avatar MGM Resorts International Services

Pages

  • Page 1

    2015 CORPOR ATE SOCIA L RESPONSIBILIT Y REPORT INSPIRING OUR WORLD


  • Page 2


  • Page 3

    ABOUT MGM RESORTS INTERNATIONAL MGM Resorts International (NYSE: MGM) is one of the world’s leading global hospitality and entertainment companies, operating a portfolio of destination resort brands, including Bellagio, MGM Grand, Mandalay Bay and The Mirage. The company is in the process of developing MGM National Harbor in Maryland and MGM Springfield in Massachusetts. MGM Resorts controls and holds a 76 percent economic interest in the operating partnership of MGM Growth Properties LLC (NYSE: MGP), a premier, triple-net lease, real estate investment trust engaged in the acquisition, ownership and leasing of large-scale destination entertainment and leisure resorts. The company also owns 56 percent of MGM China Holdings Limited (HK:2282), which owns the MGM Macau resort and casino, and is developing a gaming resort in Cotai; and 50 percent of CityCenter in Las Vegas, which features ARIA Resort and Casino. MGM Resorts is a FORTUNE magazine World’s Most Admired Company. For more information about MGM Resorts International, visit its website at www.mgmresorts.com.


  • Page 4

    MESSAGE FROM OUR LEADERS TO OUR STAKEHOLDERS WELCOME TO THE 2015 CHAPTER OF OUR INSPIRATIONAL CORPORATE SOCIAL RESPONSIBILITY initiatives! Our company, MGM Resorts International, is known throughout the world for the exceptional, memorable guest experiences we create at our iconic hospitality and entertainment resorts – a spectrum of distinctive hotels, captivating entertainment beyond casino gaming, dining to suit every palate, and abundant amenities that engage and excite. Above all else, the superior service our dedicated employees extend to every guest – the true hallmark of our MGM experience – is what keeps millions returning to our resorts time and time again. We strive to maximize long-term sustainable growth in profit and shareholder value through legitimate competition, cutting-edge innovation and first-rate products and service. Our drive to be the best of the best at whatever we do has propelled us to the forefront of leadership of our industry. Just as important to us are how we achieve business success and what we do with it. We realize that the privilege of doing business and generating optimal return on our shareholders’ investment comes with immense responsibility toward our stakeholders, the communities in which we operate and ultimately human society, and stewardship of our natural environment. We chose the concept of impact as the theme of our report this year because of its integral relationship to the concept of business responsibility. Our greatest impact, of course, is the economic value creation we bring to our communities and society through our business operations. We employ thousands of people – more than 60,000 employees as of last year, for each of whom many more indirect jobs are created in the value chain. We spend billions of dollars in procurement of goods and services from suppliers. We pay millions in taxes and fees annually to local, state and our national government. Our aggressive expansion into new jurisdictions expands our economic sphere. The cumulative impact of all of our economic activity radiates with myriad multiplier effects throughout our local and regional economies, and fuel our national and global economies. As many leading business and responsibility commentators have pointed out, leading companies make the highest positive contribution and impact on society by conducting business operations in a responsible way. When we create value responsibly for our stakeholders, we likewise enhance society at large and promote resource sustainability. Like a circle, that value chain is a dynamic interconnected system, with company, community, society and our planet continuously interacting with each other. Responsibility thus mandates that we serve as leaders of our communities and society as well as captains of industry, and that we view corporate responsibility more holistically than the mere avoidance or mitigation of negative impacts. Responsibility compels us to do more – to make positive impacts both within our workplace and externally on our communities and society at large. For us responsibility is not an optional program at the periphery of our business, or a part-time campaign relegated to a confined period of the year. It is an integral part of our character, what we believe, how we conduct our business practices, how we relate to our communities and our world. It is vital to our long-term success. First and foremost, responsibility shapes our core values, our united One Company, One Culture and our vision of 21st century leadership. The bedrock values of integrity – and ethical use of power for the betterment of others – as well as top-to-bottom collaborative teamwork, anchor our culture. Our ability to be inclusive, cultivate and advance humanity in all of its diverse forms – our employees, our guests, our vendors and suppliers, our business partners, our communities – lies at the heart of our people-centered business, and is really the cornerstone of global unity. Diversity of thought, opinion and leadership styles is crucial to innovative practices, ground-breaking solutions to complex business problems and lasting environmental sustainability. This is the lifeblood of excellence and our ability to compete at the highest level.


  • Page 5

    More than simply the right thing to do, responsible corporate citizenship also makes us a better, more rigorous business – through, for instance, high-principled corporate governance; conscientious compliance; inclusion as a pathway to top talent acquisition and retention, and ingenuity; and prudent use of natural resources. The pages of this report chronicle many of the ways in which we pursued many of our responsibility commitments last year. We took giant steps in fulfilling our commitments to creating critical economic opportunities through our major new developments in Prince George’s County, Md., and Springfield, Mass., while promoting economic growth in our existing venues. Beyond our value generation, we made far-reaching philanthropic and service investments in the social fabric and stability of our communities, to which we are inextricably tied. We continued our responsible leadership in public debate and advocacy on the significant issues of our time. Our employees’ community accomplishments in 2015 are no less than remarkable measured by any yardstick – whether it is, for example, raising more than $6 million for donation through our employee- driven foundation; or donating over 157,000 logged volunteer hours of community service at scores of nonprofit organizations; or reaching the milestone of 1 million sustainability actions at work and at home logged on our My Green Advantage application. Our results show not just motivation, but true inspiration to make the world we live in better for everyone. Our community investments and service improve the lives of underserved individuals, families and children, and for many will have a lasting, life-altering impact. Every success we report was made possible by the engagement and hard work of our employees. On behalf of our entire company, we applaud our employees’ enormous contributions. As we move forward with our responsibility agenda, we are acutely aware that as much as we have done and continue to do, long-standing systemic issues continue to adversely affect our communities and society. We are not a panacea for all of the challenges we face, but we pride ourselves on extending inclusive economic opportunities, helping to build better communities wherever we plant our company flag, and fostering positive impact. Jim Murren Alexis Herman Chairman & Chief Executive Officer Chair, Corporate Social Responsibility Committee, Board of Directors


  • Page 6

    2015 Las Vegas Martin Luther King, Jr. Parade


  • Page 7

    CONTENTS 6 MGM RESORTS INTERNATIONAL: A GLOBAL LEADER IN HOSPITALITY & ENTERTAINMENT • OUR MISSION • OUR VISION • OUR VALUES OUR INDUSTRY-LEADING COMMITMENT 8 TO CORPORATE RESPONSIBILITY 9 OUR 2015 CSR HIGHLIGHTS BY THE NUMBERS ACCOUNTABILITY IN CSR GOVERNANCE AND 10 MANAGEMENT 12 OUR PEOPLE PHILOSOPHY 13 DIVERSITY AND INCLUSION • TALENT RECRUITMENT • IMPACTING VETERANS • TALENT DEVELOPMENT • CAREERS AT MGM RESORTS • EMPLOYEE ENGAGEMENT THORUGH INCLUSION • INSPIRING OUR WORLD AWARDS • OUR DIVERSITY PARTNERS • SUPPLIER AND CONSTRUCTION DIVERSITY 46 PHILANTHROPY & COMMUNITY ENGAGEMENT • OUR ECONOMIC INVESTMENT • TOUCHING COMMUNITIES. TOUCHING LIVES. • THE MGM RESORTS FOUNDATION • COMPANY GIVING • OUR EMPLOYEE VOLUNTEERISM PROGRAM 70 ENVIRONMENTAL SUSTAINABILITY 89 2015 DIVERSITY AND COMMUNITY DATA SUMMARY 98 2015 DIVERSITY & INCLUSION PARTNERS 103 2015 IN-KIND DONATIONS 2015 CORPORATE & REGIONAL 112 CONTRIBUTIONS


  • Page 8

    MGM RESORTS INTERNATIONAL: A GLOBAL LEADER IN HOSPITALITY AND ENTERTAINMENT OUR MISSION MGM RESORTS INTERNATIONAL IS THE LEADER IN ENTERTAINMENT AND HOSPITALITY, A DIVERSE COLLECTION OF EXTRAORDINARY PEOPLE, DISTINCTIVE BRANDS AND BEST-IN-CLASS DESTINATIONS. We are one of the world’s leading global hospitality and entertainment companies with a portfolio of best-in-class destination resorts designed to provide guests with a total resort experience: exceptional quality and guest service; first-class accommodations; innovative dining options; exciting headline entertainment and production shows; shopping; spa amenities; gaming facilities; and state-of-the-art meeting and conference facilities. The breadth of our operational expertise, and of our relationships across all areas of guest experience, distinguishes us from industry competitors. Working together, our 60,000 employees create partnerships and experiences that engage, entertain and inspire our guests. OUR DESTINATIONS1 LAS VEGAS MICHIGAN ARIA MGM Grand Detroit Bellagio Circus Circus Las Vegas MISSISSIPPI Delano Beau Rivage Excalibur Gold Strike Tunica Luxor Mandalay Bay MGM CHINA HOLDINGS MGM Grand MGM Resorts owns a 56 percent interest in MGM China Holdings Limited, which The Mirage owns the MGM Macau resort and casino, Monte Carlo and is nearing completion of a new resort New York-New York at Cotai, Macau. Signature at MGM Grand Vdara NEW JERSEY Borgata _______________________________________ MARYLAND ¹The data on this page is as of 12/31/15. This listing MGM National Harbor (under construction) includes only hospitality and gaming resorts operated by MGM Resorts affiliates. It does not include resorts in which MGM Resorts owns an interest, but does not operate, or MASSACHUSETTS nongaming resorts that MGM Resorts affiliates operate. MGM Springfield (under construction) Our hospitality management subsidiary routinely identifies opportunities for the development and management of nongaming resort properties around the world. 6 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 9

    2015 CORPOR AT E SOCIA L RE SPONSIBILIT Y REPOR T OUR VISION MGM RESORTS INTERNATIONAL IS THE RECOGNIZED GLOBAL LEADER IN ENTERTAINMENT AND HOSPITALITY. WE EMBRACE INNOVATION AND DIVERSITY TO INSPIRE EXCELLENCE. WE REWARD OUR EMPLOYEES, INVEST IN OUR COMMUNITIES AND ENRICH OUR STAKEHOLDERS. WE ENGAGE, ENTERTAIN AND EXCEED THE EXPECTATIONS OF OUR GUESTS WORLDWIDE. SELECTED 2015 RECOGNITIONS OF MGM RESORTS Global Gaming Awards 2015 Responsible Business 40 Best Companies for Diversity - Black Enterprise Magazine Green Award Winner/Hotel Casino Category - Las Vegas Business Press OUR VALUES MGM Resorts International has a deep commitment to sustaining the quality of humanity through diversity and inclusion, community and environmental initiatives that are part of our company’s identity and pillars of our core values: TEAMWORK INTEGRITY EXCELLENCE 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 7


  • Page 10

    2015 CORPOR AT E SOCIA L RE SPONSIBILIT Y REPOR T OUR INDUSTRY-LEADING COMMITMENT TO CORPORATE RESPONSIBILITY WE STRIVE TO ENSURE THAT OUR FINANCIAL PERFORMANCE AND CORPORATE RESPONSIBILITY PERFORMANCE TOGETHER, FORM A DYNAMIC, INTERCONNECTED CIRCLE OF POSITIVE IMPACT ON ALL OF OUR STAKEHOLDERS. Corporate social responsibility (CSR) is integral contribution to the overall quality of life of our to our company’s values, culture and operations, employees, communities and society, as well as the driving our commitment to create long-term value sustainability of the planet. for our shareholders and investors, our employees, The more we achieve our CSR objectives, the our community and our society through responsible more we support our business success through business policy and practices. We believe business such benefits as talent acquisition and retention, and society are interdependent. Our business enhanced employee engagement and productivity, and CSR imperatives are inextricably linked: risk and cost reduction, increased brand loyalty, Our company can perform better financially by competitive advantage, and reputation legitimacy. addressing both our core business operations as In turn, the greater our business success, the greater well as our responsibilities to the broader society. our resources for community and social investment. Shareholder value creation is not possible without regard for our relations with our employees, guests, suppliers and communities. Our employees, guests and suppliers are the economic engine of the business; our communities provide the framework and infrastructure in which we operate; and, likewise, our planet provides the basic environmental resources that are the foundation of all human endeavors, our business included. All of these stakeholders are vital to the organization and operations of our enterprise. As an industry leader, we strive continuously – ethically and transparently – to reap the economic gains of peak operations and navigate new paths to economic growth. At the same time, our CSR philosophy mandates that we not only mitigate the impacts of our business decisions and activities on our community, society and environment – but go further to make a positive 8 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 11

    2015 CORPOR AT E SOCIA L RE SPONSIBILIT Y REPOR T OUR 2015 CSR HIGHLIGHTS BY THE NUMBERS 4 $ IN COMPANY 16 EMPLOYEE NETWORK/RESOURCE NUMBER MORE THAN MILLION 14 DONATIONS AND EMPLOYEE CHARITABLE CONTRIBUTIONS GROUPS RTOP 10 EG I O N A L COMPANIES 100% SCORE AS A BEST PLACE TO WORK 6 , 230 EMPLOYEES FOR LGBT EQUALITY /HUMAN RIGHTS CAMPAIGN’S CORPORATE EQUALITY INDEX WHO LOGGED COMMUNITY SERVICE HOURS OF WATER MGM RESORTS TONS OF 136,030 CHILDREN EMPOWERED BY MGM RESORTS FOUNDATION GRANTS MATERIAL SAVED RECYCLED THROUGH EDUCATIONAL SUPPORT, AFTER-SCHOOL PROGRAMS AND COMMUNITY MENTORING CORPORATE 157, 851 15 SOCIAL RESPONSIBILITY COUNCILS AT COMPANY BUSINESS UNITS VOLUNTEER HOURS LOGGED BY MGM RESORTS EMPLOYEES % 700,000 61 PORTION OF COMPANY EMPLOYEES WHO PLEDGED CONTRIBUTIONS TO THE EMPLOYEE-DRIVEN MGM RESORTS FOUNDATION ANNUAL CAMPAIGN CONVERTED TO LED LIGHT BULBS/FIXTURES AT COMPANY RESORTS BY THE END OF 2015 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 9


  • Page 12

    2015 CORPOR AT E SOCIA L RE SPONSIBILIT Y REPOR T ACCOUNTABILITY IN CSR GOVERNANCE AND MANAGEMENT WHILE OUR COMMITMENT TO CORPORATE SOCIAL RESPONSIBILITY IS INDELIBLE, OUR ORGANIZATIONAL STRUCTURE, GOALS AND TACTICS MUST BE FLEXIBLE TO KEEP PACE WITH THE CHANGING NEEDS OF OUR COMPANY AND OUR COMMUNITIES. WE, LIKEWISE, RECOGNIZE THAT OUR EMPLOYEES MUST BE AS INTEGRALLY INVOLVED AS MANAGEMENT IS IN ORDER FOR OUR RESPONSIBILITY INITIATIVES TO ACHIEVE MAXIMUM IMPACT. THROUGH A CIRCLE OF CONTINUOUS, COLLABORATIVE INTERACTION AMONG THE BOARD OF DIRECTORS, EXECUTIVE LEADERSHIP, ALL LEVELS OF MANAGEMENT AND EMPLOYEES, WE CONSTANTLY SEEK NEW PATHWAYS TO EVOLVE OUR CSR VISION INTO A CORE BUSINESS FUNCTION THAT’S CENTRAL TO OUR COMPANY’S OVERALL STRATEGY AND PRACTICES. THE BOARD CORPORATE SOCIAL THE EXECUTIVE CORPORATE SOCIAL RESPONSIBILITY COMMITTEE RESPONSIBILITY COMMITTEE Our Chairman and CEO and the Corporate Social Our Chairman-led Executive Corporate Social Responsibility Committee of our Board of Directors Responsibility Committee is comprised of a cross- lead our anchor CSR initiatives of diversity and section of senior management, including the Chief inclusion, philanthropy and community engagement Diversity and Corporate Responsibility Officer, and environmental sustainability as cardinal the Chief Sustainability Officer, and corporate and business imperatives. They set responsibility policy property leaders designated by the Chairman. This and annual strategic responsibility goals in these committee serves as a bridge between our board areas for our entire company and monitor CSR and management, steers practical implementation performance enterprisewide. of board CSR policy, and addresses CSR priorities and metrics. Our CSR principles are woven into the annual strategic planning process at our resort properties OUR CORE CORPORATE RESPONSIBILITY and corporate division and our managers’ DEPARTMENTS performance evaluation system. We are a leader Four corporate teams are dedicated to daily CSR in responsible gaming and regularly monitor operations – internal Diversity and Inclusion, the implementation of the American Gaming external National Diversity Relations and Association’s Code of Conduct for Responsible Philanthropy and Community Engagement (all Gaming at our gaming properties. housed in the Corporate Diversity and Community CHAIRMAN AND CHIEF EXECUTIVE OFFICER Engagement Department), and the Environmental Sustainability Division. These core teams drive Our Chairman and CEO, supported by the Chief implementation of our CSR policy and initiatives; Diversity and Corporate Responsibility Officer collaborate regularly with the leadership and staff and Chief Sustainability Officer, has primary of our corporate and operating business units to responsibility for ensuring that the company assist them in CSR implementation; and provide properly implements the policies of our Board of regular reporting to our board and executive CSR Directors, designed to ensure exemplary corporate committees. citizenship. 10 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 13

    2015 CORPOR AT E SOCIA L RE SPONSIBILIT Y REPOR T Cindy Ortega Chief Sustainability Officer IN 2015, THE WOMEN’S FORUM OF Rose McKinney-James NEW YORK RECOGNIZED Director MGM RESORTS’ INCLUSION OF THREE WOMEN AMONG ITS 11-MEMBER BOARD OF OUR EMPLOYEE STAKEHOLDERS DIRECTORS AS A CORPORATE Our core CSR departments interface with two GAME CHANGER FOR parallel voluntary employee groups that are vital BOARD PARITY. to instilling CSR values and activities deeper into our culture – CSR Councils and related Joint CSR Council, and Employee Network Groups (ENGs). The corporate division and each of its operating properties hosts a CSR Council meeting consisting of employees from these respective business units. The chairs and co-chairs of these councils collaborate on common issues and best practices as our Joint CSR Council. Each of the employee network groups transcends corporate and property boundaries, and is organized around the common identities or shared interests of its respective employee members. We are immensely proud that our councils and ENGs are living examples of our diversity champions in action! Chairman & CEO Jim Murren


  • Page 14

    2015 CORPOR AT E SOCIA L RE SPONSIBILIT Y REPOR T OUR PEOPLE PHILOSOPHY: MAKING A POSITIVE IMPACT ON OUR STAKEHOLDERS THE ESSENCE OF OUR PEOPLE PHILOSOPHY IS THAT WE MUST DO OUR BEST TO PROMOTE FUNDAMENTAL RESPECT FOR THE DIGNITY OF ALL HUMANITY – THE HALLMARK OF DIVERSITY AND INCLUSION, AND PEOPLE RELATIONSHIPS AS THE FOUNDATION OF OUR BUSINESS. Within our resorts, our People Philosophy drives INSPIRE our commitment to engage, invest in and inspire We inspire our employees when we model every one of our employees. We work daily to foster motivated leadership that lives our core values; a strong culture and environment that promotes honor diversity and practice inclusion; perform individual and team engagement, accountability and defined competencies with high excellence; and recognition of performance excellence in order for value the contributions of all team members. our people to perform at their very best. Our People Philosophy likewise extends to our ENGAGE guests, vendors and others who visit our resorts. We engage our employees when we promote an Our standard of exceptional guest service demands inclusive environment that treats everyone with that we engage, entertain and inspire every one of respect; communicate with them; and empower our guests throughout their visit with us. them to express their ideas and opinions. Beyond our resorts, our People Philosophy fuels our company’s and our employees’ shared commitment INVEST IN to the betterment of our communities through We invest in our employees when we provide a philanthropic contributions, community service, and safe work environment; offer education and tools engagement in the debate and process that forge for healthy living; provide accessible opportunities solutions to the challenges that confront us. for education and training for personal and career growth; and improve the quality of our host communities where we live and operate. 12 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 15

    DIV ERSIT Y AND INCLUSION


  • Page 16

    UNIT ED T HROUGH DIV ERSIT Y DIVERSITY AND INCLUSION OUR COMPANY PIONEERED THE FIRST VOLUNTARY DIVERSITY AND INCLUSION INITIATIVE IN THE GAMING AND HOSPITALITY INDUSTRY IN 2000, AND NOT ONLY HAS BEEN THE INDUSTRY LEADER, BUT ALSO A WIDELY ACCLAIMED CORPORATE LEADER IN DIVERSITY FOR MORE THAN 15 YEARS. Diversity and inclusion is the universal paradigm of and valued for the merit of the contributions they the 21st century global economy. Our employees are empowered to make to our collective success span the gamut of diversity, reflecting the and competitive advantage. communities and cultures where we operate and Our diversity and inclusion approach is multifaceted, the guests we serve. Beyond diversity in numbers, and pervades our culture and business operations our focus is on how we promote inclusion in a way – our leadership competencies, company culture, that engages, empowers and inspires employees talent recruitment, employee education and to maximize productivity, innovation and creativity development, employee communications, employee at all levels – from our boardroom through engagement, core business functions (such as management, through all frontline employees. Our construction and supply chain), external stakeholder objective is to forge better solutions and results – relations, and philanthropy and volunteerism for our business and our society. programs and activities. We proactively pursue At the same time, we’re committed to promoting incorporation of best diversity and inclusion a work environment where all employees feel practices throughout our enterprise. respected as human beings, comfortable in expressing their authentic gender identity, MAP Associate Bill Johnson, The MIrage, and Matt Fiscus, his Best Buddies Partner 14 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 17

    DIV ERSIT Y A ND INCL USION “THE WORLD WORKS HERE” WHAT MAKES US DIFFERENT IS WHAT MAKES US EXTRAORDINARY! 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 15


  • Page 18

    UNIT ED T HROUGH DIV ERSIT Y DIVERSITY EDUCATION AND AWARENESS NEW-HIRE ORIENTATION We integrate diversity and inclusion messaging from the outset of our employees’ journey with us at new employee orientation, which is required of all employees. Our orientation includes viewing, via video, parts of our employee-devised and employee-performed “Inspiring Our World” corporate responsibility musical, which debuted in December 2012. DIVERSITY CHAMPION WORKSHOP Our groundbreaking Diversity Champion Workshop provides two days of intensive classroom KEY FACT lectures and experiential immersion in the lessons of individual responsibility, leadership DIVERSITY CHAMPION 21 WORKSHOPS – 2015 and collective accountability viewed through the prism of diversity and inclusion. The workshop is mandatory for all members of management and is also provided 989 new graduates to selected frontline employees. We conducted 21 12,889 total domestic workshops enterprisewide in 2015, adding graduates 989 Diversity Champions to our corps of 11,900 primarily management graduates. Diversity Champions are our culture warriors and change agents, and form the backbone of our voluntary CSR Councils and ENGs. TRAVELING CSR RECHARGES In 2015, our Corporate Diversity and Inclusion team conducted 18 CSR recharges to our employees at each of our Nevada and regional properties and corporate division. Weaving inspirational speakers, academic instruction and interactive employee participation into 60-minute sessions, through our recharges, we reinforce our CSR principles and pillars, and impart leadership development messages at the same time. INCLUSION IN HR MANAGEMENT PROGRAMS All of our management training and development programs include diversity and inclusion material. Likewise, the three pillars of CSR have been integrated into annual performance and bonus evaluation programs for all managers.


  • Page 19

    DIV ERSIT Y A ND INCL USION DIVERSITY IN TALENT RECRUITMENT disciplines, experience, ideas and opinions that can forge innovative solutions to today’s competitive MGM RESORTS challenges and create tomorrow’s standards of excellence. Vigorous market competition for the IS THE EMPLOYER best talent requires that we constantly reassess our OF CHOICE WITHIN approaches to talent recruitment and management OUR INDUSTRY: – whether our candidates are Baby Boomers, Gen Xers or Millennials. O We provide quality job and career Our career portfolio offers over 3,700 job opportunities. positions in our varied lines of business, which O We attract and retain diverse include hospitality, culinary, food and beverage talented people. management, entertainment, gaming, retail, financial management, business administration, O We foster an inclusive work communications, advertising and marketing, public environment that embraces relations, sales, construction and CSR, to name a few. diversity and inclusion as competitive strengths. We use a variety of tools to expand our pool of qualified diverse candidates, including: O We cultivate high employee engagement in our mission, Recruiting at major colleges and universities, vision and core values of integrity, hotel schools, and hospitality and culinary teamwork and excellence. programs across our nation, including historically black colleges and universities O We offer our employees great (HBCUs). opportunities for training and development essential to Tapping programs that specialize in skills career growth. training in the trades and disciplines represented in our job portfolio. O We nurture leadership, as individual team members and team leaders. Engaging with our diversity partners – such as the National Society of Minorities in O We practice and encourage Hospitality, the National Association of Black corporate responsibility as MBAs, the National Association of Asian a fundamental element of MBAs, the National Society of Hispanic MBAs integrity, leadership and the and Asian MBA International. way to do business. Engaging with our labor partners, such as the collaborative Culinary Academy of Las Vegas. Advertising extensively in both diverse and non-diverse media. OUR MISSION OF EXCEPTIONAL GUEST SERVICE demands that we attract highly qualified Hosting career fairs, among other candidates from wide talent pools that allow us outreach methods. to reflect and serve the diverse demographics in our customer markets and host communities. Foremost, however, we seek the diversity of 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 17


  • Page 20

    UNIT ED T HROUGH DIV ERSIT Y DIVERSITY IN TALENT RECRUITMENT COMPENSATION AND BENEFITS EMPLOYMENT OUTREACH Our pay programs provide total compensation THROUGH DIVERSE JOB FAIRS (salary and benefits) that is market competitive and consistent with the company’s economics. We reward top performance. Benefits may generally include health coverage for individuals, spouses (same-sex and heterosexual) and eligible family members; wellness days; disability benefits; vacation (paid time off); recognized holiday pay; tuition reimbursement; and life insurance. MATCHING JOBS WITH SKILLS MGM National Harbor teamed with third-party SkillSmart to provide the vendor’s innovative online platform that helps prospective job applicants identify job classifications at this resort that fit their skill profiles, and resources for further education to fill any skills gaps they may have. The goal of this tool is twofold: It streamlines the employment search process for both job seekers and employers in advance of job application by eliminating wasted time and resources on applications for unsuitable positions. It also allows prospective applicants to measure their skills against qualifications for positions of interest, and informs them of programs and institutions for education and training that may qualify them for desired positions. Top and second from the top: Seasonal Employees Job Fairs for Las Vegas properties Third from the top: Veterans Job Fair for Las Vegas properties Right: MGM National Harbor Job Fair 18 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 21

    DIV ERSIT Y A ND INCL USION SPOTLIGHT ON JOB OPPORTUNITIES FOR PERSONS WITH DISABILITIES: BEST BUDDIES THE WORD “ENABLE,” THE CHOSEN BRAND of our persons with disabilities network group, captures the spirit of our employment outreach to persons with disabilities. Large disparities persist when comparing full- and part-time workers with and without disabilities. People with disabilities are much more likely to be unemployed and three people in this key guest services role. She economically insecure. The poverty rate for escorts arriving guests to a front desk agent to working-age adults with disabilities is nearly assist in making their check-in experience efficient three times that of working age adults without and enjoyable, especially during peak periods. Says disabilities..2 her supervisor, “Dominique takes great pride in her work, always arrives early and always has a smile. We recognize employment as the great enabler She continually asks how she can improve and has for participation in American society. Persons proactively learned additional skills, such as making with disabilities can make valuable contributions and delivering room keys for guests.” She regularly to accomplishment of our mission. As a major receives positive commendations from guests, and corporate employer, beyond compliance with the her co-workers regard her as a wonderful addition Americans with Disabilities Act, we are committed to The Mirage team. to playing a role in providing employment opportunities for persons with disabilities who Franz Kallao, Vice President of Hotel Operations at can perform our jobs with or without reasonable The Mirage, applauds the positive impact that our accommodations. Best Buddies collaboration has had on his team: “Working with Best Buddies has been an extremely We established a partnership with Best Buddies positive experience. We have experienced no Nevada in 2014 to promote employment for persons downside – in fact, quite the contrary. Our Buddies with intellectual and developmental disabilities have warmed the hearts of guests and staff alike. (IDD), beyond mentorship of many Best Buddies They are always eager to please, and have shown members by our employees. Since then, The Mirage, tremendous passion in their commitment to carrying Bellagio and ARIA have hired five IDD employees out the duties of their jobs. Having a Buddy has for positions in the spa, pool and lobby – where strengthened the sense of family in the department, interacting with guests is a key responsibility. Thus and their consistently positive attitudes encourage far the program enjoys a 100 percent retention rate, the rest of the team to exhibit the same positivity has been positively received by guests and builds during their guest interactions. Best Buddies has employee morale. The success of this initial corps been a fantastic partner to MGM Resorts and we of IDD employees has led us to pursue expansion of look forward to increasing our future participation.” this program. ___________________________________________ One Best Buddies employee Dominique Brown, (pictured above, right) who joined The Mirage in ²“A Fair Shot for Workers with Disabilities,” by Rebecca Vallas, Shawn Fremstad & Lisa Ekman, Center for American Progress, July 2015 as a lobby ambassador, is one of only January 28, 2015, page 4. 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 19


  • Page 22

    UNIT ED T HROUGH DIV ERSIT Y IMPACTING VETERANS THROUGH EMPLOYMENT OUR COMPANY RECOGNIZES OUR ARMED FORCES AND OUR GUARD AND RESERVE FOR THEIR true humanity and the very human sacrifices that they make on behalf of our country. We are proud that for many years, MGM Resorts has had a tradition of support for our military – both active duty and guard and reserve. While many, many companies do not, we go above and beyond what the USERRA law (Uniformed Services Employment and Reemployment Rights Act of 1994) requires for regular employees who are called involuntarily to active duty. For such employees, we continue 100 percent of their base pay plus average tip income and benefits. When a guard or reserve employee deploys for military service, we actively engage their families for moral support. VIEWS FROM OUR EMPLOYEE VETERANS BOOTS BUSINESS LEADERS IN THE FIELD. LEADERS IN THE WORKPLACE. BOOTS TO BUSINESS There is no better way to say thank you for safeguarding the security of our nation than to provide a veteran or reservist with suitable employment when their active service has ended. Our active recruitment of military veterans helps alleviate the high unemployment they confront upon re-entry into the civilian workforce and allows Billy Thompson United States Army – Sergeant Major (retired) us to tap into the rich talent reservoir of military- Security Shift Supervisor, The Signature at trained professionals who may be qualified for MGM Grand Las Vegas company jobs. “I was Infantry in the U.S. Army. During my 31- The year 2015 was the fourth year of our Boots to year military career, I had the opportunity to lead Business Program in partnership with the American and manage people at all levels. The leadership Red Cross for recruitment and training of veterans. training, along with the professional growth and After hiring, veterans undergo an intensive 10-week development I acquired, helped prepare me to make professional development program to acclimate difficult decisions in complex situations. … I am them to the needs and operations of our business. currently a security supervisor with The Signature at the MGM Grand. I am responsible for the supervision of all assigned operational functions within the department consistent with the strategic plan, the fiscal budget, and the company’s short- and long-term profitability objectives. My leadership philosophy while in the military, which proved to be successful, was setting and leading by example, understanding and enforcing the standard, serving as a mentor to the individuals I led, and setting goals and clear expectations and working toward achieving those goals. Those same principles have helped me with the transition to MGM Resorts. 20 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 23

    DIV ERSIT Y A ND INCL USION “The great thing about working for MGM Resorts “It is stated that one year of serving as an officer in is the professional development opportunities it the military is equivalent to three years of civilian offers its employees through employee network corporate experience. I managed large budgets, groups and MGM University course offerings. I extensive logistics and high-dollar projects, am a recent graduate of the company’s Boots to and led high-performing teams as Business program which is one of the professional large as 200 people. I have the development opportunities for military veterans. opportunity to utilize many of If you’re driven and take the initiative, it is easy to these skills at MGM Resorts grow both personally and professionally with this International.” company.” Carmen Pyper Former United States Army − Corps of Engineers, Captain Senior Learning Partner, MGM Resorts International − Corporate University “I served as a regular Army Captain in the U.S. Army Corps of Engineers. I was ranked in the top 5 percentile of all Army officers in the nation when I earned my commission. My military experience included seven years active duty and seven years reserve duty. “As an Army officer, I had the opportunity to ensure that each soldier and leader was ready to perform the tasks necessary in order to accomplish our mission. It was all about training and executing, while developing leadership skills in others. Our mantra was ‘mission first, people always.’ The skills I learned in the military have been instrumental in my position as a senior learning partner at MGM Resorts University. MGM Resorts International embraces diversity. The culture here provides me with a sense of being part of a family. This sense of ‘team’ or ‘family’ is something I did not feel in other companies MGM Resorts employee veterans at annual Las Vegas Veterans Parade that I worked at since the military.


  • Page 24

    UNIT ED T HROUGH DIV ERSIT Y TALENT DEVELOPMENT MGM RESORTS HAS A HISTORY OF SUCCESSFUL EMPLOYMENT AND CAREER DEVELOPMENT that has had a positive impact on our employees’ lives and the communities in which we do business. We strongly encourage our employees to pursue career growth beyond single job placements, and to become the best employees and the best leaders they can be. Continuous education and training are the centerpiece of our talent development initiatives. Not only do they enhance our employees’ knowledge and skills, leadership profiles, and personal and professional satisfaction, but they propel our employees’ pursuit of career advancement. We provide an array of internal instruction, developed and taught by our learning and development team, as well as opportunities to earn credentials offered by external programs, colleges and universities. Several of our internal development offerings are summarized below. HOSPITALITY INTERNSHIP PROGRAM leadership skills in the integrated resort industry. Management associates experience different areas The Hospitality Internship Program (HIP) is a of operations along with their concentrated area of 10-week paid internship program that introduces interest within our core and luxury properties and college students to the world of hospitality. corporate departments. Upon successful completion It starts in early June each year. This highly of this program, management associates have competitive program offers participants a traditionally been placed in entry-level roles within variety of opportunities, including professional their areas of concentration. development, executive exposure and hands- on learning experiences. The best aspect of the program is that it may open doors to post- EXECUTIVE ASSOCIATE PROGRAM graduation opportunities and experiences such as Our Executive Associate Program (EAP) is an our management associate program. 18-month professional development program that offers recent master of business administration MANAGEMENT ASSOCIATE PROGRAM (MBA) degree recipients the opportunity to apply their critical thinking and consulting skills to high- Our Management Associate Program (MAP) is a level company strategic initiatives. Executive 12-month professional development program that associates are assigned to support various projects offers recent bachelor’s across our domestic enterprise in order to learn and master degree about operations and corporate strategy while recipients the developing their leadership and consulting skills. opportunity Upon successful completion of this program, to develop MBA associates seek manager- to director-level their leadership roles in their desired area of interest. exposure and 22 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 25

    DIV ERSIT Y A ND INCL USION ASPIRE ESSENTIALS OF HOTEL MANAGEMENT PROGRAM Aspire is an eight- to 10-week program for high- Our industry and training experts, in collaboration performing employees who seek advancement with senior leadership, developed our Essentials to supervisory or management positions at MGM of Hotel Management Program to provide existing Resorts companies. The program teaches leadership management teams and emerging managers across development skills, including project management, our resorts with greater leadership proficiencies communication and team building techniques, and job-specific skills. A series of program sessions emotional intelligence, public speaking, goal setting, is offered in each of the disciplines of hotel and guest service essentials such as the importance management, including front desk, housekeeping, EVS, concierge, box office, reservations and of guest loyalty and service recovery. transportation, among others. The program curriculum features significant competencies such MID-LEVEL MANAGEMENT TRAINING as hotel operations business acumen, guest service Summit to Excellence is our company’s premier fundamentals, workplace communication, effective program to empower directors and above with the feedback, promoting accountability and employee tactical skills required for mastery of our leadership recognitions, as well as the opportunity for competencies. It’s an eight-class program that companywide networking. Supplementing academic incorporates facilitated experiential learning, in- instruction are guest class academic study and a capstone project, and presentations given an online self-learning component called Harvard by executive Manage Mentor. leadership from ADVANCED LEADERSHIP TRAINING various Our Leadership Institute is a year-long professional resorts. development program primarily for new executives and mid-level managers with executive leadership potential. The course features facilitated experiential learning, in-class and external academic study, guest lectureships, and a capstone small-group project. Program content consists of a holistic understanding of the complexities of our industry’s operations, the traits of effective leadership, and the necessity of integrity and collaborative teamwork to achieve individual and team performance excellence. CULINARY ASSOCIATE PROGRAM Our Culinary Associate Program (CAP) is a ESSENTIALS OF FOOD AND BEVERAGE 12-month, hands-on leadership development MANAGEMENT PROGRAM program designed to create future culinary leaders Our Essentials of Food and Beverage Management at our resorts. Participants are exposed to a variety Program is patterned, in general respect, on our of culinary settings, including fine dining, banquet Essentials of Hotel Management, but with subject kitchens, commissary kitchens, butcher shops matter tailored for managers in this discipline and other high-volume outlets. Upon graduation, where necessary. participants are placed in a food and beverage leadership role. 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 23


  • Page 26

    UNIT ED T HROUGH DIV ERSIT Y WOMEN INSPIRING WOMEN: OUR SIGNATURE WOMEN’S LEADERSHIP CONFERENCE LAST YEAR OUR NONPROFIT MGM RESORTS FOUNDATION PRESENTED THE NINTH ANNUAL Women’s Leadership Conference, one of the premier conferences dedicated to development of women in our nation. The conference is inclusive and open to men as well as women who aspire to accomplish higher personal and professional development, and build self-confidence. Our primary target audiences are upwardly mobile employees and managers in private business, government and nonprofit organizations, professionals and paraprofessionals, and business owners and entrepreneurs who share a passion to lead in business, family and their communities. More than 1,000 participants attended our 2015 conference. The two-day event spotlights high-achieving women role models and acclaimed motivational speakers – from business, government and nonprofit organizations. Our main stage is reserved for keynote speeches, interviews, panel discussions and performances. The 2015 conference presented MGM Resorts Board Director Mary Chris Gay; Rear Admiral Margaret Deluca “Peg” Klein, senior adviser to the secretary of defense for military professionalism; and award-winning motivational speaker Patricia Russell-McCloud. Another central feature of the conference is small-group workshops taught by experts in coaching and development on various aspects of professional and leadership development, communication skills, personal brand management and interpersonal relationships – often from the vantage point of women. Workshop programming is tailored according to three proficiency levels: emerging leader, emerging executive and executive. Much of the value of this conference lies in the many networking opportunities; to make contacts; and to share knowledge, experiences and perspectives. Giving through the company Foundation is an integral part of our conference design. The Foundation donates the proceeds after costs of the conference to one or more Las Vegas nonprofit agencies dedicated to the welfare, protection and/or development of girls and women. The 2015 conference proceeds were contributed to Southern Nevada Children First, a nonprofit organization that integrates comprehensive programs and services to address the long-term housing, education and health care needs of homeless, pregnant and parenting youth, and young adults.


  • Page 27

    DIV ERSIT Y A ND INCL USION CAREERS AT MGM RESORTS HERE ARE A FEW OF THE MANY EXAMPLES OF CAREER PROGRESSION EXPERIENCED BY EMPLOYEES AT MGM RESORTS INTERNATIONAL COMPANIES. ANN HOFF GENERAL MANAGER, EXCALIBUR HOTEL & CASINO Fresh out of college, Ann started at The Mirage in 1990 as a member of MGM Resorts’ Management Associate Program. For the first 15 years of her career, she worked in sales and marketing with the company, moving from Las Vegas to Mississippi, then back again. In 2005, she moved into hotel operations, a new but exciting role for her. Today, as General Manager of Excalibur, she is responsible for the strategic vision of the property and leading the team to maximize guest experience, employee engagement and profitability. KENYATTA LEWIS EXECUTIVE DIRECTOR, CORPORATE SUPPLIER DIVERSITY Kenyatta’s first job with the Company was as a Purchasing Coordinator for MGM Grand and New York-New York. That was in 2000. After volunteering to work at a corporate purchasing event in town, she was introduced to diversity as a concept. Helping minority and women business owners develop and grow appealed to her. Eventually, she joined the Supplier Diversity Department as an analyst, and progressed up the ladder. Since 2012, she has served as Executive Director of Supplier Diversity. In that capacity, she provides a key link connecting diverse businesses with business opportunities at MGM Resorts. TREVOR SCHERRER PRESIDENT AND COO, THE MIRAGE RESORT & CASINO Trevor started in the hospitality industry as a security officer in March 1985. He followed that with a post as a front desk clerk before moving into hotel management. He then worked as a sales manager, a casino host and a marketing manager. Today, he is the president of The Mirage Hotel & Casino. Since 2013, he has been responsible for the strategic direction and daily operations of an integrated resort with 3,000 rooms and 4,400 employees. SAUL WESLEY VICE PRESIDENT OF SLOT OPERATIONS, LUXOR HOTEL & CASINO Saul’s first job at a company property was in 1985, where he started as a bus person in the Deli Restaurant at the old MGM Grand hotel. When he turned 21, he left the restaurant behind to become a coin handler. Over the years, he has worked as a count room attendant and slot floor person, working his way up the ranks. Today, Saul provides strategic direction for the slots department at Luxor, focusing on revenue growth, innovation, guest services and employee engagement. 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 25


  • Page 28

    UNIT ED T HROUGH DIV ERSIT Y VIEWS FROM OUR FRONT-LINE EMPLOYEES KISSY PETTWAY GUEST ROOM ATTENDANT, NEW YORK-NEW YORK “I feel very fortunate to have this job at MGM Resorts because I am able to send my daughter to college, UNLV, this year. I am also able to provide health insurance for myself and my daughters, which I was unable to do before. I feel fortunate that I have been trained as a relief supervisor and status operator. I am learning new things and look forward to moving up in the company with the opportunities I have been given. MGM Resorts is a fantastic place to work.” JIMMY THOMPSON VALET ATTENDANT, BEAU RIVAGE “The Beau Rivage valet management team has helped guide me to be a better employee, better person. It’s been an evolution. My position with MGM has enabled me to help put my wife through college, start a family and purchase a new home. Working for MGM Resorts has helped me progress through life.” KATLIN WILLENS BANQUET SERVICES ADMINISTRATIVE ASSISTANT, THE MIRAGE “My career at MGM Resorts International has allowed me to grow and develop both my personal and professional life. Through all of the volunteer experiences, distinguished leadership lessons and employee network groups’ events, I feel that my time with the company has helped enhance my leadership skills and community involvement.” GEORGE PACHECO GRAPHICS DESIGNER, INTERNAL COMMUNICATIONS, CORPORATE DIVISION “My career with MGM Resorts International is full of rewarding opportunities in which I get to serve others every day. As a military veteran and advocate of leadership development, I chose my organization in part due to a heavily impactful initiative which focuses on our company’s goal to unlock potential in our employees. As I continue my career and I am trusted to find, lead, grow and retain individuals that will move the needle of my company, what I get to be is a leader and I get to inspire and develop others to do so as well.” 26 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 29

    DIV ERSIT Y A ND INCL USION EMPLOYEE ENGAGEMENT THROUGH INCLUSION AS AN EMPLOYER OF CHOICE, ONE OF OUR STRATEGIC BUSINESS GOALS IS TO FOSTER A highly engaged employee base. Inclusive practices are a crucial element of engagement of a diverse workforce. Engaged employees have pride and satisfaction in their company as a place to work, are willing to go above and beyond to achieve company goals, advocate for their organization and expect to remain employed there. Employee engagement has been correlated with increased productivity, innovation, greater customer satisfaction, better financial performance and higher employee retention. Although complex interrelated factors impact employee engagement, a safe work environment, compensation and benefits, leadership behaviors, and opportunities for training, development and career advancement retain them. Key among our engagement boosters are our inclusive work culture and commitment to corporate responsibility through continuous messaging and activities. 15 PROPERTY AND CORPORATE CSR COUNCILS IN 2015 Every resort property and our corporate division has an active Corporate Social Responsibility Council, which consists of volunteer employees (primarily Diversity Champions) at that business unit led by an employee chair and co-chair, with support from the business unit’s executive management committee. Subcommittees of each council plan and implement employee activities, events and programs in the areas of diversity and inclusion, community giving and volunteerism, and environmental sustainability, often in conjunction with the property’s business goals. Our councils are powerful forces for infusing the CSR values into workplace culture and environment through their own individual strategies and methods. They, likewise, boost inclusion, employee engagement and empowerment, collaborative teamwork and leadership development. JOINT CSR COUNCIL Our Joint CSR Council consists of the employee chairs and co-chairs of each CSR Council. This body coordinates the company’s individual CSR Councils, with oversight over our employee network groups. The Joint Council meets periodically for the primary purposes of benchmarking best CSR practices, both within and beyond our company; sharing effective programs and activities; and formulating future priorities and strategies. CSR Council Activities 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 27


  • Page 30

    UNIT ED T HROUGH DIV ERSIT Y EMPLOYEE ENGAGEMENT THROUGH INCLUSION 16 EMPLOYEE NETWORK GROUPS IN 2015 We continued the development of our Employee Network Groups (ENG) in 2015 as forums for inclusion, shared community and engagement among group members. Separate and apart from our business unit-based CSR Councils, our voluntary, employee-led ENGs are organized around a common status characteristic, interest or other common factor that connects the group’s members. These groups provide opportunities for members to share and collaborate about their workplace experiences, and establish for each other mutual resource and support networks. Every ENG is open to any employee who wishes to participate. Each ENG is supported by a senior-level executive, such as a property president or a corporate department head. ENGs provide reciprocal benefits to our company. They educate the company about the unique identity or common interest of the ENG; provide employee perspectives on company matters; assist talent recruitment and retention; contribute to employee volunteerism; convey valuable insights on consumer markets with whom they identify; and consult on business and marketing strategies. We incorporate into all of our ENG meetings a formal mentoring and talent development OUR 2015 ENG ROSTER: component, taught by corporate diversity and O African-American (Las Vegas) human resources instructors. The meetings regularly feature senior leaders and other O African-American (MGM Grand Detroit) company executives who share their career paths, and offer perspectives and guidance on O Asian and Pacific Islander (Las Vegas) career development. The development tools and exposure to senior company leaders that our ENGs O Enable (Persons with Disabilities) provide enhance members’ personal development, (Las Vegas) career potential and leadership qualifications. O Hispanic/Latino (Las Vegas) ENGs also host a distinguished speakers series, open to all ENG members and all employees, O Inspired Leaders (MGM Grand Detroit) which feature diverse external speakers who personify inspirational leadership. They present O Interfaith (Las Vegas) issues ranging from goal setting, career planning, personal brand development, and conquering life O LGBT (Beau Rivage) and career challenges. In 2015, we sponsored three O LGBT (Las Vegas) distinguished speakers – work-renowned leadership coach Marshal O Veterans (Beau Rivage/Mississippi) Goldsmith; best- selling author O Veterans (MGM Grand Detroit) David Sturt; and Medal O Veterans (Las Vegas) of Honor O Professional Women (Las Vegas) recipient Kyle O Working Mothers (Las Vegas) Carpenter. O Young Professionals (Beau Rivage/Mississippi) O Young Professionals (Las Vegas) Kyle Carpenter ENG Distinguished Speaker 28 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 31

    DIV ERSIT Y A ND INCL USION 2015 ENGS BY THE NUMBERS 21 ENG officers and corporate diversity department leaders completed our sponsored Strategic Leader Certification program facilitated by Dr. Vu Pham, chair of Spectrum Knowledge & Elevate at UC San Diego. This six-day intense workshop focused on how to align ENG business goals with our company’s profit growth plan business model. 35 ENG members achieved Distinguished Leader Award certification for attendance at a specified number of ENG meetings (with their home ENG and with other ENGs for cross-group collaboration), leadership lessons and speaker events, as well as completion of journal logging lesson “takeaways.” 6,044 hours of community service were logged by ENG members at volunteerism events. 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 29


  • Page 32

    UNIT ED T HROUGH DIV ERSIT Y VIEWS FROM OUR ENG MEMBERS OUR ENG MEMBERS DERIVE GREAT VALUE AND SATISFACTION FROM THEIR PARTICIPATION IN THESE GROUPS, AS ILLUSTRATED BELOW: KAYLA JOHNSON SOCIAL MEDIA STRATEGIST, CORPORATE DIVISION AFRICAN-AMERICAN NETWORK GROUP (AANG) “Being involved in the ENGs has challenged me to be a better person, not only professionally, but personally. Through my involvement in the AANG, I had the opportunity to be exposed to many different areas within our company and be mentored by executive leadership on how to develop my business acumen and presentation skills, have stronger interview skills, and so much more. … If it weren’t for my involvement in the ENGs, I don’t think I would be as committed to the organization as I am now. I now know my purpose as an employee because of the AANG, and I look forward to helping drive the company forward for success and also to encouraging all employees to join an ENG and feel the same passion that I have for MGM Resorts.” JENNIFER BREDE NON-GAMING AUDIT AND ACCOUNTING, CORPORATE DIVISION ASIAN PACIFIC ISLANDER NETWORK GROUP (APING) “I became a member in the beginning of 2015 and since then, I have had the opportunity to speak with various leaders in our company. Being able to meet with these different executives and hearing their presentations has contributed to not only my professional life, but also my education. I was able to take away so many real- life scenarios and apply them in school projects and presentations. In December, I did graduate with my BSBA in accounting, which made me begin to contemplate a lot more about what I would like to do with my career. I always knew that I wanted to begin a career in internal audit, but graduating has given me that much more motivation to start that development. Since then, I have also became a co-officer for philanthropy, recruitment and engagement with APING, which has started to help me grow and make better connections.” MESHELL JACKSON HOUSEKEEPER, VDARA HOTEL & SPA LGBT NETWORK GROUP “Attending the network group has helped me to be more confident in who I am within the workplace and stand firm in that who I love does not determine how I perform. Through attending and going to the Distinguished Speaker series, I felt more comfortable speaking to others whom I never met before. Although I tend to still be socially awkward at times, I am more willing to share with others. Because of my involvement, confidence that I continue to grow and courage to never default in my brand, I was chosen to be Vdara’s Change Champion and I was also promoted to the department head for housekeeping/EVS.” 30 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 33

    DIV ERSIT Y A ND INCL USION RIANNE MARR HOTEL SALES COORDINATOR, CORPORATE DIVISION YOUNG PROFESSIONALS NETWORK GROUP (YPNG) “I enjoy being a member of the YPNG immensely. Through it I have been able to network and meet many other MGM Resorts employees at other properties I would have otherwise never known. I have also been privy to hearing speeches from executives in our company and taken away helpful tips for everything from fine tuning your elevator speech to how to effectively set goals. I am glad we have this opportunity through this company; if you want to grow and move forward in your career, the networking groups are a great tool to get you started.” 2015 Graduation Class for the Employee Network Groups Distinguished Leader Award Certification 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 31


  • Page 34

    UNIT ED T HROUGH DIV ERSIT Y INSPIRING OUR WORLD AWARDS THE COMPANY’S INSPIRING OUR WORLD AWARDS SHOW celebrated those team members who were top performers in 2014. This formal gala in 2015 – the most important internal event our company held last year – recognized employees who demonstrated the company’s values of integrity, teamwork and excellence, and commitment to corporate social responsibility at the highest levels in our workplace and/or community. CHAIRMAN’S SERVICE EXCELLENCE AWARD EXCALIBUR HOTEL & CASINO’S HOUSEKEEPING DEPARTMENT The Chairman’s Service Excellence Award is the company’s highest honor for excellence in guest service − the hallmark of the MGM Resorts guest experience. Selection is based on the most significant indicators of employee engagement in guest interaction and service, including quality of work, service enhancement programs, team innovations, guest survey results and internal shop scores, among other factors. Rising above tough competition from other teams at various company resorts, Excalibur’s Housekeeping Department earned the highest marks in the guest service friendliness and room cleanliness protocols. Notable among the achievements Housekeeping Director Concepcion Delgado were use of technology in performing room inspections, and a successful team accepts the award for member recognition program for consistent high-quality work. her team. VOLUNTEERS OF THE YEAR AWARDS On behalf of our company, we applaud all of the employees who volunteer for their community service. Our Volunteer of the Year Awards recognize the front-line and management employees who have shown extraordinary dedication to community volunteering. The service given by the winners of these awards has made a positive difference for the nonprofit where he/she served, and a positive impact on our community in a unique or extraordinary way. Moreover, by their example and encouragement, these outstanding volunteers have motivated other employees to volunteer with a nonprofit or cause of their particular choosing. Our company donates $2,000 to the nonprofit of choice of each winner of this award. MARCELA LOAIZA FRONT-LINE EMPLOYEE VOLUNTEER OF THE YEAR After breaking free from her own tragic experience as a human trafficking victim, Marcela Loaiza is now a fierce advocate, helping others escape from or avoid bondage. During her off-duty time, Marcela, an MGM Grand cocktail waitress, operates her own foundation and represents the U.S. and Columbia on the Coalition to Abolish Slavery and Trafficking. Her foundation runs shelters in Mexican and Columbian communities to help trafficking victims recover from their ordeals. Marcela makes speeches to high school students around the world to raise awareness of trafficking dangers. She was part of a team that submitted a proposed bill to President Obama to improve U.S. human trafficking laws, and she met with Secretary of State John Kerry at the White House to share her experience and advocate for tougher anti-trafficking measures. Marcela designated the Marcela Loaiza Foundation, Inc., to receive the award’s $2,000 company gift. 32 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 35

    DIV ERSIT Y A ND INCL USION GLENN NULLE MANAGER VOLUNTEER OF THE YEAR Glenn Nulle, a New York-New York security manager, is literally building a better community. Over a six-month period in 2015, Glenn logged more than 100 volunteer hours with Habitat for Humanity Las Vegas’ projects for construction and refurbishment of affordable housing for low-income residents. In honor of his dedication as a regular Habitat volunteer, MGM Resorts donated his $2,000 award to Habitat’s Las Vegas chapter. THE GREEN ADVANTAGE AWARD BELLAGIO RESORT & CASINO We are a national leader in environmental sustainability. This recognition commends our resort team, which has shown the greatest improvement and/or has achieved the greatest impact in reducing its consumption of natural resources and applying industry- leading green practices. In 2015, this prestigious honor went to Bellagio Hotel & Casino. Bellagio’s award was the product of many factors. The resort, over the course of 2009−2014, replaced 40,000 square feet of grass turf with desert landscaping that conserved approximately 1.79 million gallons of water each year; stepped up its food waste collection and increased its employee education about upstream recycling through improved employee dining room signage and other means; retrofitted lighting in several critical areas of the property, which achieved annual energy reduction of 11.6 million kWh (kilowatt hours), resulting in savings of $900,000 per year, or enough energy to power more than 1,000 homes; was the first company property to bid out the various aspects of its recycling program to not only increase recycling rates, but also to maximize rebates due to the commodity value of the disposed items, a practice that has now been adopted by our other resorts; and boosted employee knowledge and engagement in green living and green working practices through focus on our MY Green Advantage social media application and several green fairs. J. TERRENCE LANNI AWARD FOR EXCELLENCE This is the highest award that our company can bestow upon an employee, regardless of position or title. It recognizes the employee who best exemplified, during the performance year, the leadership values and qualities that our late former chairman and CEO Terry Lanni modeled, and that are the cornerstone of our company culture – commitment to integrity; inclusion rooted in respect for the fundamental value and dignity of all humanity; pursuit of excellence in our company’s mission through collaborative teamwork; and compassion for humanity expressed through excellence in community leadership and social responsibility. 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 33


  • Page 36

    UNIT ED T HROUGH DIV ERSIT Y INSPIRING OUR WORLD AWARDS The rigorous evaluation process yielded a genuinely rare result: from the outstanding candidates for 2014, two finalists emerged with a tie ranking for the distinction of the best of the best. Showing true Solomonic wisdom, in 2015, our top leadership bestowed this honor equally on these two individuals for their exceptional leadership achievements and contributions to our company and community – Dolores Campuzano- Pignatello and James Healey. Through their words and deeds, they motivated their teams to excel, and they raised the standards for excellence in our company and the community. DOLORES CAMPUZANO-PIGNATELLO When the Spa at Bellagio opened in 1998, Dolores was there. Over the years, her career has taken her to Mandalay Bay and The Mirage, where she now serves as director of banquet services. Her innovative and hands-on leadership transformed an underperforming banquet department at The Mirage into a high-performing team that’s now synonymous with first-class service, revenues that almost doubled under her tenure and employee morale that’s through the roof! Beyond her department, Dolores’ impact on the property’s guest service and employee engagement has been felt through her three-year chairmanship of Mirage’s Diversity Council and her tenure on the resort’s Guest Service Committee and Green Advantage Team. Beyond her property, Dolores served as co-chair of the Diversity and Community Joint Council; co-chair of the Hispanic/Latino Network Group; and has mentored starting managers in our Management Associate Program as well as other employees. Beyond the company, Dolores has shown a steadfast commitment to making Las Vegas a better place to live and visit through her service on the boards of several local women’s and Latino organizations. In 2013, the Hispanic Association of Corporate Responsibility selected Dolores as one of 33 business professionals across the country to receive the Young Hispanic Corporate Achievers Program Award, which recognizes the recipients for demonstrated leadership, achievement and proven commitment to the Hispanic community.


  • Page 37

    DIV ERSIT Y A ND INCL USION JAMES HEALEY James Healey was a day-one employee at MGM Grand Las Vegas whose career path with MGM Resorts spans over 20 years. After many productive years in MGM Grand’s Hotel Operations, he was promoted to Director, Hotel Operations at New York-New York. Through advocacy of the Housekeeping Olympics and otherwise, James has been a champion for heightened appreciation of housekeepers as the backbone of our industry. He has made tremendous contributions to elevating the guest service standards at his property, culminating in award of the Chairman’s Guest Service Excellence Award to his New York-New York housekeeping team in 2014. He played a pivotal role in launching, with our MGM Resorts University, our customized “Essentials in Housekeeping Management” program. Beyond his department-related duties, James’ contributions have enriched our company’s culture of social responsibility, including service on New York-New York’s first Liberty Torch Diversity Council; his long- term chairmanship of New York-New York’s Green Team, where he spearheaded many projects to integrate sustainability into regular business practices; and his service as an inaugural member of the LGBT Employee Network Group. He has won many local and national awards for his personal, extensive volunteer efforts, including the President of the United States Volunteer Service Award in 2009 and our MGM Resorts Volunteer of the Year Award in 2012. James has earned a national reputation as a long-standing LGBT leader for many reasons, such as with his tireless work to develop the Southern Nevada Association of Pride, Inc., the Las Vegas steering committee of the Human Rights Campaign (HRC), and his service on HRC’s National Board of Governors. In 2012, James became the first currently serving hospitality employee to win a seat in the Nevada Legislature when he was elected to the Nevada Assembly. As an assemblyman, he championed several economic measures that supported our industry, and his leadership on the Assembly floor helped bring the issue of marriage equality to a victorious vote in 2013.


  • Page 38

    UNIT ED T HROUGH DIV ERSIT Y IMPACTING LIVES THROUGH OUR DIVERSITY PARTNERS WE BUILD RELATIONSHIPS WITH A WIDE ARRAY OF ORGANIZATIONS THAT SHARE OUR values of diversity, inclusion and corporate responsibility, and align with our business objectives and policy agenda. Through our collaborations, we advocate for pro-equality and inclusion policies; support philanthropic and community development initiatives that improve opportunities for diverse populations; source qualified candidates for employment or business participation with our company; and otherwise relate on matters of mutual interest. Our National Diversity Relations team engages with National Center for American Indian more than 80 Nevada, regional and national groups Enterprise Development – As a longtime with a common commitment against discrimination – supporter of NCAIED, MGM Resorts was whether based on gender, ethnicity, sexual orientation, the first corporate sponsor to donate to the transgender status, disability, veteran status, or launch of the national center’s Native Edge other illegal bases – and in support of inclusion. Our – its online business platform designed to memberships, partnerships and interactive dialogue facilitate economic growth in Indian Country help us keep abreast of current trends and events in through broader internal and external our world, and understand opinions and viewpoints communications. This website, which can that may differ from our own, while at the same time be accessed at www.nativeedge.com, offers sharing our objectives and positions from a business a gateway to Native-American business perspective. Several different arms of our company owners, employees and job applicants, as engage with external well as American corporations, for four stakeholders; primary purposes – location of employment principal among candidates (the Hire Edge); networking among them are our Native American businesses, entrepreneurs, students and jobseekers (the N2N Edge); CSR teams interactive tools and professional training – National sessions (the Training Edge); and location Diversity of Native American-owned businesses for Relations, procurement opportunities (the Philanthropy Procurement Edge). and Community National Association of Asian MBAs Engagement, (NAAMBA) – Our human resources talent and team recruited for potential employment Environmental candidates at the sixth Annual ASCEND Sustainability. National Convention and Career Fair of this organization. NAAMBA, the largest nonprofit Not only does our company support the Pan-Asian membership organization for programming and fundraising of many of our business professionals in North America, offers diversity partners, but events sponsored by our leadership and professional development diversity partners also allow us to pursue talent programs to cultivate Pan-Asian talent. recruitment, professional development, supplier ASCEND’s network includes more than expansion and/or greater employee engagement. 60,000 senior executives, professionals and MBA/undergraduate students involved in its The following is a sampling of beneficial collaborations 50 chapters in the United States and Canada. we pursued with diversity partners in 2015: 36 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 39

    DIV ERSIT Y A ND INCL USION National 100 Black Men of America, Parade to champion equality for LGBTQ Inc. (100 Black Men) – Through our people; and the Veterans Parade to honor sponsorship of the group’s 29th Annual our veterans’ sacrifices for American National Conference, we continued our freedoms. support of the 100 Black Men’s mission to lead and motivate its community members VIEWS FROM OUR PARTNERS and children to become economically self- “MGM Resorts International has been sufficient and productive members of the a tremendous partner of the National social fabric of their neighborhoods. Center for American Indian Enterprise Hispanic Association on Corporate Development – a partnership that continues Responsibility (HACR) – 2015 Young in 2016 with MGM’s sponsorship of, and Hispanic Corporate Achievers (YHCA) participation in, the 30th anniversary of our Program – The YHCA Leadership National Reservation Economic Summit. Development Program was created to MGM has continually worked to ensure that recognize the outstanding achievements Indian Country is a priority and included of young Latino professionals in corporate in its national diversity initiatives. We look America, and increase the pipeline of forward to strengthening and growing our Hispanic candidates for corporate boards. collaboration in the years ahead.” We are appreciative that the program − Gary Davis, President and CEO accepted several of our emerging National Center for American Indian executives over the last few years. In 2015, Enterprise Development MGM Resorts’ corporate “Creating a better world requires teamwork diversity manager, and partnerships. … MGM Resorts Magaly Munoz- Mejorado, was International has been such an outstanding selected to partner − it has helped us achieve our participate goals of improving the Asian community in YHCA through economic growth by ensuring that based on her Asian businesses are represented in the demonstrated community; through education by being leadership such a huge supporter of the Asian Chamber and of Commerce Bill Endow Scholarship, which commitment is awarded to multiple CCSD Asian students to the Hispanic yearly; and by promoting diversity through community. community collaboration. We value this partnership and we hope that MGM Resorts Community Parades – International continues its support for the Every year, hundreds of Asian Chamber of Commerce.” company employees participate in local − Sonny Vinuya, President community parades to support our culture Asian Chamber of Commerce of diversity and inclusion, including the Martin Luther King, Jr. Day Parade to commemorate the life and mission of the historic civil rights leader; the PRIDE 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 37


  • Page 40

    UNIT ED T HROUGH DIV ERSIT Y IMPACTING LIVES THROUGH OUR DIVERSITY PARTNERS Diversity Partners’ Scholarship Programs – We also contributed to the college scholarship As they strive to achieve greater economic programs of Las Vegas’ Senoras of Excellence/ self-reliance and parity in America, diverse Senores of Distinction, Cultural Diversity populations regard a college education as a Foundation Taste of Excellence, Asian Chamber significant gateway to career, health, social of Commerce, Latin Chamber of Commerce, and political empowerment. Our company’s Urban Chamber of Commerce, Asian support of initiatives to help diverse Community Development Council (ACDC), students attain a college education not only the National Association of American Indian serves these objectives, but also increases Journalists, and the National Bar Association. employment talent pools. For students struggling to get through school, Our sponsorship contribution to the Asian financial aid of this type can make a real Community Development Council – which difference to accomplishment of their life goals. works to improve the well-being and education of Asian Americans and Pacific Islanders in the greater Nevada community – helped found its College Readiness Boot Camp. This one-day summit helps parents learn about resources to help their children find, pay for and choose a right-fit college, and navigate the processes for college application, scholarship and financial aid, and college selection – all subjects that are often new to immigrant parents. DAN TAFOYA VICE CHAIRMAN, LATIN CHAMBER OF COMMERCE “Effectively, change is almost impossible without communitywide collaboration, cooperation and consensus. The partnership between the MGM, Matt Smith, UNLV and the Latin Chamber of Commerce has been a catalyst of change for many lives. We may not know it in the moment, but each life we touch essentially creates a beautiful tapestry we call home. In this fashion, the legacy of our organizations will never be forgotten.” CHLOE NEVIES UNLV CLASS OF 2017, KINESIOLOGY “In life, we must not settle for second best, last place or live a life of regret. In fact, we must constantly seek for self-perfection in all we do. The Latin Chamber and partners such as Matt Smith, UNLV and MGM, have provided the extra drive and inspiration I need to make a better me. Thank you!” 38 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 41

    DIV ERSIT Y A ND INCL USION ALEJANDRA ACOSTA UNLV CLASS OF 2017, KINESIOLOGY “The most important thing is being passionate about what you’re doing and always give it your all. That is not only true of one’s self, but the partners you team up with. That is the key to success.” VILMA CORAL-SILVA UNLV CLASS OF 2017, KINESIOLOGY “Helen Keller once said, ‘The best and most beautiful things in the world cannot be seen or even touched − they must be felt with the heart.’ This is true of many things, especially of caring and friendship brought forth from community partners like that of the MGM, Matt Smith, UNLV and the Latin Chamber of Commerce. Thank you all for a beautiful journey.” UNIQUE BOWDEN UNLV CLASS OF 2017, BIOLOGY “Paraphrasing Abraham Lincoln who said, ‘If you are resolutely determined to make a success of yourself, the task is more than half done already.’ My determination brought forth through inspiration from partners such as the MGM and the Latin Chamber will help me cross the stage on graduation day. Thanks you for your support.” MANUEL RENTANA UNR CLASS OF 2018, MECHANICAL ENGINEERING “I agree with Bill Nye’s philosophy that there’s nothing stronger than getting young people interested in science and engineering, for a better tomorrow, for all humankind. I also believe that equally as strong is the power of community and partnership. Through the help from our community partners and my work with NASA, I hope to continue this legacy.” 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 39


  • Page 42

    UNIT ED T HROUGH DIV ERSIT Y HOSTING OUR DIVERSITY PARTNERS AT OUR RESORTS WE WELCOME OUR DIVERSITY COLLEAGUES TO HOLD MEETINGS AND CONVENTIONS AT OUR resorts, which in turn exposes our employees to their far-reaching work. Here are a few examples. The Girl Friends Inc. 80th Annual Conclave, held at Bellagio Resort. Girl Friends, a nationwide African-American women’s social and civic organization founded in 1927, established the nonprofit Girl Friends Fund, Inc. in 1988 to provide college scholarships for African-American men and women. Human Rights Campaign (HRC) Las Vegas Chapter Gala, held at ARIA Resort. The HRC is America’s largest civil rights organization working to achieve equality for lesbian, gay, bisexual, transgender and queer individuals. National Association of Latino Elected and Appointed Officials (NALEO) annual convention and reception, held at ARIA Resort. NALEO is a nonpartisan membership Girl Friends group whose constituency includes the Gala nation’s more than 6,000 elected and appointed Latino officials. National Center for American Indian Enterprise Development 29th Annual National Reservation Economic Summit, held at Mandalay Bay Resort. The NCAIED, a nonprofit organization, has 40 years of experience assisting American Indian tribes OCA 88 Funds and their enterprises with business and Dinner economic development, and has emerged as the largest national American Indian-specific business organization in our nation. OCA Las Vegas Chapter Third Annual 88 Funds Dinner & Awards, held at Mandalay Bay Resort. OCA is a national membership organization dedicated to advancing the social, political and economic well-being of Asian-Pacific Americans. OCA Las Vegas provides mentorship and scholarships to college-bound youth. HRC Las Vegas Gala 40 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 43

    DIV ERSIT Y A ND INCL USION IMPACT THROUGH SUPPLIER AND CONSTRUCTION DIVERSITY WE RECOGNIZE THAT INVESTMENTS IN EXPANDING OUR SUPPLIER DIVERSITY CHAIN IN procurement and construction creates dividends not only for our company and suppliers, but also for our communities and the nation’s economy. For diverse-owned vendors, contractors and professional service providers, inclusion in our company’s supply and services chain enhances their skills base, expertise and résumé; builds their capacity and capital; and enables them to invest in their often diverse communities. Company buyers benefit from a wider pool of quality and price competition, which may also give us access to unique products not readily available elsewhere. Over the years, this mutually beneficial relationship has generated successful results on both sides of the ledger. In 2000, our company installed a policy requiring diversity participation in all construction bids. Pushing further, in 2003 we adopted a policy requiring minority and women bid participation in all biddable commodity procurement contracts and purchases exceeding $1,000. Diverse-owned suppliers, contractors and service providers – with whom we have spent a total of more than $3 billion since the start of these efforts – are an important part of our supplier economy. OUR SUPPLIER DIVERSITY PROGRAM As a result of continuous development of our supplier diversity practices, we have developed an award-winning Supplier Diversity Program that employs industry best practices. Our dedicated KEY FACTS supplier diversity team, a branch of our global procurement and retail departments, continuously 2015 SUPPLIER DIVERSITY SPEND seeks qualified, competitive diverse businesses as $139 million: amount spent potential business partners – including enterprises with certified, diverse-owned owned by minorities, women, veterans, LGBT business enterprises individuals or persons with disabilities. 8.5%: diversity spend of total We engage with many diverse professional and trade associations to continue opening the doors purchasing biddable purchases, of opportunity to diverse business owners across exceeding goal of 8% the country, leading among them, the National Minority Supplier Development Council (NMSDC), National Association of Minority Contractors (NAMC), Women’s Business Enterprise National Council (WBENC), National Association of Women Business Owners, and National Center for American Indian Economic Development (NCAIED). Stacey Taylor, Senior Vice President and Chief Procurement Officer, accepts award presented to MGM Resorts International as one of 2015’s top corporations for doing business with women business owners. 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 41


  • Page 44

    UNIT ED T HROUGH DIV ERSIT Y BUILDING DIVERSITY CAPACITY IN CONSTRUCTION OUR ACTIVE OUTREACH FOR POTENTIAL DIVERSITY PARTNERS EXTENDS TO BOTH OUR new construction from the ground up and our regular renovation and maintenance of existing properties. The diversity policies, infrastructure and processes we have evolved not only enable us to achieve our aspirational goals and commitments to our host communities, but also promote the growth and expertise of diverse enterprises that will endure beyond our particular projects to the communities’ benefit. We spotlight below the diversity at our recent developments.³ MGM NATIONAL HARBOR In 2013, MGM National Harbor was selected to develop and in 2014, construction commenced of its integrated hotel-casino-entertainment resort at the Potomac River waterfront development in Prince George’s County, Maryland, near Washington, D.C. Governor Larry Hogan called MGM National Harbor “one of the most important economic development projects in Maryland history.” In addition to creating thousands of new jobs, this world-class resort will attract local residents in the District of Columbia/Maryland/Virginia region, and will also provide a new amenity for the more than 40 million domestic and international visitors who travel to the capital region each year. The iconic $1.3 billion facility, expected to open late fourth quarter 2016, will showcase a hotel with 308 rooms; a luxury spa and pool; more than 125,000 square feet of slot machines and table games, including KEY FACTS poker; a 3,000-seat theater venue; upscale-branded ABOUT MGM NATIONAL HARBOR retail, fine and casual dining featuring both local and CONSTRUCTION DIVERSITY celebrity chefs; 27,000 square feet of meeting and event space; and a 4,500-space parking structure. State-certified MBE Following a construction force of approximately participation: 5,000 workers, the resort is anticipated to employ 31% (exceeded state MBE an estimated 3,600 employees during operations. goal of 26%) From the outset of this project, we integrated our County-certified MBE company’s diversity and inclusion philosophy into participation: the planning and construction of this project – 35% (exceeded county including a dedicated diversity team with robust MBE goal of 30%) reporting infrastructure; extensive outreach/ communications to diverse and local construction providers, contractors and project workers; segmentation of work to promote greater inclusion; 3All reported diversity participation ratios are measured against biddable spend and workforce data on the referenced projects joint venturing between larger and smaller as of December 31, 2015. Diversity participation levels vary from contractors; flexible contract payment schedules; project to project based on several factors, including local market conditions, availability of diverse service providers and suppliers, and continuous monitoring of diversity participation. workforce capacity, etc. 42 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 45

    DIV ERSIT Y A ND INCL USION Beyond project suppliers and contractors, a diversity team held regular “women in construction” significant part of MGM National Harbor’s diversity meetings to afford women project workers a platform commitment includes the local construction to discuss their experiences and achievements. workforce. As of year-end 2015, 38 percent of the hours logged on the project were by Prince George’s County residents, far in excess of the county’s goal of 20 percent and MGM National Harbor’s aspirational goal of 30 percent. The project workforce is ethnically diverse, and women compromise almost one percent of construction workers. As a project feature, the company’s construction Chief Diversity Officer Phyllis James meets with women construction workers at MGM National Harbor. MGM SPRINGFIELD In 2014, MGM Springfield was licensed to develop a unique urban hotel-casino KEY FACTS complex in downtown Springfield, Massachusetts. Construction on the ABOUT MGM SPRINGFIELD $800 million mixed-use development CONSTRUCTION DIVERSITY began in 2015, providing much needed economic relief to this area. It’s slated DIVERSE BUSINESS ENTERPRISES for completion in 2018. Mindful of the Certified MBE participation: community’s rich past, the project 8.8% (exceeded goal of 5%) includes the preservation of historic Certified WBE participation: buildings, such as the painstaking 10.5% (exceeded goal of 10%) relocation of the 129-year-old French Congregational Church. The WORKFORCE HOURS development is slated to employ Minority participation: approximately 2,000 construction 29.2% (exceeded goal of 15.3%) workers and to create about 3,000 jobs Women participation: for operations. 10% (exceeded goal of 6.9%) The project features a 250-room hotel with world-class amenities including a spa, pool and roof deck; 125,000 square feet of gaming space with a poker room and VIP gambling area; retail and restaurant space expected to accommodate 15 shops and restaurants; and a multilevel parking 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 43


  • Page 46

    UNIT ED T HROUGH DIV ERSIT Y garage. Designed to enhance the Springfield urban entertainment events – from sports such as UFC, center, plans for the integrated resort also envision a boxing, hockey and basketball, to top concert acts high-energy dining, retail and entertainment district and award shows. with an eight-screen cinema, bowling alley and The Park – adjacent to T-Mobile Arena and New outdoor stage. A Boston firm, in partnership with York-New York, and across from the planned Monte MGM Springfield, will build the new district on land Carlo Resort theater – is the company’s new outdoor occupied by tornado-ravaged structures. dining and entertainment zone. In complement to MGM Springfield will use the same diversity T-Mobile Arena, this open park space offers an array participation techniques at this development that the of restaurants, social gathering places and a plaza company has successfully employed at other large- for large-scale outdoor events. scale projects. T-MOBILE ARENA /THE PARK Our company made a substantial investment in redeveloping the area between our Monte Carlo KEY FACTS and New York-New York resorts into a new entertainment district, anchored by three new ABOUT T-MOBILE ARENA landmarks: a new sports and performing arts CONSTRUCTION DIVERSITY arena; a new outdoor public space – a unique Total biddable spend: feature on the Las Vegas Strip; and a new Monte $152.5 million Carlo theater. This redevelopment will have a Diversity participation: material economic and fiscal impact on $44 million/22% both the local and state governments, adding significantly to the employment base in Clark County and Nevada, increasing the productivity of the underutilized property, and generating millions of dollars in local and state tax revenues. In 2015, our company, in partnership with worldwide sporting/music entertainment presenter AEG Entertainment Group, moved toward completion of the KEY FACTS new T-Mobile Arena just west of the ABOUT THE PARK Las Vegas Strip. CONSTRUCTION DIVERSITY This new venue, Total biddable spend: featuring state-of- $39 million the-art technology, Diversity participation: seating and guest $9.3 million/19% amenities, will be “Bliss Dance” the destination in Las Statue at The Park Vegas for the best live 44 M G M R E S O R T S I N T E R N AT I O N A L


  • Page 47

    DIV ERSIT Y A ND INCL USION MGM RESORTS PARTNERSHIP WITH OPPORTUNITY VILLAGE FOR SERVICES OPPORTUNITY VILLAGE, THE LONGTIME LAS VEGAS NONPROFIT THAT OFFERS development and employment services for people with disabilities, partnered with The Mirage and vendor WESSCO International on a new program to supply villa amenity kits. The nonprofit’s clients, known as OVIPs (Opportunity Village Important Persons), assemble soaps, shaving cream, toothbrushes and other amenities into boxed kits that stock the resort’s premium guest villa suites. This partnership was launched last year after The Mirage approached WESSCO to explore ways to reduce the cost of the kits. While WESSCO continues to supply the products and packaging, Opportunity Village now assembles the kits – which cut the overall costs of those amenities by about half, and provides jobs and training to OVIPs. The Mirage takes tremendous pride in this arrangement. Said longtime Villa Services Director, James Mulidore, “In being creative with our approach, we were able to impact the local community in a positive way.” Opportunity Village matches people with significant disabilities and productivity issues, who are unable to participate in the traditional workforce, with tasks and jobs they are capable of successfully performing. The OVIPs love their jobs, the social interaction and taking home a paycheck. The Mirage villa amenities agreement is the newest of several contracts MGM Resorts has with Opportunity Village. OVIPs sort and repackage used casino playing cards and craps dice for resale in gift shops, bake cookies for select employee dining rooms, cut down and sew used towels into cleaning rags for kitchen and housekeeping staff, and more. In all, about 90 OVIPs earn a paycheck through MGM Resorts contracts. According to Ed Guthrie, Opportunity Village’s Executive Director, the villa agreement has been a big hit with participating OVIPs: “What we at Opportunity Village believe is that everyone, no matter their disability, should have the same sense of pride and purpose that you and I enjoy from earning a paycheck. We have about two dozen OVIPs packaging the dental and hygiene kits. They love it.” He continued, “We’re overjoyed with our continued partnership with MGM Resorts. All these folks want is a chance at a life we all take for granted. Contracts like this partnership with The Mirage allow our OVIPs to lead richer, more fulfilling lives,” he added.


  • Page 48

    PHIL ANTHROPY AND COMMUNIT Y ENGAGEMENT


  • Page 49

    PHIL A N T HROPY A NDDIV COMMUNIT ERSIT Y AYND ENG INCL AGEMEN USIONT IMPACTING LIVES THROUGH OUR ECONOMIC INVESTMENT WE TAKE TREMENDOUS PRIDE IN THE VALUE WE ARE ABLE TO BRING TO OUR HOST COMMUNITIES THROUGH HIGH-QUALITY JOBS, TAX PAYMENTS AND OTHER CONTRIBUTIONS THAT IMPACT THE LIVES OF OUR EMPLOYEES, OUR LOCAL BUSINESS PARTNERS AND OUR FELLOW COMMUNITY MEMBERS. MGM Resorts has a strong track record of her/his family to dinner, or buys a holiday gift, that developing and operating market-leading facilities spending is made possible because of a guest’s in Las Vegas and competitive regional markets decision to come to one of our properties. in Michigan and Mississippi. As a leading revenue Moreover, we engage a huge supply chain of generator, we create opportunities for the people product and service vendors to fuel our operations. of our communities by our payment of large- Through progressive procurement and our robust scale taxes, by hiring homegrown talent, by supplier diversity program, we’re an industry purchasing local goods and services, by making leader in supporting local businesses – design capital investments, and by engaging in long-term professionals, contractors, suppliers and vendors community and social partnerships. – from the communities in which we develop and We are always respectful of the privilege conferred operate our properties, as well as enterprises owned by our license to operate and we, in turn, make by minorities, women, disadvantaged, veterans, substantial investments in our communities. As a persons with disabilities or LGBT individuals. company, we take tremendous pride in the positive impact we are able to achieve by helping to transform the lives of our team members, suppliers and community partners. Although we are not a panacea, economically or otherwise, for all of the challenges that confront KEY FACTS our host communities, we pride ourselves on contributing to their progress. The significant MORE THAN $1.4 BILLION: taxes we pay in every state and community in The amount of taxes contributed by MGM which we operate supports the physical and Resorts’ domestic properties at the local, social infrastructure of our communities, such as state and federal levels in 2015.* roads, water and sewerage systems, schools and (*This amount includes gaming, payroll, property, hotel, universities, parks, police and fire protection, and sales/use, entertainment, and all other taxes associated with conducting our operations.) courts. We are likewise a major job creator in our 60,000: communities, paying competitive wages and The number of employees at MGM Resorts’ benefits to 60,000 employees across all properties companies as of December 31, 2015; as of year-end 2015. The majority of our workforce 75 percent in full-time positions. in every community is drawn from the talent base of local residents. These wages are spent in neighborhood grocery stores, retail stores, restaurants and movie theaters, and so on. This ripple effect is often overlooked, but every time an employee pays his/her mortgage, buys a car, takes 2 0 1 5 C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y R E P O R T 47


  • Page 50

    T OUCHING COMMUNITIE S. T OUCHING LIV E S. TOUCHING COMMUNITIES. TOUCHING LIVES. GIVING IS A PART OF OUR COMPANY’S investments, community service and principled character and credo. Beyond good will, for us, involvement in public discourse and policy investment in the long-term sustainability of advocacy, we support initiatives and programs that our community framework is a business align with our strategic objectives and build better necessity. Our host communities communities. Just as we strive to be the employer determine the environment/ of choice for our employees, the investment of physical infrastructure for choice for shareholders and the business partner of operations; the primary choice for our supply chain and others, we aim to be labor pool; the quality of the corporate citizen of choice in the communities our employees’ lives; where we operate and live. and enhancements We note that the largest proportion of our to customer philanthropy is concentrated in the greater offerings. community of Nevada, inasmuch as Nevada is Through the hub of our domestic operations, most of our reasoned employees (about 50,000) are located in Nevada, and we are the largest employer and taxpayer in the state of Nevada. Even so, we are one of the largest employers and a substantial taxpayer in every community in which we operate, and we are unwavering in the commitment to uplifting our host communities wherever situated. We have a strong record of philanthropic support of regional communities as well as our Nevada headquarters. The company’s community giving flows through three channels – an employee-based MGM Resorts Foundation, Corporate Giving Program and Employee Volunteer Program. So as to make a greater impact on an organization or initiative, we often combine our contributions from the separate giving streams. Our giving reaches broadly across the host communities’ social infrastructure, and improves tens KEY FACT of thousands of lives every year. A large portion of our monetary and volunteer investments serves diverse $14.3 MILLION: members of our communities. Giving Total cash and in-kind strengthens our communities, but MGM Resorts Foundation strengthens our company more and Corporate Giving – through leadership and team donations in 2015. development of our employees, heightened employee engagement, and the immense employee pride in the positive impact we collectively have on the quality of life of fellow community members.

  • View More

Get the full picture and Receive alerts on lawsuits, news articles, publications and more!