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And because each community we operate in functions with its own unique framework, we design customized community-development projects to solve specific local social challenges.
To ensure these projects work better for more people and drive long-term inclusive growth, we partner with a spectrum of local civic leaders to identify financial, supply chain, and operational gaps for Wynn Resorts to fill where it matters the most.
We continue to rely on these essential relationships with community leaders to help guide our extensive nonprofit work as we lift up the underserved, as well as mobilize immediate relief efforts during times of crisis or natural disaster.
Our Company’s legacy as agents of change is only made possible, however, with the collective spirit of service in the hearts of our dedicated employees.
Collectively they inspire our corporate culture of giving, bettering our home communities for generations to come, and turning feelings of helplessness into a more hopeful future for countless people in need.
One of our Company’s guiding principles has always been to “care about everyone and everything,” a promise we are proud to fulfill every day in ways that extend far beyond the walls of our resorts.
This section shares our stories of how we acted as agents of change within our host communities in the U.S. throughout 2021.
For more information on the impacts and initiatives to add value in the communities surrounding our properties in Macau, please visit the Wynn Macau Limited Sustainability Report here.
O V E R N A N C E R E P O R T Wynn Resorts developed new training programs and security procedures to combat Human Trafficking and supported local organizations that address this issue.
Wynn partnered with iEmpathize—an organization whose goal is to eradicate exploitation— to develop awareness training and virtual curriculum for Wynn employees on Human Trafficking prevention.
Procedures learned from the iEmpathize curriculum were put into action in early Vegas participated with other Strip properties to search for missing minors during Super Bowl Weekend.
To support the efforts of iEmpathize, Wynn Las Vegas made a $donation to the organization in 2021.
Wynn Las Vegas is also the f irst resort on the Strip to pilot the Resources and Integration for Survivor Empowerment (R.I.S.E.) program in partnership with Las Vegas Metropolitan Police Department and Signs of Hope.
In also continued to train all new employees on Human Trafficking awareness.
Before the resort opened in Harbor partnered with My Life My Choice, a Boston-based non-profit, to educate every Encore Boston Harbor employee on the topic.
In to provide refresher training to Encore Boston Harbor employees.
In awareness e-learning training was mandated for all guest-facing roles, property-wide leadership, and executives at Encore Boston Harbor.
In Las Vegas Security Department leadership received training on the Human Trafficking Prevention policy and new security response procedures.
Beyond the Security Department, Human Trafficking awareness training was mandated for all guest-facing roles, property-wide leadership, and executives at Wynn Las Vegas.
Departmentspecif ic procedures and red-flag indicators were developed for guest-facing areas.
Making Nevada and Massachusetts better places to live.
Celebrating and supporting cultural, civic, and heritage expression in our communities.
Innovation in education, workforce preparedness, and providing opportunities for at-risk youth.
EDUCATION Making Nevada and Massachusetts better places to live.
N N L A S V E G A S Wynn Resorts extended the international Giving Tuesday initiative with its third-annual Giving Week at Wynn Las Vegas.
Wynn hosted events in support of community partners, including USO Nevada, Project 150, and the Wynn Employee Foundation.
Wynn Las Vegas also partnered with Catholic Charities of Southern Nevada on three Giving Week events, resulting in the most successful Giving Tuesday ever for the charitable organization.
Giving Tuesday is an annual global movement to promote charitable giving and volunteerism around the world.
Wynn Las Vegas participates in Giving Tuesday with a dynamic roster of activities.
These events engage employees with the community through philanthropy and provide resources to combat hunger, malnutrition, poverty, and homelessness, among other social causes.
In engaged with non-profits throughout the year, examined needs within the community, and sought to fill in financial and resource gaps for those organizations most in need.
The Toy Drive in partnership with the City of Everett to benefit its residents.
A Horticulture Masterclass to benefit My Life, My Choice.
Bread of Life Assistance Day supported Bread of Life.
I O N Wynn continued to maintain its longstanding partnership with Dean Peterson Elementary School, located in Las Vegas’ Cambridge Corridor, considered to be one of the lowest socioeconomic areas in the city.
Classrooms were adopted by departments, who work directly with the teachers and students.
Employee volunteers provided tutoring services, translation services, literacy programming, and more.
Volunteerism continued even during school closures and in to return to in-person volunteering.
To elevate the partnership, a new program was introduced: “Ladies and Gentlemen, Rise,” which offers after-school manners and etiquette programming to students in third through fifth grade.
Wynn developed the concept using a curriculum designed by a well-known etiquette coach.
The program is partnered with After School All Stars and has received support from school administrators and the superintendent.
Employee Volunteerism Wynn Resorts employees volunteer thousands of hours, and raise hundreds of thousands of dollars, directly benefiting the communities in which the Company does business.
During the COVID-Wynn employees volunteered more than 61,000 hours globally.
After the decline of in-person volunteer opportunities during powered by Wynn employees.
In March held the Inaugural Non-profit Awards Ceremony to recognize leadership and service throughout the community.
Non-profit award recipients were assessed based on overall operations, services provided and impact, innovation, collaboration, and resilience.
D O L L A R S F O R D O E R S In June launched a community service initiative to match employee volunteer hours with cash grants.
Employees who volunteer of personal time at an approved nonprofit are eligible to request a $250 grant from Wynn.
Each grant directly benefits the organization which the employee has committed their time to and is given in honor of their service to the community.
In the impact Wynn Resorts employees could have through the Dollars for Doers program quadrupled.
The maximum grant increased to $per employee per year for up to 100 hours of personal volunteer time.
In grant by providing more than 1,186 hours of volunteerism.
Transparency and accuracy are essential to quantifying the impact of Wynn’s initiatives.
Our Community Relations team verif ies all companysponsored volunteer hours with secondary documents from the event staff.
Wynn employees are responsible for logging their personal volunteer hours virtually.
To account for human error in collecting personal hours, our Community team validates each time entry, the activity and organization, and removes mistaken duplications or unauthorized activities.
In than $2.9 million to non-profit organizations in North America.
When the COVID-emerged in 2020, there was little centralized evidence to guide policy making for non-pharmaceutical public health organizations.
To strengthen research on institutional response to COVID-Wynn Resorts endowed $1 million to Georgetown University Medical Center’s Center for Global Health Science and Security.
With this money, Georgetown developed COVID Analysis and Mapping of Policies, an integrated data architecture that captures and organizes COVID-policies and their legal authority in the U.S. and around the globe.
As of February briefs have been released by the university.
The endowment also supported a doctoral candidate in the Global Infectious Diseases Program in the Graduate School of Arts and Sciences, whose dissertation focused on urban pandemic preparedness.
In July volume on pandemic preparedness co-edited by the doctoral candidate was published.
In December the doctoral candidate passed their Qualifying Exam.
The doctoral candidate’s dissertation research will be completed over the coming years and focuses on the political economy of urban health security, specif ically on the legal frameworks underlying health security in cities, local health security funding in the largest cities in the U.S., and the COVID-the world.
A N D G R A N T S The Wynn Employee Foundation (WEF) is a charitable giving foundation funded and managed by employees.
Wynn Resorts matches Wynn Employee Foundation donations dollar for dollar.
Wynn Resorts increased annual matching dollars from $per employee—making it the highest corporate match in our industry.
In $627,965—$50,000 more than the highest historical fundraising year.
Employees dedicated their giving to more than as well as the Company Community Grant Fund.
The Community Grant Fund is for employees who are passionate about giving overall but are not dedicated to a specific cause.
The WEF board decides on the recipients of those funds under the recommendations of an employee advisory council.
More than $local communities because of the generosity of employees and the company’s match program.
Community Programs Wynn Resorts’ approach to philanthropy is best highlighted in its programs tailored for non-profits, which offer bespoke, interactive opportunities to create community partnerships.
Taking the skills of Wynn employees and matching them with the needs of organizations amplif ies the Company’s philosophy of developing leaders and strengthening the communities in which we do business.
Providing a forum for collaborations, Wynn also serves as a conduit and catalyst, identifying gap opportunities and helping non-profits work together more eff iciently.
I T M I X E R In its 4th annual Non-profit Mixer, bringing together leaders from various organizations in Las Vegas and Boston, to share ideas and collaborate.
The keynote speeches and presentations sparked dialogue and built new connections for the many non-profits that attended.
A R S The Stronger Together Webinars is an online series developed to address topics of most interest to Wynn’s non-profit partners.
The purpose of the program is to enhance resources for non-profit partners, provide a platform for thought-provoking dialogue, and stay connected.
In collaboration with Wynn employees and community stakeholders, the webinars address relevant topics led by subject matter experts.
R A M The Non-profit Leadership Fellows Program is tailored for a small group of non-profit leaders to collaborate with the Wynn Las Vegas leadership team during a virtual roundtable setting to discuss topics relevant to the executive roles and transferable knowledge for business operations.
The fellowship program gives nonprofits under the pillars of Education, Vibrant Communities and Cultural Enrichment the opportunity to leverage the expertise of Wynn’s thought leaders, build professional development skills, and improve strategic priorities.
All participants receive advice to assist in enhancing their respective non-profits, which include The LGBTQ Community Center of Southern Nevada (The Center), Nevada School of Arts and The Neon Museum, among others.
For the inaugural cohort, four nonprofits per corporate giving pillar were selected to participate.
In subsequent years, an application process would be considered.
To protect the future of travel, we must take an active role in protecting our planet.
As an internationally recognized brand, Wynn Resorts understands its responsibility to address the complex environmental issues facing our entire industry.
Through the guiding principles of our global sustainability program, known as Goldleaf, we continuously accelerate our progress toward our goal of leaving the planet in better condition than we found it.
Our ultimate corporate goal is aggressive: to operate zero carbon, zero waste resorts.
Every year we move closer to realizing this objective by building on past successes, anticipating future needs, and pioneering best-in-class new programs that are engineered to exceed governmentregulated standards.
With a circular approach that encompasses our entire supply chain, we constantly examine ways to reduce each of our resorts’ environmental impact in our Company’s focus areas of renewable energy, water conservation, waste diversion, recycling, single-use plastic abatement, emissions reduction, and natural habitat prote...
To promote the adoption of sustainability measures by like-minded organizations, we consistently disseminate our environmental solutions through transparent annual reporting and relevant informationsharing activities across a number of sectors.
In the years to come, we will continue to think critically about how we can protect our planet.
The answers to this question shape decision-making across every aspect of our business, which in turn creates real, immediate, and meaningful impact for our employees, business partners, and shareholders—but most importantly for our guests, who place their trust in us to deliver a sustainable luxury experience without ...
In the section ahead, we detail our interaction with key environmental topics and outline our progress toward our sustainability goals in North America.
Wynn Las Vegas diverted the landfill in 2021.
Encore Boston Harbor diverted waste from the landfill in 2021.
To reduce or offset all carbon dioxide (CO produced by our operations no later than 2050.
O V E R N A N C E R E P O R T Wynn Resorts announced three aggressive goals in threat of climate change.