LAS VEGAS SANDS 20 19 EN V IR O NMENTAL , S O C IAL & G OV ERNAN C E REP O R T This report is printed with soy-based ink on FSC-certified paper that contains 50% recycled post-consumer fiber.
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE OUR IMPACT IN 2019 $ 13.7 BILLION O NLY CASIN O AND G AMIN G C O MPANY consolidated net revenue named on the Dow Jones Sustainability Index North America 2019 $ 3.1 BILLION ONE OF ONLY 10 COMPANIES in North procurement spend America on the CDP’s “A” List for both Climate Change and Water Security 49.6 MILLION KWH Named on Forbes’annual list of of electricity saved GLOBAL 2000 BEST EMPLOYERS 39,494 FOR 2019 volunteer hours contributed Listed as one of FORTUNE’S MOST ADMIRED 115 COMPANIES IN THE WORLD nongovernmental organizations for the fourth year in a row supported with cash and in-kind donations Secured RENEWABLE ENERGY CREDITS FOR 100% OF ELECTRICITY used by the Venetian Resort, Las Vegas CONTENTS Skyscraper (The Bruges Whale), Ocean Recovery Alliance and Studio KCA, Marina Bay Sands 0 3 A Message From Our Chairman 0 4 Who We Are 0 6 Our Strategy 0 8 Stakeholder Engagement and ESG Materiality 0 9 Strategic Planning and the U.N. SDGs 1 0 Our Performance 1 2 Important 2020 Developments 1 4 Environment 2 2 Social 3 0 Governance 3 9 Appendix On the cover: Marina Bay Sands, Singapore 2 | LAS VEGAS SANDS
APPENDIX A MESSAGE FROM OUR CHAIRMAN Welcome to our inaugural environmental, (PPE) as well as sanitary care kits, COVID-19 impact programs such as the Sands Cares social and governance (ESG) report, which test kits and other essential equipment to Accelerator, which helps empower nonprofit summarizes our 2019 performance and front-line workers, first responders, schools organizations in our host communities to progress in these deeply important areas. and the vulnerable within our communities. Our effectively address local challenges. kitchens also supported food banks with the I am proud of our ESG performance in 2019 Our corporate responsibility program is donation of more than 68,000 pounds of food. and profoundly grateful to our passionate structured around three pillars: People, Team Members around the globe for the Communities and Planet. Our work in each We accelerated our efforts in the area of DEI in positive impact they have made to both of these spheres contributes directly to 2020. A critical component of our DEI efforts their communities and the protection of our our performance in the environmental is to encourage and create opportunities for planet. Their unwavering commitment and and social components of ESG. dialogue and to solicit the opinions, sentiments contributions have been instrumental to and ideas of our Team Members. Their input and everything we have accomplished, including Our governance structure supports our perspective will help us broaden and strengthen being named one of Fortune’s World’s Most unwavering commitment to operating our our initiatives. We look forward to updating Admired Companies again this year. business ethically and with accountability you on our DEI program in our 2020 report. We remain deeply committed to providing to all the constituencies that we serve, leadership in ESG and look forward to sharing including our host communities; Team As part of our continued commitment to the our progress with you in the years ahead. Members; guests; national, state and local environment, we made plastics a key focus of governments; regulators; and investors. our Sands ECO360 strategy in 2019, eliminating Sheldon G. Adelson or replacing millions of single-use items. In Chairman and Chief Executive Officer I am gratified that our efforts have been addition, we strengthened our commitment to Las Vegas Sands Corp. recognized by experts in sustainable business renewable energy, with The Venetian Resort practices. We are one of only 10 companies in in Las Vegas securing renewable energy North America to be named to the CDP “A” list certificates for 100 percent of its electricity, and for both Climate Change and Water Security. We the addition of a new rooftop solar thermal plant are also proud to lead our industry in sustainable in Macao. Other completed energy efficiency business practices and to be the only Integrated projects are expected to save approximately Resort company to be named to the Dow Jones 50 million kWh of electricity annually. Sustainability Index North America in 2019. Progress on social programs during 2019 The events of the year 2020 provided an reflected our ambition to be an employer opportunity for us to prioritize a number of of choice and included the implementation vitally important ESG issues, including public of a number of training and development health and safety and Diversity, Equity and programs as well as initiatives to address Inclusion (DEI). the physical, emotional, financial and social well-being of our Team Members. It would be difficult to overstate the impact the COVID-19 pandemic has had on our Team Support for small and medium-sized enterprises Members and their families, our guests and (SMEs) within our host communities remains customers, and the communities in which at the forefront of our community initiatives. we operate. Since closing our doors and Financial support, training opportunities and reopening them in each of our communities, our commitment to local procurement are just our top priority has remained the health some of the ways in which local SMEs benefited and safety of our Team Members and from our dedicated SME programs last year. guests. We appreciate our Team Members’ commitment to a range of new protocols and Looking ahead, we are prioritizing many processes to support health and safety. enhancements to our ESG program, including the expansion of our stakeholder engagement We have also acted to support our local process to help identify more in-depth communities. Since February 2020, we insights that will enable us to make greater have provided more than $3 million in direct contributions to our communities and to financial aid to assist those impacted by the provide leadership in sustainability in the future. pandemic. Our resources were used to procure, We will work aggressively on our DEI initiatives. transport and deliver more than two million In addition, we will expand our signature social pieces of personal protective equipment 2019 ESG REPORT | 3
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE INTRODUCTION WHO WE ARE Sands (LVS) is the world’s leading developer and operator of world-class Integrated Resorts. These resorts feature luxury hotels and spas; retail, dining, gaming and entertainment attractions; state-of- the-art meeting, exhibition and convention facilities; and a variety of business and leisure amenities. LAS VEGAS, SINGAPORE MACAO, CHINA Sands® Cotai Central N E VA D A Marina Bay Sands® Sands Macao® • Conrad® Macao, The Venetian® Resort • Sands Expo® Cotai Central Las Vegas The Venetian Macao® • The Venetian Tower & Convention Centre • Sheraton® • The Palazzo® Tower • ArtScience Museum™ The Plaza Macao® Grand Macao Hotel, • Venezia Tower • Four Seasons® Cotai Central Sands Expo® & Convention Center Hotel Macao, Cotai • The Londoner® Strip Macao Hotel • The Grand Suites at Four Seasons® • The Londoner® Court The Parisian Macao® • St Regis® Macao, Cotai Central Sands has shaped the worldwide regions where we operate with pioneering, iconic properties serving both the business and leisure tourism markets and contributing significant economic and social benefits to our host communities. Starting with a single property in 1990, the reach of Las Vegas Sands now extends from North America to Asia, with eight properties in Las Vegas, Macao and Singapore. Our Integrated Resorts have become premier destinations for leisure and business tourism. At the heart of our company is a vision and a set of values that guide our mission and our nearly 50,000 Team Members. 4 | LAS VEGAS SANDS
APPENDIX OUR OUR OUR PURPOSE MISSION VA L U E S Create positive impact through Develop and operate iconic Excellence in business performance leisure and business tourism, Integrated Resorts that drive Impeccable service and a strong contributing economic benefits to business and leisure tourism dedication to collaboration our host communities and making Innovation our regions better places to live, through sustainable Fairness, honesty and a strong business practices code of ethics work and visit Sustainability for People, Communities and Planet OUR GLOBAL IMPACT Sands is committed to being a valuable contributor through collaboration with guests, business partners and local communities. Throughout our history, we have created positive economic impact by delivering high-value business and leisure tourism, providing tens of thousands of jobs, tax revenues to fund social programs and significant procurement spend in the regions where we operate. As part of our corporate values, we continually strive to patronize local and diverse businesses whenever possible to meet our procurement and supply chain needs. Beyond being an economic engine, we also strive to be a good corporate citizen committed to collaborating with local governments, civic leaders and the public sector to create a healthy social and environmental landscape in our communities. Our commitment to communities is underscored by our aim to be a model employer in the regions we serve. We are dedicated to supporting the positive wellbeing of Team Members worldwide by creating a workplace culture that thrives on collaboration, celebrates diversity, ensures inclusiveness and invests in professional growth and talent development. 2019 ESG REPORT | 5
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE O U R S T R AT E GY PEOPLE Be the employer of choice leading the hospitality and tourism industry in the regions we serve: • Ensure a thriving workforce built on integrity and opportunity at each of our properties • Create an inclusive, integrated and collaborative environment that values diversity • Drive excellence and opportunity for advancement by investing in our Team Members’ growth • Support Team Members’ personal, professional and financial well-being COMMUNITIES Create iconic destinations that drive high-value leisure and business tourism in the regions we serve: • Contribute to regional resiliency by addressing social issues and providing disaster relief support • Create a thriving local hospitality industry by supporting workforce, small and medium-sized enterprises (SMEs) and local business development efforts • Preserve local culture and identity by investing in local assets that invite and attract tourism 6 | LAS VEGAS SANDS
APPENDIX Las Vegas Sands is dedicated to being a good corporate citizen, committed to our people, our communities and our planet. PLANET Ensure the long-term environmental health of our regions as sustainable tourism destinations: • Invest in programs that preserve natural resources • Support education and awareness programs that promote minimizing impact on the environment GOVERNANCE Represent steadfast commitment to the highest standards of professional conduct in every way and every place we do business through our Code of Business Conduct and Ethics and Sands Project Protect: • Respect individuals • Conduct business ethically and legally • Protect our company and stakeholders • Enhance our communities 2019 ESG REPORT | 7
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE S TA K E H O LD E R ENGAGEMENT Working with both internal and external stakeholders is an important element of our ESG corporate responsibility initiatives, and is accomplished through multiple channels and MATERIALIT Y departments. These include our environmental sustainability, corporate citizenship, human resources, government affairs, procurement and development teams. The stakeholder engagement results Our many day-to-day stakeholder interactions range from volunteerism to the relationships represent one input into our materiality we have with our suppliers, Team Members, neighbors, guests and other organizations. assessment process. By leveraging These high-frequency collaborations allow us to address our common sustainability needs insights and expectations from and make our program stronger. stakeholders, desktop research and other In 2019, we strengthened and expanded our approach to obtaining the views of our external sources, such as megatrend stakeholders on ESG matters through the implementation of a comprehensive global protocol analysis and impact assessment, we for stakeholder engagement. developed a prioritized list of ESG topics. This process-focused approach informs how we listen and communicate with people, and use the outcomes of that dialogue to drive improvements in our performance. The company also We collectively define a threshold to has a history of actively and transparently engaging with investors. determine which topics are considered With the exception of our investor outreach, which is a perpetual, ongoing program, the material. Once the prioritized list of ESG balance of our stakeholder engagement process alternates annually between internal topics is aggregated, we hold a review and external stakeholders. The focus in 2019 was internal while thus far in 2020, we have session with select executives (at both prioritized engagement with stakeholders outside the company. Last year, our in-depth property and corporate levels) to discuss conversations with Team Members in Macao explored relevant issues in resort operations, and validate the findings, as well as the while interviews with corporate and Las Vegas property leaders provided feedback on preliminary impacts of such findings proposed changes to our corporate responsibility platform. on the current corporate responsibility Furthermore, we invest heavily in ESG as we continue to evolve our program and undertake program, strategy and reporting process. other activities as relevant topics arise, and supplement them with desktop research and This materiality assessment process peer analysis of material topics. resulted in identifying six key themes for Sands ECO360: energy, water, waste, 8 | LAS VEGAS SANDS procurement, food and transportation.
APPENDIX S T R AT E G I C P L A N N I N G & THE U.N. SDGs In 2011, we initiated our first five-year environmental reporting cycle. underway, as part of which we are currently reviewing and analyzing We are nearing completion of our second cycle, which includes 2020 how our community efforts align with the SDG framework. performance targets and the 2015 baseline for our Sands ECO360 strategy. We have retained our actionable five-year timeframe, but our We have started tracking our outcomes and impacts beyond our targets sit within a 2030 horizon, aligned with the United Nations (U.N.) environmental footprint, and these metrics will be further refined through Sustainable Development Goals (SDGs). the development of our strategic plan. Our most recent five-year reporting cycle focuses on environmental For a summary of how our activities support the SDGs, please refer to the performance. The strategic planning process for 2021–2025 is already SDG Index in the ESG Appendix. U.N. SDGs ALIGNMENT ENERGY WAT E R WA S T E Double the rate of improvement Substantially increase Substantially reduce in energy efficiency water-use efficiency waste generation Substantially increase the through prevention share of renewable energy in the global energy mix 20 20 TAR G E T S : 20 20 TAR G E T S : 20 20 TAR G E T S : 6% reduction in GHG emissions from 3% reduction in water use per square foot 5% increase in diversion rate resort operations P R O G R E S S T O DAT E: P R O G R E S S T O DAT E: P R O G R E S S T O DAT E: 3.2% reduction from 2015 baseline 4.1% decrease from 2015 baseline 12.4% reduction from 2015 baseline 2019 ESG REPORT | 9
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE OUR PERFORMANCE Measuring and reporting our environmental performance has helped drive results, supporting the management of our utility consumption, ensuring the disciplined execution of efficiency projects and compelling us to explore innovative solutions. We are now in the process of broadening our disclosures to incorporate a wider range of social and governance metrics. ENVIRONMENT ENERGY AND EMISSIONS CARBON FOOTPRINT (MT CO2e)1 ENERGY CONSUMPTION (GIGAJOULES) 1 7. 5 % 71.3% Mobile Electricity combustion – Scope 2 – Scope 1 Direct energy 7,098,3 4 6 Indirect energy 5 .7 % 9 47,3 16 3,206,562 3 , 8 9 1 ,7 8 4 Waste – Scope 3 Total energy Total carbon By source: consumption By source: footprint Non-renewable Non-renewable 0.4% 4.6% 0.5% Gasoline: 27,543 Electricity: Leased assets Stationary combustion Fugitive Diesel2: 1,999,032 – Scope 3 – Scope 1 emissions Jet kerosene: 256,536 3,629,036 – Scope 1 Natural gas3: 750,072 Heating: 10,797 LPG: 171,906 Cooling: 251,952 Renewable Renewable Solar thermal: 272 Renewable Energy Solar PV: 1, 200 Certificates: 557,359 WAT E R WA S T E TOTAL WATER U S E (MILLI O N G ALLO N S) D IVER TED MATERIAL S (S H O R T TO N S) Non-potable groundwater: 156 Other water: 23 Non-diverted: Diverted materials: Well water: 133 Rainwater: 0.1 84,941 2 8 ,7 3 3 Nano-filtration: 23 75% 25% Condensate capture: 6 NEWater: 17 Incinerated: 56,571 Standard4: 8,821 Organics5: 7,729 Landfilled: 28,370 113,673 Construction: 5,872 Total waste Other6: 6,310 2,896 Total withdrawal of water by source Municipal water: 2 ,7 1 7 NOTES 4 “Standard” includes plastic, aluminum, cardboard, paper, glass and metal. 5 “Organic” includes food waste, food donations, horticultural waste and cooking oil. 1 Emissions calculated from primary data and assured by a third party; excludes Scope 3 emissions 6 “Other” includes recovered assets, batteries, e-waste, donations, light bulbs, soap calculated using spend-based model. and shampoo amenities. 2 Diesel includes mobile diesel, stationary diesel and marine fuel. 3 Natural gas includes CNG, town gas and natural gas. 10 | LAS VEGAS SANDS
APPENDIX SOCIAL COMMUNITIES PEOPLE Average hours per Nearly Full-time equivalent Food donated globally: Disaster relief kits FTE (full-time employee) employees: 200,988 LBS built and donated: spent on training and 50,000 46,009 development: Volunteering 100,000 Total Gender diversity hours by 38.91 workforce2 of workforce: Team Members: Customer 50% MALE 39,494 satisfaction: 50% FEMALE Donated to 7 9.7 % 3 local charities: $ 6 , 8 0 4 ,1 5 9 115 Community events NOTES 1 Average hours of training per FTE spent on training and development include mandatory training. 2 Our worldwide Team Members totaled approximately 50,000 on December 31, 2019. For ESG reporting purposes we exclude individuals managed by third-party hotel operators in Macao and a de minimis number of employees located in jurisdictions other than our three principal places of business. The total number of employees, as defined for this document, was 47,145 on December 31, 2019. 3 Customer satisfaction represents the percentage of satisfied customers compared to the total number of customers responding to the survey. GOVERNANCE BOARD ETHICAL CONDUCT DIRECTOR DIRECTOR Team Members 327 Share of Team Members INDEPENDENCE TENURE undergoing Code of completing Code of Conduct training: Responsible Gaming Conduct training: Independent directors: 0–4 years: 3 45,048 Ambassadors1 95.6% (6) 55% 5–9 years: 5 Non-independent 10–15 years: 3 Team Members Share of Team Members directors: undergoing anti- completing anti- (5) 45% Average corruption training: Director Tenure: 45,336 corruption training: AGE 71 9 6 .7 % DISTRIBUTION 7 YEARS Team Members Average age undergoing counter- Share of Team 40s: 1 (years) Gender Diversity human trafficking Members completing 50s: 1 of Board: training: 60s: 3 45,297 counter-human 70s: 2 91% MALE trafficking training: 80s: 4 9% FEMALE Team Members undergoing responsible 97.0 % gaming training: 47,3 37 Total hours of responsible gaming completed: 16,862 NOTES 1 Responsible Gaming Ambassadors are Team Members that go through additional intensive training. Ambassadors are available on the gaming floor at all times to assist guests. 2019 ESG REPORT | 11
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE I M P O R TA N T 2 0 2 0 DEVELOPMENTS D I V E R S I T Y, EQUITY AND INCLUSION As a business, we are committed to ensuring RESPONDING TO COVID-19 an inclusive, integrated and collaborative working environment with a deep The impact the COVID-19 pandemic has had on our business, our Team Members and their appreciation and respect for the diverse families, the communities in which we operate and our industry as a whole has backgrounds of our Team Members, been considerable. guests and business partners. We believe that a culture that celebrates different Our top priority has remained the health, safety and livelihoods of our Team Members, perspectives and promotes inclusiveness and we are grateful for their flexibility, understanding and adherence to a range of for all is propelled to success by the strength new protocols and processes designed to limit the spread of the virus. These include the of the whole, and best inspires our positive use of hand sanitizers and face masks, new cleaning and disinfecting regimes, testing impact around the world. and tracing and the implementation of social distancing measures in restaurants, bars, We determined in 2020 to reevaluate gaming and recreation areas. and strengthen our DEI efforts in the United States. We have made physical changes to our properties, such as the installation of thermal While our program is structured around screening points at entrances and changes to our heating, ventilation and air conditioning values of diversity, equity and inclusion, our (HVAC) systems. The latter included the installment of “hospital grade” filters and the aspirational goal remains to help remove use of more fresh air from outside to prevent the recirculation of virus particles and other systemic barriers and to find permanent pathogens. A third‑party assurance organization, Bureau Veritas, is auditing all our safety solutions to causes of inequity. and hygiene protocols to certify our properties with its SafeGuard™ Hygiene Excellence To improve learning and understanding, we and Safety label. held two Make It Matter town hall sessions in June 2020, to bring our Team Members Despite the COVID-19-related challenges that the tourism and hospitality industry has together in an open discussion on diversity faced, we have stood by our Team Members and our communities. The company put and inclusion in the U.S. today and help Team Members first by forgoing furloughs and layoffs and maintaining steady paychecks determine the way forward. These forums and health benefits in times when it mattered most. were followed by a comprehensive Team Member sentiment survey and focus groups Since February 2020, we have also provided approximately $3.2 million in financial to ensure we address the issues that are most aid, donated 68,068 pounds of food to organizations helping vulnerable members of important to our Team Member community. society and offered practical help, donating PPE, COVID-19 test kits and other essential From these efforts, our DEI Council has equipment to healthcare workers, first responders, emergency services, schools established a roadmap to crystallize this and vulnerable members of society. feedback into a refreshed and accelerated DEI program. Our plan is to greatly amplify our foundational efforts to ensure we are fully addressing the needs and viewpoints of our Team Members, guests, business partners and all external stakeholders. Diversity, equity and inclusion will remain at the forefront of our efforts in 2020 and beyond. 12 | LAS VEGAS SANDS
APPENDIX WAT E R S T E WA R D S H I P In late 2019, Sands launched a new collaborative water stewardship For 2020, the three inaugural Drop by Drop Project participants were: initiative in conjunction with long-time partner Clean the World Foundation, a global leader in water, sanitation and hygiene (WASH). • University of Saint Joseph, Macao, Institute of Science and The Drop by Drop Project invests water efficiency savings to support Environment, which received $75,000 to explore ways to enhance water-related projects in local communities in Las Vegas, Macao and the water quality of Macao’s coastal waters, using native wetland Singapore, with a focus on four key areas: plants as natural purifiers for water pollution • Reinvigorating ecosystems by safeguarding and restoring • Singapore-based social enterprise Seven Clean Seas, which received aquatic ecosystems a $50,000 grant to develop a static, floating system that collects plastic pollution from rivers before it reaches the sea • Leveraging technologies by promoting early-stage innovation and solutions scaling for water efficiency • Get Outdoors Nevada, which received a $19,000 grant that will help fund a water conservation teacher training program, benefiting more • Increasing resiliency by strengthening community response to than 120 teachers and thousands of students in the Las Vegas area floods, droughts and other water-related risks Read more about the selected projects • Engaging the community by boosting awareness of water‑dependence issues Through Drop by Drop, the company doubles down on water efforts to “This project stems from our commitment to water stewardship, positively impact communities. Our day-to-day water conservation projects the United Nations Sustainable Development Goals and our result in more sustainable properties, while monetary savings are invested long-standing collaboration with Clean the World. We are proud in regional water projects run by local nonprofits. to expand our relationship with the Foundation to focus on new emerging water issues and look forward to positively impacting the communities and environments in these locations.” Katarina Tesarova, Senior Vice President of Global Sustainability, Las Vegas Sands 2019 ESG REPORT | 13
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE ENVIRONMENT Our responsibility to the planet is as important to us as our commitment to the comfort and well-being of our guests and Team Members. This dedication is exemplified by our award-winning Sands ECO360 Global Sustainability strategy designed to help minimize our environmental impact. It reflects our vision to lead the way in sustainable building development, resort operations and green meetings and events. Two great egrets in Taipa-Cotai mangrove forest, an area under study by University St. Joseph supported by the Sands Drop by Drop Project. Photograph by João Monteiro 14 | LAS VEGAS SANDS
APPENDIX OUR AREAS OF FOCUS Sheraton Grand Macao Hotel Operating a sustainable business means focusing on the topics for which we atrium skylight can have the greatest influence and make meaningful improvement through investment, partnerships and scalable solutions. We developed the Sands ECO360 Singapore skyline with Marina program around three pillars, identifying areas with a direct environmental impact Bay Sands or opportunity. GREEN ENVIR O NMENTALLY GREEN MEETINGS BUILDINGS RES P O N S IB LE O PER ATI O N S AND EVENTS Innovative building design and On average, the operation of Meetings and conventions are responsible construction practices a building over its lifetime likely integral to the Las Vegas Sands not only preserve biodiversity and considerably exceeds the business model. First established minimize the immediate impacts initial environmental impacts in 2011, the Sands ECO360 Green associated with extraction, of construction. Implementing Meetings Program was created transportation and manufacturing environmentally sound to support forward-thinking of building materials. They also operational practices reduces clients in making their events provide the foundation for the natural resource consumption, more sustainable. Since then the conservation of natural resources improves air quality and enhances program has become our global during ongoing operations. the health and comfort of our standard. We have hosted many guests and Team Members. high-profile sustainable events internationally and earned various world-class awards and certifications, including ISO 20121 for sustainable event management. 2019 ESG REPORT | 15
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE I M P O R TA N T I S S U E S We are constantly evolving our strategy to adapt to emerging trends, support new business opportunities and foster environmental stewardship. Our approach focuses on six key themes: energy, transportation, water, waste, food and procurement. We mindfully address each theme within the three pillars of the Sands ECO360 program to ensure our initiatives span the full scale of the company’s operations. ENERGY EFFICIENCY ZERO WASTE EVENTS Design buildings that conserve electricity Host and support green events that and deploy new technologies to reduce actively target high recycling rates. energy consumption. RENEWABLE ENERGY ENERGY WA S T E FOOD WASTE Seek out renewable energy solutions, Tackle one of our largest waste including on-site solar thermal and streams through reduction, solar photovoltaic systems. donation and diversion. GREEN ENVIR O NMENTALLY CONSTRUCTION BUILDINGS RESPONSIBLE WA S T E O PER ATI O N S Responsibly handle construction FERRIES waste from new developments, Explore advanced remodels and renovations. technologies and increase fuel economy standards FOOD for our ferry fleet. S U S TAINAB LE TR AN S P O R TATI O N FOOD BUSES Incorporate efficiency into Optimize routes and utilize kitchen design, source alternative fuel sources to decrease emissions. eco-friendly ingredients and provide sustainable cuisine in restaurant menus. GREEN MEETINGS AND EVENTS WAT E R PROCUREMENT WATER EFFI CIEN CY S U S TAINAB LE PR O D U C T S Address diverse product categories to Upgrade fixtures and systems, enact water conservation policies and procure sustainable items that are better for encourage sensible water usage. the environment and human health. WATER REU S E PLASTIC REDUCTION Eliminate plastic products where possible or Source non-potable water and harvest rain and replace them with eco-friendly alternatives. condensate water for landscaping, restrooms, cooling towers and other uses. 16 | LAS VEGAS SANDS
APPENDIX E N E R GY AND C LIMAT E C HAN G E MANAGEMENT APPROACH S TR ATEGY Our Environmental Management System assesses transition risks such as emerging Energy, water and waste have been Energy has been identified as one of our six climate-related legislation and carbon tax cornerstones of the Sands ECO360 program key themes through stakeholder engagement regulations. All of our properties are assigned since its inception. Embracing the U.N. and materiality assessment. When we energy-reduction targets and implement energy SDGs, accompanied by bold, science-based refreshed our sustainability strategy and efficiency, optimization and conservation targets, is helping us drive carbon reductions established new environmental targets for projects (ECOTracker projects) to mitigate globally. By strategically dedicating resources 2016–2020, we leveraged strong, recognized weather-related energy increases or utility toward energy efficiency, water conservation methodologies. We assessed international cost impacts. We also review sustainability and responsible consumption, we hope to sustainability frameworks and aligned our trends and update our green meeting create the future that we all envision. greenhouse gas (GHG) emissions reduction practices and services, such as providing goals with the Science Based Targets initiative 100 percent renewable energy for events. GOVERNANCE (SBTi). Guided by SDG 7, Affordable and Clean Energy, we focused on energy efficiency (target Our approach is always transparent and The responsibility for managing climate- 7.3) and renewable energy (target 7.10). includes third-party verification of our efforts. related risks and opportunities sits with Our science-based targets are visible to many our Chief Procurement and Sustainability RISK MANAGEMENT stakeholders, and our emissions reporting Officer (CPSO), who reports directly to the is validated annually in accordance with Chief Financial Officer, a Board member. To understand and manage climate-related the ISO 14604-3 assurance standard. The CPSO leads the global sustainability risks and opportunities, our sustainability department, which develops and implements departments evaluate physical risks such OUR 2019 PERFORMANCE the climate strategy, while property as the impact of temperature fluctuation sustainability departments execute that on electricity use or building infrastructure Our goal is to reduce the environmental footprint strategy and identify future opportunities. upgrades to increase the resiliency of of existing properties and offset the impact our properties to weather events. of new developments. Our 2020 targets are to reduce the emissions from both resort and ferry operations by 6 percent. Compared with the 2015 baseline, we reduced absolute Scope 1 and 2 market-based emissions by 12.4 percent and 11.4 percent for resort and ferry operations respectively, thanks to efficiency projects, more sustainable grid systems and renewable energy certificates. COMMIT TED TO RENEWABLE ENERGY 9 47, 3 1 6 The Venetian Resort Las Vegas and Sands Expo and Convention Center worked METRIC TONS CO2e with NV Energy, a local utility company, to secure sufficient renewable energy Carbon footprint certificates to cover 100 percent of its electricity use. The arrangement will provide more than 200 million kWh of electricity every year from wind and solar power. 7.1 In Singapore, Marina Bay Sands collaborated with service providers to obtain MILLION GJ renewable energy credits, offsetting the convention center’s emissions and making the Total energy consumption entire meetings, incentives, conferences and exhibitions (MICE) facility carbon neutral. 2019 ESG REPORT | 17 In Macao, our solar thermal hybrid energy plant features 222 solar panels combined with a heat pump system that generates enough hot water for The Sheraton Grand Sky Tower’s swimming pools, spas, kitchens and 2,000 suites. This completely eliminates the need for a natural gas boiler and is expected to avoid 1,140 metric tons CO2e emissions a year.
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE WAT E R Water is integral to the experience we strive to Next year, we plan to install a water circulating 2,896 create for our guests. Exquisite pools and spas, system in Sands Cotai Central’s Team Member lush landscapes and elegant fountains create restaurant, where water will be filtered and MILLION GALLONS a refined ambience at our resorts. We balance reused on site. Total water use luxury with responsibility by using non-potable water wherever possible, exploring innovative In 2019, we achieved a 3.2 percent reduction 50.5 water technologies and developing water in water use per square foot from the 2015 conservation procedures. baseline. Absolute water use increased by G ALLO N S/S Q. F T. 7.5 percent, mainly due to increased business Water intensity In Macao, the food and beverage and engineering activity, but decreased by 4.6 percent departments have worked collaboratively to when excluding the newly opened properties 2,432 increase water efficiency in our kitchens and that came on board after setting our most stewarding areas. Automatic sensors installed recent baseline. MILLION GALLONS in dishwashing stations show a 56 percent and Water discharge 30 percent reduction in cold and hot water use, respectively. We have also installed water meters to monitor consumption patterns and make changes to flow control and automation. 18 | LAS VEGAS SANDS
APPENDIX WA S T E C ELEB R AT IN G SkyPark at Marina Bay Sands, Singapore RECYCLING We host thousands of guests and visitors in our resorts each day. By targeting key areas Events such as the Mid-Autumn where we can reduce, reuse and recycle, we Festival in Asia are times for proactively manage our waste footprint. While celebration and feasting, but can food waste remains a complex issue globally, create waste through things like we continue to assess banquets, restaurants the packaging of the vast numbers and dining halls for food waste minimization of mooncakes consumed. Sands opportunities. In addition to food waste, we China Ltd. has teamed up with the recycle 33 other waste streams and eliminate Macau Environmental Protection unnecessary products to generate less waste. Bureau to support its initiatives aimed Despite our efforts, our waste diversion rate at reducing this waste by making decreased by 4.1 percent in 2019 from the recycling facilities available for Team 2015 baseline due to ongoing challenges in the Members and resort guests. global recycling market. We are continuously looking for new opportunities and are exploring Sands China Ltd. is also finding new innovative regional waste solutions. ways to use leftover food that can Sands China Ltd. hosts the Clean Plate no longer be sold or served, by Challenge twice a year to encourage Team donating it to two local charities – Members to reduce food waste and inspire Anima (Society for the Protection them to live a sustainable and healthy lifestyle. of Animals in Macau) and AAPAM The three-day activity challenges Team (Abandoned Animals Protect Members to take only what they will eat in the Association of Macau). This helps dining rooms and return clean plates. The animals in need, as well as preventing challenge was completed nearly 31,300 times food from becoming waste. in 2019. In 2019, we started new programs for waste diversion in Las Vegas. Eggshells and coffee grounds were sent to a local facility to be turned into nutrient-rich compost for gardening and landscaping. The Venetian Resort also launched an initiative with a worldwide auction company to give used furnishings like beds and lamps a second life, which has so far seen around 340,000 pounds of items sent to auction. 28,733 SHORT TONS Diverted materials 25% Waste diversion rate 2019 ESG REPORT | 19
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE PROCUREMENT Our procurement teams actively seek to 93% SERVING UP select products that meet our environmental SUPPORT standards. We have developed a plan, Percentage of paper hygiene FOR GREEN established a baseline to track performance, products from sustainable sources M O N DAY identified priority categories and provided training for our Team Members. 87% In July 2019, the dining room team at Marina Bay With plastic becoming a growing issue, both Percentage of light bulbs Sands offered a wider regionally and worldwide, we developed our purchased that are LED variety of vegetarian and single-use plastic strategy in 2019. More than plant-based dishes to 27 single-use plastic products were identified REDUCING PLASTIC USE support Green Monday. throughout our operations by property and Sands China Ltd. staged a Plastic- The movement educates corporate teams, and the environmental and Free July campaign to inspire action the public about reducing business impacts, as well as regulatory risk of to reduce plastic use. More than their carbon footprint each product, were assessed. 3,300 Team Members pledged to go and improving their plastic free, generating 850 social health by giving up meat Every product we use carries a unique media posts to raise wider awareness. for one day a week. environmental footprint. To evaluate The sustainability team gave away The sustainability team alternatives to single-use plastic items, we nearly 28,000 reusable metal straws also hosted cooking utilized life cycle assessments. This robust during the campaign to help Team demonstrations, methodology quantifies a product’s impact Members refuse plastic versions. educational booths and from conception to disposal by evaluating a a talk by David Yeung, range of environmental indicators, from water founder and CEO of intensity to recyclability. Green Monday. Since adding this key issue to the Sands ECO360 strategy in 2018, we have reached some key milestones: • Sands China Ltd. replaced the annual use of 6.5 million plastic takeaway containers, lunchboxes, utensils and cutlery sets with plant-based alternatives • We have eliminated or replaced millions of plastic straws with a sustainable alternative in owned operations globally • More than 3,100 Team Members participated in a global screening of A Plastic Ocean as part of the Plastic-Free July campaign • Marina Bay Sands conducted a single-use plastic life cycle assessment with Forum for the Future • Plastic laundry items such as collars were eliminated and plastic hangers were replaced with cardboard alternatives To further raise awareness about plastic waste, Marina Bay Sands installed Skyscraper (The Bruges Whale), an 11-meter sculpture made from recycled ocean plastic retrieved from the Pacific Ocean. It stands as a stark visual reminder of the 150 million tons of plastic polluting our waters. 20 | LAS VEGAS SANDS
APPENDIX S U S TA I N A B LE F O O D TRANSPORT From restaurant design and kitchen and features as much iron and protein We strive to reduce the environmental efficiency to food procurement, menu as 80/20 ground beef. According to impact of the transportation we use. development and diet education, our California-based Impossible Foods, the Our premium high-speed ferry services food and beverage operations deploy product requires a small fraction of land, connecting Hong Kong with our properties a holistic approach to food, spanning water and energy compared to livestock, in Macao, provided by Cotai Water Jet, environmentally responsible operations, which is responsible for 15 percent of are our main transportation impact. In green buildings and green meetings global GHG emissions and consumes 2019, we reduced the carbon emissions and events. 25 percent of the world’s fresh water. from our ferry operations by optimizing sailing schedules. National Geographic and the Macao In June, Spago at Marina Bay Sands Our transportation department has Government Tourism Office teamed unveiled a new herb garden, which is also implemented a two-year vehicle up to create The Great Green Food used by the restaurant’s kitchen and replacement plan, through which we Journey: Macao video series, shining the bar. Containing a mix of Mediterranean aim to reduce the number of buses and spotlight on local restaurants embracing and Asian herbs, including Okinawan replace older versions with cleaner energy sustainability. Two Sands China Ltd. spinach and varieties of mint, basil and versions. Since 2016, we have added chefs – Alex Gaspar, executive chef at wild pepper, the garden uses organic and vehicles that run on compressed natural Sands Cotai Central and Justin Paul, natural growing practices, such as using gas (CNG), a cleaner fuel source with less senior chef of The Golden Peacock at coconut fiber on top of the soil to prevent harmful pollutants, to our fleet in Macao The Venetian Macao – showcased their weed growth and water loss. to minimize air pollution. All Parisian approach to innovative green dishes. Macao buses run on CNG and we plan $9.3M for all our guest shuttle buses to run on In 2019, Marina Bay Sands launched CNG or electricity by 2021. Impossible 2.0, a plant-based food spend on seafood product that looks, tastes and feels from responsible or 82 like meat, at three of its celebrity chef sustainable sources restaurants. Impossible 2.0 contains no Charging points for electric gluten, cholesterol, animal hormones or vehicles at our resorts antibiotics; is kosher and halal certified; 103 CNG and electric-powered buses utilized to serve our resorts in Macao 2019 ESG REPORT | 21
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE SOCIAL As the world’s leading Integrated Resort company, Sands has shaped the worldwide regions where we operate with pioneering, iconic properties serving both the business and leisure tourism markets. Our resorts contribute significant economic and social benefits while also creating best-in-class experiences for our guests, Team Members, partners and the communities we serve. Earth Hour 2019 Festival for Nature, Event Plaza at Marina Bay Sands, Singapore 22 | LAS VEGAS SANDS
APPENDIX Sands Cares Ambassadors during home visits for the elderly OUR AREAS OF FOCUS We are committed to being a responsible corporate citizen, demonstrated through our efforts in making our regions a better place to live and work. We are not just world-class developers, we are developers of positive impact. We aspire to be a valuable collaborator with the Team Members we employ, the guests we serve, the businesses we work with and the communities where we operate. PEOPLE COMMUNITIES Our Team Members are at the heart of the Our corporate headquarters and the regions where exceptional service we provide to our guests and the we have properties aren’t just places of business. responsible work we do in each of our communities. They are the places we call home, and Sands That’s why we are dedicated to delivering an is committed to making each one of our homes outstanding work environment based on a strong a great place to live. code of conduct and ethics that guides our people at every level of the company. Sands Cares volunteers at The Great Garden Build organized by Green Our Planet 2019 ESG REPORT | 23
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE PEOPLE I M P O R TA N T I S S U E S We believe the rewarding work We aim to inspire Team Members to inclusive work environment, explore environment and corporate culture we deliver memorable experiences at opportunities for professional growth have established have helped to make our Integrated Resorts and promote and perform to the best of their abilities. Sands a world hospitality leader and positive impact in our communities. outstanding corporate citizen. What Ensuring a productive and fulfilling To drive excellence in leading our begins inside our halls carries through experience for our Team Members people, we address the primary our business to our guests and in our is the bedrock of our corporate needs and opportunities that dealings with our partners. culture. A variety of programs help enable our Team Members to thrive. Team Members to enjoy a safe and We are focused on: WELLNESS D I V E R S I T Y, EQUITY AND PERSONAL AND FINANCIAL WELL-BEING INCLUSION Provide benefits and programs that SAFE AND INCLUSIVE promote physical, mental, social and WORK ENVIRONMENT financial health so that Team Members can be their best and achieve their goals. Promote respect and develop a work environment that fosters collaboration and helps Team Members to excel. PROFESSIONAL GROWTH SANDS ACADEMY Provide Team Members with career development programs and opportunities for professional growth. 24 | LAS VEGAS SANDS
APPENDIX PROFESSIONAL GROWTH WELLNESS D IVERS IT Y, EQ U IT Y AND IN C LU S I O N Aiming to be the employer of choice, we provide P H YS I CA L A N D M E N TA L H E A LT H Our dedication to creating a diverse and innovative learning solutions through Sands inclusive culture spans the recruitment, Academy, our global training and development In addition to providing Team Members with training and development of individuals of platform. Courses, learning tools, coaching excellent healthcare options, Sands offers all experiences, ages, cultural and racial opportunities and one-on-one consulting a variety of programs, events and tools backgrounds, sexual orientations, genders help Team Members fulfill their potential to promote overall wellness. Some of our and gender identities, physical abilities and while making our business more effective. properties provide 24/7 fitness center access attributes, national origins and religious beliefs. In 2019, we formalized the Sands Academy’s and free, instructor-led classes. Free eye exams global charter to advance a worldwide standard and annual physical checkups are offered in We are committed to ensuring an integrated for how we create and accomplish common Macao and, in 2019, Las Vegas and Singapore and collaborative working environment training goals. This framework enables us offered free on-site health screenings. that respects the diverse backgrounds of to embed development programs that drive our Team Members, guests and business competencies and develop leaders with the skills In Singapore, the Marina Bay Sands Sports partners. We believe that celebrating needed to match our mission and values. A set of Club was created to engage Team Members diverse perspectives and promoting key performance indicators ensures we meet our in activities to improve their health and inclusiveness inspires positive impacts. goals and, ultimately, help our people succeed. help them discover new hobbies. It offers a range of organized sports, including Through well-established policies, procedures, MYWELLNESS bowling, cycling and basketball. hiring practices and support systems, In Las Vegas, the myWellness we promote and integrate inclusion into Connection program provides FINANCIAL WELL-BEING our company. We actively seek to provide information on topics including accommodations in working conditions nutrition, disease management, stress Through Sands Academy, and in collaboration for Team Members with disabilities. reduction and injury prevention. with Bank of America, Las Vegas Team Through the free, confidential program, Members can attend free workshops led by The company also provides financial support Team Members can work with an on- banking and investment professionals. These to community organizations and initiatives site health and wellness educator to sessions cover basic financial management, that promote diversity. We supported the 2019 develop a personalized wellness plan. planning for the future and preparing for Women’s Leadership Conference in Las Vegas Team Members also have access to retirement. All our properties also offer regular and hosted an on-site leadership event for The Condition Care Management, which banking roadshows to assist with financial Center, a Las Vegas nonprofit organization provides access to a registered nurse issues such as setting up a bank account. that advocates for the LGBTQ community. trained to support their care plans. In 2019, more than 2,000 Team SOCIAL BELONGING Members attended a myWellness Connection event and more than All of our properties host events to foster 1,400 met with a wellness educator. social connections and good relationships. Lifestyle workshops in Singapore introduce participants to new hobbies and connect them with others who share their interests, while the Amazing Summer 2019 program in Macao featured sessions designed for parents to interact with their children, including parent–child yoga classes. Nearly 50:50 50,000 Gender diversity of workforce Total workforce1 46,009 1 O ur worldwide Team Members totaled approximately 50,000 on December 31, 2019. For ESG reporting purposes we exclude individuals managed by third-party hotel Full-time equivalent operators in Macao and a de minimis number of employees located in jurisdictions employees other than our three principal places of business. The total number of employees, as defined for this document, was 47,145 on December 31, 2019. 2019 ESG REPORT | 25
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE COMMUNITIES I M P O R TA N T I S S U E S Beyond being a major economic contributor that creates tourism, jobs and tax revenue in the regions we serve, we are a committed partner in promoting the region’s health as a desirable tourism destination. We strive to improve quality of life and the community’s ability to respond to challenges through the following initiatives: S HELTER , F O O D AND S ERVI CES We help meet the needs of disadvantaged populations with support of organizations, causes and programs that provide essential human necessities and address social service issues. RESILIENCY AND ED U CATI O N DISASTER RELIEF AND EMPLOYMENT We are a significant contributor and We support organizations and institutions to community benefactor when disasters improve access to quality education programs, meaningful employment and professional strike; we also help our communities development through training, mentorship prepare and become more resilient and job fairs. in the face of such events. REGIONAL H O S PITALIT Y RESILIENCE INDUSTRY COMMUNITY SAFEGUARD LO CAL C U LT U RE LOCAL BUSINESS We provide industry-leading educational AND IDENTITY DEVELOPMENT programs and practices to promote responsible gaming and financial crime C U LT U R AL AND We strengthen our local communities through NAT U R AL HERITAG E our significant positive economic impact, prevention and to counter human trafficking. We preserve and protect cultural and natural heritage and by creating opportunities for small and by investing in local assets and initiatives that invite and medium-sized enterprises (SMEs) and local 26 | LAS VEGAS SANDS attract high-value sustainable tourism. businesses serving the hospitality industry.
APPENDIX SANDS CARES Our global community engagement and DISASTER RESPONSE KITS FOR CLEAN THE WORLD charitable giving program, Sands Cares, integrates our community support to address Through our annual disaster kit builds for Clean the World Foundation, we take a more our most pressing issues through financial hands-on approach with our Team Members getting directly involved. Each region’s event donations, in-kind giving and volunteerism. is tailored to the needs of local communities. For example, the U.S. kit build included a blood drive that provided 200 units of blood to the American Red Cross. Through events S HELTER , F O O D AND S ERVI CES around the world in 2019, volunteers sorted and packed 100,000 hygiene kits containing soap, toothbrushes, toothpaste and other essential items. In 2019, we supported more than 100 community organizations and contributed Sands Cares Ambassadors in Macao also assembled 500 emergency typhoon response thousands of volunteer hours around the world kits, as part of the community’s precautionary measures ahead of typhoon season. to help local organizations provide resources to underserved populations. 200,988 LBS $6,800,000 Our corporate headquarters is located in Las Food donated globally Donated to local charities Vegas, which ranks among the top U.S. cities for homelessness and youth homelessness, 115 100,000 and we are committed to addressing the issue both locally and nationally. Along with founding Community events Disaster relief kits built and donated the Movement to End Youth Homelessness in Southern Nevada with our partner Nevada 39,494 Partnership for Homeless Youth (NPHY), we have established critical response programs and Volunteer hours by support awareness and advocacy programs. Team Members In 2019, our properties donated more than 75 tons of food and made financial contributions to local organizations around the world: • In Las Vegas, The Venetian Resort provided 174,000 pounds of food to relief organizations, and supported the annual Bag Childhood Hunger drive for Three Square Food Bank – an annual event to fund meals for school-aged children during the summer • Marina Bay Sands donated more than 18,000 pounds of food to the local food bank and Food from the Heart, an organization working to alleviate hunger among vulnerable populations • Sands China Ltd. donated nearly 8,000 pounds of food and made its seventh annual trip to Macau Holy House of Mercy’s Welfare Shop, where volunteers distributed hundreds of meals to disadvantaged families for Chinese New Year RESILIENCY AND DISASTER RELIEF Sands Cares works to help our communities prepare to deal with disasters before, during and after they occur. Through our partnership with the American Red Cross, we support disaster relief and preparedness efforts in the United States and around the world. Our commitment as a Red Cross Annual Disaster Giving Program partner helps the organization’s volunteers and staff respond swiftly. Sands has also hosted blood drives to benefit the organization. 2019 ESG REPORT | 27
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE E D U C AT I O N AND EMPLOYMENT As part of our dedication to continue employment after the 40,000+ making our communities internship concludes. better places to live and work, Attendees of a three-day Earth Hour we focus on programs that Marina Bay Sands organizes the festival of music, food and culture support a strong educational annual Sands for Singapore Career hosted by MBS and organized by foundation and promote Kickstarter program, aiming to World Wide Fund for Nature. employment opportunities for inspire today’s youth to overcome underserved populations. their perceived limitations and explore the different career ASSISTING PEOPLE options at an Integrated Resort. In 2019, the resort hosted more WITH SPECIAL NEEDS than 60 young people for a day of workshops, educational tours and To help people with special dialogue sessions with teams from needs attain employment, we marketing and hotel operations. have maintained a long-term relationship with Opportunity LO CAL TALENT Village, a nonprofit in Las Vegas. The Venetian Resort Las Vegas DEVELOPMENT annually supports the nonprofit’s Great Santa Run, which brings Sands China Ltd. launched together volunteers and the 2019 Master Chef Culinary supporters from all over the city Exchange Series to facilitate in a run/walk fundraising event to the development of local talent assist around 4,000 local families. and to cement Macao’s position At the 2019 event, Sands Cares as a UNESCO Creative City fielded a team of more than 2,000 of Gastronomy. The food and participants, provided more beverage practitioners were invited than 4,000 volunteer hours and to participate in cross-regional and contributed financial support. cross-cultural cooking experience exchange to improve their skills. In addition, Marina Bay Sands More than 60 local students participates in The Purple Parade participated in the culinary in Singapore to support and masterclasses. celebrate the abilities of people with special needs. Since 2016, the OPENING OPPORTUNITIES resort has been involved in events to support the movement and has FOR SMEs lit resort and ArtScience Museum marquees and exteriors in purple. Sands China Ltd. launched The In 2019, more than 100 Team Sands Procurement Academy that Members marched together with aims to develop local small and beneficiaries from Cerebral Palsy medium-sized enterprises (SMEs) Alliance Singapore (CPAS). suppliers by sharing business knowledge and skills, helping them YOUTH CAREER PROGRAMS gain experience and capacity for working with large-scale The Venetian Resort Las Vegas international customers like partners with Nevada Partnership Sands China Ltd. The academy for Homeless Youth (NPHY) on offers tailor-made practical training the Young Achievers Externship modules to local SMEs, presenting Program, a one-year paid them with a certificate upon internship for NPHY clients. graduating from the academy. The internship includes mentoring, In 2019, we held the fifth and sixth training and development, Sands Procurement Academy along with the opportunity to sessions with 60 SMEs enrolled of which 57 successfully graduated. 28 | LAS VEGAS SANDS
APPENDIX PRESERVING REGIONAL A N D C U LT U R A L H E R I TAG E Marina Bay Sands once again hosted the To celebrate the 20th anniversary of the During a two-day trip to Sands China Ltd.’s annual Sands for Singapore Charity Festival, founding of the Macao Special Administrative Integrated Resorts, experiences included a week-long community initiative featuring Region, the Sands Dream Explorer program accommodation and meals at The Venetian 15 outreach activities that raise awareness enabled 20 local underprivileged families Macao, visits to The Parisian Macao’s Eiffel and critical funds for nonprofit organizations. to experience 20 activities as part of the Tower observation decks and access In 2019, more than 2,300 Team Members company’s efforts to promote social integration. to Qube Kids’ Zone. donated approximately 5,000 volunteer hours, with events raising more than $2.8 million for local charities. 2019 ESG REPORT | 29
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE GOVERNANCE Corporate responsibility is deeply rooted in our culture and values. It represents our commitment to the planet, local communities and the people that visit, support or work at our resorts. We understand that to be a responsible operator, we must develop specific initiatives in areas most relevant to the nature of our business. Holding high standards of transparency and accountability, guided by a strong corporate governance system, ensures our guests not only have positive, engaging and productive experiences but they are safe and secure while visiting our resorts. 30 | LAS VEGAS SANDS
APPENDIX OUR AREAS OF FOCUS As a responsible corporate citizen, Sands has established a framework of processes and programs, from corporate governance protocols to ethics and environmental performance policies, to ensure our company is a leader in ethics, compliance and responsible business practices. C O RP O R ATE G OVERNAN CE ETHICAL CONDUCT RESPONSIBLE SOURCING Our aspiration is a high level We respect the rights of all Sustainable procurement is of corporate governance individuals, do business legally an integral part of the Sands demonstrated through ethical and ethically, protect our company ECO360 Global Sustainability business conduct, robust and our investors and enhance program. Taking the impacts of corporate citizenship and strong our communities in line with our the products and materials used environmental stewardship. The Code of Business Conduct and in the construction and operation Board is the primary stakeholder Ethics. We also seek to promote of our resorts into account, we influencing the company’s responsible gaming, prevent strive to source products that do corporate governance. financial crimes and establish not negatively affect human health counter-human trafficking or the environment, and that ESG GOVERNANCE methods and awareness through benefit communities. Sands Project Protect. Environmental sustainability CYBERSECURIT Y governance is guided by the Sands HE ALTH AND SAFE T Y ECO360 strategy with leadership AND DATA PRIVACY provided by the Executive Vice The safety of our guests and Team President and Chief Financial Members is our first priority. We We use a range of administrative, Officer. The governance of social follow all applicable laws and safety technical and physical systems to matters – including our DEI protocols covering public health protect guest and Team Member efforts and our charitable giving and environmental laws, maintain data from accidental, unlawful or and community engagement all facilities to a high standard and unauthorized access, disclosure program, Sands Cares – is the empower Team Members to act to or use, in compliance with local, responsibility of our President and ensure people’s safety. national and international data Chief Operating Officer. Corporate protection regulations. governance issues, including policies and procedures, are implemented by the compliance and legal departments, led by our Global General Counsel. 2019 ESG REPORT | 31
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE C O R P O R AT E G OV E R N A N C E Holding high standards of transparency and accountability Corporate governance is the collective responsibility guided by a strong corporate governance system ensures of the Board. The directors of the company believe business success, maintains the confidence of our a good governance structure is key to creating stakeholders and results in purposeful decision-making. proper management of the company in the interests of all stakeholders. 32 | LAS VEGAS SANDS
APPENDIX BOARD OF DIRECTORS The Board has an Audit Committee, a DIRECTOR INDEPENDENCE Nominating and Governance Committee, Our Board of Directors is composed of a Compensation Committee and a 55% (6) 11 directors, the majority of which Compliance Committee composed Independent directors are independent. Our directors bring entirely of independent directors. a variety of experiences and core 45% (5) competencies we believe are important RISK OVERSIGHT Non-independent directors to overseeing the strategic execution and risk management of our company. The Board of Directors, directly and through DIRECTOR TENURE its committees, is actively involved in the Our Board has four standing committees: the oversight of the company’s risk management 0-4 YEARS 3 Audit Committee, Compensation Committee, policies. The Audit Committee is charged Nominating and Governance Committee with overseeing enterprise risk management, and Compliance Committee. Each of the and with reviewing and discussing with standing committees operates under a management the company’s major operational, written charter approved by the Board. strategic and financial risk exposures and the steps management has taken to monitor, BOARD COMPOSITION control and manage these exposures. These include the company’s risk assessment In addition to the specific professional and risk management guidelines and policies. experience of our directors, we select our directors because they are highly accomplished 5-9 YEARS 5 in their respective fields, insightful and inquisitive. In addition, we believe each of our 10-15 YEARS 3 directors possesses sound business judgment and is highly ethical. We consider a wide range 7 YEARS of factors in determining the composition of Average director tenure our Board, including professional experience, skills, education, diversity, training and AGE DISTRIBUTION background. Our Board of Directors’ Corporate Governance Guidelines have been updated 40s (1) to note that the company values the benefits 50s (1) that diversity can bring to its Board. 80s (4) ESG GOVERNANCE 60s (3) 70s (2) ENVIR O NMENTAL SOCIAL GOVERNANCE 71 YEARS Average age Environmental sustainability Governance of social matters Under the broad umbrella governance is guided by including our DEI efforts and of checks and balances, BOARD COMMITTEES the Sands ECO360 our world-class community corporate governance are composed entirely of strategy, integrated across engagement and charitable issues including policies independent directors all operations worldwide. giving program, Sands and procedures are the Leadership and responsibility Cares, is under the purview ultimate responsibility of 2019 ESG REPORT | 33 for this strategy sit with the of our President and Chief the compliance and legal Executive Vice President Operating Officer who also departments, led by our and Chief Financial Officer, serves on the company’s Global General Counsel, who is also a member of the Board. Day-to-day execution with strong support from Board. The implementation of these programs is led by the Board’s nominating and is the responsibility of the the Senior Vice President of governance committee. Chief Procurement and Global Communications and Sustainability Officer, Corporate Affairs. who leads the global sustainability department.
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE ETHICAL CONDUCT HUMAN RIGHTS TRANSPARENCY AND COMMUNITY SAFEGUARD We are focused on operating our business ANTI-CORRUPTION SANDS PROJECT PROTECT and developing our Team Member culture without regard to race, color, religion, CODE OF CONDUCT We are committed to creating and investing language, pregnancy, ancestry, age, gender, in industry-leading policies and procedures national origin, sexual orientation, gender At Sands, we believe in providing unmatched that not only meet but exceed regulations identity, gender expression, mental or physical guest service. This concept is integral to and the expectations of our guests, disability, genetic information or marital or everything we do, from how we design our Team Members, suppliers, vendors and veteran status. A range of widely accepted hotels to the extra effort our Team Members communities, as well as safeguard them on standards of fair treatment, including those provide to a guest in need. But as importantly, a range of critical social issues. set out in the Universal Declaration of we always strive to act with integrity, meeting Human Rights (UDHR) and the International our legal and ethical duties. This means Through Sands Project Protect, we have Labour Organization (ILO) Declaration carrying out our mission in line with our established an industry-leading community on Fundamental Principles and Rights at Code of Business Conduct and Ethics. safeguard program to promote responsible Work, prohibit child labor and forced labor, gaming, prevent financial crimes and support freedom of association and collective To provide our guests with the very best establish counter-human trafficking bargaining, and protect workers from all forms experience, we keep four principles of ethical methods and awareness. These policies of discrimination. conduct in mind at all times: and procedures are designed to lead positive change and provide lasting solutions for We commit to going beyond respecting human GUIDING PRINCIPLES the communities in which we operate. rights and seek to prevent or mitigate adverse human rights impacts in our operations. We We respect We protect our • Training: Team Members across do this by conducting proactive due diligence individuals company and all regions have now undergone and complying with the United Nations Guiding our stakeholders comprehensive training on recognizing Principles on Business and Human Rights and responding to the signs of potential (UNGP). Where we are directly linked to We do business We enhance our problem gambling issues, procedures human rights impacts through our business ethically and communities for preventing financial crimes relationships, we will seek ways to positively legally and appropriate responses if they influence the human rights actions of our suspect human trafficking at one of business partners, including our suppliers. our properties. See our Human Rights Statement • Counter-Human Trafficking Policies: for more information We have continued our legislative advocacy efforts and are currently 327 9 6 .7 % conducting a global gap analysis to combat forced labor and sexual Responsible Gaming Ambassadors Share of Team Members undergoing exploitation that will enhance our anti-corruption training industry-leading best practices. 9 7.0 % In 2019, our counter-human trafficking 98.2% policies were updated and shared with Share of Team Members undergoing Team Members, and we continued counter-human trafficking training Share of targeted Team Members to raise awareness of the issue. undergoing anti-money laundering training • Responsible Gaming: We are firmly committed to encouraging responsible gaming practices and providing resources for people experiencing a gambling-related problem. We support standard industry protocols such as prominent posting of a problem gambling helpline throughout our properties and careful restriction of gaming-related marketing and advertising materials to age-appropriate venues. 34 | LAS VEGAS SANDS
APPENDIX RESPONSIBLE GAMING CYBERSECURIT Y AMBASSADOR A N D DATA P R I VACY PROGRAM In the course of business, we collect and use information to provide world-class Going beyond industry standards products, services and experiences. Guests and Team Members trust us to protect in our dedication to promoting this information, and we are committed to doing so. We maintain administrative, responsible gaming, we provide all technical and physical safeguards designed to protect the personal information Team Members with annual training against accidental, unlawful or unauthorized destruction, loss, alteration, access, on responsible gaming, and our disclosure or use. industry-leading initiatives include As an operator in multiple regions, we are required to maintain compliance with local the Responsible Gaming Ambassador and international laws and regulations such as the California Consumer Privacy Act of program. All Team Members learn 2018, Macao Personal Data Protection Act and the European General Data Protection to recognize the potential signs of a Regulation. Details can be found online in our Privacy Policy on our websites. gambling-related problem and bring We have implemented policies, procedures and training for our Team Members, such concerns to a Responsible who are required to take reasonable measures to prevent unauthorized access Gaming Ambassador. Ambassadors of personal information. The ultimate management responsibility for information go through intensive training led security and governance lies with our Chief Information Security Officer. by university and gaming industry experts. They learn the science of 2019 ESG REPORT | 35 problem gambling and engage in real-life role-play scenarios to learn to effectively interact with guests. They also learn to listen for certain statements, and become experts at holding discreet conversations and providing helpful resources.
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE H E A LT H A N D S A F E T Y The safety of our guests and Team Members is paramount 29,720 for Sands and has never been more important than during the COVID-19 pandemic. Lost days due to work-related injury Our health and safety departments make sure that all facilities are maintained to a high standard and that Team 93,431,998 Members are prepared to act in emergencies. We follow all applicable laws and safety protocols covering public Total hours worked health and environmental laws. We have recently been accredited an ISO 45001:2018 Occupational Health & Safety Management System certification for a portion of our operations in Macao. This system guides us to prevent injuries and diseases through measures such as eliminating hazards and minimizing risks. The certification currently covers our facilities department and will be followed by food and beverage, housekeeping, procurement and supply chain, and security departments. Local small, medium and micro supplier open day 2019 at Sands China Ltd. 36 | LAS VEGAS SANDS
APPENDIX RESPONSIBLE SOURCING In line with the Macao government’s initiative We also aim to minimize any potential harm to We strive to operate sustainably and source to “buy local,” Sands China Ltd. launched its the environment and local communities with products that do not have a harmful effect Local Supplier Support Programme, which the help of our suppliers. Our Supplier Code on human health or the environment, was the first program of its kind in Macao of Conduct requires suppliers to follow all while benefiting communities. Sustainable in 2015. Later in 2017, Sands China Ltd. laws and regulations applicable to their procurement is an integral part of the Sands launched F.I.T. initiative for local small and jurisdiction while maintaining our standards ECO360 Global Sustainability program. medium-sized enterprises (SMEs). The of human rights, labor, health and safety, Beyond minimizing potential negative impacts, F.I.T. program focuses on financial support, environment, ethics and compliance, and we strive to positively impact the communities invitational matching and training and monitoring and evaluation. where we do business. development targeting both existing and new local suppliers. Sands China Ltd. seeks Sands’ procurement process takes into 1,804 to increase its spend with three types of account the economic, environmental suppliers: local small, medium and micro and social impacts of the products and Number of Sands’ diverse and small suppliers, “Made in Macao” companies and materials used in the construction, operation, and medium-sized suppliers Macao young entrepreneurs. SMEs are also maintenance and renovation of our resorts. invited to hold roadshows in our back-of-house areas, extending more opportunities to them. We are focused on the success of small and medium-sized enterprises (SMEs) in our host markets. 2019 ESG REPORT | 37
ABOUT LAS VEGAS SANDS Las Vegas Sands (Sands) is the world’s pre-eminent developer and operator of world-class Integrated Resorts that feature luxury hotels; gaming, retail, entertainment, convention and exhibition facilities; celebrity chef restaurants; and many other amenities. Starting with a single property in 1990, the reach of Sands now extends worldwide, from Las Vegas to Macao and Singapore. Our Integrated Resorts have become premier destinations for leisure and business tourism around the world.
LAS VEGAS SANDS 20 19 EN V IR O NMENTAL , S O C IAL & G OV ERNAN C E REP O R T This report is printed with soy-based ink on FSC-certified paper that contains 50% recycled post-consumer fiber.
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE CONTENTS 4 0 About This Report 4 6 Social 55 Indices 4 2 Environment 5 0 Governance 56 SDG Index 59 GRI Index 69 SASB Index ABOUT THIS REPORT 40 | LAS VEGAS SANDS
APPENDIX SCOPE OF REPORT Our report draws on the performance highlights of the calendar year 2019. It covers the full scope of our global operations, including majority-owned subsidiaries. Report content and topic boundaries are defined by taking into account the most significant economic, environmental and social impacts, as well as the concerns of our stakeholders. We do this by continually monitoring feedback from stakeholders who can be reasonably considered to affect, or be affected by, our business operations. We incorporate the Greenhouse Gas Protocol when determining our Boundary for Scope 1, 2 and 3 emissions. E S G DATA REPORTING FRAMEWORKS The data included in this report and but are not limited to, the company’s appendix is 2019 data unless otherwise expectations regarding environmental, GRI stated. It covers all Sands operations social and governance (ESG) initiatives unless otherwise stated. and the company’s ability to achieve This environmental, social and governance its ESG goals. Factors that include (ESG) report has been prepared in accordance The data in this report and appendix was the extent, duration and effects of the with the Global Reporting Initiative (GRI) collected by Sands Team Members. We COVID-19 pandemic and the range Standards: Core option. We have reported believe this information fairly represents of further risks and uncertainties against self-selected indicators based on our global ESG performance and efforts. outlined in the company’s most recent material topics. The data in this report covers Form 10-K and Forms 10-Q may cause our performance for the calendar year 2019. GHG emissions, energy, water and waste material differences in actual results, Lloyd’s Register Quality Assurance, Inc. was data has been assured in accordance performance or other expectations. engaged by Sands to provide assurance of with ISO 14064-3: 2006 standard by This report uses certain terms, including the greenhouse gas (GHG) emissions, energy, Lloyd’s Register Quality Assurance, Inc. those that the GRI Guidelines, TCFD water and waste data included in this report. framework or SASB Index refer to as The company provides certain non- “material” topics, to reflect the issues of SASB GAAP environmental and social greatest importance to regions and our measures in this ESG report and stakeholders. Used in this context, these The Sustainability Accounting Standards appendix that are not in accordance with, terms are distinct from, and should not Board (SASB) Index has been prepared or alternatives for, generally accepted be confused with, the terms “material” in accordance with the SASB Casino & accounting principles (GAAP) in the and “materiality” as defined by or Gaming and Hotels & Lodging Sustainability United States of America. construed in accordance with securities Accounting Standards version 2018-10 law or as used in the context of financial based on categorization of our predominant FORWARD -LOOKING statements and reporting. business pursuant to SASB’s Sustainable S TATEMENT S Industry Classification System®. We have not sought external assurance This report contains certain forward- of all data in this report. Some of the data TCFD looking statements made pursuant to provided is estimated, as noted. the Safe Harbor Provisions of the Private We voluntarily aligned our climate-related Securities Litigation Reform Act of 1995. Readers are cautioned not to place strategy and disclosures with the Task Force Forward-looking statements involve a undue reliance on these forward-looking on Climate-related Financial Disclosures number of risks, uncertainties or other statements, which speak only as of (TCFD) framework developed by the Financial factors beyond the company’s control. the date thereof. Sands assumes no Stability Board for convenience of use by Examples of these factors include, obligation to update such information. our stakeholders. Additional details can be found in our 2019 CDP submission. The Parisian Macao Main Lobby 2019 ESG REPORT | 41
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE ENVIRONMENT Energy, water and waste have been Energy has been identified as one of six key cornerstones of the Sands ECO360 program themes through stakeholder engagement since its inception. Embracing the United and our materiality assessment. When we Nations (U.N.) Sustainable Development Goals refreshed our sustainability strategy and (SDGs), accompanied by bold, science-based established new environmental targets for targets, is helping us drive carbon reductions 2016–2020, we leveraged strong, recognized globally. By strategically dedicating resources methodologies. We assessed international toward energy efficiency, water conservation sustainability frameworks and aligned our and responsible consumption, we hope to GHG emissions reduction goals with the create a sustainable future for our planet. Science Based Targets initiative (SBTi). Guided by SDG 7, Affordable and Clean The responsibility for managing climate- Energy, we focus on energy efficiency (target related risks and opportunities sits with our 7.3) and renewable energy (target 7.10). Chief Procurement and Sustainability Officer (CPSO), who reports directly to the Chief We anchored our climate strategy to Financial Officer, a Board member. The CPSO recommendations from the TCFD to provide leads the global sustainability department, consistent and clear information for interested which develops and implements the climate decision-makers. More detail about our strategy, while property sustainability approach is included in our CDP submission. departments execute that strategy and identify future opportunities. Additional information can be found in the GRI Index. 42 | LAS VEGAS SANDS
APPENDIX OUR PERFORMANCE HIGHLIGHTS Our carbon footprint is based largely on the electricity we use to operate our resorts, and the emissions associated with transportation. Almost 85 percent of the water we utilize is returned to local water systems for reuse, which is especially important in arid locations such as Las Vegas. We have fairly stable levels of operational waste generation and recycling, while construction waste depends on renovation activity. ENERGY AND EMISSIONS CARBON FOOTPRINT (MT CO2e)1 ENERGY CONSUMPTION (GIGAJOULES) 17.5% 71.3% Mobile Electricity combustion – Scope 2 – Scope 1 Direct energy 7,098,3 4 6 Indirect energy 5 .7 % 9 47,3 16 3,206,562 3 , 8 9 1 ,7 8 4 Waste – Scope 3 Total energy Total carbon By source: consumption By source: footprint Non-renewable Non-renewable 0.4% 4.6% 0.5% Gasoline: 27,543 Electricity: Leased assets Stationary Fugitive Diesel2: 1,999,032 – Scope 3 combustion emissions Jet kerosene: 256,536 3,629,036 – Scope 1 – Scope 1 Natural gas3: 750,072 Heating: 10,797 LPG: 171,906 Cooling: 251,952 Renewable Renewable Solar thermal: 272 Renewable Energy Solar PV: 1, 200 Certificates: 557,359 Lily pond at ArtScience Museum, WAT E R WA S T E Marina Bay Sands, Singapore TOTAL WATER U S E (MILLI O N G ALLO N S) D IVER TED MATERIAL S (S H O R T TO N S) 32% Non-potable Other water: 23 Non-diverted: Diverted materials: Share of LEED- groundwater: 156 84,941 2 8 ,7 3 3 certified square Rainwater: 0.1 75% 25% footage. Well water: 133 Condensate Incinerated: 56,571 Standard4: 8,821 Nano-filtration: 23 capture: 6 Organics5: 7,729 Landfilled: 28,370 Construction: 5,872 NEWater: 17 113,673 Total waste Other6: 6,310 Municipal water: 2,896 2 ,7 1 7 Total withdrawal of water by source NOTES 1 Emissions calculated from primary data and assured by a third party; excludes Scope 3 emissions calculated using spend-based model. 2 Diesel includes mobile diesel, stationary diesel and marine fuel. 3 Natural gas includes CNG, town gas and natural gas. 4 “Standard” includes plastic, aluminum, cardboard, paper, glass and metal. 5 “Organic” includes food waste, food donations, horticultural waste and cooking oil. 6 “Other” includes recovered assets, batteries, e-waste, donations, light bulbs, soap and shampoo amenities. 2019 ESG REPORT | 43
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE GHG EMISSIONS AND ENERGY We reduced absolute Scope 1 and Scope 2 market-based emissions by 12.4 percent and 11.4 percent from the 2015 baseline for resort and ferry operations, respectively. Energy efficiency projects, more sustainable grid systems and sourcing of renewable energy certificates contributed to the decrease in emissions. GHG EMISSIONS GHG EMISSIONS 2015 2016 2017 2018 2019 FRAMEWORK SUMMARY 249,343 244,607 252,510 214,263 GRI 305-1, CDP C6.1, WEF Planet Climate 785,183 809,729 730,095 766,936 Change (CMD) SCOPE 1 239,279 785,183 757,359 686,185 GRI 305-2, CDP C6.2, C6.3, WEF Planet 774,715 675,385 Climate Change (CMD) (MT CO2e) Yes Yes Yes 774,715 594,077 GRI 305-2, CDP C6.2, C6.3, WEF Planet SCOPE 2 57,568 Climate Change (CMD) 0.000066 LO CATI O N - BAS ED GRI 305-3, CDP C6.5, WEF Planet Climate (MT CO2e) Yes Change (CMD) SCOPE 21 GRI 305-4, CDP C6.10 MARKET- BASED CDP C4.1, WEF Planet Climate Change (EMD) (MT CO2e) SCOPE 32 (MT CO2e) SCOPE 33 (MT CO2e) GHG INTENSITY (MT CO2e/REVENUE $) APPROVED SCIENCE BASED TAR G E T S I N I T I AT I V E (S B T i) TAR G E T 1 Per the GHG Protocol, Scope 2 location-based emissions have been used as a proxy for 2015 and 2016, since market-based emission factors were not available. 2 This figure represents total Scope 3 emissions from all relevant Scope 3 categories. Emissions from waste and leased asets were calculated using primary data and account for 54,107 MT CO2e and 3,461 MT = CO2e of the total respectively. All other Scope 3 categories were calculated using a spend-based model. 3 This figure represents Scope 3 emissions for leased assets and waste. The total Scope 3 emissions are 594,077 MT CO2e. ENERGY 2015 2016 2017 2018 2019 FRAMEWORK 7,355,735 7,427,011 7,432,578 7,098,346 GRI 302-1, SASB SV-CA-130a.1, CDP C8 ENERGY SUMMARY 49% 50% 48% 51% SASB SV-CA-130a.1 ENERGY 0.15 GRI 302-3 CONSUMPTION 0.1% 0.1% 0.1% 7.9% SASB SV-CA-130a.1, CDP C8 (GJ) GRID ELECTRICITY (% O F TOTAL ENER GY ) ENERGY INTENSITY ( G J/C O N D I T I O N E D S Q. F T.) RENEWABLE ENERGY (% OF INDIRECT ENERGY) 44 | LAS VEGAS SANDS
APPENDIX WAT E R We achieved a 3.2 percent reduction in water use per square foot from the 2015 baseline. Absolute water use increased 7.5 percent, mainly due to new property openings, activation of additional spaces and business growth, but decreased by 4.6 percent when excluding the newly opened properties. WAT E R U S E 2015 2016 2017 2018 2019 FRAMEWORK 10,387 10,753 10,955 10,961 GRI 303-3, CDP W1.2b WATER S U MMARY 9,207 0.0% 0.0% 0.0% GRI 303-4, CDP W1.2b WAT E R 1,920 1,752 W I T H D R AWA L 1,754 CDP W1.2d, SASB SV-HL-140a.1, WEF Planet 50.5 Freshwater availability (CMD) (MEGALITERS) GRI 303-5, CDP W1.2b, SASB SV-HL-140a.1 WAT E R DISCHARGE (MEGALITERS) WAT E R W I T H D R AWA L IN HIGH-STRESS REGIONS WAT E R CONSUMPTION (MEGALITERS) WATER U S E INTENSITY (G AL/S Q. F T.) WA S T E Our waste diversion rate decreased by 4.1 percent from the 2015 baseline due to ongoing challenges in the global recycling market. We are continuously looking for opportunities to reduce, reuse and recycle, and are exploring innovative regional solutions. WASTE DISPOSED WASTE SUMMARY 2015 2016 2017 2018 2019 FRAMEWORK 67,801 74,244 79,820 103,123 GRI 306-3 TOTAL WAS TE 70,366 DISPOSED 31% 31% 32% (MT) TOTAL D IVERS I O N 30% 25% GRI 306-4 R ATE BIODIVERSITY From a biodiversity and ecosystem standpoint, none of our properties are located near areas of protected conservation status or endangered species habitat as defined by the SASB standards. Our Las Vegas resorts are in an area with no or minimal flood risk, according to the Federal Emergency Management Agency (FEMA) Flood Insurance Rate Map. Sands China Ltd. properties are located in high-risk areas for coastal flood risk and riverine flood risk according to WRI’s Water Risk Atlas tool and a high-risk area for estimated flood occurrence according to WWF’s Water Risk Filter. Marina Bay Sands is located in a low- to medium-risk area for coastal flood risk and riverine flood risk according to WRI’s Water Risk Atlas tool and a high-risk area for estimated flood occurrence according to WWF’s Water Risk Filter. BIODIVERSITY AND ECOSYSTEMS 2019 FRAMEWORK 6 SASB SV-HL-450a.1 EC O SYS TEM PR OTEC TI O N AND C LIMATE ADAP TATI O N 0 GRI 304-1, SASB SV-HL-160a.1 N U MB ER O F LO D G IN G FACILITIES LO CATED IN FEMA S PECIAL FLO O D HAZ ARD AREAS OR FOREIGN EQUIVALENT NUMBER OF LODGING FACILITIES IN OR NEAR AREAS OF PROTECTED C O N S ERVATI O N S TAT U S O R ENDAN G ERED S PECIES HAB ITAT 2019 ESG REPORT | 45
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE SOCIAL We are disclosing some social and BENEFITS community-related metrics for the first time in our 2019 ESG Report. While we have tracked HE ALTH CARE many of them internally for several years, they may be of value and interest to our external The company provides a range of best-in-class benefits. These stakeholders as well. We will address public include: medical/Rx, dental, vision, short-term disability, life and commitments and goals in our upcoming AD&D insurance options at no premium cost; group healthcare 2021–2025 reporting cycle. insurance; and other support for both physical and mental health, such as a free Employee Assistance Program for Team Members and Metrics related to our People pillar include their household in Sands China Ltd. diversity, equity and inclusion demographic breakdowns, employment type, training and RETIREMENT BENEFITS development and labor practices. Certain diversity data is limited to our U.S. operations. All eligible Team Members are able to participate in retirement planning schemes, which include contributions from the employer as Additional qualitative information is included well as the employee, helping them to build funds to help them in the in the GRI Index. years after they retire. PARENTAL LE AVE In Singapore and Macao, the company provides paid leave for eligible Team Members, male and female, who are new parents, according to local laws and regulations. Depending on location, female Team Members may also be able to extend maternity leave beyond the statutory period, while male Team Members may have flexibility over when they take their paternity leave. 46 | LAS VEGAS SANDS
APPENDIX OUR PERFORMANCE HIGHLIGHTS The social section of the ESG Appendix includes Team Member metrics linked to our People pillar and outreach metrics connected to our Community pillar. Compliance and ethical business conduct-related training data is included in the Governance section. PEOPLE Nearly Full-time equivalent employees: 46,009 Average hours per FTE 50,000 (full-time employee) spent on Total Gender diversity of workforce: training and development: 50% MALE 38.91 workforce2 50% FEMALE FLEXIBLE/WORKING FROM HOME COMMUNITIES Disaster relief kits built and donated: Working from home may be available subject to the Food donated globally: 100,000 operational needs and departmental approval. In Macao, 200,988 LBS we provide flexible working for eligible Team Members to Volunteering hours by Customer satisfaction: assist with their personal needs, such as childcare, study Team Members: 7 9.7 % 3 or health requirements. In response to the COVID-19 39,494 pandemic outbreak, all Team Members can work from Donated to local 115 home where this is mandatory, and where the nature of charities: their work allows this. $ 6 , 8 0 4 ,1 5 9 Community events OTHER BENEFITS NOTES The company provides an array of additional benefits to help our Team Members to achieve a greater work-life 1 Average hours of training per FTE spent on training and development include mandatory training. balance. Depending on location, these include: additional 2 Our worldwide Team Members totaled approximately 50,000 on December 31, 2019. For ESG reporting purposes we leave, such as holiday, study and marriage leave; subsidized exclude individuals managed by third-party hotel operators in Macao and a de minimis number of employees located childcare; fitness centers; subsidized meals; a range in jurisdictions other than our three principal places of business. The total number of employees, as defined for this of discounts on retail goods and services, hotels and document, was 47,145 on December 31, 2019. elsewhere; tuition reimbursement; free flu vaccinations 3 Customer satisfaction represents the percentage of satisfied customers compared to the total number of customers and health screening; access to corporate membership responding to the survey. Data coverage represents the percentage of customers surveyed (both respondents and at attractions; and various participative activities to boost non-respondents) out of the total number of reservations. Team Member engagement and celebrate festivals. Main Lobby at Marina Bay Sands, Singapore 2019 ESG REPORT | 47
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE D I V E R S I T Y, E Q U I T Y A N D I N C LU S I O N Our overall workforce has an even gender split between men and women. Currently, more management roles are held by men (57 percent) than women (43 percent), and more than two-thirds (69 percent) of top management positions are occupied by men. Our global workforce spans a wide range of backgrounds and ages, and we remain committed to developing a supportive and inclusive working environment that respects the diverse backgrounds of all Team Members. GENDER DIVERSITY FEMALE MALE FRAMEWORK S HARE O F TOTAL WO RKF O R C E 50% 50% GRI 405-1b, WEF People Diversity and Inclusion (CMD) ALL MANAGEMENT POSITIONS 43% 57% GRI 405-1b, WEF People Diversity and Inclusion (CMD) JUNIOR MANAGEMENT POSITIONS 44% 56% GRI 405-1b, WEF People Diversity and Inclusion (CMD) TOP MANAGEMENT POSITIONS 31% 69% GRI 405-1b, WEF People Diversity and Inclusion (CMD) RE VEN U E G ENER ATIN G MANAG EMENT P O S ITI O N S 52% 48% GRI 405-1b, WEF People Diversity and Inclusion (CMD) R ACIAL D IVERS IT Y (U. S . O PER ATI O N S O NLY ) FEMALE MALE FRAMEWORK AMERI CAN IND IAN O R AL AS K A NATIVE 0.2% 0.1% GRI 405-1b, WEF People Dignity and Equality (CMD) ASIAN 13.0% 11.3% GRI 405-1b, WEF People Dignity and Equality (CMD) BLACK OR AFRICAN AMERICAN 3.8% 4.4% GRI 405-1b, WEF People Dignity and Equality (CMD) HI S PANI C O R L ATIN O 19.5% 15.1% GRI 405-1b, WEF People Dignity and Equality (CMD) WHITE 11.4% 18.7% GRI 405-1b, WEF People Dignity and Equality (CMD) TWO OR MORE RACES 1.2% 1.3% GRI 405-1b, WEF People Dignity and Equality (CMD) AGE FEMALE MALE FRAMEWORK LESS THAN 30 YEARS 7.6% 8.5% GRI 405-1b, WEF People Dignity and Equality (CMD) 30–40 YEARS 14.3% 17.2% GRI 405-1b, WEF People Dignity and Equality (CMD) 40–50 YEARS 12.9% 11.4% GRI 405-1b, WEF People Dignity and Equality (CMD) 50–60 YEARS 11.5% 8.3% GRI 405-1b, WEF People Dignity and Equality (CMD) MORE THAN 60 YEARS 3.8% 4.6% GRI 405-1b, WEF People Dignity and Equality (CMD) EMPLOYMENT TYPE LAS VEGAS MARINA SANDS FRAMEWORK TOTAL WO RKF O R CE 10,313 BAY SAND S CHINA LTD. GRI 405-1b, WEF People Dignity and Equality (CMD) PERMANENT FULL-TIME 7,758 GRI 405-1b, WEF People Dignity and Equality (CMD) PERMANENT PART-TIME 20 10,459 26,373 GRI 405-1b, WEF People Dignity and Equality (CMD) TEMPORARY 2,535 GRI 405-1b, WEF People Dignity and Equality (CMD) 10,412 26,212 47 161 0 - EMPLOYEE ENGAGEMENT We conduct periodic Team Member surveys to assess how engaged and satisfied our Team Members are, as well as to learn their opinions on other important topics such as the company’s community outreach and environmental stewardship. LAS VEGAS SANDS EMPLOYEE ENGAGEMENT1 2017 2018 2019 DATA C OVER AG E (N U MB ER ) AC TIVELY EN G AG ED EMPLOY EES (N U MB ER ) 14,947 35,743 - DATA C OVER AG E AC TIVELY EN G AG ED EMPLOY EES 11,509 27,248 - 58% 73% - 45% 56% - 1 Employee engagement represents number or percentage of actively engaged employees based on the company’s Team Member engagement surveys. We conduct an Team Member engagement survey periodically. 2017 data represents SCL operations only. No survey conducted in 2019. 48 | LAS VEGAS SANDS
APPENDIX TRAINING AND DEVELOPMENT Through Sands Academy, our global training and development platform, we provide courses, learning tools, coaching opportunities and one-on-one consulting to help Team Members fulfill their potential. On average, our Team Members spent nearly 40 hours on training and development. TRAINING AND DEVELOPMENT 2019 FRAMEWORK AVER AGE H O URS O F TR AININ G PER FULL-TIME- EMPLOYEE (F TE) 39 GRI 404-1, WEF People Skills for the Future (CMD) TEAM MEMBERS RECEIVING REGULAR PERFORMANCE REVIEWS GRI 404-3 O PEN P O S ITI O N S FILLED BY INTERNAL CAND IDATES 81.4% 13% LABOR PRACTICES We pride ourselves on providing industry-leading benefits that result in meaningful long-term careers for our Team Members, and a stable and committed workforce able to deliver exceptional service and memorable experiences for our customers. BENEFITS 2019 FRAMEWORK % O F EMPLOY EES PAR TI CIPATIN G IN HE ALTH PR O G R AM S 97% GRI 201-3e, WEF People Health and Well-being % OF EMPLOYEES PARTICIPATING IN WELL-BEING PRO GR AMS 83% (CMD & EMD) GRI 201-3e, WEF People Health and Well-being (CMD & EMD) T U RN OVER R ATE 2019 FRAMEWORK TOTAL TE AM MEMB ER T U RN OVER 11.5% GRI 401-1, SASB SV-HL-310a.1 VOLUNTARY TEAM MEMBER TURNOVER 8.0% SASB SV-HL-310a.1 % O F S TAFF E ARNIN G AB OVE MINIM U M WAG E 2019 FRAMEWORK LAS VEGAS 100% GRI 202-1, SASB SV-HL-310a.3 SINGAPORE* 100% GRI 202-1, SASB SV-HL-310a.3 MACAO 100% GRI 202-1, SASB SV-HL-310a.3 *There is no minimum wage requirement/law in Singapore. FREEDOM OF FRAMEWORK AS S O CIATI O N 9% Certain culinary personnel are hired from time to time to provide services for trade shows and conventions GRI 102-41, WEF People Dignity and Equality LAS VEGAS SANDS at Sands Expo Center and are covered under a collective bargaining agreement between Sands Expo (EDM) Center and the Local Joint Executive Board of Las Vegas, for and on behalf of Culinary Workers Union, Local 226 and Bartenders Union, Local 165. This collective bargaining agreement expired in December 2000, but automatically renews on an annual basis. As a result, Sands Expo Center is operating under the terms of the expired bargaining agreement with respect to these employees. Certain employees in Singapore are associate members of the Attractions, Resorts and Entertainment Union (AREU). COMMUNITY Through Sands Cares, our global community engagement and charitable giving program, we integrate our community support to address our most pressing issues through financial donations, in-kind giving and volunteerism. COMMUNITY CONTRIBUTIONS 2019 C U S TO MER SATI S FAC TI O N 3 2019 C HARITAB LE CAS H D O NATI O N ($) 6,100,227 SATI S FIED C U S TO MERS 79.7% CHARITABLE IN -KIND D ONATION ($) 703,932 DATA C OVER AGE 44.8% NO. OF TEAM MEMBER HOURS VOLUNTEERED 39,494 2 Includes meals rescued from properties, collected through food drives and funded through the NO. OF COMMUNITY EVENTS 115 Sands Cares program. P O UND S O F FO O D D O NATED 2 200,988 3 Customer satisfaction represents percentage of satisfied customers out of total number of 100,000 customers responding to the survey. Data coverage represents percentage of customers N O. O F D I SAS TER RELIEF KIT S B U ILT surveyed (both respondents and non-respondents) out of total number of reservations. AND D O NATED 2019 ESG REPORT | 49
INTRODUCTION O U R S TR ATE GY OUR PERFORMANCE ENVIRONMENT SOCIAL GOVERNANCE GOVERNANCE Our Board and executive management Board information, including Board have a strong commitment to effective composition and executive compensation corporate governance. We operate across information, can be found in the most recent three countries, are governed by three Proxy Statement. gaming jurisdictions, are listed on two major stock exchanges and are regulated as a Ethical business conduct is governed by our financial institution by the Financial Crimes comprehensive Code of Business Conduct Enforcement Network (FinCEN), a bureau and Ethics. Team Members must participate in of the U.S. Department of the Treasury. We extensive training sessions covering relevant have in place a comprehensive corporate ethical conduct topics every year. governance framework for our operations that, among other things, takes into account the requirements of the Sarbanes-Oxley Act of 2002, the Dodd-Frank Wall Street Reform and Consumer Protection Act, and the applicable rules and regulations of the U.S. Securities and Exchange Commission (SEC) and the New York Stock Exchange (NYSE). Sands China Ltd. is a majority-owned subsidiary that is also subject to the rules and regulations of the Hong Kong Stock Exchange. 50 | LAS VEGAS SANDS
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