WORKFORCE DEVELOPMENT Sands is committed to building a strong local workforce and creating meaningful career opportunities by advancing job skills, increasing earning power and supporting TeamMembers in achieving their professional and personal goals. Similarly, we work with our suppliers, especially SMEs, and the local labor pool to build their capabilities through specialized programs we host on our properties and with community partners. In Macao, Sands China offers 20 talentdevelopment programs along with educational sponsorships, vocational competitions and mentorships. In Singapore, we provide Team Members with access to 100-plus Workforce Singapore training modules and more than 50 in-house training programs. Marina Bay Sands also offers a leave policy for learning opportunities and a cross-functional empowerment initiative that enables Team Members to diversify their skill sets and provides lateral career opportunities within the resort. In 2022, Sands invested $56 million in workforce development initiatives, and we expect our contributions to continue tracking toward our goal, particularly as programs further ramp in a post-pandemic environment. Accomplishments To drive our workforce development goal forward in 2022, we executed on a robust body of work supporting Team Members, business partners, aspiring hospitality workers and the local employee-base in our regions. Team Member Advancement: This past year, more than 1,568 Team Members participated in Sands China’s myWay program, one of the company’s key initiatives for propelling job and career progression. Launched in 2016, the program has become a systematic, crossdepartmental effort to provide Team Members with assistance in attaining secondary skill sets and exploring career tracks they want to pursue, ultimately allowing them to transfer to other areas that are a match for their capabilities and interests. One key benefit of myWay is building job competencies and skills in areas that have fewer local opportunities for external training and job preparation, which has been particularly powerful for providing entry-level gaming staff with pathways to higher-skilled corporate positions in finance, marketing and procurement. Sands China also welcomed a new cohort into its integrated talent-development program, which nurtures future leaders through management training. AT A GL ANCE P I L L AR People APPROACH Workforce Development Team Member Advancement Facilitate progression through job skills training, professional development and wellness activities Supplier Engagement Provide resources and tools to help our partners increase business opportunities Hospitality Education and Job Skills Support education and upskilling of the local workforce in our industry and regions 2025 TARGETS $200M Investment in workforce development 202 2 PROGRESS $113M Invested since 2021 On track Because the hospitality industry’s greatest asset lies in its people, we are committed to developing talent, which is especially important as the sector undergoes rapid transformation over the coming years. In support of our $200 million target for investment in workforce development by 2025, we have established a number of core programs such as the Sands Academy training and development program, the Sands China F.I.T. program and other regional initiatives. In addition, we launched several new endeavors with community partners in 2022. BU I LD I NG THE WORKFORCE OF THE FUTURE Marina Bay Sands piloted a newmentorship program to advance learning opportunities for hospitality business students. For six months, 15 mentors engaged with their respective mentees in monthly one-on-one sessions to share aspects of their paths and skillsets on topics such as project management and career development, exposing students to learning beyond their standard curriculum. The pilot came to an end in December 2022 and review of the program for future enhancements is underway. 89% Team Member retention rate 69 Hours of training provided per full-time equivalent 69 Further information and data on workforce development, including labor and wage information, can be found in the Appendix on page 69. APPENDIX GOVERNANCE SOCIAL ENVIRONMENT OUR PERFORMANCE INTRODUCTION OUR STRATEGY 23 CLOSING
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