"Marriott Vision is to be the worlds leader in hospitality services and it achieves that through it's spirit

to serve culture"


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MarrloLL lnLernaLlonal adheres Lo hlgh eLhlcal and uncompromlslng legal sLandards Cur Code of
8uslness LLhlcs provldes managers and assoclaLes wlLh deLalled guldance on Lhe rlghL way Lo conducL
buslness Cur buslness eLhlcs Lralnlng program Pow We uo 8uslness ls As lmporLanL As 1he 8uslness
We uo" ls a requlred parL of orlenLaLlon for assoclaLes and lncludes MarrloLL's commlLmenL Lo human
rlghLs
1ravel and Lourlsm ls one of Lhe worlds largesL lndusLrles provldlng a sLrong lmpeLus Lo global
economlc developmenL We know LhaL people wanL Lo do buslness wlLh companles LhaL embrace values
slmllar Lo Lhelr own 1he fundamenLal buslness values of lnLegrlLy and eLhlcal behavlor provlde Lhe
framework for all of MarrloLLs hoLel managemenL and franchlse operaLlons
MarrloLLs commlLmenL Lo socleLy blends corporaLe flnanclal conLrlbuLlons wlLh lnklnd glvlng and Lhe
volunLeer servlce of our assoclaLes around Lhe world We parLlclpaLe ln efforLs Lo provlde shelLer food
and chlldrens healLh whlle creaLlng career opporLunlLles for our assoclaLes ln Lhe workplace and
supporLlng educaLlon ln Lhe hosplLallLy lndusLry
CommlLmenL Lo Puman 8lghLs
AL MarrloLL we supporL and respecL Lhe proLecLlon of human rlghLs wlLhln Lhe company's sphere of
lnfluence and sLrlve Lo conducL our buslness operaLlons accordlngly 1hls lncludes sLandlng agalnsL such
Lragedles as human Lrafflcklng and Lhe explolLaLlon of chlldren MarrloLL does noL recrulL chlld labor and
sLrongly supporLs Lhe ellmlnaLlon of such pracLlces MarrloLL also supporLs laws enacLed Lo prevenL and
punlsh Lhe crlme of sexual explolLaLlon of chlldren and works Lo ralse awareness concernlng such
crlmes
ln 2006 Lhe company publlshed a Puman 8lghLs ollcy SLaLemenL ul and communlcaLed lL Lo
assoclaLes 1he pollcy allgns wlLh governmenL buslness and publlc concern abouL Lackllng Lhese lssues
We are currenLly ln Lhe process of developlng a Lralnlng module on human rlghLs lncludlng Lhe
proLecLlon of chlldren for all assoclaLes worldwlde
LLhlcal and Legal SLandards
CorporaLe eLhlcs ls a key parL of day Lo day buslness aL MarrloLL hoLels Cur 8uslness ConducL Culde
ul advlses our managers and assoclaLes on laws relaLlng Lo anLlLrusL unfalr compeLlLlon pollLlcal
conLrlbuLlons abuse of purchaslng power commerclal and pollLlcal brlbery and more
Cur buslness eLhlcs Lralnlng program relnforces Lhe lmporLance of corporaLe values and eLhlcal
responslblllLy Lo Lhe conLlnued success of Lhe Lravel and Lourlsm lndusLry MarrloLL's lnLernal AudlL
ueparLmenL conducLs an annual Legal and LLhlcal ConducL survey of a broad cross secLlon of assoclaLes
lncludlng all offlcers and senlor managers Lo deLermlne compllance wlLh Lhe company's LLhlcal ConducL
pollcy
Worklng wlLh Suppllers
Cur suppllers play a vlLal role ln upholdlng MarrloLL's repuLaLlon for excellence wlLh guesLs assoclaLes
buslness parLners and oLher lmporLanL sLakeholders We have hlgh yeL achlevable sLandards for
sourclng Lhe besL quallLy goods and servlces !usL as lmporLanL MarrloLL expecLs lLs suppllers Lo uphold
hlgh eLhlcal sLandards and follow all appllcable laws Adherlng Lo Lhese prlnclples and dolng buslness
wlLh Lhose who do Lhe same wlll help us malnLaln a compeLlLlve advanLage and Lhe prlde and
confldence of our assoclaLes cusLomers and cllenLs
Pelplng Cur Workforce Crow
CnLhe[ob Lralnlng and opporLunlLles for personal growLh and developmenL conLlnue LhroughouL our
assoclaLes' careers Cur assoclaLes average 78 hours of Lralnlng and 34 hours of professlonal
developmenL each year ln addlLlon Lo Lhe growLh opporLunlLles Lhese programs provlde speclallzed
Lralnlng paLhs Lo ensure our managers are prepared Lo manage our mulLlgeneraLlonal workforce
MarrloLL's envlronmenLal vlslon ls Lo demonsLraLe LhaL corporaLe responslblllLy ln hosplLallLy
managemenL can be a poslLlve force for Lhe envlronmenL whlle creaLlng economlc opporLunlLles around
Lhe world
Our SociaI ResponsibiIity and Community Engagement Initiatives (SERVE)
%o have the most significant impact, our social responsibility commitment blends corporate financial
contributions with in-kind giving and the volunteer service of our more than 150,000 employees around the
world. In addition, many of our owners, franchisees, suppliers and guests are actively engaged in their
communities, often working alongside us. As a committed corporate citizen, Marriott is strengthening our
communities throughout the world-today, and for tomorrow.
Working with charitable organizations, we serve our communities through a collection of signature issues we
call SERVE:
O Shelter and food
O Environment
O Readiness for hotel careers
O Vitality of children
O Embracing diversity and people with disabilities

Our Commitment to the Environment
Marriotts more than 25-year commitment to preserving the environment starts with our seniormost leaders.
An executive-level Green Council sets the companys global, environmental strategy. And with help from the
non-profit Conservation International, Marriotts five-point strategy strives to reduce and offset Marriotts
global footprint. %his strategy includes:
O !rotecting the Rainforest: Increase carbon offsets
O Water, Waste and Energy: Reduce consumption
O Supply Chain: Engage our top 40 vendors/suppliers
O Green Buildings: Increase LEED-certified hotels
O Employee & Guest Engagement: !rovide information, education, commitment
O
O Our Global Diversity & Inclusion Philosophy
At Marriott, diversity is more than a goal-its our business. From our global workforce to our
customers, vendors, franchisees and owners, our diverse differences give our company its strength
and competitive edge. In the process, weve set the standard for the entire hospitality industry.
O ur global workforce mirrors the communities where we live and work every day. ur employees
hail from dozens of nations, speak more than 50 languages and work together as a team under the
Marriott banner around the globe.
O And our diversity goes beyond backgrounds and nationalities-we pride ourselves on embracing the
unique perspectives and talents of our employees. We know that our employees are our greatest
asset, because its through their dedication that we deliver exceptional customer service.

O Our Spirit to Serve
Marriotts Spirit to Serve, the foundation of our company culture, is simply the way we do
business-everyday, everywhere-with our employees, our customers, and in the communities
where we live and work.
O Our Employees
ur Spirit to Serve is the unshakable conviction that our people are our most important asset. ur
performance-reward system recognizes the important contributions of both our management and
non-management employees. ur training and development programs support our employees
goals of learning new skills, growing their careers, and having rewarding experiences in whatever
area of our business they choose.
O Our Customers
ur Spirit to Serve is about our attention to detail and our pride in focusing on our guests. We know
that our guests can count on our unique blend of quality, consistency, personalized service and
recognition almost anywhere in the world with which ever Marriott brand they choose.
O Our Communities
ur Spirit to Serve is demonstrated every day through employee and company support of local,
national and global initiatives and programs. Its what we call doing business the Marriott way. It's
an unmatched, deep commitment to giving back everywhere we can.
O
O Marriott International adheres to high ethical and uncompromising legal standards. ur Code of
Business Ethics provides managers and associates with detailed guidance on the right way to
conduct business. ur business ethics training program, "How We Do Business Is As Important As
%he Business We Do, is a required part of orientation for associates, and includes Marriotts
commitment to human rights.
O Commitment to Human Rights
At Marriott, we support and respect the protection of human rights within the companys sphere of
influence and strive to conduct our business operations accordingly. %his includes standing against
such tragedies as human trafficking and the exploitation of children. Marriott does not recruit child
labor and strongly supports the elimination of such practices. Marriott also supports laws enacted to
prevent and punish the crime of sexual exploitation of children and works to raise awareness
concerning such crimes.
O In 2006, the company published a Human Rights !olicy Statement [!DF] and communicated it to
associates. %he policy aligns with government, business, and public concern about tackling these
issues. We are currently in the process of developing a training module on human rights, including
the protection of children, for all associates worldwide.
O
Ethical and Legal Standards
Corporate ethics is a key part of day to day business at Marriott hotels. ur Business Conduct Guide
[!DF] advises our managers and associates on laws relating to antitrust, unfair competition,
political contributions, abuse of purchasing power, commercial and political bribery, and more.
O ur business ethics training program reinforces the importance of corporate values and ethical
responsibility to the continued success of the travel and tourism industry. Marriotts Internal Audit
Department conducts an annual Legal and Ethical Conduct survey of a broad cross section of
associates, including all officers and senior managers, to determine compliance with the companys
Ethical Conduct policy.
O
orking with Suppliers
ur suppliers play a vital role in upholding Marriotts reputation for excellence with guests,
associates, business partners, and other important stakeholders. We have high, yet achievable,
standards for sourcing the best quality goods and services. Just as important, Marriott expects its
suppliers to uphold high ethical standards and follow all applicable laws. Adhering to these principles
and doing business with those who do the same will help us maintain a competitive advantage and
the pride and confidence of our associates, customers and clients.
O
Helping Our orkforce Grow
n-the-job training and opportunities for personal growth and development continue throughout our
associates careers. ur associates average 78 hours of training and 34 hours of professional
development each year. In addition to the growth opportunities these programs provide, specialized
training paths to ensure our managers are prepared to manage our multi-generational workforce.