Updated Mar 21, 2026 by Sunstone Hotel Investors
Report
Published by Sunstone Hotel Investors
2024 Corporate Responsibility Report Introtuction Company Overview ant Highlights A LETTER FROM OUR CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 ABOUT THIS REPORT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 COMPANY OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
TIBLE OF CONTENTS<sup>1</sup> Introtuction Company Overview ant Highlights A LETTER FROM OUR CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 ABOUT THIS REPORT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 COMPANY OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 OUR CORPORATE RESPONSIBILITY STRATEGY AND COMMITMENT . . . 7 CORPORATE RESPONSIBILITY HIGHLIGHTS . . . . . . . . . . . . . . . . . . . . . . . 9 Corporate Governance Environmental Sustainarility Social Responsirility OUR BOARD OF DIRECTORS . . . . . . . . . . . . . 11 OUR ENVIRONMENTAL COMMITMENT . . . . 18 OUR SOCIAL COMMITMENT . . . . . . . . . . . . . 28 ESG COMMITTEE . . . . . . . . . . . . . . . . . . . . . 12 ENVIRONMENTAL MANAGEMENT 19 ENVIRONMENT OF BELONGING . . . . . . . . . 30 RISK MANAGEMENT STRATEGY . . . . . . . . . . 13 STRATEGY . . . . . . . . . . . . . . . . . . . . . . . . . . . HEALTH, SAFETY, AND WELL-BEING . . . . . . . 32 STAKEHOLDER ENGAGEMENT . . . . . . . . . . . 15 ENVIRONMENTAL FOOTPRINT . . . . . . . . . . . 20 COMMUNITY ENGAGEMENT AND 34 KEY POLICIES . . . . . . . . . . . . . . . . . . . . . . . . 16 CLIMATE STRATEGY AND ASSET RESILIENCY 24 CHARITABLE GIVING . . . . . . . . . . . . . . . . . . . SUSTAINABLE CONSTRUCTION AND 25 SOURCING . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . 20 COMMUNITY ENGAGEMENT AND 34 KEY POLICIES . . . . . . . . . . . . . . . . . . . . . . . . 16 CLIMATE STRATEGY AND ASSET RESILIENCY 24 CHARITABLE GIVING . . . . . . . . . . . . . . . . . . . SUSTAINABLE CONSTRUCTION AND 25 SOURCING . . . . . . . . . . . . . . . . . . . . . . . . . . Reverence Materials APPENDIX A: SASB DISCLOSURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 APPENDIX B: TASK FORCE ON CLIMATE-RELATED FINANCIAL 41 SUNSTONE DISCLOSURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . APPENDIX C: GRI CONTENT INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 APPENDIX D: ESG PERFORMANCE DATA TABLES . . . . . . . . . . . . . . . . . . 63 HOTEL INVESTORS 1Cover: Marriott Long Beach Downtown, Irove Levt: Wailea Beach Resort, Irove Center: Hyatt Regency San Intonio Riverwalk, Irove Right: Montage Healtsrurg
I LETTER FROM OeR CEO Sunstone Hotel Investors, Inc. (“Company” or “Sunstone”) is pleaset to present our 2024 Corporate Responsirility Report, which provites tetails on our Company’s environmental sustainarility, social responsirility ant corporate governance ("ESG") progress turing 2023, as well as certain initiatives commencet in 2024. We invest in well-locatet hotel ant resort real estate where we can create value through capital investment, repositioning, ant tisciplinet asset management. Our arility to successvully execute on this strategy requires us to re goot stewarts ov our assets ry maintaining environmentally sustainarle ant resilient ruiltings, caring vor our employees ant hotel associates, ant the communities in which we operate ry athering to socially responsirle practices, ant respecting our stakeholters ry maintaining an appropriate governance vramework. By thoughtvully telivering on these ESG initiatives, we aim to enhance long-term stakeholter value. Is our portvolio evolves ant we vurther progress our Corporate Responsirility program, we neet to ensure that our goals ant renchmarking initiatives atvance as well. Is part ov that, I am pleaset to announce our 2035 environmental targets incluting those relatet to retuctions in energy, GHG emissions, ant water use. These newly estarlishet 2035 targets will replace our existing environmental that we have mate on our ESG strategy, goals ant serve as a roatmap as we trive our pervormance, initiatives, ant new 2035 sustainarility initiatives vurther across our retuction targets. It,s an exciting time at organization.
e newly estarlishet 2035 targets will replace our existing environmental that we have mate on our ESG strategy, goals ant serve as a roatmap as we trive our pervormance, initiatives, ant new 2035 sustainarility initiatives vurther across our retuction targets. It,s an exciting time at organization. Sunstone; the operating environment is We continue to pursue capital investments that improving ant we look vorwart to realizing target immetiate ant long-term retuctions in more ov the renevits vrom our recent our environmental vootprint ant increase asset investment projects that you will see resiliency. We mate solit progress on several tocumentet in this report. We remain initiatives, incluting: steatvast in our commitment to our employees, our guests, the associates at our • epgrating ruilting automation systems, hotels, our communities, ant the environment. • Overhauling high energy usage equipment I woult like to acknowletge the evvorts ov the such as cooling towers, roilers, ant air Sunstone employees, hotel team associates, • hantling units, ant ant our rusiness partners who have supportet Installing or upgrating electric vehicle our Corporate Responsirility initiatives ant charging stations. mate our accomplishments possirle. We are also prout to announce that in 2023, Thank you vor your interest ant vor joining us vour hotels (representing 39.6% ov our portvolio on our sustainarility journey. square vootage) achievet ENERGY STIR<sup>(R)</sup> certivication. Bryan I. Giglia Chiev Executive Ovvicer It our corporate ovvice, Sunstone is teticatet to maintaining a healthy ant supportive workplace.
vor joining us vour hotels (representing 39.6% ov our portvolio on our sustainarility journey. square vootage) achievet ENERGY STIR<sup>(R)</sup> certivication. Bryan I. Giglia Chiev Executive Ovvicer It our corporate ovvice, Sunstone is teticatet to maintaining a healthy ant supportive workplace. Our employee engagement programming inclutes regular activities ant training with participation vrom 100% ov our employees on various Company initiatives. These evvorts continue to positively impact the tevelopment ov our Company culture ant enhance our recruiting strategy, our onroarting program, ant our employee interactions. Our 2024 Corporate Responsirility Report provites an uptate on the exciting progress
IBOeT THIS REPORT Sunstone’s 2024 Corporate Responsirility Report is representative ov year-ent 2023 environmental ant social tata, unless otherwise notet. The rountary ov our environmental pervormance tata set vorth in this report represents the 14 hotels the Company ownet vor the entire calentar year enting Decemrer 31, 2023. This report toes not inclute the environmental pervormance tata vor Hyatt Regency San Intonio, which was acquiret in Ipril 2024, rut will inclute the resort,s sustainarility ant social initiatives. This report toes not inclute Boston Park Plaza, which was solt Hilton in 2023. The tata ant invormation in this report is not certiviet ant toes not constitute any guarantees or promises regarting our Company’s activities, pervormance, or vuture results. This report may contain “vorwart-looking statements” that are surject to risks ant uncertainties that coult cause actual results to tivver materially vrom the statements mate. These statements are itentiviarle ry the vact that they to not relate strictly to historical or current vacts. These vorwart-looking statements inclute invormation arout possirle or assumet vuture results ov our overall rusiness, vinancial contition, liquitity, results ov operations, plans, ant orjectives, incluting, rut not limitet to, statements regarting the anticipatet pervormance ov our hotels, renovation ant acquisition plans, ant other rusiness or operational matters. This report is current as ov Sanuary 31, 2025. We welcome veetrack on any aspect ov this report. Please tirect your questions or comments to ESGHsunstonehotels.com.
TinyBuild Inc., a Delaware-incorporated video game publisher, enacted significant structural changes to its corporate governance through a Certificate of Amendment filed on June 12, 2025. This legal filing formalizes a shift in the company’s internal leadership framework, specifically transitioning the Board of Directors toward a declassified structure. Under these new provisions, all directors will serve one-year terms expiring at the subsequent annual meeting of stockholders, effectively ending any previous multi-year staggered terms by the 2026 annual meeting. The amendments further centralize control over board composition within the board itself. The number of directors is now fixed exclusively by board resolution, and any vacancies or newly created positions must be filled by a majority of the remaining directors rather than by stockholders. While stockholders retain the power to remove directors with or without cause via a majority vote, the board maintains the sole authority to appoint replacements. Additionally, the company expanded its liability protections, stipulating that directors and officers are not personally liable for monetary damages resulting from breaches of fiduciary duty to the fullest extent permitted by the Delaware General Corporation Law. Geographically and legally, the scope of these changes establishes Delaware as the primary jurisdiction for corporate disputes. The amendment mandates that federal district courts serve as the exclusive forum for Securities Act of 1933 claims, while the Delaware Court of Chancery or the federal district court for the District of Delaware are designated as the sole venues for derivative claims under the Securities and Exchange Act of 1934. These updates, signed by CFO Gjasone Salati, align the company’s governing documents with modern Delaware corporate standards regarding executive indemnification and jurisdictional exclusivity.
The 2026 US venture capital outlook projects a cautiously optimistic landscape, driven largely by an explosive surge in early‑stage activity and the continued dominance of artificial intelligence (AI) startups. AI firms now command 65 % of venture capital, fueling near‑record first‑financing counts and setting a high bar for late‑stage valuations. While liquidity remains the primary constraint—exit values are projected below $300 billion and limited LP enthusiasm persists—the emergence of improved secondary markets and a potential rebound in initial public offerings are expected to alleviate pressure. Multistage firms that focus on seed rounds are poised to sustain growth across both early and later stages, yet emerging managers may face fundraising challenges that could curtail diversification. A widening gap between AI‑focused, high‑growth startups and their slower‑moving peers is evident. In Q3 2025 the United States hosted 830 active unicorns with a record $3.9 trillion post‑money valuation, yet many of these firms are liquidity‑constrained and struggle to secure follow‑on funding. AI companies dominate late‑stage deals, with median Series C and D+ valuations reaching $838 million; AI rounds exceed non‑AI deals by roughly 26 % at Series D+, underscoring investor confidence in the AI boom while highlighting potential risks if public AI valuations contract. Fundraising is projected to rebound to $100‑$130 billion in 2026, largely driven by recycled distributions that are expected to account for roughly 70 % of new commitments. Strong exit activity through 2025 and renewed interest in AI‑focused funds—such as a $10 billion Andreessen Horowitz vehicle—underpin this outlook. However, risks remain: a potential liquidity reversal or recession‑induced sentiment decline could keep commitments below $100 billion, tempering the projected recovery.
This research, conducted by Newzoo in collaboration with Intel, examines the state of diversity and inclusion within the United States gaming market. The study challenges the misconception that the gaming population is primarily composed of young, white males, noting that there are approximately 2.7 billion gamers globally. By analyzing a representative sample of 1,824 gamers aged 10–65 via Computer Assisted Web Interviewing in early 2020, the findings identify significant gaps in representation, accessibility, and affordability that impact marginalized communities. The data reveals that gamers of color, particularly Black and Hispanic/Latinx players, tend to be younger and more engaged than their white counterparts. For instance, roughly 75% of Black PC players are under the age of 35, compared to 50% of white players. Furthermore, Black and Asian PC gaming populations skew more female than other groups. Despite this high engagement, 47% of all U.S. gamers report avoiding titles they feel are not made for them, and over half emphasize the importance of diverse character representation—a sentiment strongest among LGBTQIA+ players and those with disabilities. Economic factors play a critical role in gaming habits and hardware preferences. Due to historical economic disparities and younger average ages, Black and Hispanic/Latinx gamers are more likely to use laptops rather than expensive high-end desktops and show a higher affinity for game library subscriptions like Xbox Game Pass. These services provide a lower barrier to entry for high-quality content. Additionally, the study finds that players of color are more likely to be "Ultimate Gamers" or "Subscribers" compared to white gamers, who have a higher share of "Lapsed Gamers." The analysis concludes that the industry must move beyond "sitting on the fence" regarding societal issues. Nearly half of U.S. gamers are more likely to support publishers that take active stances on social justice. By prioritizing affordability, accessibility, and authentic representation, hardware and software providers can better serve an evolving, diverse audience and unlock significant untapped revenue and engagement opportunities.
Skillz Inc. reported its unaudited financial results for the third quarter ended September 30, 2024, highlighting a period of strategic transition focused on operational efficiency and disciplined expense management. The company generated $24.6 million in revenue, a decrease from $36.4 million in the prior-year period. Despite the revenue decline, the company narrowed its net loss to $21.1 million compared to $33.5 million in the third quarter of 2023. Adjusted EBITDA loss also improved year-over-year, moving from $18.5 million to $13.9 million. Key performance indicators for the mobile gaming platform showed a paying monthly active user (PMAU) count of 121,000, which remained stable on a sequential quarterly basis. The average revenue per paying monthly active user (ARPPU) stood at $67.60. Management emphasized a shift toward high-efficiency user acquisition, achieving a systemwide payback period of approximately six months. Total operating expenses, excluding cost of revenue, were reduced to $42.2 million, reflecting significant cuts in research and development, sales and marketing, and general and administrative costs. The geographic scope of the report covers global operations from the company’s Las Vegas headquarters, focusing on the three- and nine-month periods ending September 30, 2024. Financial stability remains a core pillar of the company's thesis, with a balance sheet carrying over $300 million in cash and restricted cash. This liquidity is intended to fund turnaround initiatives, including new product features and a planned increase in user acquisition spend. Leadership expressed optimism regarding the company's trajectory, projecting a return to positive Adjusted EBITDA on a run-rate basis in 2025. The results were disclosed via a Form 8-K filing with the SEC, incorporating standard GAAP to non-GAAP reconciliations.