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    METRICS & GOALS FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS SOCIAL IMPACT & SUSTAINABILITY GOALS TO ACHIEVE BY YEAR END 2025 FOSTERING DIVERSITY INVESTING IN OUR PROTECTING THE PLANET & INCLUSION COMMUNITIES Expand support of nonprofit workforce Ensure all employees have equal access Reduce carbon emissions development and education programs to leadership opportunities per square foot by 45%* to 40% of Company giving Spend with diverse suppliers at least 10% Award 600 post-secondary scholarships Reduce energy per square foot by 25%* of domestic biddable procurement to children of employees Expand Supplier Diversity Mentorship Surpass 1 million cumulative volunteer Program to achieve a milestone of 50 hours through the Employee Volunteer Reduce water per square foot by 30%* graduates Program Train 100% of management employees Exceed $100 million in cumulative on social impact & sustainability policies employee donations through the MGM Achieve 60% materials diversion rate and goals † Foundation Achieve 75% participation in domestic employee donations to the MGM Foundation Donate 5 million meals through our † Training in development, targeted for Feeding Forward program completion by management employees in 2021 and 2022 * 2007 baseline MGM Resorts International / mgmresorts.com 1


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS FOSTERING DIVERSITY & INCLUSION 2017 2018 2019 2020 2025 Goal Progress TALENT MANAGEMENT For historic trends, refer to charts on following pages Total workforce (global) 1, 2 76,869 81,570 80,475 62,117 1, 2, 3 Total management (global) 5,619 6,924 6,592 4,765 Total new hires (global) 2 14,225 13,913 10,463 2,290 Women in workforce (global 2018 onward), % 1 51.1% 50.4% 50.3% 49.8% 1, 3 Women in management, percent of management 44.4% 40.4% 41.0% 43.2% Equal opportunity Percent point change from 2018 baseline: +2.8% Women new hires (global), % 51.9% 47.8% 50.5% 49.6% Racially and ethnically diverse talent in workforce (U.S.), % 1, 4 68.3% 69.0% 67.8% 71.9% Racially and ethnically diverse talent in management (U.S.), percent of U.S. management 1, 2, 3, 4 42.9% 44.5% 47.8% 43.6% Equal opportunity Percent point change from 2011 baseline: +5.9% 4 Racially/ethnically diverse new hires (U.S.), % 65.0% 84.3% 71.7% 73.9% DIVERSE & INCLUSIVE WORKPLACE CULTURE 2, 5 Total number of employees in voluntary development programs (U.S.) 71 373 834 411 Number of Employee Network Groups (U.S.) 6 17 20 23 21 2, 6 Number of Employee Network Group members (U.S.) 1,802 4,114 4,175 2,821 Positive perception rating on diversity & inclusion culture in employee survey (U.S.), % 7 77% 78% - 81% SUPPLIER DIVERSITY 1, 2, 8 Total biddable spend (U.S.), $ $1,656,722,382 $1,955,843,656 $1,975,455,657 $912,099,168 Tier 1 diverse supplier spend (U.S.), $ 1, 2, 9 $157,328,887 $182,943,376 $179,280,527 $85,730,622 Tier 1 diverse supplier spend (U.S.), percent of biddable spend 1, 8, 9 9.5% 9.4% 9.1% 9.4% 10.0% Percent point change from 2011 baseline: +1.86% 2 Design & construction spend (U.S.), $ $750,839,034 $691,663,451 $224,448,264 $41,841,972 2 Diverse design & construction spend (U.S.), $ $165,697,713 $200,387,341 $51,245,491 $8,086,546 Diverse design & construction spend (U.S.), % 22.1% 29.0% 22.8% 19.3% Diverse supplier mentorship program (U.S.), cumulative graduates 1 4 8 12 18 50 Progress to goal: 36% NOTES 1. Any 2020 datapoint that is bold has been reviewed by the MGM Internal Audit department. 2. 2019 to 2020 reductions mainly driven by Covid-related closures. 3. Management includes employees graded in MGM HR systems as ‘IC2’ and above in the U.S. and level 16 and above in China. The year 2017 reflects U.S. data olny. 4. Racial and ethnic diversity is defined in accordance with the U.S. Equal Employment Opportunity Commission (EEOC) and based on voluntary self-identified disclosure by employees. 5. Includes Learning Experiences Accelerate Development (LEAD) and Jumpstart development programs. LEAD began in late 2017 and Jumpstart began in 2019. 6. Examples of Employee Network Groups (ENGs) include African American, Veterans, Women’s, Young Professionals, LGBTQ+ etc. 7. Employee survey not performed in 2019. 8. Tier 1 biddable spend is non sole-source procurement (excluding design & construction procurement) on which diverse suppliers can bid. 9. Tier 1 diverse supplier spend is spend with certified diverse suppliers (minority, women, veteran, disabled, LGBTQ+ owned suppliers). MGM Resorts International / mgmresorts.com 2


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Ensure all employees have Women in management equal access to leadership opportunities percent of management 2020 Highlights • As of December 31, 2020, management represented 7.7% of our global employee base (4,765 of 62,117) • From 2018 to 2020 the percent of women in management across the U.S. and China trended upwards to 43.2%, in line with our goal to ensure equal access to leadership opportunities 42.9% 43.6% 43.9% 44.4% 43.2% 42.5% 42.6% 42.3% 40.4% 41.0% Progress • 2018 global baseline: 40.4% women in management • 2020: 43.2% women in management • Percent point change from 2018 baseline: +2.8% Status: On track 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal Management includes employees graded in MGM HR systems as 'IC2' and above in the U.S. and level 16 and above in China. The years 2011 to 2017 reflect U.S. data only. MGM Resorts International / mgmresorts.com 3


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Ensure all U.S. employees have Racially and ethnically diverse talent in management (U.S.) equal access to leadership opportunities percent of U.S. management 2020 Highlights • As of December 31, 2020, management represented 7.9% of our U.S. employee base (4,070 of 51,753) • Covid-related business shutdowns resulted in reductions to our workforce and management ranks, which corresponded with a decline in our diverse population • To drive future performance towards our goal, we launched a range of programs in 2020 including data- driven diversity dashboards for properties and business units and a new Accelerated Leadership Program, which includes a high proportion of diverse talent • In 2020 we also hosted a series of CEO and Board-led "Courageous Conversations" to better understand and help improve the experience of diverse employees 47.8% within our company 44.5% 43.6% 41.5% 42.7% 42.9% 37.7% 38.2% 39.0% 37.8% Progress • 2011 baseline: 37.7% racially and ethnically diverse talent in management • 2020: 43.6% racially and ethnically diverse talent in management • Percent point change from baseline: +5.9% Status: On track 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal Racial and ethnic diversity is defined in accordance with the U.S. Equal Employment Opportunity Commission (EEOC) and based on voluntary self-identified disclosure by employees. MGM Resorts International / mgmresorts.com 4


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Spend 10% of domestic Tier 1 diverse supplier spend (U.S.) biddable procurement with diverse suppliers percent of biddable spend 2025 Goal 10.00% 9.50% 9.35% 9.40% 2020 Highlights 9.08% • In 2020, driven by Covid-related closures, total 8.48% 8.45% biddable spend dropped markedly; however, in alignment with our goal, Tier 1 diverse supplier spend 7.73% 7.54% increased as a percent of total 7.32% 7.28% • In 2020 we designed a series of data-driven dashboards to better understand patterns of purchasing with diverse suppliers, and created detailed roadmaps to increase spend with diverse suppliers, particularly African American- owned businesses Progress • 2011 baseline: 7.54% of biddable spend • 2020: 9.40% of biddable spend • Percent point change from baseline: +1.86% Status: On track 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal Tier 1 biddable spend: non sole-source procurement (excluding design & construction) on which diverse suppliers can bid. Tier 1 diverse supplier spend: spend with certified diverse suppliers (minority, women, veteran, disabled, LGBTQ+ owned suppliers). MGM Resorts International / mgmresorts.com 5


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Expand Supplier Diversity Diverse supplier mentorship program (U.S.) Mentorship Program to achieve 50 graduates cumulative graduates 50 2025 Goal 2020 Highlights • In 2020 six new diverse suppliers graduated from our Diverse Supplier Mentorship Program, bringing our cumulative total to 18 • The program offers a select number of diverse suppliers valuable guidance and resources to help enhance their business operations and position them to effectively compete in corporate supply chains, including MGM's supply chain • Based on our deeper focus on engaging diverse suppliers, in 2021 we decided to increase the number of mentees from our originally planned six up to 25; we now expect to meet our goal of 50 graduates by 18 the end of 2022 12 Progress 8 • 2017 program start: 4 graduates 4 • 2020: 18 cumulative graduates • Progress to goal: 36% Status: On track 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal MGM Resorts International / mgmresorts.com 6


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS Investing in Our Communities 2017 2018 2019 2020 2025 Goal Progress WORKFORCE DEVELOPMENT For historic trends, refer to charts on following pages Corporate giving to workforce and education programs (U.S.), percent of total U.S. corporate giving 1, 2, 3 12% 15% 26% 18% 40% Percent point change from 2017 baseline: +6% Employee higher education enrollments fully funded by MGM (U.S.) N/A N/A 252 256 Employee higher education tuition reimbursed by MGM (partially or fully funded) (U.S.), $ $601,184 $709,474 $1,180,558 $952,590 Employees participating in tuition reimbursement programs (partially or fully funded) (U.S.) 2 395 421 577 352 Scholarships awarded to children of employees (U.S.), cumulative scholarships 1 0 0 100 208 600 Progress to goal: 35% Value of scholarships awarded to children of employees, cumulative $ $0 $0 $1,000,000 $2,000,000 COMMUNITY DEVELOPMENT Approximate wages paid (U.S.), $ 2, 4 $3.3B $3.3B $3.5B $2.1B GIVING Foundation Employee Direct Designations, (U.S.), $ 2 $1,869,548 $1,700,686 $1,782,830 $691,584 Foundation Community Grants (U.S.), $ 2 $2,129,954 $2,894,124 $3,098,669 $2,492,988 Community donations through the MGM Resorts Foundation (U.S.), $ 1, 5 $5,213,826 $4,594,810 $4,881,499 $17,774,072 Community donations through the MGM Resorts Foundation (U.S.), cumulative $ 1, 5 $73,508,695 $78,103,505 $82,985,004 $100,759,077 $100,000,000 Progress to goal: 100.8% Employees giving to MGM Resorts Foundation (U.S.), percent of payroll-eligible employees 1, 6 68% 71% 34% 42% 75% Percent point change from 2002 baseline: +9% Company cash giving (global), $ 7 $12,224,906 $11,248,961 $13,372,553 $15,817,205 Company in-kind giving (global), $ equivalent 2, 8 $3,785,988 $7,082,629 $6,230,220 $3,279,364 Total company cash and in-kind giving (global), $ equivalent $16,010,894 $18,331,590 $19,602,772 $19,096,569 VOLUNTEERISM Employee volunteer hours logged (U.S.) 1, 2 114,954 123,779 70,573 12,353 Employee volunteering (U.S.), cumulative hours logged 1 770,192 893,971 964,544 976,897 1,000,000 Progress to goal: 98% FOOD DONATIONS Funded meals donated 1, 9 97,210 104,909 140,000 453,077 Total rescued meals donated 1, 10 208,717 279,338 465,692 661,887 Meals donated to charitable organizations 1, 11 305,927 384,247 605,692 1,114,964 Meals donated to charitable organizations, cumulative total 1, 11 538,797 923,044 1,528,735 2,643,699 5,000,000 Progress to goal: 53% NOTES 1. Any 2020 datapoint that is bold has been reviewed by the MGM Internal Audit department. 2. 2019 to 2020 reductions mainly driven by Covid-related closures. 3. Corporate giving represents cash gifts from corporate entities only. Excludes in-kind gifts and giving from individual properties. 4. MGM Resorts direct payroll to employees in the U.S. 5. Up to and including 2019, the MGM Resorts Foundation was funded primarily by MGM employee contributions. In 2020, significant funding was provided for Covid relief from other sources, including the company. 6. Employees on furlough or epidemic/unforeseen leave as of December 31 of reporting year are not included in the number of payroll-eligible employees. 7. Company giving represents cash gifts from corporate entities individual properties. Increase driven by new grants and programs including scholarships to children of employees. Includes cash giving by MGM China, using currency conversion as of December 31 of reporting year. 8. In-kind giving includes donations other than cash that may include comps, rooms, meals, show tickets, obsolete items, labor, property events, marketing donations, one-off events and conventions. Includes in-kind giving by MGM China, converted to dollar equivalent, using currency conversion as of December 31 per year. 9. Funded meals donated includes: direct cash contributions to food banks; in-kind provision of food; or meal preparation by chefs. Cash contributions converted to meals based on estimated number of meals per dollar provided. Dollar to meal equivalent values ranged from 3 meals for $1 to 1 meal for $10. 10. Rescued meals includes: non-perishable food & beverage, perishable unprepared meals, and perishable prepared meals recovered from our resorts and donated to charitable organizations. Weight of food rescued converted to ‘meal’ using U.S. Department of Agriculture (USDA) recommendation: 1 meal = 1.2 pounds. 11. Meals donated = funded meals + rescued meals. MGM Resorts International / mgmresorts.com 7


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Expand support of workforce Corporate giving to workforce and education programs (U.S.) development and education programs to 40% of corporate percent of total U.S. corporate giving giving 2020 Highlights • In 2020, our giving to workforce development and education programs decreased to 18% of our total corporate giving • This was driven by a shift in our giving priorities due to the Covid pandemic: we focused on supporting immediate needs of our employees and communities • We expect to be back on track in 2021 to achieve our 2025 goal 40% 2025 Goal 26% Progress 18% • 2017 baseline: 12% of U.S. corporate giving 15% 12% • 2020: 18% of U.S. corporate giving • Percent point change from baseline: +6% Status: Enhancing efforts 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal Corporate giving represents cash gifts from corporate entities only. Excludes in-kind gifts and giving from individual properties. MGM Resorts International / mgmresorts.com 8


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Award 600 post-secondary Scholarships awarded to children of employees (U.S.) scholarships to children of employees cumulative scholarships 600 2025 Goal 2020 Highlights • 108 additional scholarships were awarded to children of MGM Resorts employees attending 2-year or 4-year academic programs • This program was placed on hold in 2021 due to Covid, but is expected to be resumed in 2022 208 Progress • 2019 program start: 100 scholarships 100 • 2020: 208 cumulative scholarships • Progress to goal: 35% Status: On track 2019 2020 2021 2022 2023 2024 2025 Goal MGM Resorts International / mgmresorts.com 9


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Surpass 1 million cumulative Employee volunteering (U.S.) employee volunteer hours cumulative hours logged 1,000,000 2025 Goal nearly met in 2020 964,544 976,897 893,971 2020 Highlights 770,192 • Despite the Covid pandemic, employees still volunteered in 2020, albeit at a lower number of hours 655,238 than in previous years • We are on track to achieve the original goal ahead of schedule, and a new 2025 goal will be announced 552,336 394,485 Progress • 2012 baseline: 113,454 logged hours 222,169 • 2020: 976,897 logged hours • Progress to goal: 98% 113,454 Status: On track 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal MGM Resorts International / mgmresorts.com 10


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Exceed $100 million in Community donations through the MGM Resorts Foundation (U.S.) cumulative donations through MGM Resorts Foundation cumulative $ $100.8M $100.0M 2025 Goal met in 2020 $83.0M $78.1M 2020 Highlights $73.5M • In 2020, the MGM Resorts Foundation provided over $68.3M $17 million in community donations $65.2M • This represented a significant increase from typical $59.1M donations in prior years and was driven mainly by a large spike in Covid-related donations focused on $54.1M employee relief efforts $49.3M • This spike helped us achieve our 2025 goal far ahead $44.5M of schedule, and a new goal will be announced in due $39.9M course $35.1M $30.4M Progress $23.5M • 2002 program start: $2.2 million $17.3M • 2020: $100.8 million cumulative donations $11.6M • Progress to goal: 100.8% $8.0M $5.0M Status: Achieved $2.2M 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal MGM Resorts International / mgmresorts.com 11


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Achieve 75% participation in Employees giving to MGM Resorts Foundation (U.S.) domestic employee donations to the MGM Resorts Foundation percent of payroll-eligible employees 75% 2025 Goal 71% 69% 68% 2020 Highlights 61% • The percent of payroll-eligible employees giving to the MGM Resorts Foundation increased from 34% in 2019 54% to 42% in 2020; this was mainly driven by an increase 50% 51% 49% 50% 51% in employee support of the Foundation's Employee 47% Emergency Grant Fund 42% 43% 42% 42% • To encourage participation growth to our 75% goal, 40% we are developing a strategy for increased outreach 43% and new engagement opportunities 33% 34% Progress • 2002 baseline: 33% of U.S. employees • 2020: 42% of U.S. employees • Percent point change from baseline: +9% Status: Enhancing efforts 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal Employees currently on furlough or epidemic/unforeseen leave are not included in the number of payroll-eligible employees. MGM Resorts International / mgmresorts.com 12


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Donate 5 million cumulative Meals donated to charitable organizations meals through our Feeding Forward program cumulative total 5,000,000 2025 Goal 2020 Highlights • In 2020 we donated over 1.1 million meals to charitable organizations, over 550,000 meals of which were rescued as part of our initial Covid relief efforts in our main communities • In total in 2020 (during the initial Covid period and beyond), we rescued over 660,000 meals from 2,643,699 properties and funded over 450,000 meals through either: direct cash contributions to food banks; in-kind provision of food; or meal preparation by chefs 1,528,735 Progress • 2016 program start: 232,870 meals 923,044 • 2020: 2,643,699 cumulative meals 538,797 • Progress to goal: 53% 232,870 Status: On track 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal *Highlights for 2020 have been updated from the original posting on our Investor Relations site on April 28, 2021 to over 660,000 meals rescued (previously reported as nearly 750,000): and to funded over 450,000 meals (previously reported as nearly 400,000). Total donated meals for 2020 remains unchanged. MGM Resorts International / mgmresorts.com 13


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS PROTECTING THE PLANET 2025 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Goal SUSTAINABLE DESIGN & FACILITIES 1, 2 Total square feet (global) 60,470,575 60,470,575 60,470,575 76,571,985 76,571,985 78,849,034 78,849,034 79,115,837 79,115,837 79,640,581 89,749,887 89,853,887 96,339,659 92,730,468 3 Environmental certifications earned for new developments (global) 0 0 6 6 6 6 6 6 6 9 9 10 15 16 Environmental certifications for existing operations (global) 4 0 0 0 14 16 20 20 20 20 21 33 33 34 33 3, 4 Buildings certified to third-party environmental standards (global), % of square feet 0.0% 0.0% 26.6% 92.7% 99.7% 95.1% 95.1% 94.8% 94.8% 98.5% 91.1% 90.9% 91.4% 87.8% ENERGY & EMISSIONS 1, 5 Energy from electricity (global), megawatt hours 1,140,215 1,111,917 1,065,782 1,295,604 1,256,341 1,359,799 1,336,636 1,319,882 1,303,461 1,256,468 1,389,767 1,371,403 1,494,263 1,204,660 1, 5 Energy from natural gas (or equivalent)(global), megawatt hours 727,108 734,520 697,795 773,294 778,125 780,350 807,310 793,839 791,267 800,203 937,563 950,605 1,022,728 742,727 Energy use, electricity and natural gas (or equivalent) (global), megawatt hours 1, 5 1,867,323 1,846,437 1,763,576 2,068,898 2,034,466 2,140,148 2,143,946 2,113,720 2,094,728 2,056,671 2,327,330 2,322,008 2,516,991 1,947,388 6 Installed base of renewable electricity (global), megawatts - - - - - - - 6.4 6.4 8.3 8.4 8.5 9.6 9.6 7 Renewable electricity as share of purchased electricity (global), % 2.3% 7.7% 8.5% 13.0% 14.7% 17.1% 18.0% 17.2% 18.0% 17.1% 16.9% 17.1% 16.0% 17.2% 1, 5, 8, 9 Energy use (global), kilowatt hours per square foot 30.9 30.5 29.2 27.0 26.6 27.1 27.2 26.7 26.5 25.8 25.9 25.8 26.1 21.0 23.2 1, 5, 8 Energy change from 2007 baseline (global), % 0.0% -1.1% -5.6% -12.5% -14.0% -12.1% -11.9% -13.5% -14.3% -16.4% -16.0% -16.3% -15.4% -32.0% -25.0% 5 Scope 1 carbon emissions (global), metric tons CO2 equivalent 164,312 170,271 159,195 202,894 215,833 228,008 218,827 214,327 227,268 224,453 251,214 246,153 278,835 192,748 Scope 2 carbon emissions (global), metric tons CO2 equivalent 5 664,955 646,179 646,689 719,606 662,002 748,202 731,333 720,474 687,483 534,377 614,756 569,612 689,594 509,131 5 Carbon emissions (global),metric tons CO2 equivalent (Scope 1 and 2) 829,267 816,451 805,884 922,501 877,835 976,209 950,161 934,800 914,751 758,830 865,970 815,764 965,194 709,512 5, 9 Carbon emissions (global), pounds CO2 equivalent (Scope 1 and 2) per square foot 30.2 29.8 29.4 26.6 25.3 27.3 26.6 26.0 25.5 21.0 21.3 20.0 22.1 16.9 16.6 Carbon emissions change from 2007 baseline (global), % 5 0.0% -1.5% -2.8% -12.1% -16.4% -9.7% -12.1% -13.8% -15.7% -30.5% -29.6% -33.8% -26.9% -44.2% -45.0% WATER & WASTE WATER Utility water withdrawal (global), thousand gallons 1, 5, 10 4,076,367 3,790,286 3,674,274 4,056,324 4,098,227 4,320,055 4,290,932 4,346,759 4,252,212 4,183,320 4,518,235 4,647,751 4,667,626 3,338,461 1, 5, 10 Well water withdrawal (U.S.), thousand gallons 499,029 376,624 410,535 732,302 469,383 467,348 393,054 472,595 382,945 497,826 573,990 385,866 423,101 407,333 1, 5, 10 Water withdrawal, combined utility and well water (global), thousand gallons 4,575,395 4,166,910 4,084,808 4,788,626 4,567,610 4,787,403 4,683,987 4,819,354 4,635,156 4,681,146 5,092,225 5,033,617 5,090,727 3,745,794 1, 5, 9, 10 Water withdrawal (global), gallons per square foot 75.7 68.9 67.6 62.5 59.7 60.7 59.4 60.9 58.6 58.8 56.7 56.0 52.8 40.4 52.9 1, 5, 10 Water change from 2007 baseline (global), % 0.0% -8.9% -10.7% -17.3% -21.2% -19.8% -21.5% -19.5% -22.6% -22.3% -25.0% -26.0% -30.2% -46.6% -30.0% MATERIALS & WASTE 1, 5, 11 Materials disposed (global), metric tons 90,730 81,087 62,587 61,530 59,140 59,608 57,498 63,129 70,618 68,430 73,686 67,719 71,478 36,801 1, 5, 12 Materials diverted (global), metric tons 9,861 13,682 19,378 30,552 36,675 43,001 59,026 49,715 39,169 44,978 46,162 57,148 52,796 27,343 5 Food materials diverted (global), metric tons 4,336 4,306 6,363 9,623 14,797 19,120 34,985 23,694 16,708 20,852 20,971 23,978 25,276 13,679 Materials diversion rate (global), percent of materials recycled, composted, etc. 1 9.8% 14.4% 23.6% 33.2% 38.3% 41.9% 50.7% 44.1% 35.7% 39.7% 38.5% 45.8% 42.5% 42.6% 60.0% 13 New development construction & demolition (C&D) materials diverted (U.S.), metric tons 141,089 64,845 79,992 0 0 0 0 0 22,704 31,173 2,364 1,162 0 0 13 New developments C&D materials diversion rate (U.S.), % 95.7% 92.7% 90.3% 0.0% 0.0% 0.0% 0.0% 0.0% 82.3% 95.3% 96.6% 78.4% 0.0% 0.0% SUSTAINABLE EVENTS & EXPERIENCES 5, 14 Revenue from client events with sustainable events plans/reports (U.S.), $ Revenue tracking from program began in 2017 $26,003,106 $31,474,419 $95,545,638 $12,043,954 NOTES 1. Any 2020 datapoint that is bold has been reviewed by the MGM Internal Audit department. 2. Only includes buildings owned or operated for the full year reporting period, except Circus Circus Las Vegas, which was divested very late in 2019. ARIA Convention Center expanded in 2018. MGM Cotai and MGM Springfield opened in 2018, but square footage and operational metrics are reflected for 2019 and beyond. MGM Grand Conference Center and Park MGM expanded in 2019. Non-material updates to square footage data for prior years has been restated per newly available source information. 3. Includes Leadership in Energy and Environmental Design (LEED) for New Construction, LEED for Commercial Interiors, Green Globes for New Construction and China Green Building (Macau). 4. Includes Green Globes for Existing Buildings, Green Key, Green Key Meetings, ISO 14001, ISO 50001. Some buildings have multiple certifications. 5. 2019 to 2020 reductions mainly driven by Covid-related closures. 6. Includes solar arrays at Mandalay Bay, T-Mobile Arena, and MGM Springfield. 7. Renewable electricty share includes grid-provided electricity in proportion to each State’s annual Renewable Portfolio Standard (RPS) requirement. 8. Energy includes electricity and natural gas (or equivalent). 9. Datapoint for 2020 has been updated from the original posting on our Investor Relations site on April 28, 2021. 10. Water withdrawal includes utility water and well water. Goal achievement in 2019 was partly based on water conservation efforts and also based on a restatement of previously reported data. Actual well water use data became available from regional water authorities in 2020; previously we used well water allocation as proxy for withdrawal as actual withdrawal was not available. 11. Materials disposed includes: landfill, waste-to-energy, incineration, food-to-waste-water. 12. Materials diverted includes: Organics: e.g., food to farms, compost, organics, yellow and brown grease to biofuel, horticulture to farms/compost; Recycled: e.g., metal, plastic, paper, cardboard; Donated/liquidated: e.g., furniture, assets, food to charity. 13. No major new construction development projects initiated in 2019 or 2020. 14. Includes revenue from client meetings, trade shows or conventions where a formal Sustainable Event Plan or quantitative Sustainable Event report was developed. MGM Resorts International / mgmresorts.com 14


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Reduce energy per square foot Energy use (global) by 25% (2007 baseline) kilowatt hours per square foot 2020 Highlights 30.9 • We exceeded our energy reduction goal in 2020 but 30.5 this was mainly driven by Covid-related closures; as business comes back we assume a commensurate increase in energy use 29.2 • Notwithstanding property closures, in 2020 we still completed a number of energy efficiency projects including heating, ventilation, and air conditioning (HVAC) upgrades 27.1 27.2 • In the run-up to 2020, our energy use per square foot 26.6 26.7 26.5 had been plateauing and slightly increasing due to the 26.1 addition of less energy-efficient properties to our 27.0 25.8 25.9 25.8 portfolio and year-over-year increases in business volumes and occupancy 24.5 • Going forward, we expect to make investments in 24.2 energy efficiency that will help us meet our goal 23.9 23.6 23.4 2025 Goal Progress • 2007 baseline: 30.9 kWh/sf • 2020: 21.0 kWh/sf 21.0 • Progress: Goal temporarily achieved in 2020 but driven by Covid-related business impacts Status: On track 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal Energy includes electricity and natural gas (or equivalent). Datapoint for 2020 has been updated from the original posting on our Investor Relations site on April 28, 2021 to 21.0 (was previously reported as 20.1). MGM Resorts International / mgmresorts.com 15


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Reduce carbon emissions Carbon emissions (global) per square foot by 45% (2007 baseline) pounds CO2 equivalent (Scope 1 and 2) per square foot 2020 Highlights • We came extremely close to our 2025 carbon reduction goal by the end of 2020, but this was mainly driven by Covid-related closures • We expect to maintain the carbon emission 30.2 reductions associated with the Covid closures by 29.8 29.4 completing the MGM Resorts Mega Solar Array; this will allow us to meet our 2025 goal in 2021 27.3 • The 100MW MGM Resorts Mega Solar Array located in 26.6 26.6 26.0 North Las Vegas is comprised of more than 330,000 25.3 25.5 solar panels; at peak production the array is expected to provide up to 90% of the electricity needs of our Las Vegas portfolio 22.1 21.3 • We expect to announce a new Science-Based Target 20.0 (SBT) for absolute carbon emissions reduction in due course 21.0 16.6 2025 Goal 16.9 16.5 Progress • 2007 baseline: 30.2 lbs CO2e/sf • 2020: 16.9 lbs CO2e/sf • Progress: Goal nearly achieved in 2020 but driven by Covid-related business impacts Status: On track 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal Datapoint for 2020 has been updated from the original posting on our Investor Relations site on April 28, 2021 to 16.9 (previously reported as 16.8). MGM Resorts International / mgmresorts.com 16


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Reduce water per square foot by Water withdrawal (global) 30% (2007 baseline) gallons per square foot 2020 Highlights • We achieved our 2025 water goal by the end of 2019 75.7 and significantly exceeded it in 2020, but 2020 reductions were mainly driven by Covid-related closures • Goal achievement in 2019 was partly based on water conservation efforts and also based on a restatement 67.6 of previously reported data 68.9 • Actual well water use data became available from regional water authorities in 2020; previously we used 62.5 well water allocation as proxy for withdrawal as actual 60.7 60.9 withdrawal was not available 59.7 59.4 58.6 58.8 • We expect to announce a new 2025 goal for water reduction in due course 56.7 56.0 52.8 53.1 2025 Goal met in 2019 Progress • 2007 baseline: 75.7 gal/sf • 2020: 40.4 gal/sf • Progress: Goal met in 2019 40.4 Status: Achieved 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal Water withdrawal includes utility water and well water. Datapoint for 2020 has been updated from the original posting on our Investor Relations site on April 28, 2021 to 40.4 (previously reported as 40.6). MGM Resorts International / mgmresorts.com 17


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    FOSTERING DIVERSITY & INCLUSION INVESTING IN OUR COMMUNITIES PROTECTING THE PLANET METRICS & GOALS METRICS & GOALS METRICS & GOALS 2025 Goal Achieve 60% materials diversion Materials diversion rate (global) rate percent of materials recycled, composted, etc. 60.0% 2025 Goal 2020 Highlights 50.7% • While total material volumes fell significantly due to Covid-related business closures, our material diversion 45.8% rate stayed relatively consistent between 2019 and 2020 42.5% 44.1% • We divert over 30 materials from landfills and have a 41.9% 39.7% 38.3% specific focus on food waste, supporting the U.S. 42.6% Environmental Protection Agency's Food Recovery Hierarchy 38.5% 33.2% 35.7% • We rescued nearly 800,000 pounds of food and donated it to charities focused on hunger • To standardize our materials diversion processes and improve reporting across the U.S., our regional 23.6% properties are expected to shift to a national materials management contract in 2021 14.4% 9.8% Progress • 2007 baseline: 9.8% diversion • 2020: 42.6% diversion • Percent point change: +32.8% Status: On track 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Goal Materials diverted includes: Organics: e.g., food to farms, compost, organics, yellow/brown grease to biofuel, horticulture to farms/compost; Recycled: e.g., metal, plastic, paper, cardboard; Donated/liquidated: e.g., furniture, assets, food to charity. Materials disposed includes: landfill, waste-to-energy, incineration, food-to-waste-water. MGM Resorts International / mgmresorts.com 18


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