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Beyond The Brochure: How Social Sustainability Can Reframe Stakeholder Engagement in Hospitality

By Maliha Aqeel Founder & CEO, The Ideas Collective Inc. | July 2025

A few years ago, a friend of mine stayed at a hotel that offered guests the option to skip daily room cleaning in exchange for a meal voucher donated to a local food bank. At first glance, it seemed like a clever trade-off: save water, support a cause. However, over the course of her five-day stay, she noticed something deeper. The front desk team spoke proudly about the program, and the breakfast server shared that it was their idea to expand it to include toiletries.

Additionally, there was a handwritten thank-you note from the food bank displayed near the elevators. It wasn’t just a sustainability initiative; it was a story that connected all stakeholders—from guests to staff to the community—in one quiet yet powerful loop. That, in essence, is the promise of social sustainability in hospitality. Rather than a checkbox exercise, it can be a catalyst for meaningful stakeholder engagement.

According to global consulting firm Deloitte, the number of Millennials and Gen Z travelers is on the rise. This key demographic is also more environmentally conscious, which is pushing the industry toward sustainable practices. Booking.com’s 2024 Sustainable Travel Report reinforces this shift, revealing that the majority of respondents consider sustainable travel important. But here’s the catch: nearly half feel that brands overstate their sustainability efforts, and almost a third say they’re tired of hearing about climate change altogether. That emotional fatigue, coupled with skepticism, highlights a widening gap between intention and impact—one that social sustainability can help bridge. When travelers see credible, people-centered practices woven into the guest experience, they’re more likely to trust, engage and advocate for the brand.

The Blind Spot in the Sustainability Conversation

Sustainability is often treated as a single concept, but it actually comprises three interconnected pillars: environmental, economic, and social. When most people hear “sustainability” in hospitality, they think of LED lighting, compostable coffee pods, or the classic “reuse your towel to save the planet” card. While environmental sustainability focuses on preserving natural ecosystems, social sustainability is all about people. Specifically, how organizations create value for employees, guests, suppliers, and communities now and in the future. It is reflected in fair wages, inclusive hiring practices, culturally respectful guest experiences, and community partnerships that uplift local economies and ensure cultural preservation. Where environmental initiatives often rely on technical fixes and regulatory standards, social sustainability demands something more relational: empathy, participation, and a long-term commitment to human development.

If environmental sustainability is about not depleting natural resources, social sustainability is about not depleting human potential. Yet, while many hotel groups publish glossy ESG reports touting their carbon reduction goals, far fewer articulate how they’re addressing systemic issues, such as economic disparity in tourism regions or career mobility for frontline staff. And that’s not just an optics issue. It’s a missed opportunity for stakeholder engagement.

Stakeholder engagement refers to the intentional process of involving individuals or groups who are affected by or can affect a business’s decisions and outcomes. In the hospitality industry, this includes employees, guests, suppliers, local community partners, and even the neighborhood coffee shop affected by foot traffic. Effective stakeholder engagement builds trust, fosters collaboration and surfaces valuable insights that drive more inclusive, resilient and sustainable outcomes. Engaging stakeholders holistically isn’t about broadcasting values; it’s about co-creating value in ways that reflect shared priorities and long-term impact.

Unfortunately, traditional engagement strategies often default to transactional touchpoints, such as feedback forms, loyalty perks, and corporate social responsibility (CSR) reports. While these are useful, they’re not quite transformative. Social sustainability reframes stakeholder engagement as a relational, not just operational, practice. And when done right, it creates what I call the 3C Ripple Effect:

Connection: Guests feel emotionally invested when they see themselves reflected in the brand’s actions and values.
Commitment: Employees stay longer and care more when they feel part of a purpose bigger than their job description.
Credibility: Communities and partners trust you when your social initiatives are transparent, participatory and responsive.

I admit that social sustainability claims can feel nebulous, even preachy, when poorly communicated. So, what does it sound like when done right?

It’s specific, not sweeping: “We increased local sourcing by 22% this year” is more specific and impactful than “We support our community.”
It’s human, not corporate: “Meet Maria, our pastry chef who mentors teens through our kitchen internship.”
It’s evolving, not final, and that’s okay: “This is where we are. This is what we’ve learned. Here’s where we’re headed.”

In short, social sustainability efforts can be positioned as substantive and impactful by reframing the narrative around the stakeholder experience.

From Principle to Practice: Four Ways to Embed Social Sustainability

So, how do you move from abstract principles to everyday practice? The key is shifting from a compliance mindset—doing what’s expected or required—to a contribution mindset, where your brand actively creates value for people, not just avoids harm. Here are four foundational strategies that hospitality businesses of any size can adopt to embed social sustainability into their operations in a meaningful way.

1. Design for Human Dignity, Not Just Experience

In hospitality, the guest experience often takes center stage. We obsess over scent profiles in the lobby, thread counts in the sheets, and the placement of ambient lighting. However, we rarely apply the same level of intentionality to the experience of the people behind the scenes —the ones preparing the rooms, greeting guests at reception, or working the night shift in housekeeping. Designing for dignity means acknowledging that your employees are not just part of the service delivery system; they are part of your brand ecosystem. Social sustainability in this context begins with fair compensation and safe working conditions, but it doesn’t end there.

Start by rethinking the physical and emotional environments in which staff operate. Are employee break rooms clean, welcoming, and equipped with basics like ergonomic seating, healthy snacks, and natural light? Do housekeeping teams have access to safe lifting equipment and consistent scheduling that allows for rest and personal time? Do all staff—regardless of role—have opportunities for skill development, cross-training, or advancement?

One practical step is to conduct dignity audits across departments. Interview staff to understand pain points in their daily workflow. Introduce feedback mechanisms that not only solicit opinions but also demonstrate follow-through. A hotel could, for instance, also implement an internal mentorship program where junior staff are paired with department heads to explore career development pathways. Or create quarterly town hall sessions where employees contribute ideas to improve both guest and team experiences.

Ultimately, designing for dignity shifts the lens from how employees serve the brand to how the brand serves its people. And when staff feel seen, heard, and invested in, it doesn’t just improve morale; it transforms the entire guest experience.

2. Source Stories Locally and Authentically

Many hotels lean on generic narratives to define their identity—coastal tranquility, urban luxury, mountain escape. But in saturated markets, authenticity can be a differentiator. Social sustainability invites brands to go deeper by embedding local culture, history and voices into every layer of the guest journey. This doesn’t mean placing a mural in the lobby and calling it a day. Sourcing stories locally means forming intentional partnerships with artisans, cultural educators, entrepreneurs, and storytellers who live in the community. It’s about co-creating experiences that reflect the place as it is lived, not packaged.

For example, instead of sourcing mass-produced guest welcome kits, a hotel might collaborate with a local social enterprise that employs women to create handwoven baskets or botanical soaps using indigenous ingredients. The hotel’s concierge team could partner with local elders or artists to host storytelling sessions or cultural appreciation workshops, providing guests with a genuine connection to the region’s heritage. Restaurants and spas within the hotel could craft menus and wellness treatments inspired by local customs, ensuring ingredients and products are sourced from small regional suppliers or cooperatives. Even the in-room literature could feature essays or photography from local creatives, offering a window into the lived experience of the destination.

Importantly, these partnerships should be ongoing, not one-off. Offer fair compensation, promote the collaborators within your own channels, and seek feedback from them as co-creators. Social sustainability is not just about visibility; it’s about voice and value-sharing. By sourcing stories locally and authentically, hotels elevate the guest experience and drive social and economic value into the communities in which they operate. In doing so, they create an identity that’s rooted, respected, and remarkably hard to replicate.

3. Measure What You Value (Not Just What’s Easy)

It’s easy to track RevPAR, ADR, or occupancy rates. It’s also standard practice to monitor guest satisfaction through post-stay surveys and loyalty program metrics. However, social sustainability requires a broader lens that captures how the business impacts people over time, across touchpoints, and beyond the property line. This means measuring outcomes that aren’t always neat or quantifiable but are no less critical. Are frontline workers experiencing burnout or advancement? Are your procurement dollars staying within the local economy? Do guests feel like they’ve contributed to something meaningful during their stay?

Start by identifying social impact themes that align with your brand purpose, such as economic inclusion, equity in hiring, or community resilience. Then, build or adapt key performance indicators (KPIs) to monitor progress in those areas. A hotel committed to equity, for example, could track diversity in leadership roles, pay parity by gender and ethnicity, and participation in inclusive hiring pipelines. Similarly, properties aiming to support local economies might set targets for sourcing a percentage of goods or services from within 100 miles of their location. Track supplier tenure and growth. Create vendor feedback loops to assess the quality of your partnerships, not just the cost.

Quantitative metrics should be paired with qualitative insight. Conduct interviews, focus groups, or anonymous staff surveys that explore feelings of belonging, safety, and pride. Invite community partners to share stories of impact—what changed because of the relationship? The goal isn’t perfection or comparison. It’s learning. What gets measured gets managed, but what gets valued gets changed.

Ultimately, by aligning metrics with purpose, hospitality brands can create feedback systems that not only showcase but also strengthen their social sustainability efforts. Studies show that society as a whole is increasingly skeptical, and trust is hard-earned. That’s why being able to back up your values with clear data and real stories is a competitive advantage you cannot afford to ignore.

4. Engage Stakeholders Early And Often

Many social impact strategies in hospitality are developed in the boardroom and announced with great fanfare, only to fall flat on the floor of the staff locker room or local community hall. Why? Because they were built for stakeholders, not with them. True engagement begins at the idea stage. Before launching a new community program, sustainability initiative, or workplace policy, ask: Who will this affect? Who has insight we’re missing? Who could help shape a better outcome?

Stakeholder engagement in a social sustainability context means recognizing everyone as a potential contributor—employees, guests, local leaders, suppliers, and even the surrounding neighborhood. And it means creating the conditions for two-way dialogue, not just one-way communication. For instance, a hotel seeking to enhance its environmental and social footprint might convene a stakeholder council that meets quarterly, comprising team members from multiple departments, community representatives, and local non-profit partners. These sessions can surface blind spots, generate buy-in, and build trust over time.

Frontline staff should also be involved in shaping policies that affect their work, from uniforms and benefits to scheduling and professional development. Create anonymous surveys, host listening sessions, and respond to feedback with tangible changes. Likewise, engage guests in the conversation. Beyond the standard comment card, hotels could integrate questions about community impact into their digital post-stay surveys or invite travelers to contribute ideas for local causes or experiences they’d like to see supported.

Of course, not every idea can or should be implemented. But, acknowledging, crediting and closing the loop with stakeholders demonstrates that engagement is not a marketing exercise but a relationship. In an industry where relationships are the currency of trust, early and ongoing engagement is one of the most effective—and overlooked—forms of social sustainability. It transforms policy into partnership, and strategy into shared success.

A McKinsey study found that companies with strong ESG performance saw up to 10% higher enterprise value premiums. However, beyond the numbers, there is a deeper truth: hospitality, at its best, is about stewardship. What would happen if every touchpoint—from hiring practices to supply chain to guest itineraries—were guided by a social sustainability lens? What kind of trust could we build? What kind of impact could we have? Hospitality has always been about welcome. Social sustainability invites us to extend that welcome to all stakeholders and to the future itself. Now that’s a story worth telling.

Ms. Aqeel

Maliha Aqeel, PMP, SCMP, MC, is Founder & CEO of The Ideas Collective Inc., an independent strategy consulting firm in Toronto, Canada. She has worked in corporate and agency roles for 20+ years, connecting the dots between brand, marketing and communications to drive business objectives for global brands, such as Dubai Group, EY and Fix Network World. Ms. Aqeel has won several industry awards, including two Gold Quill "Best of the Best" for employee engagement and COVID-19 response management and communications. In 2021, she was recognized as IABC Canada's 61st Master Communicator, a lifetime achievement award for contributions to organizational communication in Canada. A well-connected global professional and thought leader, Ms. Aqeel is a regular speaker at industry conferences and serves as Chair of IABC's international board of directors. She is currently pursuing a Doctorate in Business Administration at Royal Roads University. Her research focuses on the link between social purpose and customer engagement strategies in the hotel industry. Extended Biography & Contact Information

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10. APPLICABLE LAWS, VENUE, JURISDICTION & MANDATORY ARBITRATION

If any provision(s) of this Agreement is held by a court of competent jurisdiction to be contrary to law, then such provision(s) shall be construed, as nearly as possible, to reflect the intentions of the parties with the other provisions remaining in full force and effect. HotelExecutive's failure to exercise or enforce any right or provision of this Agreement shall not constitute a waiver of such right or provision unless acknowledged and agreed to by HotelExecutive in writing. The section titles in this Agreement are solely used for the convenience of the parties and have no legal or contractual significance. This Agreement may be assigned in whole or in part by HotelExecutive. This Agreement may not be assigned in any manner by you without the express, prior written permission of HotelExecutive.

Any and all disputes or controversies of any kind, including but not limited to any performance, duty, obligation or liability arising under or related to this Agreement which are not first resolved informally, shall be determined by binding arbitration in San Francisco, California, in accordance with the rules of the American Arbitration Association. The final award in any such arbitration proceeding shall be subject to entry as a judgment by any court or competent jurisdiction, provided that such judgment does not conflict with the terms and provisions hereof. The jurisdiction of the arbiter (or arbiters) with respect to legal matters shall be limited only by the statutory and common law of the State of California and the United States.

Notwithstanding the foregoing, any and all disputes, which the parties cannot informally resolve, regarding the scope of issues or matter with the jurisdiction of the arbitrator, shall be resolved by a separate dispute resolution process whereby HotelExecutive, in its sole discretion shall elect the dispute to be resolved by either (1) a court of competent jurisdiction in the State of California or (2) a panel of three new arbitrators.

This Agreement shall be governed by and construed in accordance with the laws of the State of California notwithstanding any conflict of laws provisions. You and HotelExecutive agree that the venue for all legal disputes, controversies, actions of any kind arising under or related to this Agreement shall be San Francisco, California. You and HotelExecutive further agree that in case of any litigation regarding this Agreement, you irrevocably and unconditionally (i) consent to submit to the exclusive jurisdiction of the state and federal courts in the County of San Francisco, California for any litigation or dispute arising out of or relating to this Agreement, (ii) agree not to commence any litigation arising out of or relating to this Agreement except in the California Courts, (iii) agree not to plead or claim that such litigation brought therein has been brought in an inconvenient forum, and (iv) agree the California Courts represent the exclusive jurisdiction for all litigation relating to this Agreement.

11. MEMBERSHIP FEES

Hotel Business Review Subscriptions

If you choose to purchase a subscription, member subscription payments can be made in U.S. Dollars, as well as a variety of international currencies. Membership terms are Annual Recurring, and Monthly Recurring. The Annual Recurring subscription is an annual commitment and subscribers will be charged each consecutive billing cycle. Annual Recurring subscriptions can be cancelled after the first billing cycle and within 30-days of the billing date for a full refund. Monthly Recurring subscriptions are ongoing and subscribers will be charged each consecutive monthly billing cycle. Monthly Recurring subscriptions can be cancelled after the first month and within 7 days of the monthly billing cycle for a full refund.

12. PAYMENT AUTHORIZATION

Payment for the services provided to you in, at, through or in association with HotelExecutive may be made by automatic credit card, debit card, direct debit, bankwire or Paypal and other approved payment means offered in, at, through or in association with HotelExecutive, and you hereby authorize HotelExecutive and its agents to transact such payments on your behalf.

You hereby authorize HotelExecutive's Internet Payment Service Provider to charge your credit card to pay for your membership to HotelExecutive. You further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card for any and all purchases of products, services in association with HotelExecutive. You agree to be personally liable for all charges incurred by you in association with your access or other use of any content provided by HotelExecutive or any third party in association with HotelExecutive. You acknowledge and agree that your liability for all such charges shall continue after termination of your access or any type of membership arrangement with HotelExecutive.

In the event that you have chosen to have your membership automatically rebilled, unless and until you notify HotelExecutive that you wish to cancel or terminate your membership to HotelExecutive, you hereby agree and authorize HotelExecutive's Internet Payment Service Provider to automatically renew your membership to HotelExecutive on a continuing basis and to charge your credit card (or other payment means you have selected) to pay for the ongoing cost of your membership. You hereby further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card (or other approved payment means you have selected) for any and all purchases of products, services and entertainment provided to in, at, through or in association with HotelExecutive.

13. PRIVACY POLICY

The following is the Privacy Policy for HotelExecutive

We can be reached via telephone, email, or online at our contact page. When you visit our site we do not log any information regarding your domain or email address. Information Sharing: We do not share user information with any third parties other than via press release distribution as described below.

Hotel Newswire is a newswire service that distributes press releases on behalf of our users. If you decide to submit a press release for distribution through our system we will transmit your entire press release including any personal information therein contained to our media contacts and online distribution points including search engines. This is the only redistribution of your information that we engage in. Your submission of press releases through our system indicates consent with this policy. The information we collect during your registration process is used to notify users about updates to our service and inform users of any special events hosted by Hotel Newswire. This information is not shared with other organizations for commercial or non-commercial purposes.

Cookies: Our system requires the use of cookies to enable the user to log back into our website to access information from the newswire, without having to log in each time using the required username and password.

If you do not want to receive email from us in the future, please let us know by following instructions included in our communication with you. Users who supply us with telephone numbers online may receive telephone contact from us regarding their account, or informing them of new products and services available on the HotelExecutive website. If you do not wish to receive such telephone calls, please edit your account and remove your phone number from your account profile. This can be done from your user account menu.

Ad Servers: We do not partner with or have any relationship with any ad server companies. From time to time, we may use customer information for new uses not previously disclosed in our privacy notice. If our information practices change at any time, we will post the policy changes to our website to notify you of these changes and provide you with the ability to opt out of these new uses. If you are concerned about how your information is used, you should check back at our website periodically.

Upon request we provide site visitors with access to all information (including proprietary information) that we maintain about them. Users can access this information by logging in to their account.

Security: We always use industry-standard encryption technologies while transferring and receiving user data exchanged with our site. We have appropriate security measures in place in our physical facilities to protect against the loss, misuse, or alteration of information that we have collected from you on our site. We do not store credit card information in our systems.

If you feel that this site is not following its stated information policy, you may contact us.