reduce our impact on the environment.You can read more about our goals on page 39.

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MGM Resorts founds theCorporate SustainabilityDivision, formalizing our

commitment to sustainabilityand kicking off 10 years ofenvironmental leadership.

We develop strategic plansfor each of the properties in theMGM Resorts portfolio and train

our employees in green bestpractices.

CityCenter opensin Las Vegas as theworld’s largest newdevelopment to earn

LEED Gold certification.

We reach an important milestone:reducing our water intensity by

21 percent since 2007.

More than 50,000employees are engaged in

our environmental stewardshipefforts through Inspiring OurWorld, a musical production

highlighting our corporate socialresponsibility values.

We launch MY GreenAdvantage, a social platformthat encourages employeesto take action to reduce their

impact and conserve resourcesat work and at home.

With our local partners, we develop a donationprocess for unserved food that is expected toprovide 1.4 million meals to hunger relief

agencies by 2020.

Our kitchenshave divertedover 90,000tons of foodwaste from

landfills since2007.

We announce a three-year effort to replacemore than 1.4 million lights with LEDs,installing 700,000 LEDs in the first year.

We complete constructionof an 8.3-megawatt solararray at Mandalay Bay.

Three destinations receiveLEED Gold certifications: The

Park, T-Mobile Arena andMGM National Harbor.

MGM Resorts is the first companyin our industry to report our annual

carbon footprint as part of theCarbon Disclosure Project. Weachieve a reduction in carbon

emissions of more than 90,000 tons.

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36 MGM Resorts

A SMARTER WAY TO DESIGN,

BUILD AND OPERATE

Our resorts are greener from the ground up thanks to a comprehensive environmental

management system that prioritizes efficiency and sustainability. From a project’s earli-

est conception to later improvements, we build intelligently to reduce our impact. As we

welcome guests to our properties, we employ strategies to save energy, reclaim water

and divert materials and waste away from landfills.

Energy

Since 2007, we have invested $46 million in energyoptimization. In partnership with our properties, wetested a wide range of technologies and rolled out themost impactful across our portfolio. For example, weupgraded 12 of our central plants for more efficientheating and cooling and installed more than a hun-dred smart meters to better monitor and improve ouroperations.

In 2015, we begana three-year effortto replace existinglighting with moreefficient LEDs. Sincethen, we haveinvested $20 million

to install more than 1.4 million LEDs at our properties.In 2017, our team completed the front-of-house retrofit,which will save more than 150 million kilowatts ofelectricity each year—equivalent to the annual usageof 13,000 U.S. homes.

Water

Low-flow fixtures, rainwater collection and water-efficient landscaping are some of the ways we con-serve water at our properties worldwide. Since 2007,for example, we have replaced more than 200,000square feet of grass turf in Las Vegas with drought-

tolerant landscaping that reflects the natural beauty ofour desert ecosystem.

In Nevada, where we operate 13 resorts, most of thewater we use is treated and returned to the source.We do our part to ensure that our industry can con-tinue its excellent track record in water conservation inLas Vegas, with 99 percent of municipal water usedby resorts on the Strip returned to Lake Mead and theColorado River.

Through smart planning and conservation practices,we have saved more than 5.5 billion gallons of watersince 2007—equivalent to 8,500 Olympic swimmingpools.

Materials and waste

When we make smart choices about the products wepurchase and the materials we use, we significantlyreduce our footprint. With that in mind, we strive tobuy better and waste less.

Wherever we can, we prioritize environmentallypreferred products. From air filters and copy paper to

Since 2007, we haveinvested $46 million inenergy optimization.

In Nevada, where we operate 13 resorts,most of the water we use is treated andreturned to the source.

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120,000tons of food

70,000tons of cardboard

20,000tons of paper

16,000tons plastic

47,000tons of glass

9,000tons of metal

From 2008 to 2017, we havediverted the following from landfills:

lightbulbs and cleaning chemicals, we select options that helpus operate more sustainably and conserve precious resources.

Nearly two-thirds of ourpaper and three-quartersof our lighting purchases in2017 were environmentallypreferred.

Through our material diver-sion program, we recycleand reuse thousands of tonsof material each year. In

our new construction projects and renovations in our existingportfolio, we divert an average of 92 percent of all construc-tion anddemolitionmaterialsfrom land-fills. And inaddition torecyclingtraditionalrecyclables like paper, plastic and metal, we are able to en-sure that more complex materials live on. Grease is diverted tocreate biofuels and food scraps are repurposed for compostingand livestock feed.

Nearly two-thirds ofour paper and three-quarters of our lightingpurchases in 2017were environmentallypreferred.

In our development projects, wedivert an average of 92 percentof all construction and demolitionmaterials from landfills.

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38 MGM Resorts

FEEDING OUR

NEIGHBORS

Food insecurity is one of the most serious public health chal-

lenges in the United States. In Southern Nevada, more than

279,000 people struggle with hunger, including 109,000

children.1

Over the last decade, we have diverted over 120,000 tons of food wastefrom landfills by sending it to farms and composting facilities or for biofuelproduction. More recently our focus has been on how to take the high-quality prepared and unserved food from our resorts and use it to help feedour neighbors.

In 2016, we set out to tacklethe challenge of safely collect-ing, preserving and distributingunserved meals with the helpof Three Square Food Bank.Together, a team of chefs andfood safety experts developeda program to safely freezeunserved food from our events

for storage at neighboring food banks. Now, hunger relief agencies canincorporate prepared entrees from our kitchens—food that might otherwisebe wasted—into their meal planning.

Since debuting the program at ARIA in 2016—and expanding it to multiplefood types and resorts—we have already served more that 280,000 mealsto the hungry in Southern Nevada. An expansion is underway that will bring

the program to the Bellagio, MGM Grand, TheMirage and Mandalay Bay. By 2020, we expectto provide 1.4 million meals to hunger reliefagencies.

We hope that this transformative program willhave an even greater impact with the help of ourpeers. The infrastructure we have developed isscalable throughout Southern Nevada and could

be replicated across the country. Our best practices will be available toall—empowering the entire hospitality industry to rethink how we can helpfeed our communities.

1 Three Square. (2018, February 23). A partnership built on purpose [blog post]. Retrieved fromhttps://www.threesquare.org/blog/contributions/a-partnership-built-on-purpose

Over the last decade we havediverted over 120,000 tonsof food waste from landfillsby sending it to farms andcomposting facilities or forbiofuel production.

By 2020, weexpect to provide1.4 million mealsto hunger reliefagencies.

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LOOKING TO THE FUTURE

As we reflect on the advancements we have made in the past year and the past de-

cade, we are proud of our achievements to date and inspired to set more ambitious

goals for the years to come.

To realize our vision for sustainabil-ity, we have invested in compre-hensive tracking and collection ofenvironmental data that will helpour company refine and acceler-ate our environmental stewardshipprogram. Programs with provensuccess—such as our turf replace-ment initiative and our LED retro-fit—will continue alongside newinnovations and partnerships inclean energy, energy efficiency,water conservation, material diver-sion and other areas.

By 2020, we will divert a full 50percent of all of the materials weuse from landfills through dona-tions, recycling and creative reuse.We are committed to significantlyreducing ourenvironmentalfootprint. Fromour baselineusage in 2007,we will reduceour energy con-sumption by 25percent and our water consumptionby 30 percent by 2025.

By 2030, half of our energy willcome from renewable sources,including solar power produced ator near our properties. We plan to

achieve a total reduction in energyconsumption of 30 percent andwater consumption of 35 percentfrom our 2007 baselines. Three-quarters of the materials we use

will be recy-cled, compos-ted or donatedrather than sentto landfills.

Our progressin sustainabil-ity is a shared

achievement. Thanks to the supportof our employees, guests, partnersand communities, our aspirationsfor a more sustainable future arewithin our grasp.

39

We are committed tosignificantly reducing ourenvironmental footprint.

By 2030, half of our energywill come from renewablesources, including solarpower produced at or nearour properties.

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EMPLOYEE RECOGNITIONS

Each year, we recognize members of the MGM Resorts team that inspire us to service

and sustainability. Please join us in congratulating the 2016 CSR award winners, who

were recognized in 2017.

J. Terrence Lanni Award for Excellence:Tonya Rhodes

The Lanni Award is our highest CSR honor, recogniz-ing a single employee who reflects the inspirationalleadership of our company’s late chairman & CEOTerry Lanni and our company values of Integrity,Inclusion, Teamwork and Excellence. 2016’s recipient,

Table Games Shift Manager Tonya Rhodes, is a30-year gaming industry veteran. She is known formentoring other leaders and team members throughoutthe resort, helping build the team’s culture of guestservice and leading her fellow employees effectivelythrough change. An immigrant to the United Stateswho earned her way to success through disciplinedlearning and hard work, she is an advocate forvictims of domestic violence and an avid volunteerwith several organizations that uplift women in crisis.She has served on many MGM Resorts philanthropiccommittees, including the Mandalay Bay CSR Coun-cil’s Diversity Committee and the Employee Relief Fundpanel. According to her supervisor, Mandalay Bay Se-nior Vice President of Table Games Rick Fields, Rhodes“embodies the type of leader our former Chairman Mr.Terry Lanni called on all of us to be.”

Employee Volunteer of the YearAward: Juan Choto-Cuellar

Juan Choto-Cuellar, Mandalay Bay Facilities Engi-neer, is one of our company’s most active volunteers.A 10-year employee of MGM Resorts companies,Choto-Cuellar volunteers at the TCMI Church Food& Clothing Pantry in partnership with Three SquareFood Bank. He uses his personal truck to transportfood donations, does all of the pantry’s repairs andmaintenance, and is building a kitchen so the pantrycan serve hot food to the hungry. While he logged

s p e c i a l f

Tonya Rhodes, Table Games Shift Manager,Mandalay Bay Resort and Casino

40 MGM Resorts

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an impressive 460 volunteer hours in 2016,staff at the Three Square Food Bank say thathe actually averages 20 hours a week servingthe community—more than a 1,000 hours ofservice each year.

Manager Volunteer of the YearAward: Katelyn La Rose

ARIA Tower Suites supervisor Katelyn La Rosespent more than 270 hours in service to hercommunity in 2016. She mentored youthaged 11—18 every week at the Las Vegas6 Foursquare Church on school, work andfamily life issues and employment preparation,and she fed the homeless at Calvary Down-town Outreach. La Rose also encouraged hercolleagues to volunteer at least one hour dur-ing the year, leading her Tower Suites depart-ment to 100 percent participation in giving &volunteering in 2016.

Green Advantage Award: MGMGrand Detroit

MGM Grand Detroit earned the GreenAdvantage Award in 2016, recognizing theproperty’s commitment to sustainability. Eachyear, this award is given to the MGM resortthat demonstrates exemplary environmentalperformance and employee engagementwith the MY Green Advantage sustainabil-ity action platform. In 2016, MGM GrandDetroit achieved the company’s lowest waterintensity per square foot and second-lowestwaste intensity per square foot. The resort alsooperated the only crop-growing greenhouse inthe company and hosted many sustainabilityevents and volunteer opportunities throughthe year, including an Earth Day celebrationfeaturing guided tours of the resort’s recyclingcenter.

f e a t u r e

Katelyn La Rose, Tower Suites Supervisor, ARIA Resort and Casino

Juan Choto-Cuellar, Facilities Engineer, Mandalay Bay Resortand Casino


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APPENDIX CONTENTS

A. 2017 Awards & recognitions � � � � � � � � � � � � � � � � � � � � � � � 43

B. Employee profiles & HR data � � � � � � � � � � � � � � � � � � � � � � � 44

C. Diverse construction & consulting expenditures � � � � � � � � � � 46

D. Diverse procurement expenditures � � � � � � � � � � � � � � � � � � � 49

E. Corporate & regional philanthropy contributions � � � � � � � � � �51

F. Sustainability metrics � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 52

42 MGM Resorts

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GENERAL CORPORATE SOCIAL RESPONSIBILITY

2017 Colonial Award for Excellence for Best CSR Report

American Society of Professional Communicators

World’s Most Admired Companies (No. 4 in the hotel,casino and resort sector)

FORTUNE Magazine

America’s 500 Best Large Employers 2017

Forbes

GIVING & PHILANTHROPY

The Civic 50—America’s Top Community-Minded Companies

Points of Light

ENVIRONMENTAL SUSTAINABILITY

2017 INNOVATION Award for Conservation and Sustainability

The Las Vegas Business Press

Largest Portfolio Using Energy Management Information Systems(EMIS)

U.S. Department of Energy

Five Green Keys

ARIA, Vdara, Bellagio, Delano,

Mandalay Bay, MGM Grand Las Vegas

& MGM Grand Detroit

Four Green Keys

Circus Circus, Excalibur, Luxor, The Mirage,

Park MGM, New York-New York,

MGM Signature, Beau Rivage,

& Gold Strike Tunica

Four Green Globes

Bellagio, Excalibur, Luxor, Mandalay Bay,

MGM Grand Las Vegas, The Mirage,

New York-New York & MGM Signature

DIVERSITY & INCLUSION

Partner of the Year 2017

USVets Las Vegas

Top Corporation for Women’s Business Enterprises

Women’s Business Enterprise National Council

50 Top Companies for Supplier Diversity

Black Enterprise

50 Best Companies for Diversity

Black Enterprise

Community Partner Award for Diversity Excellence

College of Southern Nevada

2017 Top Regional Companies (No. 3)

DiversityInc

2018 Best Places to Work for LGBTQ Equality

Human Rights Campaign Foundation

Million Dollar Club

The United States Hispanic Chamber of Commerce

2017 Major Corporate Owner of the Year Award

National Association of Minority Contractors

2017 Joint Venture Development Team of the Year

National Association of Minority Contractors

2017 Influential Company of the Year

Women Construction Owners &

Executives USA

Award for New Product or Service Innovation

Loyalty360

2017 Breakfast of Corporate Champions

Women’s Forum of New York

“In Appreciation For Your Continued Support of Las Vegas Veterans”

Veteran’s Action Group & Las Vegas Veterans Day Parade

Appendix A: 2017 Awards & Recognitions

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Female 51.05%

Male 48.95%

Unknown / Undeclared 0.01%

Female 44.03%

Male 55.97%

Appendix B: Employee Profiles & HR Data

MGM Resorts InternationalEmployee Profile

Total Employees

Total Minority Workforce

Caucasian

Unknown / Undeclared Ethnicity

67,603

46,194 (68.33%)

21,384 (31.63%)

25 (0.04%)

MGM Resorts InternationalManager & Above Profile

Total Managers & Above

Total Minority Workforce

Caucasian


5,619

2,411 (42.91%)

3,207 (57.07%)

1 (0.02%)

African American 15.39%

American Indian 0.40%

Asian 15.88%

Caucasian 31.63%

Hawaiian or Pacific Islander 1.51%

Hispanic or Latino 32.32%

Two or More Races 2.84%15215312323z

10111572163z

5148+1z

4456zAfrican American 10.78%


Asian 10.82%

Caucasian 57.07%



Two or More Races 3.67%

44 MGM Resorts

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Female 44.35%

Male 55.65%

Female 50.83%

Male 49.16%9117302383z

7112562184z

5149z

4456zAfrican American 7.06%


Asian 12.31%

Caucasian 56.06%






Asian 16.26%

Caucasian 30.35%




Clark County, NevadaEmployee Profile

Total Employees

Minority

Caucasian


50,675

35,278 (69.62%)

15,382 (30.35%)

15 (0.03%)

Clark County, NevadaManager & Above Profile

Total Managers & Above

Minority

Caucasian

4,322

1,899 (43.94%)

2,423 (56.06%)


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Appendix C: Diverse Construction & Consulting Expenditures

MGM Resorts InternationalConstruction & Consulting Expenditures

Total Companywide1

Clark County, NV

National Harbor

Springfield

$730,839,034

$332,821,777

$152,942,944

$230,825,238

Diversity Expenditures by Category

MGM Resorts International Total

Disadvantaged Business Enterprise

Minority Business Enterprise

Veteran-Owned Business

Women Business Enterprise

$165,697,713

$8,685,482

$71,414,764

$17,011,399

$68,586,068

Clark County, Nevada Total





$58,850,869

$8,596,208

$37,264,544

$2,631,719

$10,358,398

Disadvantaged Business Enterprise (5.24%)

Minority Business Enterprise (43.10%)

Veteran-Owned Business (10.27%)

Women Business Enterprise (41.39%)

Disadvantaged Business Enterprise (14.61%)




5441041z

1563517z46 MGM Resorts

1 Companywide spend also includes spend amounts not directly attributable to National Harbor, Springfield, lnfiniumConstruction, or MRDD Construction in Clark County.

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Springfield Total





$79,077,973

$0

$15,095,589

$14,401,850

$49,580,534

National Harbor Total





$25,554,545

$0

$25,554,545

$0

$0

Disadvantaged Business Enterprise (0%)




Disadvantaged Business Enterprise (0%)

Minority Business Enterprise (100%)

Veteran-Owned Business (0%)

Women Business Enterprise (0%)

191863z

100z472017 Corporate Social Responsibility Report

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Appendix C: Diverse Construction & Consulting Expenditures Continued

Diversity Expenditures by Ethnicity

MGM Resorts International

Clark County, Nevada

National Harbor

Springfield

African American (25.07%)

Asian (10.85%)

Caucasian (45.90%)

Hispanic (9.39%)

Native American (2.81%)

Unspecified (5.97%)


Asian (23.33%)

Caucasian (23.37%)

Hispanic (11.37%)


Unspecified (0%)


Asian (8.24%)

Caucasian (0%)

Hispanic (7.70%)


Unspecified (31.27%)


Asian (2.71%)

Caucasian (79.04%)

Hispanic (8.67%)

Native American (0%)

Unspecified (1.02%)

251046935z342424126z4888432z827982z

48 MGM Resorts

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Total Purchasing Expenditures

Total Purchasing Expenditures—Clark County, NV

Diversity Procurement Expenditures—Tier I†

$1,707,234,494

$846,612,144

$157,823,052‡

†Tier I direct expenditures are those with M/W/DBE/VOB/LGBTBE suppliers working directly with MGM Resorts International.‡Totals are off by .01% or $1 due to rounding.


Total $157,823,052

Total $84,851,698


Disadvantaged Business Enterprise $3,702,534 (2.35%)

LGBT Business Enterprise $115,014 (0.07%)

Minority Business Enterprise $92,780,357 (58.79%)

Veteran-Owned Business $676,032 (0.43%)

Women Business Enterprise $60,549,115 (38.37%)

Disadvantaged Business Enterprise $2,810,092 (3.31%)

LGBT Business Enterprise $36,487 (0.04%)

Minority Business Enterprise $47,460,994 (55.93%)

Veteran-Owned Business $676,113 (0.80%)

Woman Business Enterprise $33,868,012 (39.91%)

Appendix D: Diverse Procurement Expenditures

Total Biddable Goods & Services Expenditure

Diversity Expenditures with Tier I SuppliersBiddable Goods & Services by Category

5838211z5538421z


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Asian 36.02%

Caucasian 34.48%

Hispanic 27.65%

Native American 0.00%





Asian 21.10%

Caucasian 41.16%

Hispanic 18.07%

Native American 2.47%

Tier II Direct Expenditures

Tier II Indirect Expenditures

Total Tier II Expenditures†

Vendors with Tier II Expenditures

$13,675,242

$4,866,373

$18,541,615

23 vendors

Appendix D: Diverse Procurement Expenditures Continued

Tier I Diversity ExpendituresBiddable Goods & Services by Ethnicity

Tier II Expenditures

† Tier II expenditures are a percentage of prime suppliers’ (majority suppliers) spending with M/W/DBE/VOB/LGBTBE suppliers for which theycontracted goods or services in daily operations. Goods or services may or may not have a direct impact on MGM Resorts International.

Tier II spending is self-reported by prime suppliers and is not included in any MGM Resorts International expenditure numbers.

172141183z2363527z

50 MGM Resorts

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$9,925,041 (56.71%)

$3,576,362 (20.44%)

$2,129,954 (12.17%)

$1,869,548 (10.68%)

$17,500,905 (100%)

MGM Resorts InternationalDonations by Source Funding

MGM Resorts InternationalFoundation–Approved Grants

MGM Resorts InternationalCharitable Contributions by Region4

$1,506,789 (78.92%)

$1,909,266

$79,245 (90.26%)

$87,794

$101,840 (76.63%)

$132,894

Total MGM Resorts Foundation–Approved Grants Diversity Disbursements

Diversity Disbursements

Total MGM Resorts International Charitable Contributions

Diversity Disbursements

$2,704,727 (25.37%)

$10,661,844

$835,968 (68.67%)

$1,217,394

$1,041,766 (80.69%)

$1,291,148

$128,717 (58.43%)

$220,306

$63,702 (57.54%)

$110,712

Cash Contributions from all MGM Resorts Entities

In-Kind Contributions from all MGM Resorts Entities1

Foundation Grants2

Foundation Direct Designations3

Total Donations

Nevada

Michigan

Mississippi

Nevada

Michigan

Maryland

Mississippi

Massachusetts

Appendix E: Corporate & Regional Philanthropy Contributions

Philanthropy Data

1 In-kind donations are donations other than cash that may include comps, rooms, meals, show tickets, obsolete items, labor, property-specific events, marketing donations,one-off events and conventions. 2 Only includes disbursements made during the 2017 calendar year. 3 No diversity statistics are maintained for this figure. Only includes

direct designations (including leadership designations) made during the 2017 calendar year. 4 Charitable contribution figures include both cash and in-kind amounts.


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Carbon Emissions per Square Foot(Combined Scope 1 and Scope 2 emissions, globally)

35

30

25

20

15

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2025 2030

CO2e/sf

Kwh/sf

Achieved 29%Carbon Reductionper Square Foot

2025 Goal45% Less Carbon Emissions

per Square Foot

2030 Goal50% Less Carbon Emissions

per Square Foot

Energy per Square Foot(Combined electricity and natural gas, globally)

32

28

30

26

24

22

20

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2025 2030

Achieved 16%Energy Reductionper Square Foot

2025 Goal25% Less Energyper Square Foot

2030 Goal30% Less Energyper Square Foot

Appendix F: Sustainability Metrics

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Materials Diversion Rate(Percentage of end-of-use materials recycled/composted/diverted from landfill in other ways)

30%

40%

50%

60%

70%

80%

20%

10%

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2020 2030

Achieved 38.5%Materials Diversion

Rate

2020 Goal50% MaterialsDiversion Rate

2030 Goal75% MaterialsDiversion Rate

Water per Square Foot(Combined utility water and well water, globally)

75

40

35

45

50

55

60

65

70

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2025 2030

Gal/sf

Achieved 25%Water Reductionper Square Foot

2025 GoalUse 30% Less Water

per Square Foot2030 Goal

Use 35% Less Waterper Square Foot


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Appendix F: Sustainability Metrics Continued

Food Donations to People(Millions of pounds donated)

2

1.5

1

0.5

2016 2017Cumulative

2018Actual & Forecast Cumulative

2019Forecast Cumulative

Minibar & WarehouseFood & Beverage

Prepared & UnpreparedKitchen Food

340,000Pounds of Food &

Beverages Donated(Equivalent to 280,000 meals)

2019 Goal1.7 Million Pounds

Donated(Equivalent to 1.4 million meals)

54 MGM Resorts

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mgm resorts corporate social responsibility annual report 2017

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