2021 SERVE 360 REPORT ESG PROGRESS AT MARRIOTT INTERNATIONAL → 40 Across the globe, Marriott is taking steps to ensure DE&I is integrated in all regions. In 2020, Marriott Canada signed on to participate in the Federal Government of Canada’s 50-30 Challenge to promote diversity and inclusion. The goal of the Challenge is to commit to 50% gender parity and 30% minorities at the highest levels of companies in Canada, and also ties into the diversity we are aiming to achieve within our operations in Canada, and, more broadly, as a global company. Pay Equity Marriott is committed to providing our managed associates with compensation that is equitable and competitive. We regularly conduct pay equity reviews in the U.S. and make pay adjustments where appropriate. To ensure that our recruitment process reflects fair and equitable pay practices, we use a competitive local market wage scale and establish a starting rate of pay with fixed or defined pay increases based on tenure for the vast majority of our U.S.-based, hourly-paid hotel positions. Our compensation policies and practices are designed to avoid pay inequities throughout an associate’s career. Associates can raise issues regarding pay equity through their manager, Human Resources, or the Business Integrity Line. Globally, during the application process, Marriott only requests the applicant's desired rate of pay and directs HR professionals not to collect or utilize compensation history when establishing starting pay for new hires. Right: Associates preparing meals at the Phuket Marriott Resort and Spa, Nai Yang Beach (Phuket, Thailand) for those affected by COVID-19. 2025 Empower Through Opportunity Goal As part of our 2025 Sustainability and Social Impact Goals, Marriott aims to invest $35 million in programs and partnerships that develop hospitality skills and opportunity among youth, diverse populations, women, people with disabilities, veterans, and refugees. As of year-end 2020, Marriott has invested over $8 million in supporting programs and partnerships.

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