2020 SUSTAINABILITY REPORT - Ryman ...
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2 0 2 0 S U S T A I N A B I L I T Y R E P O R T Ryman Hospitality Properties, Inc. A Real Estate Investment Trust
From Our Chairman and Table of Contents
Chief Executive Officer
Dear Fellow Shareholders, established by Nashville’s Metro Public Health De-
partment. As part of the partnership, our company
1.4 About This Report
I am pleased to submit the Ryman Hospitality Proper- provided access to training materials and other in-
ties, Inc. 2020/2021 Sustainability Report, which out- formation to the businesses enrolled in the program.
lines our four-pronged commitment to sustainability Finally, the ongoing fight against injustice and for
through conservation, preservation, personification, equality has continued to spotlight how important the 2.5 Our Hospitality Portfolio / Who We Are
and innovation. The report provides social and en- values of DEI are to Ryman Hospitality Properties. To
vironmental performance data and information from this end, in 2021, we carried out a deep examination
2019 and 2020. Our Environmental, Social and Gov- of our practices and began instituting new initiatives
ernance (ESG) disclosures extend to our hospitality to be a stronger community partner and agent for
segment only, which equates to roughly 88% of our change. That work included my personal commit- 3.8 Our Commitment to Sustainability
total revenue. For this year, we continue to disclose ment to directly impact diversity and inclusion within
our performance in accordance with the Global Re- the organization and in our communities through a
porting Initiative (GRI) Index and added an additional four-part promise that supports diverse roles in hos-
disclosure aligned with the Sustainability Accounting pitality, entertainment, leadership, and increased ad- 4.14 Conservation: Sustainable and Efficient Resource Use
Standards Board (SASB) Real Estate Infrastructure vocacy efforts.
Segment Standard.
We have also started working with our manager, Mar-
The year 2020 was without question the most diffi- riott, to find new ways to expand the existing pro-
cult and tumultuous year in the hospitality industry. grams at our hotels. Our Gaylord Hotels (a leading 5.19 Preservation: Preserving the Value of our Heritage
Here in Nashville, the year started with a series of tor- luxury brand of Marriott) develop programs and goals
nadoes that created widespread destruction. Soon in line with the SERVE 360 Sustainability & Social Im-
after those events, our nation felt the impact of the pact platform. New in this report, we illustrate the
COVID-19 global pandemic. In May 2020, our country
faced the senseless death of George Floyd, which
alignment between the Company’s four sustainability
commitments and the hotels’ SERVE 360 initiatives to
6.
25 Personification: Our People-Centric Culture
brought renewed attention to racial injustice. This se- Nurture Our World, Sustain Responsible Operations,
ries of events was unlike anything any of us have ex- Empower Through Opportunity and Welcome All and
perienced in our lifetimes, and I am very proud of the Advance Human Rights.
way our company has not only shown strength and 7.32 Innovation: Sustainable Growth
resilience in the face of adversity, but also renewed Moving forward, we are inspired by BlackRock’s CEO
commitments to our ESG progress, with a specific Larry Fink’s call to action for companies to plan for
focus on diversity, equity and inclusion (DEI). We real- the physical risks of climate change and prepare for
During this last year, ize that our commitments to conducting business in a a net-zero economy. As a first step, we conducted a
8. Companywide Social and Hospitality Portfolio
we have made ESG manner that all stakeholders deem to be ethical and portfolio wide assessment of water risk, climate risk, 34
and DEI a priority
in accordance with the highest standards of integrity
is more important than ever.
biodiversity and protected areas, socioeconomic
risk, and relevant local laws and policies for our hos-
Historical Performance (2016-2020)
throughout our pitality portfolio. We will build on this assessment to,
organization and the During this last year, we have made ESG and DEI a
priority throughout our organization and the commu-
in future years, set targets to hold ourselves account-
able and improve performance in the key areas of
communities in which SASB Tables
we operate.
nities in which we operate. The recent Gaylord Palms energy, carbon emissions, water, and waste. 36
expansion was designed for efficiency, including
public spaces that use energy efficient windows to Thank you for your interest in our company and for
maximize natural light, reduce energy consumption, joining us on our ESG/DEI journey.
and operate on water from a reclaimed water irriga-
tion system. In response to COVID-19 and to support
Sincerely,
40 GRI Disclosures
the reopening of the local Nashville business com-
munity, we partnered with Nashville Convention and
Visitors Corp., Vanderbilt Health, and SERVPRO to Colin V. Reed
create a hospitality safety program called Good to CHAIRMAN OF THE BOARD
Go. Good to Go is a program in which participating AND CHIEF EXECUTIVE OFFICER,
businesses commit to following COVID-19 guidelines RYMAN HOSPITALITY PROPERTIES, INC.
2 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 3
About Our Hospitality Portfolio /
This Report Who We Are
As an asset owner, our hospitality portfolio is purpose built to serve the group meetings market. With over one half of our customers identifying as
This Sustainability Report corporate or association groups, our hospitality portfolio has emerged as a category leader in this market. Each of our award-winning Gaylord Ho-
tels-branded properties incorporates not only high-quality lodging but also at least 400,000 square feet of meeting, convention and exhibition space,
highlights the environmental and superb food and beverage options, and retail and spa facilities within a single, self-contained property. As a result, our Gaylord Hotels properties
social performance of Ryman provide a convenient and entertaining environment for guests, with a primary focus on the large group meetings market in the United States.
Hospitality Properties, Inc.
(“we”, “us”, or the ”Company”), during the
periods from 2019 to 2020, unless otherwise
noted. In addition, this report also discloses our
most recent four-pronged promise to directly
impact diversity, equity and inclusion within the
organization and in our communities.
The boundaries of this report are limited to our
hospitality portfolio which, with respect to ESG,
includes Gaylord Opryland Resort & Convention
Center in Nashville, Tennessee (“Gaylord
Opryland”), Gaylord Palms Resort & Convention
Center in Kissimmee, Florida (“Gaylord Palms”),
Gaylord Texan Resort & Convention Center in 2020
Grapevine, Texas (“Gaylord Texan”) Gaylord
National Resort & Convention Center near CUSTOMER MIX
Washington D.C. (“Gaylord National”), and Gaylord
Rockies Resort & Convention Center in Aurora, Corporate Group: 48%
Colorado (“Gaylord Rockies”), Our other owned
hotel assets consist of the Inn at Opryland, a 303- Transient: 32%
room overflow hotel adjacent to Gaylord Opryland,
and the AC Hotel at National Harbor, Washington Association Group: 12%
D.C. (“AC Hotel”), an overflow hotel near Gaylord
National. These hospitality properties are
SMERF* Group: 8%
managed by Marriott International, Inc. (“Marriott”). Pertaining to This report may contain “forward-looking statements” that are
our environmental data, metrics are based on 2019 and 2020 data subject to risks and uncertainties that could cause actual results
from our wholly-owned hotel properties, as well as the Gaylord to differ materially from the statements made. These statements
Portfolio
Springs Golf Links in Nashville, Tennessee (“Gaylord Springs”). are identifiable by the fact that they do not relate strictly to As of December 31, 2020, our hospitality portfolio of assets included a network of five upscale, meetings-focused
(Please note that our environmental performance data has not historical or current facts. These forward-looking statements resorts totaling 9,615 rooms managed by Marriott under the Gaylord Hotels brand. Other owned hotel assets man-
been verified or certified.) include information about possible or assumed future results of our
aged by Marriott include a 303 room overflow hotel adjacent to Gaylord Opryland and a 192 room overflow hotel
Composition
overall business, financial condition, liquidity, results of operations,
We have not yet incorporated our entertainment segment into plans, and objectives, including, but not limited to, statements near Gaylord National. In addition, effective as of December 31, 2018, we became the majority owner of the Gaylord
our ESG data disclosures. Our media and entertainment assets regarding the anticipated performance of our hospitality segment, Rockies joint venture and full owner in early 2021, thereby adding 1,501 rooms to our portfolio.
include the Grand Ole Opry, the Ryman Auditorium, WSM-AM, Ole development and acquisition plans, including those related to
Red, Wildhorse Saloon, and the General Jackson Showboat. any joint ventures, and other business or operational issues.
HOTEL CITY STATE ROOMS MEETING SPACE
This report is current (SQ.FT)
as of July 31, 2021. Gaylord Opryland Nashville TN 2,888 640,000
We assume no obligation to update or revise any of the information Gaylord National National Harbor MD 1,996 500,000
in this document or any of the assumptions or estimates used herein. Gaylord Texan Grapevine TX 1,814 488,000
We welcome feedback on any aspect of this report. Please direct your
questions and/or comments to ESG@rymanhp.com. Gaylord Rockies Aurora CO 1,501 409,000
Gaylord Palms Kissimmee FL 1,416 400,000
Inn at Opryland Nashville TN 303 14,000
AC Hotel National Harbor MD 192 3,700
10,110 2,454,700
4 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 5
Our Hospitality Portfolio / Who We Are Our Hospitality Portfolio / Who We Are
Our goal is to
Our Goal be the nation’s
premier hospitality
Expanding groups booking meetings at multiple properties
Our Portfolio
over several years) and by leveraging the supply
Our goal is to be the nation’s premier hospitality REIT outstanding cus- REIT for and demand imbalance in group-oriented hotels
to further differentiate us from our peers. Recently,
for group-oriented, destination hotel assets in urban tomer service. group-oriented, geographic diversification has emerged as a prior-
and resort markets. Our strategic plan, as it pertains We also intend
destination We believe that holding assets over the long-term ity in our strategic planning with the opening and
to our hospitality segment, takes two approaches: (1) to pursue attrac-
enhancing hotel property design; and (2) expanding tive investment hotel assets is necessary to enhance the quality of our portfo- maturing of the Gaylord Rockies (see the graphic
our hospitality portfolio through selective acquisi- opportunities that in urban and lio and the experiences of our guests. Given that
our strategy involves being a long-term holder of
below on how our portfolio has been enhanced
since our inception). In addition, we have also re-
tions of assets meeting our investment criteria. meet our acquisi- resort markets. high-quality convention hotel properties, our stra- cently expanded the size and quality of our stand-
tion parameters:
tegic focus has been primarily concentrated on as- ing investments outside of Nashville including a
Reaching our goal begins with enhancing guest experienc- group-oriented large hotels and overflow hotels
set enhancement. Our unique strategy allows for rooms and meeting space expansion at Gaylord
es by designing meeting and exhibition space, signature with existing or potential leisure appeal. We also
building long-term relationships and maximizing Texan, a rooms renovation at Gaylord National and
guestrooms, food and beverage offerings, fitness and spa consider assets that are located in desirable
bookings, revenue, and profitability through stra- a rooms and meeting space expansion and new re-
facilities, and other attractions to satisfy all guest needs meeting markets/locations that possess a repo-
tegic asset management (with a specific focus on sort pool complex at the Gaylord Palms.
in one location. This approach not only focuses on the sitioning opportunity and/or would significant-
guest experience but also on meeting planners through ly benefit from capital investment in additional
the convenience of “all under one roof” planning and rooms or meeting space.
HOTEL ACQUISITION TIMELINE
Enhancing
1925 Incorporated as Oklahoma
Publishing Company
Hotel Property 1977 Gaylord Opryland
Design 1987 Inn at Opryland
Gaylord Rockies lobby
with rustic Alpine charm
The Company derives unique 1991 Creation of Gaylord
Entertainment Company (GET)
value through our strong con- October 24, 1991
nection to the communities in 2002 Gaylord Palms
which our assets are located. We February 2002
incorporate elements into the
design and entertainment offer- 2004 Gaylord Texan
March 2004
ings to provide an authentic, lo-
cal experience for guests. Devel-
2008 Gaylord National
oping destination hotels requires April 2008
extensive collaboration with our
hotel operators and the commu- Gaylord National guest rooms inspired by the Capital Region 2012 GET becomes Ryman Hospitality Properties
when Marriott takes over management in October 2012
nities in which we operate. In all of
our resorts, we actively showcase the local Guests can enjoy the picture-perfect views
2015 AC Hotel
communities through the interior design. For of the nearby Rocky Mountains. Finally, at April 2015
example, our Gaylord National hotel recently our Gaylord Palms property in Kissimmee,
had an extensive rooms renovation in which our Everglades-inspired atrium acts as the 2018 Gaylord Texan Expansion
Opened May 2018
all guest rooms feature luxurious and mod- centerpiece of the hotel and transports
ern designs inspired by the Capital Region. guests to the Everglades National Park. We
2019 The Company becomes majority owner of
Gaylord Rockies
Guests can also spend time in their lush atri- also thoroughly engage with Marriott to re- December 2019
um and watch the sunset over the Potomac view operator decisions to optimize roles
River or dine at one of six restaurants, all of and responsibilities of each party’s relative 2021 Gaylord Palms Expansion
2021
which mirror the culinary traditions of Ameri- strengths, which allows us to more closely
ca. At the Gaylord Rockies property, stationed monitor our goal of creating an "all under
2021 The Company becomes sole owner of
Gaylord Rockies
Gaylord Palms at the edge of the Front Range in Aurora, Col- one roof" experience for our customers.
May 2021
Everglades inspired atrium orado, rooms feature a rustic, alpine charm.
6 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 7
Our Commitment Corporate
to Sustainability Governance
Ryman Hospitality Properties’ four
commitments to sustainability could
With deep Nashville roots dating back nearly 100 years through our entertainment segment, we have a his- “ During this last year, not be possible without its strong
tory of focusing on quality, built on longevity and long-term holding. Over time, the principles of sustainability
emerged as closely aligned to our philosophy and core values, which became the natural next step in our
notwithstanding the corporate governance platform. The
company’s journey. We intend to leverage sustainability to help in the planning, innovation, and growth of our complexities of COVID, Company is committed to the highest
standards of ethical behavior and corporate con-
company. In doing so, four commitments align our company to enhance our positive impact on our stakeholders we have made ESG and the highest level of responsibility for addressing
and the environment. To carry out our commitments, governance mechanisms, like our ESG Committee, have duct. All of our directors, officers, and employees ESG risks and developing relevant solutions to fur-
DEI a priority throughout have a responsibility to serve the shareholders in ther connect our company with the community while
been formed. Matched with our continuous monitoring at the property level, we hope to thread sustainability
practices throughout each existing and future property. our organization and the all aspects of their jobs with honesty, fairness, and staying aligned to our strategic goals. In 2020, the
communities in which integrity. A critical component of our corporate gov- committee expanded its focus to include oversight
ernance is oversight of matters related to ESG and of our DEI efforts. Our ESG committee identifies
we operate.” DEI. In 2019, we formed an ESG Committee to hold ESG- and DEI-related issues, risks and opportuni-
COLIN V. REED,
Our Four
ties within our company and carries out our com-
CHAIRMAN AND CHIEF EXECUTIVE OFFICER
mitments by establishing and monitoring objectives
and targets, policies, and programs. In the future,
Commitments our committee will also oversee the monitoring and
measuring of progress towards ESG and DEI goals
once established.
Preservation
Our commitment to preserving
the natural and cultural heritage
ESG Committee
Conservation of each destination we invest in,
which is integral to the unique
The ESG Committee is a cross-functional senior
management committee of the Company. It is sub-
tives and policies based on that strategy. In addition,
the ESG Committee oversees communications with ESG GOVERNANCE
customer experience and long-
Our commitment to conserving ject to the oversight of the Nominating and Cor- employees, investors, and other stakeholders with BEST PRACTICES AT
precious resources in our term value of each asset, with porate Governance Committee of the Board of Di- respect to the ESG and DEI program components, OUR PROPERTIES
design and operations resiliency for our buildings to
N
rectors and will assist the committee in setting the and monitors developments relating to, and improv-
PR
IO
withstand the test of time and Company’s general strategy relating to its ESG and ing upon, the Company’s understanding of the ESG
ES
AT
help strengthen communities Five of our hotels
ER
DEI program components. The ESG Committee also and DEI program components. For more information
RV
have a sustainability
VA
assists the CEO and executive management of the see the ESG Committee Charter.
SE
taskforce (or Green
TI
N
Company to develop, implement and monitor initia-
O
O
Team) that meets
N
C
at least on a
quarterly basis.
ESG Committee Role Department Position
Scott Lynn Chairperson Legal Executive Vice President & General Counsel Six of our hotels
have a sustainability
PE
Todd Siefert Member Finance Senior Vice President, Corporate Finance
coordinator or
R
N
SO
and Treasurer
O
green champion.
TI
N
Shannon Sullivan Member Communications Vice President of Corporate &
VA
IF
Brand Communications
IC
Six of our hotels’
O
N
AT
Mike Koban Member Finance Senior Financial Analyst
green teams meet at
IN
IO
least quarterly.
N
Innovation
Patrick Chaffin Member Asset Management Executive Vice President and Chief Operating
Personification Brian Abrahamson Member Human Resources
Officer - Hotels
Senior Vice President and Chief Human All seven of our hotels
Our commitment to invest in our Our commitment to constantly Resources Officer have an environmental
people and our communities to innovating and enhancing our brand Pete Weien Member Operations Senior Vice President, Operations, management system in
develop a people-centric culture. and our assets, intertwined with the Opry Entertainment Group place at the property.
tenets and innovative opportunities James Chamblin Member Design & Construction Senior Vice President, Design & Construction
in technology and best practices
that sustainability offers
8 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 9
Our Commitment to Sustainability
Business Ethics and Human Rights Risks &
of global temperatures and rising of sea levels,
could potentially impact our new developments
Opportunities
and asset enhancement projects in worker safety,
weather-related delays, construction materials de-
We expect our valued partners and vendors to a zero-tolerance approach to forced labor, mod- sign and manufacturing and increasing insurance
work together with us in upholding high ESG per- ern slavery and human trafficking, and other good GLOBAL costs. In addition, water scarcity may impact our
formance, which is evident in our Vendor Code of practices related to Human Rights and inclusive- COMMITMENTS The critical ESG-linked issues we face are related assets based on specific locations of development
Conduct. In 2019, we committed to the principles ness; (4) provide a safe working environment to to climate change, environmental degradation and and operations. There are various ESG risks that
set out in the UN Universal Declaration of Human workers; and (5) conduct themselves in alignment biodiversity, energy and carbon emissions, water need to be addressed to mitigate the effects on
Rights and the UN Guiding Principles on Business with high business integrity. scarcity and security, waste management, pub- our properties. It is our view that the flooding of
and Human Rights. These principles are threaded lic health, sustainable procurement, supply chain the Gaylord Opryland in May 2010, which, we be-
throughout our ESG procedures and policies. Go- FOR FURTHER INFORMATION management, and socioeconomic challenges. The lieve, was caused by a combination of a histori-
ing forward, we also intend to champion these eth- COVID-19 pandemic is a public health risk that cal rainfall event and human error, serves as a re-
ESG Committee Charter The Company and its suppliers
ical standards to our external partners. has caused unprecedented restrictions on travel, minder of the potential impact of climate change.
shall strive to meet the principles group gatherings, and non-essential activities. In
ESG Procedures Since that event, we have actively monitored the
set out in the UN Universal addition to the obvious adverse impact to employ- commissioning of our properties and continuously
Our Vendor Code of Conduct presently covers our & Policies
suppliers related to our hospitality portfolio. It is Declaration of Human Rights and ee and customer health and safety, the pandemic enhanced our assets over time to better withstand
in place to ensure all current and future vendors Code of Business the UN Guiding Principles on has caused a major disruption to the travel and climate-related events. For more information on
align themselves with our core values. Notably, we Conduct & Ethics Business and Human Rights. hospitality industry or sector, adversely affecting our ESG-linked issues and opportunities, please
expect our suppliers to (1) comply with all relevant company financial conditions. In another exam- see our ESG Policies & Procedures. ESG Policies
laws; (2) conduct themselves with the spirit of en- ple, climate change, which includes the warming & Procedures.
vironmental protection at the forefront; (3) employ
Risk Assessments
Sustainability Management in Presently, our risk assessments focus on the de-
Acquisitions and Enhancements
velopment and enhancement of our hospitality
portfolio to mitigate environmental and social
risks. In doing so, we conduct assessments during
various stages of the project lifecycle, each with
its corresponding checklists for documentation.
Assessments are performed during the following
As our hospitality portfolio evolves over time, sus- ments at various stages of a project’s lifecycle.
instances:
tainability will continue to increase in significance Technical specifications are evaluated via check-
as we adapt and develop existing assets. We seek lists at appropriate instances for documentation
to ensure that all future changes to our portfolio are and screening processes. W Site evaluation for new development or existing
done in a socially and environmentally responsible property renovation or enhancement
manner. We take a “Plan-Do-Check-Act” approach Our Asset Management team also engages with W Building valuation for budgeting in renovations or
to addressing critical issues and risks and tapping our operator on a routine basis to discuss and enhancement Our risk assessments cover the following topics,
into emerging opportunities that arise in the en- evaluate progress on property-level ESG goals the depth of which will vary depending on the
hancement of our hospitality portfolio. Training and that are not necessarily shown through financial W Key supplier selection for direct vendors and nature of the instance:
resources are readily available for our internal and statements and consumption metrics. These goals contractors
external partners to ensure proper awareness of could include hiring and retention initiatives, em- W Water
W Technical design and purchasing for projects
various ESG topics. To address key issues, risks, ployee health and safety concerns, and communi-
overseen directly by design & construction W Climate Change Adaptation and Resilience
and opportunities, a comprehensive set of poli- ty engagement opportunities. Meeting ESG goals
cies and procedures were developed to guide our very frequently goes hand-in-hand with thoughtful W Construction including impact monitoring W Biodiversity and Habitat
processes, including: Environmental Sustainabili- capital deployment, but improvement to the com-
W Operator/Tenant fit-out and refurbishment, including W Socio-economic Impact
ty Policy, Human Rights and Inclusiveness Policy, munity around and within the asset is just as im-
technical design and purchasing when handled by
and Vendor and Supplier Code of Conduct. As part portant. W Utilities Management
of our philosophy, we plan by conducting assess- the operator
W Health and Wellbeing
W Ongoing performance monitoring for asset
management W Safety
10 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 11
Our Commitment to Sustainability
Risk Assessments (CONTINUED) Sustainability and Engagement
As an example of our efforts to ensure the safety mental flood. Gaylord Opry-
at our Properties
and security of our guests and employees, we re- land and the Inn at Opryland
cently engaged a third-party to assess the overall also reside in an area with At Ryman Hospitality Properties, we are deeply in- op a short and long term ESG and DEI
strength of our physical, technical, and operational high food insecurity. As part volved with and value the relationship between our strategy. This strategy will elevate not
security at our portfolio of hotel assets. As a result of its efforts to address this asset management team and the property general only the physical asset of each hotel,
of this assessment, we were able to make focused risk, Gaylord Opryland lit up managers. Given the number of properties in our but also the wellbeing of the employees
investments in more advanced camera technology, the resort in symbolic orange portfolio, we are in a unique position to have strong and guests.. The general manager at
lighting, and vehicular bollards, as well as changes for Hunger Action Day to relationships with our executive teams at each of each property provides updates on their
to response procedures to enhance the safety of raise awareness of its neigh- the properties. Every month, asset management property’s progress in meeting ESG and
our guests and employees. Assessments occurred bors struggling with hunger, engages with the general manager and executives DEI goals, including diversity hiring initia-
in 2019, and implementation of upgrades hap- and it also raised $5000 in at each property to discuss sustainability-specific tives, employee training opportunities,
pened in 2020 and 2021. donations to The Store, a free concerns as part of the overall performance of the energy usage, and ROI opportunities.
referral based grocery store hotel the previous month. Our asset management We hold each of our hotels accountable
In 2021, we conducted a portfolio wide assess- for those living with food in- team is working directly with our operator to devel- for not only the hotel’s financial perfor-
ment of water risk, climate risk, biodiversity prox- security. mance, but also the overall health of the
imity, socio-economic indicators, and transition risk business, whether that be employee
of regulation and policy via research of relevant Gaylord Palms has very high or guest satisfaction, sustainability per-
local policies for the hospitality portfolio. Through baseline water stress. It is also formance, mechanical infrastructure, or
this study, we identified several areas of risks. Our located within 5 miles of pro- community engagement.
resorts already have programs underway that ad- Gaylord National rooftop beehive tected area along the Florida
dress these risks, and more will be developed go- Mitigations Bank. This hotel continues Driving the property-level strategy is the
ing forward. to move forward with water saving initia- hotel’s “STARS First” culture guarantee,
Gaylord National and AC Hotel Harbor tives such as low flow showerheads, fau- and Marriott’s “SERVE 360” program,
Gaylord Rockies has very high baseline water are located in proximity to 32 threatened cets and aerators. They are also installing ALIGNMENT OF designed to Nurture, Empower, Wel-
stress due to reliance on the Colorado Water Basin species, where over 40% are consid- drought tolerant plants throughout the COMMITMENT come, and Sustain the world around and
and shortfall of precipitation. It is also located with- ered critically endangered. To support exterior of the resort – and a reclaimed within the property.
in 5 miles of the Rocky Mountain Arsenal which is a declining population of bees, Gaylord water irrigation system. To address bio-
a protected area. This new property was built with National acquired several beehives for a diversity, Gaylord Palms partnered with Our commitment to Conservation is
low flow showerheads and sink aerators. There are rooftop bee program to harvest its own Bottled Ocean and Florida Fish and Wild- closely aligned to Gaylord’s commitment
Gaylord Brand SERVE 360
also automatic water conservation faucets and toi- honey on the resort’s rooftop. life Conservation Commission to create a to Sustain Responsible Operations.
lets in public space restrooms. In the future, Gay- 161,000 gallon home to real Florida fish, These parallel commitments contain
lord Rockies plans to implement a cooling tower Gaylord Opryland is the site with the including mangrove snappers, redfish, policies, goals, and programs to support
water softener which will save more than 8 million highest risk to overall climate. In 2012, snook, and tarpon. environmental sustainability and the
gallons of water per year. Ryman Hospitality Properties complet- SERVE 360 is Marriott’s commitment to create posi-
reduction of the energy, water, and waste
ed construction on a Gaylord Texan also has very high baseline tive and sustainable impact wherever they do busi-
footprint.
combined $17 million water stress. The hotel already has low flow ness, guided by their 2025 Sustainability and Social
perimeter flood protec- fixtures throughout guestrooms and public Our commitment to Preservation is Impact Goals, as well as the UN Sustainable Devel-
Nurture Our World
tion system around the restrooms. In the future, the hotel plans to aligned with Gaylord’s commitment to opment Goals. SERVE 360 is Marriott’s platform for
Gaylord Opryland Ho- upgrade its laundry machines with the in- Nurture Our World. These platforms “doing good in every direction”. The platform is di-
tel and the Grand Ole tent of achieving a 2% year over year re- Sustain vided into four directional quadrants of a compass:
both include community investment and
Responsible Operations N, S, E, W.
Opry House, to protect duction in water usage. engagement via volunteer hours and
the 100-plus-acre site donations. Empower
from another monu- Through Opportunity As a leading luxury brand of Marriott, Gaylord Ho-
Our commitment to Personification is tels develops programs and goals in line with the
aligned with Gaylord’s commitment to Welcome All and SERVE 360 2025 Sustainability & Social Impact
Empower Through Opportunity and Advance Human Rights Goals. Throughout this report, we will illustrate the
Welcome All & Advance Human Rights. alignment between Ryman Hospitality Properties’
These categories address all topics sustainability commitments to conservation, preser-
vation, personification, and innovation and the ho-
related to human and social capital
tels’ SERVE 360 initiatives.
Gaylord Opryland including diversity, equity and inclusion,
lit up orange for human rights, employee health and
Hunger Action Day wellness, talent development and more.
12 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 13
Conservation: Sustainable and Efficient Resource Use
Conservation: Building Materials
Sustainable and We aim to source building materials and furniture,
Efficient Resource Use
fixtures, and equipment (FF&E) from local suppli-
ers that showcase authenticity and incorporate
green building attributes. For example, reclaimed
barn wood was utilized at Ole Red Orlando and
landscaping is locally sourced. The majority of
packaged items in our hotels are sourced from
Marriott’s Procurement group which has a strong
Ryman Hospitality Properties places a high value on protecting the environment where we own properties, live policy to minimize packaging.
and work. As a hospitality REIT owner of destination hotel assets in urban and resort markets, we understand
that the environmental impact of operations occurs primarily during new development, major renovation, and
on-going operation of existing assets. We have learned from our sustainability management system that it is im-
portant to focus our conservation and sustainability efforts around particular risks and opportunities of our oper-
ations. As such, our environmental sustainability practices and policies are focused on the following key areas:
W Building materials
W Designing for efficiency
GAYLORD PALMS EXPANSION – DESIGNED FOR EFFICIENCY
Designing ter irrigation system. All windows used in the Gay-
lord Palms expansion are energy efficient. We seek
for Efficiency
W Climate change adaptation to reuse construction and waste debris, and all our
and building resilience waste partners sort and recycle packaging and con-
Commissioning Agents were engaged as a design consultant from struction debris. Efforts then extend into asset man-
W Local ecosystems the very beginning of the Gaylord Palms expansion project to help agement, which enhances sustainability with best
with energy efficient design practices. The following practices were Our efforts to reduce utility consumption begin practices and a focus on new opportunities, those
integrated into the completed expansion: with the design and construction phase, which in- missed during development, and new and emerging
cludes sub-metering wherever possible. Our asset trends and technologies. As part of our “Plan-Do-
7 LED lighting and lighting occupancy controls were implemented throughout the management team and on-property engineering Check-Act” approach, our asset management teams
expansion (hotel guestrooms, conference center and back of house spaces). team can use this specific data from sub-metering regularly monitor utility consumption and building
7 Air side energy recovery was utilized within the hotel guestrooms. The to proactively identify efficiencies (and potential commissioning by working with hotel operators to
problems, i.e., leaks). At one of our hotels, for ex- track energy, water, and waste. While the monitor-
exhaust air from the guestroom bathrooms was utilized to pre-cool/pre-heat
ample, we have installed sub-meters on everything ing of usage is directly focused on improving the
the outside air provided to the guestroom, capturing +/- 70% of the energy
from irrigation systems, cooling towers, pools, and efficiency of our buildings, the latter also enhances
within the exhaust air. water features, as well as our recently completed
Gaylord Palms common the quality of guest experiences. To that end, we
7 Variable flow exhaust and outside air controls where utilized for the areas designed with expansions. Our hotels are outfitted with low-flow constantly communicate with our customers and
natural light to reduce showerheads, faucets, and toilets that save both on operator to identify both small procedural changes
guestrooms. Based on the occupancy of the guestrooms, the outside and
energy consumption costs and environmental
exhaust air modulates based on occupancy to reduce energy usage when the and larger capital commitments to address efficien-
impacts. Given our expan- cy opportunities. We remain committed to deploying
guestrooms were not occupied.
sive glass atriums, pool capital with both our asset and customer in mind.
7 Occupied/Unoccupied/Sold/Unsold temperature set back controls were products, and extensive
implemented for all guestrooms. horticulture programs at Building commissioning, the ongoing process of
many of our hotels, wa- tuning and calibrating systems to make sure a build-
7 Demand based ventilation controls were implemented for all high occupancy
ter efficiencies are a high ing’s HVAC is operating as efficiently as possible,
spaces (i.e., all public spaces within the convention center) to modulate the
impact item for both the ensures that our all-inclusive, quality assurance
amount of ventilation (outside air) based on space occupancy to reduce guest experience and bot- approach is threaded throughout our entire portfo-
energy usage. tom-line. lio. Our operators monitor the temperature and air
7 Variable flow pumping was utilized for both the new tertiary chilled and heating flows throughout our properties to ensure the HVAC
water piping systems for the expansion to reduce pump energy. In the recent Gaylord system is commissioned effectively. This improves
Palms expansion, public building efficiency, while enhancing the custom-
7 Both single zone and multizone VAV air handling systems were utilized spaces were designed to er experience given the large common areas and
throughout the convention center to reduce fan energy. maximize natural light to meeting space at each Gaylord hotel. Furthermore,
reduce energy consump- this continuous monitoring of our building commis-
7 All pool/river water make-up at Gaylord Palms is metered, which provides a
tion. This property also sioning also informs routine renovations and en-
sanitary sewer credit from Toho Water Authority.
operates a reclaimed wa- hancements to each building.
14 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 15
Conservation: Sustainable and Efficient Resource Use Conservation
2021 ELECTRICITY
EFFICIENCY PROJECTS
Climate Change Adaptation REDUCTION GOALS:
In 2019, $390,934 was
invested in conservation and Building Resilience 7 Opryland – reduce by 2%
measures at three Gaylord 7 Palms – reduce per by 1%
Hotels properties, which
The challenges of climate change are present, 2012, Ryman Hospitality Properties completed con- 7 Texan – reduce by 2%
has begun to “payback”
real, and everchanging. The Company proactively struction on a combined $17 million perimeter flood
in terms of cost, energy,
mitigates risks associated with disruptive weather protection system around the Gaylord Opryland Ho-
water and carbon emissions ENERGY
patterns in its key markets. Our building resilience tel and the Grand Ole Opry House, to protect the
savings. In 2020, there
strategy is a priority-based approach based on due 100-plus-acre site from another monumental flood. All seven of our hotels have a
were no efficiency projects
diligence, preventive maintenance, and infrastruc- The large floodwall, which stands 10 feet tall in some preventive maintenance plan
undertaken due to the
ture enhancements. Occurring on a regular basis, a places, is built of brick and concrete; the barrier sys- that checks building energy
COVID pandemic. The
cycle of planning and monitoring through numerous tem is completed with aluminum planks stored on and water equipment at least
2019 projects included LED
on-site inspections and strong relationships with the property that groundskeepers can install quickly on a quarterly basis.
lighting at Gaylord Texan,
our third-party operator, Marriott, is how we expect to stop water from coming through pedestrian and
water saving irrigation Four of our hotels have high-
our assets to stand resiliently during challenges. In vehicle gates.
system at Gaylord Palms efficiency boilers.
Gaylord Palms tropical atrium modeled
and upgraded HVAC at after Florida local ecosystems All seven of our hotels have
Gaylord Opryland. digital thermostats in over
90% of guestrooms.
7 Total Investment
on Energy Projects: Local Ecosystems
$390,934
2021 WASTE DIVERSION GOALS:
7 Total Cost Savings (USD): We are committed to maintaining the biodiversity
$145,719 of our local communities. Lying on the Cumberland
7 Opryland – increase WASTE
River, Nashville is surrounded by rich biodiversity
7 Total Energy Savings: with ecosystems flourishing in flora and fauna. As of from 14% to 22% Recycling is practiced in common
July 2016, Tennessee had 75 endangered species areas in all of our hotels.
1,931,951 kWh 7 Palms – increase
and 18 threatened species listed under the feder- Six of our hotels have implemented a
7 Total Water Savings: al Endangered Species Act. Our Marriott-managed
from 19% to 21%
waste management measure over the
9,600 kGal golf course, Gaylord Springs, is certified by Audu- and Environmental Planning, Wildlife and Habitat
7 Texan – increase by 10% last four years.
bon International as a Certified Audubon Cooper- Management, Water, Resource Management and
7 Total Carbon Reduction: 2021 WATER Plastic straws have been eliminated, or
ative Sanctuary, having met a rigorous framework Outreach and Education. For more information on 7 Rockies – increase
Audubon Cooperative Sanctuary Program, click
REDUCTION GOALS: reduced to an absolute minimum, in all
824,338 of environmental standards in Site Assessment from 6% to 10%
here. Going forward, we will commit to continued of our hotels.
respect of local biodiversity in Nashville and our
7 Opryland – reduce by 1.45%
other geographic locations.
GAYLORD BRAND PROPERTY LEVEL – 7 Palms – reduce by 1%
SUSTAIN RESPONSIBLE OPERATIONS The Gaylord Palms, situated in Kissimmee, Flori-
da, offers lush, tropical atriums that recreate three 7 Texan – reduce by 1.45%
environments that immerse you in the sights and
Marriott has set portfolio level goals to reduce its environmental footprint
sounds of the Florida local ecosystems including WATER
by 2025.
the Everglades, Key West, and St. Augustine. The
Six of our hotels have faucets with
resort has partnered with Bottled Ocean and Flor-
7 Reduce water intensity by 15% ida Fish and Wildlife Conservation Commission to
low-flow aerators in at least 90% of
guestrooms.
create a 161,000 gallon home to real Florida fish,
7 Reduce carbon intensity by 30%
including mangrove snappers, redfish, snook, and All seven of our hotels have water-
7 Reduce waste to landfill by 45% tarpon. The lagoon also provides a safe place for conserving, low-flow showerheads.
injured fish to heal. For example, Stamos the Tarpon Five of our hotels have sub-metered their
7 Reduce food waste by 50% stayed safe in the resort’s Key West lagoon holding water consumption.
tank because he could not be released into the wild
7 Achieve a minimum of 30% renewable energy use
until he was conditioned to the natural environment.
In support of Marriott’s Serve 360 goals, the Gaylord Brand properties The resort is also experimenting with growing na-
have set annual property level goals and developed programs to support tive mangroves to further create a natural habitat for
electricity and water reduction and waste diversion goals. its inhabiting species.
16 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 17
Conservation: Sustainable and Efficient Resource Use
Five-Year Trend in Preservation:
Environmental years. The 2019 and 2020 Like-For-Like figures
Preserving the Value
Performance1
of our Heritage
illustrate portfolio performance without Gaylord
Rockies. Without Gaylord Rockies, the total en-
ergy, carbon, and water increased slightly from
2018 to 2019.
As expected, due to the COVID-19 pandemic,
energy, carbon, and water declined from 2019 The intensity metrics normalize performance
to 2020. Prior to 2019, there were absolute re-
ductions across the board from our baseline year
based on square footage or occupied rooms. Our deep roots in Nashville and Nashville’s music
history serves as an inspiration for celebrating the
Creating Celebrating
The energy per square foot steadily decreased
of 2016. The absolute energy, carbon and wa- from 2016-2019, with a sharper decrease in 2020 regional flair of the communities in which we oper- Authentic Cultural
ter increase from 2018 to 2019 is primarily due due to the COVID-19 pandemic. Similarly, water ate. This helped formulate our destination-alignment Local Heritage
to the addition of Gaylord Rockies to the port- usage per occupied room steadily decreased business approach of our company. Positioning our
folio at the end of 2018, which was included in from 2016-2019, with a sharp increase in 2020 assets as local tourism products both honors cul- Experiences
the inventory for the 2019 and 2020 reporting due to the reduced occupancy. tural heritage and creates an authentic local expe-
rience for our convention and meeting guests while
improving our financial performance by increasing
occupancy rates.
Commodity 2016 2017 2018 2019 2020 Intensity 2016 2017 2018 2019 2020 The collective success of our Nashville assets using
a destination approach helped to create our strat-
egy, which has been extended to the remainder
8 0 0, 0 0 0 600
746,178
737,039 585.22 of our properties. Our recently renovated Gaylord
550 Texan in Grapevine, Texas is aligned with the des-
7 0 0, 0 0 0 The increase in water
tination by restaurant cuisine featuring an authentic
is due to the addition
641,553 666,520 500 of Soundwaves at
667,238
624,076
633,850 Opryland
Texan fare and a replica of the Alamo, adding a his-
6 0 0, 0 0 0
566,598
450 +118.6% torical element to the guest experience. In addition,
586,600
559,637 we recently completed a major expansion of the
5 0 0, 0 0 0
400
Gaylord Palms in Kissimmee, Florida, which has also Local
Economic
492,025
432,552 350 been aligned to the destination by featuring local,
464,699 live fish on a full-size floating restaurant boat in one
4 0 0, 0 0 0
Benefits
299.01
300
398,685 280.46 +0.30% atrium, while the other atrium is themed on the ev-
268.13
250 267.33 erglades with baby alligators, turtles, and other local
3 0 0, 0 0 0
biodiversity.
200
199,349
2 0 0, 0 0 0 As we follow the path of creating unique, destina- that engaging local
198,001 158,052 150
154,075
157,496 131,555 tion hotel assets in our portfolio’s expansion, we suppliers and vendors
100 recognize that preserving and celebrating the re-
1 0 0, 0 0 0 111,436
65.04 -3.5%
is integral to the pres-
51.13 -31.8%
50
48.78 47.06
32.12
gional flavor of each of the communities where our ervation of cultural
13.78 14.13 -67.88% +150.20%
0
17.26 13.57 13.72
9.37
properties are located is central to our business. heritage at our proper-
0 13.43
13.82 13.76 +1.1%
4.71
-30.1% Therefore, our assets need to be resilient over the ties. For over 40 years,
long term within those communities since a halt in we have worked with
operations is also a closure to a destination attrac- Barge Waggoner, a
% CHANGE
ABSOLUTE LIKE-FOR-LIKE LIKE-FOR-LIKE
YOY tion, as we learned from the flooding of the Gaylord Nashville-based en-
Opryland in 2010 and the COVID-19 pandemic in gineering and archi-
Total Energy Consumption (megawatt hours) Energy per square foot (kWh) %
2020. tecture services firm,
which has grown into
Total Carbon Emissions (metric tons CO2e) Carbon Emissions per square foot (kWh) % We preserve our assets’ heritage through many a national corporation
channels. First, the interior design of our assets that ranked 165th on
Total Water Consumption (kilogallons) Water per occupied room (gallons) % reflects the local aesthetic. In addition, where pos- Engineering News-Re-
sible, we aim to source building materials and fur- cord’s 2019 Top 500
Waste Generated % niture, fixtures, and equipment (FF&E) from local Design Firms list.
per occupied room (pounds) suppliers that showcase authenticity. We believe The Gaylord Palms rooms expansion features photos of local birds
indigenous to Florida that were taken by the hotel General Manager
who does this as a hobby. Two of his bird photos are the main art
1
Like-For-Like boundaries are limited to our hospitality portfolio element of the new 300-room hotel expansion.
18 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 19Preservation: Preserving Our Cultural Heritage Preservation: Preserving Our Cultural Heritage
Resilience Supporting Local
LOCAL PARTNERSHIP: NASHVILLE
CONVENTION AND VISITORS,
as Preservation Businesses as
VANDERBILT HEALTH, RYMAN HOSPITALITY
PROPERTIES AND SERVEPRO
On May 3, 2010, Nashville experienced an unprec-
Preservation of Heritage Good to Go is a hospitality safety program in which
participating businesses commit to following COVID-19
edented rainfall event amounting to 19 inches of guidelines established by Nashville’s Metro Public
rain over a two-day period. This rain event led to As part of our destination-alignment approach, Health Department. As part of the partnership, the
a thousand-year flood event that inundated the our company engages local businesses in the Company provides access to training materials and other
Grand Ole Opry House and Gaylord Opryland, communities we operate in. In all geograph- information to the businesses. The Company was a co-
both located along the bank of the Cumberland ic areas of operations, many local businesses founder and also a participant in the program, using the
River, with more than 8 feet of water. This devas- have become invaluable partners. Our proper- protocols in each of its businesses including:
tating flood event led to the emergency evacuation ties invest in local services including food and
of more than approximately 1,500 guests and led beverage products, hardware suppliers and 7 Soundwaves
to a six-month closure of Gaylord Opryland and a maintenance services. at Gaylord Opryland
five-month closure of the Grand Ole Opry House. As COVID-19 took hold across the nation in early
During the restoration event, we took the oppor- 7 Grand Ole Opry House
2020, we temporarily closed our five Gaylord Ho-
tunity to add elements of resilience, including ap- tel properties. During the closure, we continued 7 Ryman Auditorium
proximately $15 million in flood protection walls and to invest in our assets so that when we reopened
flood mitigation design elements. Unfortunately, in mid-summer, our customers were able to enjoy 7 Ole Red Nashville
the increase in disruptive weather patterns due to our safe and entertaining destinations once again.
climate change is a tangible risk that properties will Just like in previous crises, since the COVID-19
7 Gaylord Springs
need to prepare for. Our priority-based approach global pandemic, we have emerged as a stronger Golf Links
to asset enhancement leverages building assets. and more resilient company. In addition to the in-
Occurring on a regular basis, a cycle of planning 7 Wildhorse Saloon
and monitoring through numerous on-site inspec-
vestments made during the closure, we are now Just like in previous
prepared for unprecedented health and safety
tions and strong relationships with our third-party events. Ryman Hospitality Properties and Marriott
crises, since the 7 The Inn at Opryland
operator, Marriott, is how we expect our assets to prioritized the safety and wellbeing of our guests COVID-19 global
Participating businesses received signage that displays
stand resiliently during challenges. and employees during the COVID-19 pandemic. We pandemic, we have the program’s signature green music note – designating
have made large investments in personal protective emerged as a their commitment to safety and health. They are also
equipment and the latest cleaning technology and
procedures, so that every person who enters our
stronger and more promoted on the website.
hotels is safe and comfortable in the environment resilient company
that surrounds them.
LOCAL VENDOR HIGHLIGHT: RED KITCHEN FOODS
The Gaylord Texan has been partnering with Red Kitchen Foods for the last seven years,
a food products and service provider in Keller, Texas roughly 25 minutes from the resort.
Red Kitchen Foods is known for bringing local, homemade Tex-Mex flavor to the area
for both commercial and home kitchens. Two of Gaylord Texan’s most popular food and
beverage outlets, Riverwalk and Texan Station, use Red Kitchen Food’s chips, sauces, and
pickles for many of their dishes. Red Kitchen Foods is one of the most used local vendors
at the hotel and continues to provide quality products for the Gaylord Texan.
20 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 21Preservation: Preserving Our Cultural Heritage Preservation: Preserving Our Cultural Heritage
In our future, we anticipate the UN SDGs will play
Community an integral role in the enhancement of our ESG-
linked policies, programs, and procedures. Pres- Notable Beneficiaries of RHP Foundation
Preservation
ently, we contribute to several goals; however, our
mindset of continuous improvement aims to maxi-
mize our orientation with these goals and expand Foundation Spotlight: YMCA
into other areas of the global agenda. Our com- Foundation of Middle Tennessee
With a portfolio of destination hotel assets, we munity preservation efforts are aligned to SDGs 1
want to support resilient destinations, while help- and 4. For more than 50 years, the YMCA of Middle Ten- We are proud to be a
ing preserve and enhance local heritage. As nessee has nurtured young people, advocated for high impact partner of
such, we made firm commitments to strengthen the Goal 1 (No Poverty): Through our foundation, we healthy living, and supported neighbors in need. the Y and look forward
local communities of our hotel operations, particu- support several charities that seek to eliminate In 2020, the Y stepped up for our community like to continuing our sup-
larly in Nashville, the location of our corporate poverty in the Greater Nashville Area. never before, responding to the COVID-19 crisis port of their important
headquarters. We are highly committed to our com- by swiftly addressing critical needs without los- work, which ultimately ensures more opportunities
munities’ youth, arts, and education. Building on a Goal 4 (Quality Education): One of our founda- ing sight of the long-term well-being of the youth for underserved young people to grow, succeed
longstanding tradition of community engagement, tion’s focus areas is Youth, and prospective re- it serves. That included engaging young minds in and thrive. To learn more about the Y, click here.
the Ryman Hospitality Properties Foundation (“RHP cipients who seek to provide quality education to healthy behaviors through a consistent routine of The YMCA of Middle Tennessee aligns with the
Foundation”) was established in 2005 to formalize underprivileged youth are highly prioritized by the out of school programming and providing more RHP Foundation in all its focus areas. By support-
and help elevate our charitable commitments and RHP Foundation. than 58,000 meals for the now one in four children ing the YMCA, the RHP Foundation helps educate
impact on local communities. experiencing food insecurity in Middle Tennessee. and enrich the lives of our youth and ensure critical
arts and cultural programs that heavily impact our
local communities can move forward. Over 35,344
Foundation Spotlight: National members of the YMCA benefit from financial assis-
Museum of African American Music tance from partners like the Foundation. This part-
nership supports SDG 4: Quality Education.
Corporate Giving and The highly anticipated National Museum of African
American Music (NMAAM) has finally arrived. Locat-
Community Engagement ed just steps from the Ryman Auditorium, NMAAM
celebrates the many musical genres created, influ-
enced, and inspired by African Americans through
collections that share 400 years of history using ar- Foundation
The RHP Foundation manages giving at the corporate level and focus-
tifacts and interactive technology. And the world is Spotlight:
es on making a difference in the communities directly impacted by our
paying attention, with the Wall Street Journal writ- Adventure
assets. Most of our grants are made to Nashville-area organizations that
ing, "This will be a must-add not only to the itiner- Science Center
help enrich the lives of people living in our home city. The RHP Founda-
ary of Nashville tourists but for anyone interested
tion proactively engages with local community organizations to under-
in the history of music. Its state-of-the-art galleries The mission of Ad-
stand specific needs and opportunities to maximize impact. In addition,
powerfully affirm the centrality of African American venture Science Cen-
the RHP Foundation evaluates grant requests on an ongoing basis and
music to this country’s music story as a whole." We ter is to open every
primarily provides unrestricted funds to organizations that focus on the
are proud to support NMAAM and the critical role mind to the wonders
following areas:
it now plays in elevating the rich musical legacy of science and tech-
of African Americans, in Nashville and beyond. To nology, fostering a
Youth: Enrichment programs with an emphasis on providing opportuni-
learn more about better understanding
ties to disadvantaged children in the local area.
NMAAM and find of ourselves and the
out how you can vis- world around us. Ad-
Arts: Arts and cultural education programs that directly impact the com-
it, click here. venture Science Cen-
munity and elevate awareness in the preservation of our history.
ter is an independent,
With a goal of pay- not-for-profit center. It
Education: Primary, secondary, undergraduate, and post-graduate insti-
ing homage to the is dedicated to deliv-
tutions with special interest in schools located near our holdings.
unique perspective of African American music and ering innovative, dynamic learning experiences within the realms of science and tech-
history, NMAAM aligns with the RHP Foundation’s nology to foster a better understanding of ourselves and the world around us. The
In 2020, we made nearly $332,000 in unrestricted cash donations to
emphasis on supporting arts and cultural educa- 44,000-square-foot space features more than 175 hands-on exhibits focused on biolo-
many organizations through the RHP Foundation and other non-foun-
tion efforts that impact the community and elevate gy, astronomy, physics, earth science, energy, weather, sound, and space and is home
dation charitable giving efforts in addition to in-kind support and board
awareness in preservation of our past. It is also an to the state-of-the-art Sudekum Planetarium. Supporting Adventure Science Center al-
leadership support. Since 2005, nearly $6,400,000 has been donated
important partner as we seek to do more to amplify lows the RHP Foundation to further impact primary and secondary students in schools
to local charities.
the contributions of Black and minority musicians— located near its holdings by providing unique learning opportunities within science and
past and present. This partnership also supports technology. We do have a leader on the board of directors and are a multi-year capital
SDG 4: Quality Education. campaign contributor. This partnership also supports SDG 4: Quality Education.
22 2 0 2 0 S U S TA I N A B I L I T Y R E P O RT Ryman Hospitality Properties, Inc. A Real Estate Investment Trust 23You can also read
